Loading...
HomeMy WebLinkAbout2021-05-31Clar*wn General Government Committee Post -Meeting Agenda Date: May 31, 2021 Time: 9:30 a.m. Location: Council Members (in Chambers or MS Teams) I Members of the Public (MS Teams) Inquiries & Accommodations: For inquiries about this agenda, or to make arrangements for accessibility accommodations for persons attending, please contact: Lindsey Patenaude, Committee Coordinator, at 905-623-3379, ext. 2106 or by email at Iatenaude@clarington.net. Alternate Format: If this information is required in an alternate format, please contact the Accessibility Coordinator, at 905-623-3379 ext. 2131. AudioNideo Record: The Municipality of Clarington makes an audio and/or video record of General Government Committee meetings. If you make a delegation or presentation at a General Government Committee meeting, the Municipality will be recording you and will make the recording public by on the Municipality's website, www.clarington.net/calendar Noon Recess: Please be advised that, as per the Municipality of Clarington's Procedural By-law, this meeting will recess at 12:00 noon, for a one hour lunch break, unless otherwise determined by the Committee. Cell Phones: Please ensure all cell phones, mobile and other electronic devices are turned off or placed on non -audible mode during the meeting. Copies of Reports are available at www.clarington.net/archive The Revised Agenda will be published on Friday after 4:15 p.m. Late items added or a change to an item will appear with a * beside them. Pages 1. Call to Order 2. Land Acknowledgement Statement 3. New Business — Introduction As outlined in Corporate Policy F-11 Transparency and Accountability, the Municipality of Clarington is committed to ensuring that it is accountable to the public for its actions, through responsible and transparent behaviours and the manner in which the municipality will try to ensure that its actions are transparent to the public. Accordingly, Members of Council will endeavour to provide New Business resolutions in advance of the meeting. 4. Adopt the Agenda 5. Declaration of Interest 6. Announcements 7. Adoption of Minutes of Previous Meeting 7.1. Minutes of a Regular Meeting of May 10, 2021 5 8. Delegations 9. Communications — Receive for Information 9.1. Minutes of the Historic Downtown Bowmanville Business Improvement 31 Area dated May 13, 2021 9.2. Minutes of the Newcastle Business Improvement Area dated May 13, 33 2021 9.3. Minutes of the Tyrone Community Centre dated March 17, 2021 and 37 April 21, 2021 10. Communications — Direction 10.1. Lee -Ann Reck, Manager, Client Services, Regarding Error in Report 44 CSD-001-21 Schedule of Rates and Fees - 2021 to 2022 Page 2 11. Presentations 11.1. Jeannette Whynot, Accessibility Coordinator, Regarding National 46 AccessAbility Week 12. Public Works Department Reports 12.1. PWD-018-21 Given Rd Closure and Conveyance 55 (Confidential Attachment 4 Distributed Under Separate Cover) 12.2. PWD-023-21 Clarington Seniors Snow Removal Program 62 12.3. PWD-024-21 GO Transit Newcastle Village Update 69 13. Emergency and Fire Services Department Reports 14. Community Services Department Reports 14.1. CSD-004-21 Future of the Tourism Information Centre 72 15. Legislative Services Department Reports 15.1. LGS-019-21 Bowmanville Downtown Parking 78 *15.2. LGS-020-21 Appointment to the Clarington Public Library Board and 84 Heritage Committee (Confidential Attachment 1 Distributed Under Separate Cover) 16. Financial Services Reports 16.1. FSD-029-21 Unsuccessful Tax Sale 88 16.2. FSD-030-21 2020 Building Permit Fees Annual Report 92 16.3. FSD-031-21 Supply and Deliver One Pumper Truck 96 17. CAO Office Reports 17.1. CAO-003-21 Economic Development Services in Clarington 101 18. New Business — Consideration 18.1. Declaration of Interest at Advisory Committee Meetings (Councillor 133 Neal) Page 3 *18.2. Fire Inspections (Councillor Neal) 134 19. Unfinished Business *19.1. LGS-017-21 Procedural By-law Review (Referred from the May 10, 135 2021 General Government Committee Meeting) Link to Report LGS-017-21 20. Confidential Reports 21. Adjournment Page 4 ClarhWWn If this information is required in an alternate format, please contact the Accessibility Co-ordinator at 905-623-3379 ext. 2131 General Government Committee Minutes Date: May 10, 2021 Time: 9:30 a.m. Location: Council Members (in Chambers or MS Teams) I Members of the Public (MS Teams) Members Present: Mayor A. Foster, Councillor G. Anderson, Councillor R. Hooper, Councillor J. Jones, Councillor J. Neal, Councillor C. Traill, Councillor M. Zwart Staff Present: A. Allison, J. Newman, L. Patenaude, G. Acorn, R. Maciver, S. Brake, T. Pinn, G. Weir, J. Gallagher 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 — Introduction Councillor Neal asked that a new business item, regarding Declaration of Interest for Advisory Committees, be added to the New Business — Consideration section of the agenda. 4. Adopt the Agenda Resolution # GG-306-21 Moved by Councillor Hooper Seconded by Councillor Anderson That the Agenda for the General Government Committee meeting of May 10, 2021, be adopted with the addition of a New Business Item regarding Declaration of Interest for Advisory Committees. Carried 5. Declaration of Interest Later in the meeting, Councillor Hooper declared an indirect interest in Item 8.6, Regarding Rapid Testing for Businesses, Customers and Residents of Clarington. 1 Page 5 General Government Committee Minutes May 10, 2021 Later in the meeting, Mayor Foster declared an indirect interest in Item 8.6, Regarding Rapid Testing for Businesses, Customers and Residents of Clarington. 6. Announcements Members of Committee announced upcoming community events and matters of community interest. 7. Adoption of Minutes of Previous Meeting Resolution # GG-307-21 Moved by Councillor Zwart Seconded by Councillor Hooper That Items 7.1 and 7.2, be adopted on consent. Carried 7.1 Minutes of a Regular Meeting of April 19, 2021 Resolution # GG-308-21 That the minutes of the regular meeting of the General Government Committee meeting held on April 19, 2021, be adopted. 7.2 Minutes of a Special Meeting of April 22, 2021 Resolution # GG-309-21 That the minutes of the special meeting of the General Government Committee meeting held on April 22, 2021, be adopted. 8. Delegations 8.1 Daniela Glaser, Adulam Foundation, Regarding Ecotherapy Proposal Letter Daniela Glaser, Executive Director, Adulam Foundation was present regarding the Ecotherapy Proposal Letter. Ms. Glaser provided an overview of the Adulam Foundation and outlined the programs they are working on. She stated that they are requesting Committee's support for ecotherapy programming in Clarington and explained that having a location in Clarington will help make their programming more accessible and provide the ability to work all year round. Ms. Glaser noted that they have completed some fundraising by creating and selling raised garden beds with soil, seeds, and plants. She explained that they would like Committee's support for finding land within Clarington and requested the Camp 30 lands as they would like to maintain the historical structure, use existing buildings, and to honor the history. 2 Page 6 General Government Committee Minutes May 10, 2021 Resolution # GG-310-21 Moved by Councillor Zwart Seconded by Councillor Hooper That Item 8.1, Delegation of Daniela Glaser, Adulam Foundation, Regarding Ecotherapy Proposal Letter, be referred to Staff and the Jury Lands Foundation. Carried 8.2 Mary Ann Muizelaar, Regarding Item 19.1, Report LGS-018-21 On -Farm Special Events Licensing By-law Mary Ann Muizelaar was present regarding Item 19.1, Report LGS-018-21 On - Farm Specials Events Licensing By-law. Ms. Muizelaar thanked Council and Staff for working toward implementing the directives from the LPAT ruling to protect the interest of the bona -fide farmer, for economic growth, and the interest of the rural public by alleviating the regulatory role of event venue sites. She explained that the by-law should include all necessary LPAT directives to ensure the framework needed for defining, regulating and scoping of event venues. Ms. Muizelaar suggested the following amendments to the by-law: • Include the definitions of Seasonal, Special, and Accessory which are cited in the LPAT ruling; • Include Spatial and Temporal to the definition of On -Farm Special Events to ensure events remain secondary; • Include the definition of Season Developed; • Section 3.5 and 3.6 - the applications need to be received and reviewed by not only the Director but by a Staff panel designated by Council to ensure all decisions are impartial; • Section 3.8 - include "Regional" to make the list complete; • Section 3.9 - provide a written explanation on how applications are vetted to ensure authenticity of the statements submitted; • Section 3.12 - provide a cap to the number of events per season; • Section 4.1 - retain all records for seven years; and • Section 6.3 - recommend attaching Section 2.2.3 and charts on pages 25 and 27 found in the Guidelines Permitted Uses as a Schedule B. She stated that the by-law is incomplete and does not assure that the rural public will not be the regulators of on -farm special events. Ms. Muizelaar concluded by noting the event venue should be collectively defined, regulated and scoped with clear definitions and effectively enforced. 3 Page 7 General Government Committee Minutes May 10, 2021 8.3 Raivo Uukkivi, Cassels Brock and Blackwell LLP, Regarding Item 19.1, Report LGS-018-21 On -Farm Special Events Licensing By-law Raivo Uukkivi, Cassels Brock and Blackwell LLP, was present regarding Report LGS-018-21 On -Farm Special Events Licensing By-law. He stated he is the lawyer for Bloomfield Gardens and added he has reviewed the by-law again and provided some comments. Mr. Uukkivi requested that his client be exempted from the operation of the by-law as everything the by-law seeks to accomplish are matters that were addressed through the zoning process. He suggested the following amendments to the by-law: • Section 2.6 - the provision to limit the maximum number of attendees shall be limited to the number as determined in accordance with applicable law; • Section 3.6 - provision be modified to require the issuance of a license provide that the applicant complies with the provisions of a by-law; • Section 3.7 - remove the provision and introduce an amendment to the zoning by-law to introduce this as a requirement for on -farm special events; and • Add a provision to the by-law identifying properties exempt from the licensing requirements and include their client's property to the schedule of exempt properties. Mr. Uukkivi stated that if the suggested changed were made, his client would be able to support the By-law and answered questions from Members of Committee. Alter the Agenda Resolution # GG-311-21 Moved by Councillor Neal Seconded by Councillor Anderson That the Agenda be altered to consider Item 19.1, Report LGS-018-21 On -Farm Special Events Licensing By-law, at this time. Carried 19. Unfinished Business 19.1 LGS-018-21 On -Farm Special Events Licensing By-law Resolution # GG-312-21 Moved by Councillor Neal Seconded by Councillor Hooper That Report LGS-018-21 be received for information. Yes (7): Mayor Foster, Councillor Anderson, Councillor Hooper, Councillor Jones, Councillor Neal, Councillor Traill, and Councillor Zwart Carried as Amended, on a Recorded Vote, See following Motions (7 to 0) 4 am: General Government Committee Minutes May 10, 2021 Amendment: Resolution # GG-313-21 Moved by Councillor Neal Seconded by Councillor Jones That the foregoing Resolution #GG-312-21 be amended by adding the following at the end: That Section 2.6 of the by-law be amended by deleting the words "On - farm Special Event License" and replacing with the words "Zoning Permission". Carried Amendment: Resolution # GG-314-21 Moved by Councillor Neal Seconded by Councillor Jones That the foregoing Resolution #GG-312-21 be amended by adding the following at the end: That Section 3.6 of the by-law be amended by deleting the words "The Director is authorized to issue or refuse to issue any licence, either with or without conditions" and replacing with the words "The Director is authorized to issue, suspend or revoke any licence in accordance with Section 151 of the Municipal Act, and to refuse the issuance of any licence if there has been a previous material breach of the licence, or in accordance with Section 3.9 of this By-law, including conditions consistent with the zoning". Carried Councillor Traill left the meeting at 10:30 a.m. Amendment: Resolution # GG-315-21 Moved by Councillor Neal Seconded by Councillor Jones That the foregoing Resolution #GG-312-21 be amended by adding the following at the end: That Section 3.7 of the by-law be deleted. Carried Later in the Meeting, see following motion 5 Page 9 General Government Committee Minutes May 10, 2021 Recess Resolution # GG-316-21 Moved by Councillor Neal Seconded by Councillor Jones That the Committee recess for 10 minutes. Carried The meeting reconvened at 10:47 a.m. with Mayor Foster in the Chair. Councillor Traill returned to the meeting. The foregoing Resolution #GG-315-21 was then put to a vote and carried. Amendment: Resolution # GG-317-21 Moved by Councillor Hooper Seconded by Councillor Anderson That the foregoing Resolution #GG-312-21 be amended by adding the following at the end: That Section 3.12 of the by-law be amended by deleting the words "November 1" and replacing with the words "December 31"; and That the by-law, as amended, be brought forward for adoption. Yes (5): Mayor Foster, Councillor Anderson, Councillor Hooper, Councillor Traill, and Councillor Zwart No (2): Councillor Jones, and Councillor Neal Carried on a recorded vote (5 to 2) Resolution # GG-318-21 Moved by Councillor Neal Seconded by Councillor Jones That the Rules of Procedure be suspended to allow Members of Committee to speak to the foregoing Resolution #GG-317-21 for a second time. Carried The foregoing Resolution #GG-317-21 was then put to a recorded vote and carried. The foregoing Resolution #GG-312-21 was then put to a recorded vote and carried, as amended. 6 Page 10 General Government Committee Minutes May 10, 2021 8. Delegations 8.4 Sheila Hall, Executive Director and Bonnie Wrightman, Manager of Business Development, Clarington Board of Trade & Office of Economic Development, Regarding an Update on the Q1 2021 - KPI Report Sheila Hall, Executive Director and Bonnie Wrightman, Manager of Business Development, Clarington Board of Trade and Office of Economic Development were present to provide an overview of CBOT's Q1 2021 - KPI Report. Ms. Hall outlined the programming they are working on during the pandemic to help support businesses. She explained that they have launched the rapid test distribution program to businesses. Ms. Hall stated that they have secured 15, 000 tests with an option to reorder more and added that they will be distributed for free. She noted that the tests will be distributed to businesses who have 150 employees or less and are provided for their Staff members only, to stop the spread through the workplace. Ms. Hall noted that they will be taking orders from businesses this week with distribution starting next week and encouraged businesses to visit their website to get more information. She provided an overview of the support they provide and outlined their programs highlighting the Digital Main Street Funding program and Win Space. Kickstart Your Dream programs. Ms. Hall added that they have wrapped up their Mother's Day bag which included items from local businesses. She concluded by stating the report is only a sample of the work they are completing and added that everyone will need to work together to ensure the economy we have today survives. Ms. Hall and Ms. Wrightman answered questions from Members of Committee. Resolution # GG-319-21 Moved by Councillor Hooper Seconded by Councillor Zwart That the Delegation of Sheila Hall, Executive Director and Bonnie Wrightman, Manager of Business Development, Clarington Board of Trade & Office of Economic Development, regarding an Update on the Q1 2021 - KPI Report, be received with thanks. Carried 8.5 Mark Canning, Regarding Rapid Testing for Businesses, Customers and Residents of Clarington Mark Canning was present regarding Rapid Testing for Businesses, Customers and Residents of Clarington. Mr. Canning thanked Councillor Jones for her support and knowledge of rapid testing. He congratulated Clarington and CBOT for announcing the rapid testing program. Mr. Canning explained that a proposal was sent to Durham Region that contained input from local businesses. He added that the program would help keep cases down in the community while the vaccine numbers are increasing. 7 Page 11 General Government Committee Minutes May 10, 2021 Mr. Canning provided an overview of Phase 1 which is to have the kits available for Staff and customers with the ability to self-administer the tests. He requested that Committee consider Phase 1 for Clarington as it is beneficial to residents and businesses of Clarington. Mr. Canning outlined Phase 2 which includes residential testing facilities for a mobile rapid testing program, which could run separately or in -conjunction with Phase 1. He explained that this program will help businesses and residents and answered questions from Members of Committee. 8.6 Gord Gill, Clarington Entertainment Complex, Joey's World "et al", Regarding Rapid Testing for Businesses, Customers and Residents of Clarington Gord Gill, Clarington Entertainment Complex, Joey's World 'et al" was present regarding Rapid Testing for Businesses, Customers and Residents of Clarington. Mr. Gill thanked Committee for the opportunity to speak and noted he strongly supports any efforts for rapid testing. He explained that businesses want to explore the option of having rapid testing for customers as they want to ensure their customers are going into a safe place. Mr. Gill stated that he would use time slots for both, those who want to use the rapid testing and those who do not. He explained that other businesses are also in support of the rapid testing program and want to prevent another lockdown if possible. Mr. Gill answered questions from Members of Committee. Suspend the Rules Resolution # GG-320-21 Moved by Councillor Neal Seconded by Councillor Jones That the Rules of Procedure be suspended to extend the meeting for an additional 10 minutes until 12.10 p.m. Carried Suspend the Rules Resolution # GG-321-21 Moved by Councillor Neal Seconded by Councillor Jones That the Rules of Procedure be suspended to extend the meeting for an additional 5 minutes until 12.15 p.m. Carried Councillor Hooper declared an indirect interest in Item 8.6, as he owns a business in Historic Downtown Bowmanville. Councillor Hooper muted his audio and video and refrained from discussion and voting on the matter. 8 Page 12 General Government Committee Minutes May 10, 2021 Mayor Foster declared an indirect interest in Item 8.6, as his daughter-in-law owns a business in Clarington. Mayor Foster muted his audio and video and refrained from discussion and voting on the matter. Councillor Neal chaired this portion of the meeting. Resolution # GG-322-21 Moved by Councillor Jones Seconded by Councillor Neal That the delegation of Mark Canning and Gord Gill, Clarington Entertainment Complex, Joey's World 'et al' be received with thanks; That Clarington Council endorse the COVID-19 Rapid Screening Initiative for small and medium sized businesses and thank the Clarington Board of Trade and Community Services for their support of the program; That Clarington Council urgently request the Province of Ontario and the Ontario Chamber of Commerce to expand the Rapid Screening Initiative (which screens employees) to include customers and that Clarington is willing to be a pilot project site; and That a copy of this motion be forwarded to Premier Doug Ford, MPP Lindsey Park, MPP David Piccini, all Durham Municipalities and Durham Region Health Department. Carried The Committee recessed for their one hour scheduled break in accordance with the Procedural By- law. The meeting reconvened at 1:15 p.m. with Mayor Foster in the Chair. 9. Communications — Receive for Information Resolution # GG-323-21 Moved by Councillor Hooper Seconded by Councillor Zwart That Communication Items 9.1 to 9.7, be received on consent. Carried 9.1 Minutes of the Newcastle Business Improvement Area dated April 8, 2021 Resolution # GG-324-21 That Communication Item 9.1, Minutes of the Newcastle Business Improvement Area dated April 8, 2021, be received for information. 9 Page 13 General Government Committee Minutes May 10, 2021 9.2 Minutes of the Ganaraska Region Conservation Authority dated April 15, 2021 Resolution # GG-325-21 That Communication Item 9.2, Minutes of the Ganaraska Region Conservation Authority dated April 15, 2021, be received for information. 9.3 Minutes of the Historical Downtown Bowmanville Business Improvement Area dated April 13, 2021 Resolution # GG-326-21 That Communication Item 9.3, Minutes of the Historical Downtown Bowmanville Business Improvement Area dated April 13, 2021, be received for information. 9.4 Sheila Hall, Executive Director, Clarington Board of Trade and Office of Economic Development, Regarding CBOT's Position on the Conversion of Employment Lands Resolution # GG-327-21 That Communication Item 9.4, Sheila Hall, Executive Director, Clarington Board of Trade and Office of Economic Development, Regarding CBOT's Position on the Conversion of Employment Lands, be received for information. 9.5 Bob Clark, P. Eng., P. Ag., MCIP, RPP, OLE, Principal Planner, Clark Consulting Services, Regarding Item 19.1, Report LGS-018-21 On -Farm Special Events Licensing By-law Resolution # GG-328-21 That Communication Item 9.5, Bob Clark, P. Eng., P. Ag., MCIP, RPP, OLE, Principal Planner, Clark Consulting Services, Regarding Item 19.1, Report LGS- 018-21 On -Farm Special Events Licensing By-law, be received for information. 9.6 Mitch Morawetz, President, Durham Region Federation of Agriculture, Regarding Item 19.1, Report LGS-018-21 On -Farm Special Events Licensing By-law Resolution # GG-329-21 That Communication Item 9.6, Mitch Morawetz, President, Durham Region Federation of Agriculture, Regarding Item 19.1, Report LGS-018-21 On -Farm Special Events Licensing By-law, be received for information. 9.7 Rob Alexander, Chair, Durham Farm Fresh, Regarding Item 19.1, Report LGS-018-21 On -Farm Special Events Licensing By-law Resolution # GG-330-21 That Communication Item 9.7, Rob Alexander, Chair, Durham Farm Fresh, Regarding Item 19.1, Report LGS-018-21 On -Farm Special Events Licensing By-law, be received for information. 10 Page 14 General Government Committee Minutes May 10, 2021 10. Communications — Direction 10.1 Tenzin Shomar, Executive Director, Clarington Youth Council, Regarding Opening Outdoor Recreational Amenities Resolution # GG-331-21 Moved by Councillor Jones Seconded by Councillor Zwart That the following resolution from Tenzin Shomar, Executive Director, Clarington Youth Council, regarding Opening Outdoor Recreational Amenities, be endorsed by the Municipality of Clarington: Whereas recent amendments to Ontario Regulation 82/20 under the Reopening Ontario Act, 2020 have closed outdoor recreational amenities, such as baseball diamonds, soccer fields, tennis courts, basketball courts, parks, and picnic sites; Whereas scientific evidence has shown that the risk of outdoor transmission of COVID-19 is substantially lower than transmission in indoor settings; Whereas Ontario's COVID-19 Science Advisory Table has reaffirmed that "limiting mobility" means restricting movement between regions, not discouraging safe outdoor activities; Whereas Iockdown measures have negatively impacted the mental and physical health of all individuals, particularly the health of young people; and Whereas restrictions on public outdoor amenities disproportionally affect low-income youth who may lack access to adequate greenspace. Now therefore be it resolved that the Clarington Youth Council urge the Government of Ontario to allow reasonable outdoor recreational amenities to open, provided that only members of the same household may use the amenity in close proximity and different households using the same amenity must be physically distanced; and Be it further resolved that a copy of this motion be forwarded to Premier Doug Ford, MPP Lindsey Park, MPP David Piccini, and the Municipality of Clarington. Carried 11 Page 15 General Government Committee Minutes May 10, 2021 10.2 Alexander Harras, Manager of Legislative Services/Deputy Clerk, Town of Ajax, Regarding Removing 412/418 Tolls Resolution # GG-332-21 Moved by Councillor Jones Seconded by Councillor Neal That the following resolution from Alexander Harras, Manager of Legislative Services/Deputy Clerk, Town of Ajax, regarding Removing 412/418 Tolls, be endorsed by the Municipality of Clarington: That Ajax Council acknowledges and thanks the Province of Ontario for freezing current toll rates as the tolling decision is reconsidered and requests that this freeze continue until a final decision is made; That Ajax Council urges the Minister of Transportation to immediately remove the tolls on Highways 412 and 418 to ensure equal access to north -south express connections in Durham Region; That Ajax Council thanks MPP French for her ongoing advocacy on this matter; and That this motion be distributed to Hon. Caroline Mulroney, Minister of Transportation; MPP Rod Phillips; MPP Jennifer French; Regional Chair John Henry; and all Durham Region municipalities. Carried 11. Presentations 12. Public Works Department Reports Councillor Hooper chaired this portion of the meeting. 12.1 PWD-022-21 Postal Box Garbage Cans and Municipal Property Pet Waste Fines Resolution # GG-333-21 Moved by Mayor Foster Seconded by Councillor Neal That Report PWD-022-21 be received; That the installation of garbage cans at postal boxes (super mailboxes) not be supported; That, as necessary, Public Works Staff continue to respond to litter and illegal dumping complaints at super mailboxes; and That the current fines for depositing dog waste on Municipal property remain unchanged. Carried 12 Page 16 General Government Committee Minutes May 10, 2021 13. Emergency and Fire Services Department Reports 14. Community Services Department Reports Councillor Traill chaired this portion of the meeting. 14.1 CSD-002-21 Symbols of Hate — Anti -Racism and Symbols of Hate Resolution # GG-334-21 Moved by Councillor Hooper Seconded by Councillor Anderson That Report CSD-002-21 be received; That Clarington Council, in recognition of the power that symbols can have on the psychology and well-being of community members, request that the Association of Municipalities of Ontario (AMO) petition the Provincial Government on behalf of Ontario municipalities to enact legislation that would enable municipalities to make enforceable decisions regarding symbols deemed unacceptable by the local community. Such consideration to also include a review of statutes where hate speech and symbols may be identified as illegal; That the Municipality of Clarington, as a member of the Federation of Canadian Municipalities (FCM), support the Town of Collingwood's motion for FCM to advocate to the Federal Government in the development of legislation that would clarify and strengthen the definition of hate speech and symbols, including explicit recognition of the psychological harm that can be caused by hateful symbols, and work with all levels of government in addressing the root causes of hate speech; That this motion be forwarded to AMO and FCM as well as our local area Members of Parliament and Members of Provincial Parliament for their information; That the Diversity Advisory Committee, in partnership with staff, be directed to prepare an anti -racism policy that would apply to all staff, Members of Council, and all visitors to municipal -owned facilities and spaces. The Anti -Racism Policy would make clear the Municipality's expectation of tolerance for those working at and using Municipal -owned facilities and spaces. This Policy can be displayed at all facilities so that users are aware of the expectations under the Policy and the consequences for not adhering to it; That once these action items are approved for direction, the Mayor and Members of Council of the Municipality of Clarington, in partnership with Clarington's Diversity Advisory Committee, release an Official Statement to share some context about this issue and demonstrate how we are working together to promote a community where every individual regardless of race, ethnic origin, gender identity or sexual orientation is welcome and racism, discrimination, intolerance and the promotion of hatred through symbols or statements have no place in our community; and 13 Page 17 General Government Committee Minutes May 10, 2021 That all interested parties listed in Report CSD-002-21 and any delegations be advised of Council's decision. Carried 14.2 CSD-003-21 Future Indoor Recreation Facility Resolution # GG-335-21 Moved by Councillor Hooper Seconded by Councillor Anderson That Report CSD-003-21 be received; That Council approve the proposed indoor recreation facility plan, as recommended in Report CSD-009-19, to be located at the South Bowmanville Community Park; That Council approve the total project budget of $50,000,000 to be funded, as recommended in Report FND-031-20 through debenture debt financing with the Region of Durham; That Council direct Staff to issue a Request for Proposal (RFP) for the architectural and engineering design for the new facility; That Staff report back to Council to present the final facility design for approval; That, following design approval, Staff issue a tender to prequalified general contractors for the construction of the new recreation facility; and That all interested parties listed in Report CSD-003-21 and any delegations be advised of Council's decision. Referred Amendment: Resolution # GG-336-21 Moved by Councillor Neal Seconded by Councillor Jones That Item 14.2, regarding a Future Indoor Recreation Facility, be referred to Staff to report back in the fall on the matters listed under Option 3 of Report CSD-003-21; and That Council approve the costs to prepare the conceptual plans and project budget, not to exceed $25,000, which will be funded from the Community Services Capital Reserve Fund. Carried 14 Page 18 General Government Committee Minutes May 10, 2021 15. Legislative Services Department Reports Councillor Jones chaired this portion of the meeting. 15.1 LGS-017-21 Procedural By-law Review Resolution # GG-337-21 Moved by Councillor Neal Seconded by Mayor Foster That Report LGS-017-21 be received; That the By-law attached to Report LGS-017-21 as Attachment 5 to Report LGS-017-21, repealing and replacing Clarington's Procedural By-law 2015-029, be approved; and That Staff be directed to prepare a report recommending the new meeting schedule to reflect the changes approved in the new Procedural By-law, effective September 1, 2021. Referred Later in the Meeting Amendment: Resolution # GG-338-21 Moved by Councillor Neal Seconded by Councillor Zwart That the foregoing Resolution #GG-337-21 be amended by adding the following after paragraph 2: That section 9.2.5 of the by-law (Delegation time Limits), and related sections, be amended by deleting the words "five (5)" and replacing with the words "ten (10)", so that delegations are permitted to speak for 10 minutes at Council and Committee meetings. Yes (7): Mayor Foster, Councillor Anderson, Councillor Hooper, Councillor Jones, Councillor Neal, Councillor Traill, and Councillor Zwart Carried on a recorded vote (7 to 0) 15 Page 19 General Government Committee Minutes May 10, 2021 Amendment: Resolution # GG-339-21 Moved by Councillor Neal Seconded by Councillor Traill That the foregoing Resolution #GG-337-21 be amended by adding the following after paragraph 2: That Section 10.9.1 of the by-law (Speaking Once to a Matter), and related sections, be amended by replacing the word "once" with "twice", so that members are permitted to speak at Committee a second time without the approval of the Committee. Yes (3): Councillor Jones, Councillor Neal, and Councillor Traill No (4): Mayor Foster, Councillor Anderson, Councillor Hooper, and Councillor Zwa rt Motion Lost on a recorded vote (3 to 4) Amendment: Resolution # GG-340-21 Moved by Councillor Neal Seconded by Councillor Traill That the foregoing Resolution #GG-337-21 be amended by adding the following after paragraph 2: That Sections 4.11.1 and 4.11.2 of the by-law (Length of Meetings), and related sections, be amended by deleting the words "the rules are suspended" and replacing with the words 'otherwise determined by a vote of two-thirds of the Members present". Yes (3): Councillor Jones, Councillor Neal, and Councillor Traill No (4): Mayor Foster, Councillor Anderson, Councillor Hooper, and Councillor Zwa rt Motion Lost on a recorded vote (3 to 4) 16 Page 20 General Government Committee Minutes May 10, 2021 Amendment: Resolution # GG-341-21 Moved by Councillor Neal Seconded by Councillor Traill That the foregoing Resolution #GG-337-21 be amended by adding the following after paragraph 2: That Section 4.11 of the by-law (Length of Meetings), and related sections, be amended by adding a section that ensures the remaining agenda items be placed on the next regular meeting of the same type in the event that the meeting adjourns in accordance with Sections 4.11.1 and 4.11.2. Yes (7): Mayor Foster, Councillor Anderson, Councillor Hooper, Councillor Jones, Councillor Neal, Councillor Traill, and Councillor Zwart Carried (7 to 0) Recess Resolution # GG-342-21 Moved by Councillor Neal Seconded by Councillor Traill That the Committee recess for 5 minutes. Carried The meeting reconvened at 2:49 p.m. with Councillor Jones in the Chair. Amendment: Resolution # GG-343-21 Moved by Councillor Neal Seconded by Councillor Anderson That the foregoing Resolution #GG-337-21 be amended by adding the following after paragraph 2: That Section 4.9.1 of the by-law (Closed Meetings), and related sections, be amended by deleting the words "in accordance with Sub -section 239 (2)(3) of the Municipal Act, 2001" and replacing with the words "if the subject matter deals with any of the matters in sub -section 239 (2) or 239 (3) of the Municipal Act, 2001". Carried 17 Page 21 General Government Committee Minutes May 10, 2021 Amendment: Resolution # GG-344-21 Moved by Councillor Neal Seconded by Councillor Traill That the foregoing Resolution #GG-337-21 be amended by adding the following after paragraph 2: That the Procedural Motion definition, within Section 1 of the by-law (Definitions), and related sections, be amended by: • adding the words "indefinitely" after the words "to table"; • That the words "To defer" be added as item f); and • That the remaining items be renumbered. Carried Amendment: Resolution # GG-345-21 Moved by Councillor Neal Seconded by Councillor Traill That the foregoing Resolution #GG-337-21 be amended by adding the following after paragraph 2: That Section 2.5.1 of the by-law (Agenda Restrictions), and related sections, be amended by adding the words "at the request of a member of the public" after the words "The Municipal Clerk shall refuse". Carried Amendment: Resolution # GG-346-21 Moved by Councillor Neal Seconded by Councillor Traill That the foregoing Resolution #GG-337-21 be amended by adding the following after paragraph 2: That the by-law be amended by adding the following section: "Members of Staff shall speak at meetings when invited to by a Member of Council". Yes (3): Councillor Jones, Councillor Neal, and Councillor Traill No (4): Mayor Foster, Councillor Anderson, Councillor Hooper, and Councillor Zwa rt Motion Lost on a recorded vote (3 to 4) 18 Page 22 General Government Committee Minutes May 10, 2021 Amendment: Resolution # GG-347-21 Moved by Councillor Neal Seconded by Councillor Traill That the foregoing Resolution #GG-337-21 be amended by adding the following after paragraph 2: That Section 5.2.3 of the by-law, and related sections, be amended by adding the word "report" before the words "minutes to Council for consideration at the next regular Meeting of Council". Motion Withdrawn Amendment: Resolution # GG-348-21 Moved by Councillor Neal Seconded by Councillor Traill That the foregoing Resolution #GG-337-21 be amended by adding the following after paragraph 2: That Section 5.2.3 of the by-law (Reporting to Council), and related sections, be amended by deleting the word "minutes" and replacing with the word "report". Yes (3): Councillor Anderson, Councillor Neal, and Councillor Traill No (4): Mayor Foster, Councillor Hooper, Councillor Jones, and Councillor Zwart Motion Lost on a recorded vote (3 to 4) Amendment: Resolution # GG-349-21 Moved by Councillor Neal Seconded by Councillor Traill That the foregoing Resolution #GG-337-21 be amended by adding the following after paragraph 2: That Section 8.1.9 of the by-law (Timing of Staff Reports), and related sections, be amended by adding a section that ensures all Staff reports be provided to Members of Council by the publication of the agenda. Yes (3): Councillor Jones, Councillor Neal, and Councillor Traill No (4): Mayor Foster, Councillor Anderson, Councillor Hooper, and Councillor Zwa rt Motion Lost on a recorded vote (3 to 4) 19 Page 23 General Government Committee Minutes May 10, 2021 Amendment: Resolution # GG-350-21 Moved by Councillor Neal Seconded by Councillor Traill That the foregoing Resolution #GG-337-21 be amended by adding the following after paragraph 2: That the by-law be amended by adding the following section: "That the items of New Business be placed on the respective part of the agenda". Carried Amendment: Resolution # GG-351-21 Moved by Councillor Neal Seconded by Councillor Traill That the foregoing Resolution #GG-337-21 be amended by adding the following after paragraph 2: That Section 9.3.6 of the by-law (No accompanying Staff report/communication) be deleted. Yes (3): Councillor Jones, Councillor Neal, and Councillor Traill No (4): Mayor Foster, Councillor Anderson, Councillor Hooper, and Councillor Zwa rt Motion Lost on a recorded vote (3 to 4) Amendment: Resolution # GG-352-21 Moved by Councillor Neal Seconded by Councillor Traill That the foregoing Resolution #GG-337-21 be amended by adding the following after paragraph 2: That Section 10.12.9 of the by-law (Motions Introduced Orally), and related sections, be amended by adding "To defer" to the list of items. Carried 20 Page 24 General Government Committee Minutes May 10, 2021 Amendment: Resolution # GG-353-21 Moved by Councillor Neal Seconded by Councillor Traill That the foregoing Resolution #GG-337-21 be amended by adding the following after paragraph 2: That Section 10.12.21 of the by-law (Motion to Table), and related sections, be amended by adding the words "or defer" after the words "A motion simply to table". Carried Amendment: Resolution # GG-354-21 Moved by Councillor Neal Seconded by Councillor Anderson That the foregoing Resolution #GG-337-21 be amended to "clarify the wording" by adding the following after paragraph 2: That subsection 10.12.27 of the by-law (Motion to Divide), and related sections be amended by: adding a new section after subsection 10.12.27(b): "The Chair calls the vote on the motion to divide, which is debatable."; replacing subsection 10.12.27(d) with the following: "The matter of the divided item(s) are now being considered with the same mover and seconder as the original. The Chair calls the vote on the divided item(s)."; and That the subsections be renumbered accordingly; and Carried Amendment: Resolution # GG-355-21 Moved by Mayor Foster Seconded by Councillor Hooper That Report LGS-017-21 and amendments be referred to the next General Government Committee meeting dated May 31, 2021. Carried 21 Page 25 General Government Committee Minutes May 10, 2021 Suspend the Rules Resolution # GG-356-21 Moved by Mayor Foster Seconded by Councillor Hooper That the Rules of Procedure be suspended to extend the meeting for an additional 15 minutes until 4:45 p.m. Carried Recess Resolution # GG-357-21 Moved by Councillor Neal Seconded by Councillor Traill That the Committee recess for 5 minutes. Carried The meeting reconvened at 4:33 p.m. with Councillor Neal in the Chair. 16. Financial Services Reports Councillor Neal chaired this portion of the meeting. 16.1 FSD-021-21 2020 Annual Statement for the Development Charges Reserve Funds Resolution # GG-358-21 Moved by Mayor Foster Seconded by Councillor Hooper That Report FSD-021-21 be received; and That a copy of this report be posted on the Municipality's website. Carried 16.2 FSD-022-21 Supply and Delivery of One Single Axle and Four Tandem Axle Cab and Chassis Units Resolution # GG-359-21 Moved by Mayor Foster Seconded by Councillor Hooper That Report FSD-022-21 be received; That Winslow Gerolamy Motors Limited with a bid amount of $1,322,556.40 (Net HST Rebate) being the lowest bidder meeting all terms, conditions and specifications of CL2021-7 be awarded the contract for the Supply and Delivery of One Single Axle and Four Tandem Axle Cab and Chassis Units; 22 Page 26 General Government Committee Minutes May 10, 2021 That the total funds required for this project in the amount of $1,337,820.40 (Net HST Rebate) include $1,322,556.40 (Net HST Rebate) for snow removal equipment costs and other costs such as radios, GPS units, Clarington decal lettering and striping in the amount of $15,264.00 (Net HST Rebate) be funded by the Municipality as follows: Description Account Number Amount Fleet Replacement Roads - 110-36-388-83642- $500,000 (2020) 7401 Fleet Replacement Roads - 110-36-388-83642- 837,820 (2021) 7401 That all interested parties listed in Report FSD-022-21 and any delegations be advised of Council's decision. Carried 16.3 FSD-023-21 2021 COVID Support for Hall Boards Resolution # GG-360-21 Moved by Councillor Traill Seconded by Councillor Anderson That Report FSD-023-21 be received; That the Municipality offer an in -take for the Community COVID-19 Support Program utilizing the guidelines and forms approved in 2020 specifically for hall boards and arena boards; That the funding for the hall board and arena board in -take be funded from the Tax Rate Stabilization Reserve Fund (utilizing the Safe Restart Funds) to a maximum of $60,000 with no limit per organization; That the Director of Financial Services, Director of Community Services and the Chief Administrative Officer be delegated authority to determine and approve the allocation of funds under the in -take; and That Staff report back to Committee in September 2021 on the recipients of the funding. Carried 16.4 FSD-024-21 Lambs Road Interchange Study Resolution # GG-361-21 Moved by Mayor Foster Seconded by Councillor Anderson That Report FSD-024-21 be received; 23 Page 27 General Government Committee Minutes May 10, 2021 That the proposal received from CIMA+ having the lowest price meeting all terms, conditions and specifications of RFP2021-1 be awarded the contract for the provision of engineering services required for the Lambs Road Interchange Study; That the funds required in the amount of $226,255.22 (net HST rebate) be drawn from the following accounts: Lambs Rd Interchange at Highway 401 110-32-330- $226,255 Environmental Assessment 83444-7401 That all interested parties listed in Report FSD-024-21 and any delegations be advised of Council's decision. Carried 16.5 FSD-025-21 Nash Road Widening and Rehabilitation Resolution # GG-362-21 Moved by Mayor Foster Seconded by Councillor Hooper That Report FSD-025-21 be received; That Coco Paving Inc. with a total bid amount of $522,002.14 (Net HST Rebate) being the lowest compliant bidder meeting all terms, conditions and specifications of Tender CL2021-11 be awarded the contract for the work required to complete the Nash Road Widening and Rehabilitation; That the total funds required for this project in the amount of $622,100.00 (Net HST rebate), which includes the construction cost of $522,002.14 (Net HST rebate) and other costs such as design, material testing, utility daylighting, inspection and contract administration, permit fees and contingencies in the amount of $100,097.86 (Net HST rebate) is within the approved project budget and will be funded by as follows: Description I Account Number I Amount Nash Road Rehabilitation and Widening Pavement Rehabilitation Program (2021 Budget) 110-32-330- $450,000 83458-7401- 110-36-330- 172,100 83212-7401- That all interested parties listed in Report FSD-025-21 and any delegations be advised of Council's decision. Carried 24 Page 28 General Government Committee Minutes May 10, 2021 Suspend the Rules Resolution # GG-363-21 Moved by Councillor Anderson Seconded by Councillor Hooper That the Rules of Procedure be suspended to extend the meeting until 5:00 p.m. Carried 16.6 FSD-027-21 Scanning and Conversion Services Resolution # GG-364-21 Moved by Mayor Foster Seconded by Councillor Jones That Report FSD-027-21 be received; That DOCUdavit Solutions with a total bid amount for the initial two-year term of $176,470.16 (Net HST Rebate), and a potential five-year contract value of $441,175.40 (Net HST Rebate), subject to change based on requirements and price increases not exceeding the applicable CPI, being the lowest compliant bidder meeting all terms, conditions and specifications of tender CL2021-10 be awarded the contract for the provision of scanning and conversion services as required by the Municipality; That the funds expended for these services, be funded from respective department's approved operating budget as required; That pending satisfactory service the Purchasing Manager, after consultation with the respective Department Head, be authorized to extend the contract for up to three additional one-year terms; and That all interested parties listed in Report FSD-027-21 and any delegations be advised of Council's decision. Yes (6): Mayor Foster, Councillor Anderson, Councillor Hooper, Councillor Jones, Councillor Traill, and Councillor Zwart No (1): Councillor Neal Carried on a recorded vote (6 to 1) 17. CAO Office Reports 18. New Business — Consideration 18.1 Declaration of Interest for Advisory Committees Councillor Neal withdrew his motion and requested that it be added to the May 31, 2021 General Government Committee meeting. 25 Page 29 General Government Committee Minutes May 10, 2021 19. Unfinished Business 20. Confidential Reports 21. Adjournment Resolution # GG-366-21 Moved by Councillor Hooper Seconded by Councillor Zwart That the meeting adjourn at 4:54 p.m. Carried 26 Page 30 Historic Downtown Bowmanville Business Centre (BIA) Board of Management Meeting Minutes Thursday May 13, 2021; 6:30pm Virtual Meeting due to COVID-19 pandemic Present: Edgar Lucas, Chair Laura Holmes, Secretary Gerri Lucas, Treasurer Cathy Holmes Ron Hooper Absent: Justin Barry Erin Kemp Delegations Present: Duncan Anderson, Manager of Municipal Law Enforcement, MOC This special meeting was called to discuss parking strategies in downtown Bowmanville. The Chair called the meeting to order at 6:50pm. Quorum confirmed. Mr. Anderson has researched mobile pay apps for parking and requests feedback from the Board on his findings before submitting a report to Council. Two part-time enforcement officers are responsible for downtown core. Parking fees help offset costs of enforcement and contribute to improvements and maintenance of parking areas. There are approximately 150 meters and 5 lots in downtown Bowmanville. Current parking rate is $0.50 per hour. Rates in effect Monday to Friday from 9am-6pm. There is a two-hour free period in lots. Monthly permits are available for purchase from the Municipality. Bowmanville has experienced issues with building owners, tenants, and business employees utilizing short-term parking for all -day use which contributes to a shortage of parking for customers of the local businesses. It is well known that some business employees take advantage of the two-hour free parking and rotate their vehicle in the lot to avoid parking fees entirely. Prior to work from home orders related to COVID, municipal lots were primarily occupied by staff of large employers. Lindsay experiences many of the same problems with parking enforcement. Newcastle main street businesses largely have private off-street parking so there is less concern with parking space. Orono has fewer operational businesses so parking is not a concern currently. Mr. Anderson proposes to keep municipal lots at a lower rate to encourage use for longer term parking and street meters at higher rate to encourage more rapid turnover of space. Phone apps are a cost-effective solution for providing a mobile/credit payment for parking. This would allow for the existing meters and payment boxes to remain in place. There would need to be a minimal increase in the hourly rate to facilitate the mobile payment option to approximately $1.00. The mobile app transaction fee typically has a convenience fee tacked onto the hourly rate paid by the customer. Some companies charge the convenience fee only on the first transaction of the day and Page 31 Historic Downtown Bowmanville 2 Special May 2021 Business Centre (BIA) waive for any additional top up. Other companies charge the fee each time the rate is paid through the app. Other companies have a plan that customers can sign up for to limit the convenience fees for heavy users of the app. If Council moves forward with a mobile app payment option, a tender process will occur. There will be some implementation costs as it will require signage and updating of rates on meters. Timeline for implementation would be determined based on tender and awareness of the pandemic recovery phase. The Board considers the lot at 20 King St E a priority, as it is most visible and accessible to those wanting to shop downtown. This lot tends to experience a large amount of parking abuse. Mr. Anderson plans to take a report to Council on May 31, 2021 and appreciates the feedback provided by the Board. The Board thanked Mr. Anderson for attending. Mr. Anderson departed the meeting at 7:42pm. Moved by L. Holmes, seconded by G. Lucas THAT the Bowmanville BIA supports the following measures related to parking in downtown Bowmanville - Remove the two-hour free parking in municipal lots - Implement a phone app/mobile payment option to improve convenience - Increase the hourly parking rate to $1.00 to facilitate new payment options - Designate the lot at 20 King St E as short-term parking with a 2 hour maximum time limit - Provide a daily maximum rate (discount) in municipal lots located at Silver St, Church/Silver St, Church St (water tower), and Division St. - Offer complimentary short-term parking at meters from December 1-31 annually - Improve signage and communication - Consider timing of implementing changes with respect to COVID-19 recovery THAT the secretary will send a copy of the resolution to Mr. Anderson CARRIED The meeting adjourned at 7:54pm. Page 32 Newcastle BIA MINUTES May 13, 2021 www.villao,eofnewcastle.ca Attendance: Janeen Calder, Marni Lewis, Jane Black, Councillor Marg Zwart, Theresa Vanhaverbeke, Adam Jeronimo -CBOT, Councillor Granville Anderson, Helen Vatandoust Regrets: Donna Wood, Greg Lewis, Tracey Yates, Ann Harley, Valentine Lovekin 1. Meeting called to order at 9:02 a.m. 2. Approval of April Minutes Motion by: Janeen Calder Seconded by: Jane Black 3. Business Arising from Minutes: n/a 4. President's Report n/a 5. Treasurer's Report: The bank balance is $89,487.55. 6. Council Report: Carried Council approved $30,000 to be split between the 3 BIAs and used for a social media person. Bowmanville has someone doing their social media already, and is not interested in doing Newcastle or Orono. Newcastle and Orono are going to meet and discuss hiring someone to do both of theirs. 7. Committee Reports: Safetv Et Decor: James Printing has installed the new banners. Flower baskets have ben ordered. Advertising: Donna's last day with the BIA is May 31 st. We are in the process of hiring someone to take over. Page 33 Special Events: a) Town Hall Lighting - A letter in regards to paying for the Town Hall lighting was sent to Steven Brake at the MOC and is being directed to the appropriate person. b) Breakfast with Santa- Potentially November 27th c) Santa Parade - Still have to wait for guidance from the DRPS. d) Harvest Festival - n/a e) Easter Scavenger Hunt -All the prizes that were donated are being returned to the businesses. 8. CBOT: Digital Main Street has been extended until June 4th. Our digital service squad member, Tyler is in the area to help with websites, social media presence, E-commence and do an online audit to what your business can use. Please feel free to contact us if you are interested. Rapid Testing kits are now available for businesses with less that 150 employees, please go to cbot.ca/rapidscreenin for more information. 9. Chamber News: The Newcastle community gardens have been build and are fully booked this summer. They are located to the south of the Diane Hamre Recreation Complex. Blue Line Taxi service is offering service delivery in Clarington. There is an app for booking. More info attached. 10. CIP: meeting next week 11. New Business: The Town Hall facelift is complete, scaffolding will be down in the next week. There is a facebook contest "Whats new on the Town Hall", prizes donated from Tim Hortons and Newcastle Massage Therapy. 12. Next meeting, Thursday, June 10th, 9:OOam 13. Motion to adjourn meeting by Janeen Calder seconded by Helen Vatandoust Page 34 Using Blue Line Taxi service for business delivery in Clarington May 12, 2021 Contact: Rita Smith ritasmith(a�rogers.com or 647 242 5505 Step Comment 1- Client contacts Blue Line requesting to open an account. This can be by telephone, or through the online form. No matter how you contact Blue Line, SARAH FROM BLUE LINE will call you on your phone. Customers wishing to open an account contact Blue Line by phone (866) 565-8294 option 1, option 2, option 3 or email inguiry(Oaxitab.com Or fill in this form online http://www.coventryconnections.com/accounts- inquiries/#1 617400492896-OeO7fOfO-2b84 2- Sarah will talk with you to determine what type of service you need to advise them of the best account option, billing frequency etc. 3- Sarah will send by email the most relevant application in PDF form. You fill it in, sign it, scan it or takes a digital photo of it, and send it back to Sarah. No credit card numbers are requested in this step or sent by email. 4- After application info has been received and processed, Sarah will call you to obtain a credit card number by telephone. 5- Blue Line will provide, by email, an 8 digit authorization number which you need to open a Business Account in the Blue Line Durham app. 6 — You can then, using his or her smart phone: a) Go to the App store; Page 1 of 2 Page 35 b) Download the Blue Line Durham app; c) Enter all information when prompted, including the authorization number; d) Begin using the app to order a Taxi when required. 7 — Rates for delivery are as follows: $10 for the first 5 km $2.50 for each km after 5 km These are the amounts which will be charged to the business owners' credit card. HOWEVER every business owner has the flexibility to charge back to customers all of the delivery fee; some of the delivery fee; or none of the delivery fee. This can be discussed with the customer, or posted to the business website. 8 — You will receive an email invoice from Blue Line every 15 or 30 days which shows you every instance in which a call was booked. When you accept this invoice, your card will be charged. If you have any questions about the invoice, you can discuss with Sarah before finalizing payment. Page 2 of 2 Page 36 Attendees: Danielle Carroll Joy Vaneyk Brian Glaspell Regrets: Justin Vachon Paul Rowan Tyrone Community Centre Minutes of Meeting— March 17th, 2021, 7:30pm Kyle Young Alvina Hare Marlene Raby Marlene Craig Danielle McCarthy Dave Taylor Corinna Traill Cecile Bowers Lyndsay Luckhardt Larry Quinney Dianne Woodley Kristi Thompson Whittaker Greg Carroll 1. Motion to accept agenda. Motion from Cecile Seconded from Kyle. Carried. 2. Motion to accept minutes from February. Motioned by Alvina, seconded by Cecile. Carried. 3. Committee Reports: 4. Chair Report — Danielle — Municipality is starting to discuss reopening plans. Nothing has changed from previous requirements after the last shut down. One change was that if any household members are also not feeling well than that person may not attend. New guidelines are constantly changing. A check list will be created once we are closer to a rental taking place. A few work orders have been submitted. 5. Promotions — Dianne Woodley — nothing has changed from last month. 6. Maintenance Report — Kyle — completed a walk around. There is a lot of garbage everywhere. Asked if anyone could spare some time to do some pick up. Discussed what work orders have been submitted and have been completed. The walkway leading to the main doors is uneven. 7. Rentals — Joy — next rental is scheduled for June 12th if able. April rental was cancelled. The August rental was cancelled. Has not installed the plexiglass as of yet. Will 8. Treasurer Report — Brian Glaspell —the current balance is $4996 in the chequing account. $15094 is in the savings account to help with the air conditioning unit and $228 in our other account. We received a $3000 grant. 9. Cleaning — Larry — is still willing to paint the doors if the work order is not completed 10. Wise Owls Club — It has been decided to not proceed with this club at this time. Old Business: 1. Chair Position 2021— Danielle is willing to remain in the position for the upcoming year. Marlene Raby volunteered to help by being the Vice Chair. New Business: 1. Fundraising Ideas —Alvina —one idea was an online auction/yard sale type idea. The other was an online word game, like 25 words or less. Explained how that would work as a fundraiser through donations. Discussion was had on how to implement either. Page 37 Joy — Maybe we could reach out to local businesses to see if they wanted to pay to advertise on our sign. Danielle — suggested selling chocolates and meat sticks. 2. Income Concerns — Joy brought up her concerns about our income due to the lack of use. Several options for grants were investigated however we do not qualify for these since we are owned by the Municipality. Further discussion will be had with Corrina for help. Motion to Adjourn by Kyle. Seconded by Joy. Next meeting April 215Y Page 38 Tyrone Community Centre Minutes of Meeting —April 21', 2021, 7:30pm Attendees: Danielle Carroll Kyle Young Alvina Hare Greg Carroll Joy Vaneyk Marlene Craig Cecile Bowers Brian Glaspell Lyndsay Luckhardt Larry Quinney Corinna Traill Regrets: Justin Vachon Dave Taylor Marlene Raby Danielle McCarthy Paul Rowan Dianne Woodley Kristi Thompson Whittaker Motion to accept agenda. Motioned by Cecile. Seconded from Larry. Carried. Motion to accept minutes from February. Motioned by Joy, seconded by Marlene C. Carried. Committee Reports: 1. Chair Report — Danielle — lots of emails come from the Municipality in regards to Covid restrictions and what is closed and opened. Discussion was had in regards to the Benevolent fund that was set up to help local families in need. Motion was made to rename the account Tyrone Benevolent Fund by Cecile, seconded by Greg. All in favour. Motion was made to confirm that the activities of the Tyrone Benevolent Fund are separate from those of the Tyrone Community Centre Hall Board and the Tyrone Community Centre does not control, direct or impact the activities of this Fund by Corrina, seconded by Larry. All in favour. Carried 2. Maintenance Report — Kyle — fire extinguishers and dfib were checked. Did a check of the building inside and out. The light bulb in the north basement doorway is burnt out and needs to be replaced. A work order was placed to have it replaced as the ladders were all removed. The outside door to the bar needs to be looked at due to the weather stripping that was installed. A work order will be placed by Danielle to have this looked at. There is a pool of water by the one corner of the building from the downspout. Asked that a work order be placed to have downspout extensions placed on all downspouts to avoid water in the basement. 3. Rentals — Joy — there is still only one rental in July hoping this will still be able to run. They are aware that there is no guarantee that the hall will be open by then. 4. Treasurer Report — Brian Glaspell — $4284.20 is in our chequing account, $15098.70 in our savings account and $228.36 in our other small savings account. Applied for the Trillium Grant and will know in 3-4 months if we were approved. 5. Cleaning — Larry — will go in tomorrow and clean and tidy where needed. Old Business: 1. Chocolate Fundraising Update: we had 5 cases left over that were not claimed. We raised $1662 for the hall. Laura Secord was a big hit. Discussion was had about running again. Page 39 2. Joy provided an update on her investigation into obtaining help from the Municipality to help with our costs of operations. See appendix A at the end of the minutes for report from Joy. New Business: 1. Fundraising Ideas — Marlene and Danielle — discussion was had about options that we can do to help raise some funds for the hall. Motion to Adjourn by Cecile. Seconded by Marlene. Carried Next meeting May 19tn Appendix A: Report from action taken at Tyrone Community Centre (TCC) March 2021 meeting to discuss with Councillor Traill, the present financial situation due to COVID and potential areas for improvement with our 'bylaw/Terms of Reference' between TCC and The Municipality of Clarington. Councillor Traill tabled the following motion at the General Government Committee Meeting on March 29, 2021 #18.2 Hall Board Funding during COVID-19 (Councillor Traill) Resolution # GG-273-21 Moved by Councillor Traill Seconded by Councillor Anderson Whereas many hall boards have little to no bookings due to COVID-19 and are struggling to cover the costs of utilities and PPE; and Whereas even before COVID-19 many boards struggled to cover their utilities, maintenance and snow removal costs, significantly deterring volunteerism and contributing to low morale. Now therefore be it resolved that Staff report back on eligibility criteria for hall boards to apply for one- time funding from the Tax Rate Stabilization Reserve Fund (which would be supported by the Safe Restart funds we got from the Province) to each hall in addition to the $3000.00 grant they have already received for an amount to be determined per hall board on the basis of need to cover utilities, PPE and other expenses for the 2021 year; and Page 40 That Staff report back on long-term funding options for hall boards with respect to ongoing snow removal, utilities and maintenance where the hall boards may be struggling financially in order to ensure the long-term viability of the local boards. Carried All but one councillor voted in favour of this motion Discussion surrounding this motion included Councillor Zwart supporting the need to review snow plowing cost for community centres. Item 18.2 was ratified at the Council Meeting on April 12, 2021, with the following amendment: Paragraph 5 was added stating "That Staff report back on minimum community support for continuation of a hall board as an independent operation" Mr. Acorn, Director Community Services verbally agreed to take action for review and report back to Council. Following the Council meeting, I emailed Mr. Acorn to explain our part in the origin of this motion and our intended goal. Copy attached. Going forward, I recommend we as a Board of Council be proactive in communicating with the Municipal staff and Council to ensure they are aware of the positive impacts we have in this community; of the enhancements we make to this facility by fundraising; and the importance of this municipal asset & programs offered to the residents of north Clarington. Page 41 From: Kris & Joy <kjvaneyk@gmail.com> Date: Tue, Apr 13, 2021 at 12:26 PM Subject: Follow up on Council Meeting April 12, Item 18.2 To: <gacorn@clarington.net> Cc: Carrolls Five <dlintercarroll@gmail.com>, Marlene Raby <mwotten@yahoo.com> Hello Mr. Acorn: I am Joy Vaneyk, Board member of the Tyrone Community Centre. I am following up with you today, regarding action Item 18.2 at the General Government Meeting on March 29 and Council Meeting on April 12. My interest in this item as a representative of the Tyrone Community Centre (TCC), is that I took an action at our last TCC Board meeting to discuss with Councillor Traill, our funding shortfall due to COVID-19, and our goal for revised Bylaw / Terms of Reference with the Municipality of Clarington. This discussion with Councillor Traill has, in part, lead to the motion for which you have taken action to review and report back to Council. For your consideration in this review: • Community Funding grants for COVID have to this point covered less than 50% of our operating costs. • Heat and Hydro costs were approximately $10,000 in 2020. This may seem high, but we do have 3 furnaces and outdoor lighting remains on after dark for safety. All water heaters were turned off, fridges/freezers unplugged soon after shutdown, and thermostats were set at levels recommended by Municipal staff. • Contract for waste removal was suspended soon after shutdown. • We have spent the past year refunding payments (just under $2,000) to renters that have had to cancel their events due to COVID. • We have considered applying to other Provincial grants for small businesses, but have been denied due to the fact that our facility is owned by the municipality. • We have pursued other funding opportunities, such as a'lottery license', but have been denied due to the fact that our facility is owned by the municipality. • We have just wrapped up a Chocolate bar sales project, which will profit approximately $1,500. These are a few items that demonstrate this Board's commitment to remain active in our community. Snowplowing costs could not be covered this past year, which leads to our goal to have our by- law's revised to omit snow removal as a TCC Board obligation. My understanding is that at the time the by-laws were drafted, the TCC Board managed the entire facility, including park and parkland. As you know, the Municipality has been managing the park and parkland for several years, and since the parking lot is used 365 days per year for the park and only a fraction of that time for the facility it seems only fair that the municipality assumes the ongoing costs of snow removal at the TCC. Historically, local farmers would clear the parking lot with their tractor Page 42 and snow plow for reasonable costs. In recent years, this has not been an option due to liability and the need for salting ice. In 2019/2020 we tendered the snow removal contract (including salting) to the lowest bidder at approximately $5,000 for the season. I hope this information helps set context for the review of this motion. Please feel free to contact me, TCC Board Chair or Vice -Chair for more information regarding Tyrone Community Centre. We would be happy to have a socially distanced meeting with you and your staff, as soon as COVID protocol permits. I am .cc'ing Danielle Carroll, TCC Board Chair, and Marlene Raby, TCC Board Vice -Chair Regards, Joy Vaneyk TCC, Bookings 905-718-6484 Page 43 Clatywgto,ff 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 Andy Allison, CAO Department Heads From: Lee -Ann Reck, Manager, Client Services Date: May 20, 2021 Subject: Error in Report CSD-001-21 Schedule of Rates and Fees — 2021 to 2022 It has recently come to our attention that there is an error with one of the section of fees in Report CSD-001-21 Schedule of Rates and Fees — 2021 to 2022. Specifically, the fee for ice rentals, decreased in error over the 2020 rate. As a result, the corrected fee is shown below and falls in line with the increases made across indoor facility rental rates. The revised pricing represents a 1.23% to a 1.47% increase per year over the 2020 rates. Approved Rates Through CSD-001-21 Program or Service Category Unit of Measure 2020 Fee 2021 Fee % Increase Prime Time Adult 1 hour $215 $217 .93% Prime Time Youth 1 hour $170 $172 1.18% Non -Prime Time Sept 1 -Jun 30 Adult 1 hour $161 $163 1.24% Non -Prime Time Sept 1 -Jun 30 Youth 1 hour $115 $117 1.75% Discount Ice 11 pm and Later All 1 hour $124 $125.80 1.45% Skate Patroller Per Staff Per hour $15 $15.50 3.33% Non Prime Time July1 — Aug 31 All 1 hour $138 $140 1.45% Page 11 The Corporation of the Municipality of Clarington 40 Temperance Street, Bowmanville ON L1 C 3A6 1 905-623-3379 Page 44 6 Corrected Rates Program or Service Category Unit of Measure 2020 Fee 2021 Fee % Increase Prime Time Adult 1 hour $222 $224.75 1.24% Prime Time Youth 1 hour $174 $176.20 1.26% Non -Prime Time Sept 1 -Jun 30 Adult 1 hour $166.50 $168.60 1.26% Non -Prime Time Sept 1 -Jun 30 Youth 1 hour $118 $119.50 1.27% Discount Ice 11 pm and Later All 1 hour $128.50 $130.10 1.25% Skate Patroller Per Staff Per hour $17 $17.25 1.47% Non Prime Time July1 — Aug 31 All 1 hour $142 $143.75 1.23% Should you have any questions, please do not hesitate to contact me. Lee -Ann Reck Manager, Client Services cc: Ken Ferguson, Manager, Facility Services Page 45 National AccessAbility Week 2021 10-occ jas!!s - r 0 ran" Page 46 Wig FgLuu All , t1l 53% of Canadians are directly affected by a disability Page 48 1 ccess Lessons from Sesame Street © 1992 Sesame Street, RandoryNb& NY ccess ran" SvuM Accessibility Advisory Committee • Advise Council • Review Site Plans • Review Municipal Projects • Accessible Transportation • Community Engagement • Community Support Pa9e$o iAeAccess Oom, I'm H �Hl � URM, k � wzw } i lo"i.- bmw ri I � a Orono Town Hall Page 52 _ Clarington Charges Forward Mobility Device Charging Station C Charging stations are available for mobility device users. Ontario O Funded in part by the Government of Ontario off* Wj (I = / Page 53 Mobility Device Charging Station LN Criarinman Thank You Clarington Council! IPA* cc 1,5!!s Page 5 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: May 31, 2021 Report Number: PWD-018-21 Submitted By: Stephen Brake, Director of Public Works Reviewed By: Andrew C. Allison, CAO Resolution#: File Number: RC.C.02.30 By-law Number: Report Subject: Given Rd Closure and Conveyance Recommendations: 1. That Report PWD-018-21 be received; 2. That Part Lot 31, Con 2, Part 3, Part Lots 31 and 32, Con 2 Part 5, Part Lot 32, Con 2, Part 8 and Part Lot 31, Con 2, Part 12 on reference plan 40R-31354, Attachment No. 1 be declared surplus to the needs of the Municipality; 3. That Part Lots 31 and 32, Con 2, Part 5 & Part Lot 31, Con 2, Part 12 on Plan 40R- 31354 be conveyed to 2103386 Ontario Limited in exchange for payment of the appraised value; 4. That Part Lot 31, Con 2, Part 3 on Plan 40R-31354 be conveyed to Wilmot Creek Developments Inc. in exchange for payment of the appraised value; 5. That Part Lot 32, Con 2, Part 8 on Plan 40R-31354 be conveyed to Louisville Homes Ltd. in exchange for payment of the appraised value; 6. That the applicants pay all applicable costs and fees for the preparation and registration of the reference plan, and transfer instruments, including HST; 7. That Council approve the draft By-law attached as Attachment 3 to Report PWD- 018-21 to close and convey Part Lot 31, Con 2, Part 3, Part Lots 31 and 32, Con 2 Part 5, Part Lot 32, Con 2, Part 8 and Part Lot 31, Con 2, Part 12 on Plan 40R- 31354, Attachment No. 1; and 8. That all interested parties listed in Report PWD-018-21 and any delegations be advised of Council's decision. Page 55 Municipality of Clarington Report PWD-018-21 Report Overview Page 2 The Director of Public Works has determined that this portion of the road allowance (Given Road) is surplus to the needs of the Municipality. The subject portions are required by the Applicants to facilitate their development proposal. 1. Background 1.1 2103386 Ontario Limited and 2353235 Ontario Limited are the owners of the adjacent lands on the north side of Given Road, west of Rudell Road in Newcastle. Wilmot Creek Developments Inc. and Louisville Homes Ltd are the owners of adjacent lands on the south side of Given Road, west of Rudell Road in Newcastle. The Municipality currently owns the southwest corner of Given Road and Rudell Road that currently operates as a stormwater management pond. 1.2 A draft plan of subdivision has been approved for the lands owned by 2103386 Ontario Limited, 2353235 Ontario Limited, Wilmot Creek Developments Inc., and Louisville Homes Ltd. (the "Applicants"). The Applicants' development proposal requires the approval of Council for the closure and conveyance of portions of Given Road, west of Rudell Road. The portions of these roads that are proposed to be closed and conveyed are depicted in Attachment No. 1. 2103386 Ontario Limited will take ownership of Parts 5 and 12. Wilmot Creek Developments Inc. will take ownership of Part 3. Louisville Homes Ltd will take ownership of Part 8. The portion of the Given Road allowance that remains in Municipal ownership will form part of future municipal roads within the proposed development. 1.3 Given Road, west of Rudell Road currently provides access to two properties, one at 208 Given Road and the second one at 302 Given Road. The existing access to 208 Given Road will remain unchanged. Access to 302 Given Road will be provided within the proposed development as illustrated in Attachment No.2. 1.4 The applicants have paid the application fee of $500. An appraisal has been completed on the subject lands. The application has been circulated to all appropriate parties and agencies with no outstanding concerns. 1.5 The applicants have committed to completing a reference plan for the lands to be conveyed, and to compensating the Municipality for the appraised value. 1.6 An Appraisal Report for the subject lands was completed by Liverpool Appraisal Inc. in September 2020. The appraised value will be circulated to Council in a confidential memorandum to accompany this report. Page 56 Municipality of Clarington Report PWD-018-21 2. Road Closure Page 3 2.1 Subsection 34(1) of the Municipal Act, 2001 provides that "a by-law permanently closing a highway does not take effect until a certified copy of the by-law is registered in the proper land registry office". Upon Council's enactment of the road closure by-law found as Attachment 3, the Municipal Solicitor will submit it to the land registry office for registration. 3. Concurrence This report has been reviewed by the Director of Legislative Services / Municipal Solicitor who concurs with the recommendations. 4. Conclusion It is respectfully recommended that Council close and convey the surplus road allowance for the appraised value plus applicable costs and approve the draft By-law. Staff Contact: Karen Richardson, Manager, Development Engineering, 905-623-3379 ext.2327 or krichardson@clarington.net Attachments: Attachment 1 - Reference Plan 40R-31354 Attachment 2 — Sketch of lands to be closed and conveyed and access provided to 302 Given Road through proposed development. Attachment 3 — By-law 2021-XXX Attachment 4 — Confidential Memo regarding Land Appraisal Value for Given Road (Distributed Under Separate Cover) Interested Parties: The following interested parties will be notified of Council's decision: D.G. Biddle & Associates Limited 2103386 Ontario Limited 2353235 Ontario Limited Wilmot Creek Developments Inc. Louisville Homes Ltd. Page 57 /-illdGflfllUfll I LU MtjpUR rVVU-U 10-L I SCHEDULE PART PART LOT CONCESSION PIN AREA 4. 0.1>0 na. ag, 2 i P RT OF PLAN 40R-31354 N15 / PART 2, PLAN 40R-28940 Ngsyoyor (P9p� pLgN PART 1 ' 3 0.159 M1o. I'7 I k PIN N 26658 -0700 p Rr qp LOT 31 z 16, g e R'2893g 4 ans na. Received and Brted zo / DETAIL 'b" N I /Gi VE�e_ i 1e9.>, OP. � . r \P / (NOT 0 SCALE) l FGR �'a 35.33 4'p"AA/E45 5 0.066 n°. Aril 301°, 2021 pQEL��6 / !n s Z ME B N>0'41704 gala ) p O� N �i-Q��g9 Cr) // p 1S.. rl O_ II Na5Y9�6 R�Yze � Q p Rr 6 2 ALL of PIN o.o3s n°. Joanne Mason z \19 .. �D / U / Rr Prg„E30F CD k G > 6658-0106 0> °9. m. 0 1 z P� B 13KE / 1 W e 1116N SjON O�D 8 LOTT3OF 0.089 N°. Representative for the O Q y Q Q/ O w Q O 1 U (P m+cn's �AD) 9 0.024 n°. Land Registrar for the GO IP / 1 n P 9 R T U o� w Z O PART 7• P RPE f �fAs 0 o.zs] n°. Land Titles Division of \ .� Q P � 6A '-_ / _- LAN H rs>:a T(, ) Durham o.40 U �G 6 / ( OIJ U 4pR'284g8 ( °gzorTrnrs+rE4s tt o.122 na. (l'1 ) O Gc, N I ' _______� _ \ __ --------- \I POST \/ PART 1, 26658 40 0699940 I PPZ �06 4 Yo I p4 RRT 7lpP AN is LOT 301P oSIO3 nA. U \� \�� M 1 L xo Iil 40R N s 0_ 1 1 DETAIL T o sc"C" -- p 2600L QR\P QI _ __ (n _ 4 <ep 'Ot 1, \ (, ) PART 2, PLAN ----------------------_/ Q � PLAN OF SURVEY OF Q, \� f- Ens m+Ens) az 40R-26006 LOT U rvT 1 0 e o _ - - - - - OF LOTS 31 AND 32 �B I P 89 p6 EAs'H.60 (p, fnS 4 - R o_ - ---- ; \ 66 gPo RT �B PART 4 ' , PLAN OR 28939 6 PARC -0698 CONCESSION 2 t +r 0 p6 PIN 26658 LOT M> N (GEOGRAPHIC TOWNSHIP OF DARLINGTON) SEE DETAIL "B"� )- 1psa¢ns, i0,NOP mrfas ) osr'z' oo - N N Now IN THE P/RAVE��ED a,lp� o ER zry4NB _M r LOT �� o z MUNICIPALITY OF CLARINGTON ) 'Sr So IwBE I 4 o a REGIONAL MUNICIPALITY OF DURHAM ROAD a r .s, z"N N� p SEE p r - -Z� m SCALE 1 1000 B6 I •� Q U£ Q qD m.s9J ssB\ "s. >. o Eas Rr ETq)� LOT 11 z a ao . \ Ne3 >!P ar 1 61' / N>s'1s1ot (.off so;ro 'AEAS I(>6 J P s°'+EA s A"' 3 ow r a N a P3BMEAB, F(pen, RT g 6.gJ PART 5 OT o THE INTENDED PLOT SIZE a THIS PLAN IS 1143mm IN WO1H BY 45]mm IN NEIGH' J WHEN PLOTTED AT A SCALE OF L1000 Zo KNOKN �� -�'- F w Ian o o J.D. BARNES LIMITED / W 2 (�Bl rg )e2 N (.1> (16 I 2 ^ W M o PIN ' 26658 -0002 \ p (pryT°ESAmnEns)N�Yo+• pE 'P.)rB LOT (~�j _. ~ W 1 m/EnS 0_ EiRµES AND 0 OR COOR01 ALES SHO ON THIS PL THE IN / �; j RT 9 AS \` ! />6.09 F !o':oos p) PqR 1 w fI ETRIC pp qN / N yf� qN / m ` �' \ _ T 4/III M CRN BE CGVNEkTED TO FiEi BY DINDING B 0.3048. N>ov1 0 5zza +'psmrEns GIV v�Y930 (prgNyrg f >9.9g , -PART o p Rr EN N>av1'zot Es.Os rrv) 2 oC LEGEND LLJ I; Q z665g 4 z6 e RoaD B P RT 3 Sag, it , p RT T2 &B43q / II V B DENOTE 5 iHORTYSMANDARDIRONTBAR J DENOTES SURVEY MONUMENT FOUND 65 A Rp, +50 93J SIB DENOTE TES STANDARD IRON BAR IB DENOTES ROAN BAR >j \ pR'284 MC DENOTES CUT CROSS 97 Ne(PJ 0[ W WEAS DENOTES MEASURED O I \ `0422 g ra39 1 ` ) v T DENOTE$ WITNESS O2 J \ O (FO p1WE45) I'` P+p ^Ens PART B, PLAN (n H 1106 DENOTES MFP DENOTES D. EBROWN VAN EOLS.ANN PETRICH LTD. O.L. Q J Rr✓(E{�l \/ aeQ 10R-17G > SY a Q m INTO DENOTES MINISTRY OF TRANSPORTATION AND COMMUNICATION ° P l rB PA 4''�'60 (p J PIN 26658-0071 a ,oB DENOTES JD BARNES LIMITED g6.13 °a+aEASJ o RPE DENOTES RADY - PENTEK a EWAR05 SURVEYING LTD. P1 DENOTES PLAN 4OR-28a98 P2 DENOTES PLAN 40R-26006 OLD I �5a1 �'r1 �qr 5>Og m P3 DENO ES PLAN 40R-28497 SEE 0ETA7 J g7m sF Apr Ens) B) Jr� s �_ m _� PS DEENORE PLAN OF SUR9 Y BY J.D. LIMITED, n s o p•. P pqR z w OA D OCTOBER 4. 2018 (BARNESJDB REF X 13-25-850-07) }EAS K/29.8 � F Z W 1° CJ � P6 DENOTES PLAN 40R-289 W ________________________ `^ _________________________________________________-__�` o G j N H J�k\ (P2 n1 o'z" Z L PJ DENOTES PLANEXPR1G -170 PLAN No. N99]18 nW O '.l P NOIEs REGISTERED PLAN a0M-2575 ri .''___ __________________ $ 76658 BWJ g>73� �'F _ D9 DENOTE NSTN No. N354>0 SCP 00619701904 �� °\ .. B NJl`iob w •HP DENOTES ST, POLE r P T�1/ g PART 2. PLAN 4ORf„�B94D ll iI , p ��)-__�```` 4pR` nR00� 7r- -�F_G, Q w C-DENOTES -HEAD CABLE j " G k NOTESY THAI "� ��j e6Erve Bs, 3 o a SURVEYOR'S CERTIFICATE 0081R9J01904EANOID(108198808920UTMPZONEEO]C NADB°L (ORIGINAL)CP9) `\ O � �O' QR1�N'J'A\ PAR 1 (P6"s' �� z N e ''0E ° NE N PgRT p RT b` p t ~ 0q 84g8 PART 1 PLAN 4pR-26pp6 J a Z 1 CnRSFSURWY AND PLAN ARE CORRECT AND IN ACCORDANCE WTH THE SURVEYS DISTANCES ARE GROUND AND CAN BE CONVERTED TO GRID BY MULTIPLYING BY �1 \ �'FQ CP9� (1106) N>4'4O•IO'E !'4g) �a8> rB A ACT. THE SURVEYORS ACT AND THE LAND TTLES ACT AND THE REGULATORS THE COMBINED SCALE FACTOR OF 100004433. \ N g 2>.19'PemnEAS (P6WMEA6) 59.92 (PBauEA6, (NC� oE3'cf /-'�� ' rB PL RT O P/N 26658 -0179 O Q 2 MADE UNDER THEM. ��``\\ __BR P6-S N 2N G/V N N8sY0'Pof Ps AN "� - Q 2. 1HE SURVEY WAS COMPLETED ON APRIL 20. 2021, FOR BEARING COMPARISONS, A ROTATOR OF 1D2'13" COUNTER-CLOCKWSE AA5 V`P <J R� VP •f. V 0E MP£r AND ` 1+.,i> , q0 ) < �rw Z K p F F R APPLIED i0 BEARINGS ON EXPROPRIATION PLAN N99718. 1 Y\ Q\,P QP •.N0 = s _ ve ge�fns)" `'r ` ORM � sAMEns 4pR-2 I -aa I �A 3 Y �. tiN? ao I'&ENBTB o ) GI V of (P6a,E I�'II 1 RC Y N bggq__ FOR BEARING COMPARISONS. A ROTATOR OF 1'38'30' COUNTER-CLOCKWSE WAS .[) \ wTERSECnox SIB �� (-ET ABu;MErvo % LB�n RDCRE,E EN ROAD 5`�68 ,I) N g� l�B) °i G D / >g'08�� (pep n +map __AP_RIL 28_2_0_21 __ __�I (% lR'7-__ __ APPLIED i0 BEARINGS ON PLAN 10R-1>0. G (FORMERL �° ° / ( ---- NC BEARING COMPARISONS. A ROTATOR OF t'at'40" COUNTER-CLOCKWSE WAS O n "� I \ ARuTC 'F OLD ag $ ` �nEAS) g rwr�` OAIE CABRO LAFRAMBOISE APPLIED TO BEARINGS ON INST. No. N35470. ( �\ \P� /- \140 m KINGS ON RQAD ` •Mr' (P1gry SOf �$ $ ��'� K)N R oRTARIO LAND SURVEYOR INTEGRATION DATA ,C���OQR / 14.>] >4•001 M S) 1 J2.9 J / 'r P RT ^ s �1� eg GS jON �4D - THIS PLAN OF SURVEY RELATES TO AOL$ PLAN SUBMISSION FORM NUMBER 2159065 SPECIFIED CONTROL POINTS (SCPa): JAM ZONE 17, NAD83 (ORICANPL). 1 \ -I-Q / N�q,62o20ot (ME 67 / x>4 arzoT: aj) ` g2>0 (P].olmeEas % F'los 9 �I '_ 1�i 0 1 O E P>i M s) Sj Na Y .H' D) COORDINATES TO URBAN ACCURACY PER SECTION 14 (2) OF DREG 216/10. / +� / 11 1 0 ,nn no 9 (pr \I k N>511 g02 'Cl OOetsea0e ■ ■ POINT Io EAsnxc noRTxlNc 1 / .�\O� / \ I "s�so(FEn�J /�cB N66yi'71 o:+E "� my PART ^�MEnse/.g e r,.Po PART 2 PLAN D. BARNES xo SOP 00819701904 69t 683.>58 a B6a 865.154 l Q�R / i I 0'i (Ai)As) 1 \ (p,Ty,yfPof R� 7. PLAN 4pR_ 199.8> 1OR-�77$ 1 • J • SOP 00819880892 693859.335 4864755,325 ` Il It PART 284g6 r r6WfA1 _ 1 v 110- COURT, NO, WWTBY, ON L1N 8YT5 a� SEE DETAIL "B" - - - ` 1 8 •. Pq T(961)z9.1GIz r:(65)n9«94 ,�,v.;Avamr,°Am COORDINATES CANNOT IN THEMSELVES BE USED TO RE-ESTABUSH �`, (NOT TO SCALE) ; \\ SEE DETAIL A" RT' KNOWN AS DURHAM HIGHWAY No. 2 ONAwx BY. CORNERS OR BOUNDARIES SHOM ON THIS PLAN.___________________________________________________________________________________________________ (NOT TO SCALE) cNECREO Bv: NrFO¢ucE uO.: THE RESULTANT TE BETWEEN SCP 00819701904 AND SCR ODS19880892 IS -'--------------------------------------------- (ROAD ALLOWANCE BETWEEN CONCESSIONS 1 AND 2) R.B. C.0 L. 13-25-850.10 2178.27 N8]T,6'10'W oimm�. L 2 1]29/2021 Page 58 # 302 # 208 GIVEN\ DAD Legend To be Closed and Conveyed Future Access to 302 Given Road through Proposed Development KING AVENUE WEST NEWCASTLE KEY, LlREPORT PWD-018-21 ATTACHMENT NO. 2 DRAWN BY: I CHECKED BY: I PROJECT No: E.L. DESIGNED BY: I APPROVED BY: I DRAWING NO: Page 59 SCALE DATE 2 1:2,200 MAR 2021 Attachment 3 to Report PWD-018-21 If this information is required in an alternate format, please contact the Accessibility Co-ordinator at 905-623-3379 Ext. 2131 THE CORPORATION OF THE MUNICIPALITY OF CLARINGTON y'eW,%VIVI►[*)111111801 PASPZRI Being a by-law to authorize the closure and conveyance of a road allowance and the conveyance of a road allowance. WHEREAS the Council of The Corporation of the Municipality of Clarington has approved the recommendations of Report PWD-018-21, and deems it desirable to pass this by-law; and NOW THEREFORE be it enacted and it is hereby enacted as a by-law of the Corporation of the Municipality of Clarington as follows: That the property described as Part of Lot 31, Con 2, Part 3, 40R-31354; Part of Lots 31 & 32, Con 2, Part 5, 40R-31354; Pt Lot 32, Con 2, Part 8 40R-31354; and Pt Lot 31, Con 2, Part 12, 40R-31354 (in the former Township of Clarke), now in the Municipality of Clarington, are hereby closed; and 2. That the Municipal Solicitor be authorized to take all action necessary to effect the transfers of Part of Lot 31, Con 2, Part 3, 40R-31354; Part of Lots 31 & 32, Con 2, Part 5, 40R-31354; Pt Lot 32, Con 2, Part 8 40R- 31354; and Pt Lot 31, Con 2, Part 12, 40R-31354. Passed in Open Council this XX day of XX, 2021. Adrian Foster, Mayor June Gallagher, Municipal Clerk Page 60 Patenaude, Lindsey From: Willie Woo <williewoo8888@gmail.com> Sent: Monday, May 31, 2021 7:51 AM To: ClerksExternal Email Subject: Re: Proposed Closure and Sale of Road Allowance on Given Road in Newcastle EXTERNAL I forgot to include my contact information: Willie Woo 293 Andrew St, Newcastle, ON L1B 1K3, Canada Email: williewoo8888@gmail.com Cell: (289) 943-1688 Thank you! Willie On Fri, May 28, 2021, 2:20 PM Willie Woo <williewoo8888@gmail.com> wrote: Good Morning Mayor Foster and Members of Clarington Council: On the agenda for the Monday, May 31, 2021 General Government Committee meeting is the Public Works Department report, PWD-018-21 Given Rd Closure and Conveyance. I support the portion of the road allowance on Given Road west of Rudell Road as surplus to the needs of the Municipality and to be closed and conveyed, in this case, to the adjacent land owners. From Attachment 2 - Sketch of lands to be closed and conveyed and access provided to 302 Given Road through proposed development, it appears that the adjacent property owners will benefit up to 25 developable lots. I hope the Appraisal Report, which is Confidential Attachment 4 Distributed Under Separate Cover, recognizes in their appraisal that the market value should not just look at the value of a surplus closed road but the value of what the portions of the closed road means to the completion of up to 25 building lots. The Municipality of Clarington has many assets such as referenced in Report PWD-024-21 GO Transit Newcastle Village Update such as the Station 2 fire hall property. I firmly believe any appraised value should reflect within the current market value the future proposed use and benefit and put on the open market to gain the best price for the Municipality. Maybe, just maybe, in today's current real estate market, the Municipality can get over asking Thank you for your time and consideration. Willie Woo Pale 61 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: May 31, 2021 Report Number: PWD-023-21 Submitted By: Stephen Brake, Director of Public Works Reviewed By: Andrew C. Allison, CAO Resolution#: File Number: By-law Number: Report Subject: Clarington Seniors Snow Removal Program Recommendations: 1. That Report PWD-023-21 be received; and 2. That Staff continue to review and implement ways to improve the Senior's Snow Removal Program with respect to its internal working efficiencies and the external user interface experience. Page 62 Municipality of Clarington Report PWD-023-21 Report Overview Page 2 In response to Council's inquiry about the operation of the Senior Snow Clearing program, staff have reviewed and compiled available internal information and feedback from the program's current users. This information includes eligibility criteria, program purpose, application process, program performance, program challenges, survey -based feedback and areas of improvement. 1. Background 1.1 At the January 18, 2021 regular Council meeting, Resolution # C-016-21, was passed directing staff to report on the operational working of the Senior Snow Clearing program and its effectiveness. 1.2 Resolution #C-016-21 amended General Government Committee resolution GG-034-21 that was carried on January 4, 2021. This amendment specifically clarified that staff are required to report back on an "operational" review of Clarington's Senior Snow Removal Program and not a "cost" review. 1.3 The Seniors Snow Removal Program has been established to assist senior citizens and persons with disabilities in maintaining their sidewalks and driveway access during the winter months. The program's objective is to clear snow from the municipal sidewalk around the program participant's property and to clear the snow plough windrow in front of their driveway. It does not include salting or sanding of the sidewalks. 1.4 This program also provides for increased mobility and independence for seniors and persons with disabilities, where access by healthcare services and the ability to maintain important appointments are improved. 2. Discussion / Evaluation Senior Snow Clearing Program Criteria 2.1 The program is broken down into two stages: (1) clearing snow from the municipal sidewalk adjacent to the property, and (2) clearing the snow plough windrow in front of, and up to three feet into the driveway apron. The criteria for clearing the sidewalk requires at least two inches of snow accumulation and is triggered only after the snowfall event has ended. The windrow clearing is initiated only after the municipal roads have been cleared at least once and with accumulations of more than six inches. All work is carried out by a contractor. 2.2 In order to provide a reasonable level of service and response, and to reduce the likelihood of the public taking advantage of the program, there are a set of eligibility criteria in place. The program is intended for the following residents: Page 63 Municipality of Clarington Page 3 Report PWD-023-21 • 65 years or older, or • Living with a temporary disability, or • Living with a permanent disability, and • There are no other able body persons living at the same household, and • The resident must live at the registered address — vacant lots do not qualify 2.3 The program has seen a steady increase in enrollment over the recent years. The most recent 2020-2021 season includes 351 participants and is the highest ever. Figure 1 below contains data from the past 11 years. Senior Snow Removal Program Enrollment Summary 400 350 cn 300 276 cc 250 200 150 237 a 100 50 0 313 312 317 228 241 263 ' i 190 247 249 ■ 296F �yo ro ro rp rp rp ro If, r o T 201 186 M E 297 297 314 247 244 252 50 53 62 Winter Season ■ Returning Participants New Participants Figure 1: Senior Snow Removal Program Enrollment Summary 351 105 2.4 Current enrollment in the program requires the applicant to visit the municipal office and submit an application in person, and to have their identity or proof of disability verified. Existing participants wishing to continue with the program may mail their application in. Payment is also collected at the municipal office. There is currently no option to apply online. Page 64 Municipality of Clarington Page 4 Report PWD-023-21 Operational Challenges 2.5 It has been observed that although the program conditions are clearly outlined during the application process, and on the municipal website, each year staff experience a significant number of calls and emails regarding the program's performance. Calls often include questions and reports of locations being missed or done incorrectly immediately following a snow event. Other complaints include damages to the grass or cases where the sidewalks or windrows were not completely cleared or missed. 2.6 Regarding the complaints related to missed locations, staff have experienced that a portion of the complaints are prematurely generated by residents who expect the clearing operation will begin during or immediately after the snow event. Other complaints of this category are received well after an event, up to several days later. This type of complaint is more difficult to address due to the changing weather conditions and time passed; staff will inspect the complaint area but may be unable to determine if the location was in fact missed. 2.7 While staff put every effort to utilizing available software and keeping a record of the inquiries, a high number of complaints are addressed directly by phone. From the available data and internal information, it has been found that during the 2020-2021 season, there were approximately 53 logged complaints, while during the 2019-2020 season, there were approximately 75 logged complaints. The number of related phone call responses by staff is typically significantly higher as it provides for a direct response to the resident. The majority of the valid missed locations are efficiently addressed by staff within short timeframes. 2.8 Another challenging element of the program is the service area. With the municipality's size of 611 square kilometers, and the dynamics of the program participants, certain hamlet locations result in very low participant numbers. This presents several challenges such as delayed response time, weather conditions that differ from the major urban areas, and a more difficult coordination with the municipal winter road clearing operations. Examples include only two locations in Newtonville during the 2014-2015 season, a single location in Tyrone during the 2019-2020 season, a single location in Burketon from 2012 to 2016, and two locations in Enniskillen from 2011 to 2019. Feedback 2.9 In February 2021, staff prepared and distributed a four -question online survey to the program participants. The purpose was to obtain additional end user information on the performance of the program and to give participants the ability to provide anonymous comments that may be oriented towards a specific issue. 2.10 The survey was sent to the 222 email addresses on file. Approximately 40 emails were undeliverable. Almost 130 participants responded to the survey, providing a sample size of approximately 36%. Page 65 Municipality of Clarington Report PWD-023-21 Page 5 2.11 Staff reviewed the results and accompanying comments and found that overall, the responses were positive with all three questions related to satisfaction receiving a positive or neutral response rate of 85% or higher. The survey comments section also provided staff with valuable anonymous information on the general operation of the program, which will be used for future improvements. Survey results are shown in Figures 2-5 below. How would you rate your overall satisfaction with the current senior snow clearing program? 50% 40% 34.4% 38.3% 30% M % 20% 14.1 % 10.2% 0 10 0 ■ 3 0% Very satisfied Satisfied Neither Dissatisfied Very satisfied nor dissatisfied dissatisfied Figure 2: Survey Response Summary for Program Satisfaction Do you agree that the senior snow clearing program should only begin after all municipal roads have been plowed? 70% 64.6% 60% 50% 40% 35.4% 30% 20% qr 10% 0% Figure 3: Survey Response Summary for Priority of Snow Clearing Page 66 Municipality of Clarington Report PWD-023-21 Page 6 When snowfall accumulation meets the criteria to activate the program, how satisfied are you with the response time? 500 0 44.1 % 40% 30% 26.0% 20% 10% 0% Very satisfied 15.7% 11.0% 3.1 % Satisfied Neither Dissatisfied Very satisfied nor dissatisfied dissatisfied Figure 4: Survey Response Summary for Snow Clearing Response Time Would you recommend the program to others, if they qualify? 0 90.6% 90% 80% 70% 60% 50% 40% 30% 0 ° 9.4% 10% 0% Yes Figure 5: Survey Response Summary for Program Recommendation Page 67 Municipality of Clarington Report PWD-023-21 3. Future Page 7 3.1 The program's performance information collected and logged throughout the years, coupled with changing lifestyles and technology, have prompted staff to look into several improvements. With the planned redesign of the municipal website and continuous accessibility improvements, staff are working on an online application process which will provide several benefits: • Online completion and submission of the application • Online payment • Ability to attach and provide supporting documentation - identification, medical certificates • Ability to more effectively share important information such as complaint responses or important service updates 3.2 Internal data logs, coupled with the online survey feedback, will continue to serve as valuable indicators of areas of improvements to the daily operation of the program. Due to the unique nature and unpredictability of winter weather conditions, staff will continue to adapt to and resolve operational issues on an individual basis. 4. Concurrence Not applicable. 5. Conclusion It is respectfully recommended that the Senior Snow Removal Program is maintained in its current state and that Staff continue to work on improving the program experience. Each year and each snow event provide for unique unpredictable conditions and expectations. Staff realize that mobility and accessibility is key to the program participants and will continue to incorporate any changes deemed most appropriate and beneficial. Staff Contact: Slav Potrykus, Traffic Engineering Supervisor, 905-623-3379 ext. 2315 or spotrykus@clarington.net. Attachments: Not applicable Interested Parties: There are no interested parties to be notified of Council's decision. Page 68 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: May 31, 2021 Report Number: PWD-024-21 Submitted By: Stephen Brake, Director of Public Works Reviewed By: Andrew C. Allison, CAO Resolution#: File Number: C.01.27.016.D.01 By-law Number: Report Subject: GO Transit Newcastle Village Update Recommendations: 1. That Report PWD-024-21 be received; 2. That Council provide direction for Staff to commence the process of demolishing the former Newcastle fire hall building located at 247 King Avenue East to help prepare the property for sale, as detailed in report PSD-007-15; 3. That Staff be directed to notify Metrolinx, the operator of GO Transit who currently use the property as a bus turnaround, about the requirement to terminate our lease agreement due to the impending sale of the property; and 4. That Metrolinx, be requested to work cooperatively with Clarington Staff on public consultation and the implementation of a suitable revised bus route that will ultimately ensure the continuation of transit service for Newcastle customers. Page 69 Municipality of Clarington Report PWD-024-21 Report Overview Page 2 The Municipality of Clarington has been delaying the demolition and sale of the former Newcastle Village fire hall property located at 247 King Avenue East since 2016. This approach has been taken to ensure the continuity of GO Transit bus service into the Village as the property continues to be used as the turnaround for the eastern end of the Lakeshore East route. Metrolinx, the operator of GO Transit, has been recently contacted by Clarington staff about this matter and as a means of resolution they have committed to validating an alternate route that would allow for the disposition of the property while maintaining bus service into the Village. 1. Background The Former Newcastle Fire Hall 1.1 The old Newcastle Fire Hall located at 247 King Avenue served the community until 2014 when it was replaced by the new Alfred Alldread Fire Station at the west end of the Village. In early 2015, Council declared the former fire hall property as surplus and it was agreed that the building would be demolished and the site prepared for sale. GO Transit buses, however, continue to use the property as a turnaround for the eastern terminus of the Lakeshore East route. GO Transit Service for the Village of Newcastle 1.2 Until 2020, GO Transit has been providing bus service into Newcastle every 20 minutes on its Route 90 from Oshawa along Highway 2 and King Avenue, with a terminus east of Beaver Street. As the frequency and route timing overlapped two buses by several minutes, Clarington Staff, in conjunction with Staff from Region of Durham, dedicated and installed two on -street layby areas for the buses. This was done to address opposition from local residents on Harmer Drive, claiming excessive noise and pollution from buses using the old fire hall property as a layby. 1.3 Metrolinx fleet includes double decker buses that operate just within the maximum allowable height permitted in the Ontario Highway Traffic Act. Therefore, protocols are in place for each bus route and any deviations from the approved route are strictly controlled by Metrolinx staff. During past special events in Newcastle where King Avenue is closed, GO bus service has been re-routed to the collector roads of Rudell Road, Edward Street and Brookhouse Street after being approved by Metrolinx as suitable for their fleet. Page 70 Municipality of Clarington Page 3 Report PWD-024-21 1.4 Due to the COVID-19 global pandemic and the associated reduction in ridership, GO Transit network service was adjusted in December 2020, resulting in Route 90 being eliminated. The replacement Route 88 between Oshawa and Peterborough now stops at the Highway 2 Carpool Park & Ride lot, with its alternate Route 88A providing commuter service into the Village with three early morning trips and three late afternoon trips. 2. Proposed Changes in Newcastle Future GO Bus Service in Newcastle 2.1 Staff have recently inquired with Metrolinx about the future of bus service into Newcastle. Metrolinx has confirmed that they currently have no plans to discontinue Route 88A into Newcastle even though they are aware of the proposed future sale of the old fire hall property and its related effects on service. 2.2 Metrolinx has confirmed that they will review and divert buses, as necessary, to continue providing inter -regional bus transportation to the area. At present, Metrolinx has committed to validate a re-route once the old fire hall property is no longer available. One such proposed new route may include Baldwin Street south of King Avenue, left on Edward Street, left on Brookhouse Drive and north to King Avenue. Similar to the practice that has been followed during special event road closures, nearby collector roads will be considered as primary choices since they are built with the capacity and width to accept periodic transit vehicles. 3. Concurrence Not applicable. 4. Conclusion It is respectfully recommended that Council direct Staff to proceed with the process of demolishing and disposing of the old fire hall property located at 247 King Avenue East in Newcastle. The process will include suitable notification to Metrolinx of Council's decision such that a re-route of the GO Transit bus service can be validated and implemented. Clarington staff will work cooperatively with Metrolinx on conducting public consultation and determining the most suitable revised route through the Village. Staff Contact: Slav Potrykus, Traffic Engineering Supervisor, 905-623-3379 ext. 2315 or spotrykus@clarington.net. Attachments: Not Applicable Interested Parties: There are no interested parties to be notified of Council's decision. Page 71 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: May 31, 2021 Report Number: CSD-004-21 Submitted By: George Acorn, Director of Community Services Reviewed By: Andrew C. Allison, CAO Resolution#: File Number: By-law Number: Report Subject: Future of the Tourism Information Centre Recommendations: 1. That Report CSD-004-21 be received; 2. That Council approve the permanent closure of the Tourism Information Centre at 181 Liberty Street, Bowmanville; 3. That Council support the revised Tourism Service Delivery Model, as presented in this report; and 4. That staff continue to investigate future options for the building, that could include upgrading and re -purposing, relocation or demolition, and to provide all necessary funds in the 2022 budget, for consideration. Page 72 Municipality of Clarington Report CSD-004-21 Report Overview Page 2 This report provides an update to Council on recent operational changes that have been implemented for the delivery of tourism services by the Municipality. The COVID — 19 pandemic and changes to the 2021 operating budget have provided staff the opportunity to review the tourism service delivery model and to make changes that will improve tourism services going forward. In September 2020, as recommended in the Organizational Structure Review, the responsibility for municipal tourism operations moved from the CAO's Office to Community Services. At that time, with the Tourism Information Centre (TIC) closed due to the pandemic, staff worked on an effective operating model to move tourism information and assistance from the TIC to our major indoor recreation facilities. By relocating our tourism information from the stand-alone centre on Liberty Street to our larger indoor facilities, staff are confident we can reach more residents and visitors to share what Clarington has to offer. We are confident this new operating model will still allow staff to effectively partner with our tourism stakeholders, continue to support the valuable work done by our Tourism Advisory Committee and enhance collaboration with our local sports organizations all while utilizing the existing staffing resources in Community Services. 1. Background 1.1 In 1997, Council approved the purchase and relocation of the Nantucket Sales Pavilion, then located in Courtice, to be used as a "Tourism Office" in Bowmanville. The Pavilion was moved to its current site on Liberty Street South, as documented in report ADMIN-25-97. 1.2 At that time, staff provided Central Lake Ontario Conservation Area (CLOCA) with the conceptual plan, which was approved to place the building where it is located today. Planning has confirmed that the location is completely located in a flood plain. As such, the location is zoned EP and access to the building must be above the flood level. 1.3 The Municipality has been offering Tourism services out of this building, known as the Tourism Information Centre (TIC), since 1997, sharing office space with the Clarington Board of Trade (CBOT) until 2013. In 2013, CBOT moved their offices from this location, and the Municipality began utilizing the entire space. Prior to 1997, a small tourism information kiosk was located at the local hotel located across the street (now named Best Western Plus Bowmanville.) 1.4 In 2015, both tourism partner groups, Clarington Tourism Marketing Board (CTMB) and Clarington Board of Trade, stepped aside from competing to deliver tourism services. At that time, tourism delivery as a municipal service was approved through Report COD-023-15, and a full time Tourism Coordinator position was approved. Page 73 Municipality of Clarington Report CSD-004-21 Page 3 1.5 Since 2015, the Tourism Information Centre has been operating in its current state, with some changes to the staffing model. At that time, there was one full time, three part time positions and one summer student. Subsequently, the staffing model was evaluated and changed to become two full time staff and one part time position. 1.6 Pre-COVID-19, the TIC was operating Monday to Saturday, with small seasonal changes to the hours of operations. On March 13, 2020 the TIC was temporarily closed due to the Provincial restrictions, and to date has not re -opened. 1.7 With this closure of the TIC and a request from Durham Region to relocate their annual flu immunization to this location, the two full time tourism staff were relocated to the Garnet B. Rickard Recreation Complex (RRC). Staff continue to effectively operate the tourism portfolio and continue to partner with and support our tourism stakeholders as well as providing tourism information to visitors and residents. 2. Current Operating Model 2.1 The most recent change to the Tourism operating model came through the Organizational Structure Review and the recommendation by Grant Thornton to relocate municipal tourism operations from the CAO's Office to Community Services. This recommendation was approved, and the transition became official in September 2020. 2.2 The staffing model further evolved in February 2021 with the changes to the annual operating budget. The $50,000 budget reduction was achieved through the elimination of the part time position and the subsequent savings in operating supplies, utilities and repairs/maintenance realized by not reopening the TIC. Each year we apply to the Canada Summer Jobs Program to be able to hire a tourism summer student. As this subsidy covers the majority of the cost, we will continue to do so in the future, provided we are successful in receiving this funding. 2.3 As part of Community Services, the Tourism team started collaborating with Customer Services and Facility Services on the idea of creating Tourism displays within all of Clarington's recreation facilities. These have been designed and currently are being installed as an initiative through FedDev Ontario grant funding we received. These displays will have an updated look and will hold the same printed information that was originally held at the Tourism Information Centre. These new displays will provide the visitors to our recreation facilities information on local and regional tourism attractions. 2.4 These displays are being installed adjacent to our Customer Service Desks in the lobbies of our facilities (see Attachment 1). By providing these display areas in our facilities and educating our customer service staff on the tourism opportunities Clarington has to offer, we will be able to increase our outreach to the community and better support local tourism. Additionally, by providing this information in recreation facilities we can capitalize on the foot traffic we see each day. For comparison, a busy weekend at any of our larger facilities would see visits greater than those at the TIC in any given year. Page 74 Municipality of Clarington Page 4 Report CSD-004-21 2.5 A review of the visitor data for the last five full years of operation indicate that in 2016 there were 2,786 visitors to the TIC and in 2019 that number dropped to 1,396. The percentage of Clarington resident visits has ranged over the last five years from a high of 84% in 2015 to a low of 37% in 2019. Anecdotally, staff have observed a great number of our out of town visitors are stopping to get information on other tourist destinations (e.g. Niagara Falls) as they drive through Clarington. 2.6 This data indicates there is an opportunity to better serve the residents of Clarington, who are seeking information on places to visit and activities to partake in, than in the stand-alone operation at the TIC. The closure of the TIC, located near the 401, may impact convenience for out of town visitors, however, staff are confident the Tourism - Oriented Directional Signing (TODS) is very effective for many of our attractions. On the other hand, we will be providing tourism service information to out of town visitors who will be attending our large indoor and outdoor recreation venues for special events (e.g. baseball, soccer, and hockey tournaments.) 2.7 Tourism staff will also continue to work with our sport organizations as they plan for their events and assist, as needed. This includes making contact for accommodations, dining, attractions and activities, that will make the visit to Clarington, for participants and their families, a great experience. 2.8 Based on the downward trends of in -person visits and an increase in on-line access for Tourism information, staff will continue to work on enhancing our on-line presence through the Tourism website and in our social media accounts. It is evident that the pandemic has drastically changed how we seek information and we have seen residents and visitors turn to our social media accounts in greater numbers. For example, the total number of Facebook impressions/views for the Tourism posts increased from 869,680 in 2018 to 1,242,027 in 2020. Staff continue to see a rise in access to the website with approximately 80,000 views annually. We are confident these trends will continue and that on-line services will be key to the future success of our municipal tourism service delivery. 3. Future Considerations for the Building 3.1 Although the current TIC is a relocated temporary new home sales pavilion, it has served our residents and visitors well over the years. With the recommended closure of this building for municipal tourism services, there is an opportunity to consider alternate uses that may be beneficial for the Municipality and the community. 3.2 With the scheduled renovation at 156 Church Street, some vacant space at 132 Church Street and the recently acquired farmhouse on Concession Road #4, staff are preparing a space allocation plan that could both accommodate municipal staff as well as provide space for our local community agencies and organizations. Page 75 Municipality of Clarington Page 5 Report CSD-004-21 3.3 Our Facility Services staff have identified some of the challenges for this building and what costs may be incurred to keep the building functioning effectively, for whatever purpose, in the future. In addition to the planned mechanical equipment replacement, accessibility has been highlighted as being deficient. This could involve the construction of a new accessible ramp, an automatic front entrance door and a new universal washroom. 3.4 Staff will continue to investigate potential alternate uses for this building and will continue to communicate with community groups who may have use of this space in the future. We will also finalize the costs associated with making necessary renovations to the building on this site. Should there be a suitable opportunity to relocate the building we will include the cost to do so. Should there be no suitable future use, staff will provide the cost of demolition. This information will be finalized and included in the Department's preliminary 2022 capital budget submission. 4. Concurrence 4.1 Not Applicable. 5. Conclusion 5.1 It is respectfully recommended that Council approve the permanent closure of the Tourism Information Centre and support the revised tourism service delivery model as outlined in this report. By providing high profile tourism information displays in our recreation facilities, educating our front desk customer service staff on tourism, increasing our on-line presence, and working with our local sport organizations to better serve their out of town participants, we are confident tourism services will be improved going forward. 5.2 There will be a clear communications plan to residents and visitors on the new locations and expanded opportunities to access information. This would include working with the Region of Durham and the Ministry of Transportation to update wayfinding signage. 5.3 We will continue to work closely with our tourism stakeholders and support the valuable work of the Tourism Advisory Committee with the goal of showcasing the great locations, events, and activities that Clarington has to offer. Our program will not only encourage our residents to "check out" their own backyard, but also provide a variety of reasons for those outside of Clarington to come and visit us. Staff Contact: Lee -Ann Reck, Manager, Client Services, Community Services, 905-623-3379 ext 2508 or Ireck@clarington.net. Attachments: Attachment 1 — Courtice Community Complex Wall Decal Interested Parties: There are no interested parties to be notifie0ageC?dncil's decision. Attachment 1 to Report CSD-004-21 Welcome Claiington it �- Page 77 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: May 31, 2021 Report Number: LGS-019-21 Submitted By: Rob Maciver, Director of Legislative Services Reviewed By: Andrew C. Allison, CAO Resolution#: File Number: By-law Number: Report Subject: Bowmanville Downtown Parking Recommendations: 1. That Report LGS-019-21 be received; 2. That courtesy parking in downtown Bowmanville continue to be provided each year in the month of December with improved signage; 3. That an amendment to the Traffic By-law be brought forward to discontinue the two- hour free parking in Municipal lots beginning on January 1, 2022; 4. That an amendment to the Traffic By-law be brought forward to increase parking rates to $1.00 an hour beginning on January 1, 2022; 5. That an amendment to the Traffic By-law be brought forward to introduce a maximum daily parking rate of $5.00 for the Division, Silver, Water Tower and Church St lots beginning on January 1, 2022; 6. That an amendment to the Traffic By-law be brought forward to establish a two-hour maximum parking limit in the 20 King St lot beginning on January 1, 2022; 7. That as part of the 2022 Municipal budget, staff include a proposal for the procurement of a mobile app service and related equipment to process parking payments; 8. That all interested parties listed in Report LGS-019-21 and any delegations be advised of Council's decision. Page 78 Municipality of Clarington Report LGS-019-21 Report Overview Page 2 A report to aid in the parking in Bowmanville to provide more convenient payment options, increasing parking rates and to permanently establish courtesy parking for the month of December in each year. 1. Background 1.1 At the February 18, 2020 GGC meeting, resolution #GG-075-20 was passed, to refer the matter of parking in downtown Bowmanville to staff to report back on: • No longer offering free parking downtown Bowmanville at Christmas • Increasing the parking meter fees • Removing the two-hour free parking in lots; and • Investigate the possibility of a parking garage downtown 1.2 At the November 23-24, 2020 Council meeting, resolution #C-480-20 was passed: • That courtesy parking be provided for downtown Bowmanville for the month of December 2020 That staff work with the Bowmanville BIA to develop further parking recommendations for downtown Bowmanville 1.3 Parking rates for metered spaces in downtown Bowmanville are $.50/hour, with a maximum of two hours. In municipal lots, the first two hours are free with subsequent time at $.50/hour. Rates for parking are only in effect Monday to Friday between 8:OOAM-6:OOPM; weekends and Holidays are free. The first two hours of free parking has been in place since 1998, arising from report TR-58-98, at the request of the BIA. There has been no change in parking fees since. 1.4 In recent years, courtesy (i.e. free) parking has been provided in Bowmanville during the month of December at the request of the Bowmanville BIA. Over the past two years the initial two -week period was extended to the full month, and most recently into the month of February. The most recent increase to courtesy parking was in relation to a pilot project at the request of the BBIA prompted by continuing challenges to businesses struggling to operate under stringent COVID restrictions. Page 79 Municipality of Clarington Report LGS-019-21 Page 3 1.5 Municipal lots provide business employees long term parking and customers or clients more than the two hour on -street meter limit. All meters are coin operated and do not offer alternative options for payment. 1.6 Meter revenue over the last four years averages $114,000, with a significant low in 2020 due to the various stages of Emergency Orders. Meter revenue aids in staffing costs to enforce, maintenance costs and is available for road or lot maintenance and snow removal. 2. Discussion Paid on -street parking 2.1 Paid on -street parking is to assist in vehicle turn -over and to promote the availability of parking spaces for patrons of businesses. The low rate allows individuals to pay for either a brief time or up to 2hrs. Enforcement is regularly carried out during 8 am and 6 pm and is proactive. The revenue directly impacts the ability to provide regular enforcement to ensure individuals are not parking outside of permitted times or areas. 2.2 With meters only providing coin operation, payment method is restrictive. It is becoming increasingly known that alternative options are preferred by individuals and business owners. With current technology, and an increased market for pay by phone apps, the ability to provide additional payment options is feasible. 2.3 With various service providers for pay by phone apps, fees can range from per transaction use, one-time transaction fees per parking session, to monthly or yearly subscriptions. Transaction fees can range from $.20 to $.55 on top of the parking rate. Individuals who regularly use paid parking also have opportunities to sign up for monthly subscriptions to avoid transaction fees. 2.4 With more individuals using phone -type payment services and debit cards there is a large population of people that no longer carries money, let alone change, on their person. These pay by phone apps are increasingly being used within municipalities. 2.5 As fees have remained unchanged dating back to 1998, cost for enforcement, maintenance and road has steadily increased. Increasing fees minimally would assist in continued upkeep, and aid in moving towards more advance payment technology. Municipal Lots 2.6 Municipal lots have had the first two hours free since a pilot request from the BBIA in 1998. There have been regular concerns with the free two hours being abused. This occurs with vehicles being moved from lot to lot to avoid paying additional fees. '� Municipality of Clarington Report LGS-019-21 Page 4 2.7 Enforcement in Municipal lots is time consuming as it entails officers to locate and mark vehicles not displaying a payment receipt, then time the vehicle; returning two hours later to note if the vehicle has moved or remains with out a payment stub. 2.8 There are six Municipal lots in Bowmanville. At times these lots are heavily utilized by business owners or staff, leaving very few available areas for customers to park. It has been noted the King Street lot, having the only entrance from King Street, is regularly filled with vehicles parked for prolonged periods. This specific lot provides the best accessible frontage to business areas when on -street parking is limited. 2.9 Municipal lots are all controlled with central meters and, as is with on -street meters, are operated by coin only. Central meters do have the ability to be upgraded to a debit or credit card payment option. Central meters may also be upgraded to a pay by phone app. 2.10 To assist in providing additional accessible areas for customers to park, and aid in enforcement of long-term parking, it would be beneficial for the King Street lot to be designated as a short-term lot with a maximum of two hours paid parking at a rate of $1 per hour. In addition, removing the first two hours free parking and increasing the rate too $1.00 an hour with a flat rate of $5.00 for the entire day on all other lots. December Courtesy Parking 2.11 Free parking has been regularly provided for a two -week period prior to Christmas. The past two years a pilot of providing a month -long period and further extending into January was provided. Unfortunately, due to Emergency Orders and closures of nonessential businesses a true gauge of the success of these pilots was not possible. 2.12 The courtesy parking is accepted and well received by both consumer and business owners. Issues faced are prolonged use by individuals parking longer than permitted times. Feedback in relation to parking was that signage was misleading, as bags are covered with only "Courtesy Parking" being seen, it led to the belief there was no time limit. 2.13 Prior to bagging meters in December 2020, notices were provided to store fronts, tenants and or property owners advising of the 2-hour limit. Several notices were issued and or warnings were issued to tenants, others in receipt of notices provided the feedback of being unaware of the two-hour limit. 2.14 Improving signage during this period of free parking would alleviate the issues in connection with continued enforcement. Page 81 Municipality of Clarington Report LGS-019-21 L31�1 Page 5 2.15 There has been ongoing requests and/or correspondence from the BIA dating back to December 2018 Joint Committee meeting where resolution JC#20-18 was passed to refer the removal of the two hour free parking to staff. In that time staff has provided various reports to Council, including CLD-018-19, CLD-021-19 and LGS-003-20. 2.16 As has occurred with Emergency Orders the impacts to business has provided for fluctuating circumstances at times providing for changes of decisions. The Manager of Municipal Law Enforcement has met over the past three years with the BIA. More recently, two meeting that provided for a full understanding of the needs for the BIA. Meetings were productive in providing the benefits and obstacles to enforcement and metered parking. Including differences between Newcastle where more off street private is available and the makeup of mixed residential business is lesser creating less parking related issues. Similar to Orono, where unfortunately some business have moved locations and again where mixed business residential are less frequent more complaints are received. With the change in business frontages in Orono and the past year and a half of Emergency Orders, it would not provide as a good comparator. 2.17 The BIA is supportive of: • Removing the two two-hour free parking from Municipal lots • Increasing parking rates to $1.00 an hour • Having a flat maximum daily rate for most Municipal lots • Designating 20 King St lot to a maximum of two hrs. • Implementing a mobile app for parking payment • Providing courtesy parking annually for the month of December • Increase signage and communication for parking Surrounding Municipalities 2.18 Currently Clarington is at the lowest rate for parking by hour in comparison to other Municipalities. It is also the only Municipalities that is a coin only operation providing the least available payment options. The following chart provides a comparison. Page 82 Municipality of Clarington Report LGS-019-21 Page 6 Municipality Oshawa Coburg Whitby Peterborough Belleville Per Hour 1.25 1.00 1.50 1.50 1.00 Mobile App Honk Honk Honk HotSpot HotSpot 3. Concurrence Not applicable. 4. Conclusion It is respectfully recommended that staff implement the recommendations contained in this Report. Staff Contact: Duncan Anderson, Manager Municipal Law Enforcement, 905-623-3379 Ext 2110 or danderson@clarington.net. Attachments: Not Applicable Interested Parties: List of Interested Parties available from Department. Page 83 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: May 31, 2021 Report Number: LGS-020-21 Submitted By: Rob Maciver, Director of Legislative Services Reviewed By: Andrew C. Allison, CAO Resolution#: File Number: By-law Number: Report Subject: Appointment to the Clarington Public Library Board and Clarington Heritage Committee Recommendations: 1. That Report LGS-020-21 be received; 2. That the resignation of Terri Gray be received with thanks; 3. That the Committee consider the applications for appointment to the Clarington Public Library Board, and that the vote be conducted to appoint the citizen representatives, in accordance with the Appointment to Boards and Committees Policy; 4. That Heather Graham be appointed to the Clarington Heritage Committee for a term ending December 31, 2022 or until a successor is appointed; and 5. That all interested parties listed in Report LGS-020-21 be advised of Council's decision. Municipality of Clarington Report LGS-020-21 Report Overview Page 2 This report is intended to provide background information, regarding the vacancies on the Clarington Public Library Board and Clarington Heritage Committee to assist in the appointment process. 1. Clarington Public Library Board Background 1.1 The Clarington Public Library Board is a volunteer Board established by the Municipality of Clarington Council by the passage of By-law 2003-188, in accordance with the provisions of the Public Libraries Act (the Act). 1.2 The Board establishes policies and appoints the Chief Executive Officer who may also be the secretary/treasurer of the board, and who administers the library under the guidance of those policies. 1.3 In accordance with By-law 2003-188, the Board consists of seven community members and two Members of Council. 1.4 On January 1, 2020 the Clarington Public Library Board merged with the Clarington Museum and Archives Board. Current Situation 1.5 The Clerk's Division received Terri Gray's resignation on April 30, 2021. 1.6 The Committee is currently comprised of six members including two Members of Council (Councillor Hooper and Councillor Neal). Therefore, Committee may appoint one citizen to the Clarington Public Library Board for a term ending December 31, 2022. 1.7 The following individuals previously put forward an application for consideration and are still interested in participating on the committee: • Tshaka Takura • Nancy Brandon Page 85 Municipality of Clarington Report LGS-020-21 2. Clarington Heritage Committee Page 3 Background 2.1 The Clarington Heritage Committee (CHC) is a volunteer advisory committee established by Council following the provisions of the Ontario Heritage Act. The CHC assists the Municipality to identify, review, discuss and make recommendations to Council on properties and issues of cultural heritage, value and interest. Committee members are bound by the by-law appointing the Committee and its Terms of Reference. 2.2 The Terms of Reference state that the composition of the Committee be comprised of a minimum five members and a maximum of 12 members, which includes, a Council representative; Newcastle Village and District Historical Society representative; Museum representative; architectural historian; building/design specialist; and up to a maximum of seven area residents. Committee members are appointed for the same four-year term as Council. Current Situation 2.3 At the March 8, 2021 General Government Committee meeting, the Clerk's Division was authorized to continue to advertise for the vacancy on the Clarington Heritage Committee. 2.4 Currently, the Committee has 11 appointed members for a term ending December 31, 2022. Therefore, Council may appoint one member to the Clarington Heritage Committee for a term ending December 31, 2022. 2.5 Heather Graham, Ward 2 resident, has put forward an application for consideration. 3. Advertising and Applications 3.1 In accordance with previous procedures, we contacted the previous applicants and they were still interested in putting their name forward. 3.2 In accordance with the "Appointment to Boards and Committees Policy", the applications have been included in a confidential matrix, which has been attached at the front of the applications. The matrix includes the qualifications of existing members as well as the new applicants. 4. Concurrence Not Applicable. '� Municipality of Clarington Report LGS-020-21 5. Conclusion Page 4 It is respectfully recommended that Committee consider conducting the vote to make the appointments to the Clarington Public Library Board for a term ending December 31, 2022 or until a successor is appointed and that Heather Graham be appointed to the Clarington Heritage Committee for a term ending December 31, 2021 or until a successor is appointed. Staff Contact: Lindsey Patenaude, Committee Coordinator, 905-623-3379 ext. 2016 or Patenaude@clarington.net. Attachments: Attachment 1 — Matrix and Applications Interested Parties: The following interested parties will be notified of Council's decision: Nancy Brandon NOW.-20..i1 .._' Heather Graham Clarington Public Library Board Clarington Heritage Committee Page 87 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: May 31, 2021 Report Number: FSD-029-21 Submitted By: Trevor Pinn, Director of Financial Services/Treasurer Reviewed By: Andrew C. Allison, CAO By-law Number: File Number: Resolution#: Report Subject: Unsuccessful Tax Sale Recommendation: 1. That Report FSD-029-21 be received; 2. That Council hereby directs the Treasurer to register a Notice of Vesting for the property known as Roll No. 18 17 010 050 10420 0000; Highway 2; PIN 26608- 0089(LT); PT LT 25 CON 2 DARLINGTON AS IN N78601 (SECONDLY) pursuant to subsections 379(5b) and (7.1) of the Municipal Act, 2001; and 3. That the Treasurer be authorized, under Section 354(2) and (3) of the Municipal Act 2001 to write-off taxes as uncollectible and charge back the proportionate amounts under Section 353(2) and (3) to the Region of Durham and the Province of Ontario. Municipality of Clarington Report FSD-029-21 Report Overview Page 2 The property known as 0 Highway 2 Roll No 1817 010 050 10420 located in Courtice was advertised for tax sale on March 11, 2021. After receiving no tender bids, the tax sale process was deemed unsuccessful under Part XI of the Municipal Act, 2001. The Treasurer believes it is in the best interest of the Municipality to vest the property pursuant to subsections 379(5b) and (7.1). The uncollectible taxes would be required to be written off and the property would become exempt from taxation. 1. Background 1.1 In 2012, the property known as 1912 Highway 2 was expropriated to build the Highway 418 on -ramp. Through the severance process the subject property, now known, as 0 Highway 2 was created. The property is landlocked and is classed by MPAC as Commercial Vacant Land (Attachment 1) It is zoned C6, a highway commercial designation in the rural area. The Official Plan designates the property as Environmental Protected and is within the Natural Heritage System of the Greenbelt. 1.2 A Tax Arrears Lien was registered on May 23, 2019 due to outstanding taxes dating back to 2011. This property was eligible to be sold by public tender in May 2020. Due to the COVID-19 pandemic, tax sale processes were placed on hold deferring the timelines until the emergency order was lifted. The tax sale was scheduled for Thursday, March 11, 2021, in which no tender bids were received. 1.3 Due to an unsuccessful tax sale, the Municipality has two options. The Municipality can re -advertise the property for tax sale within two years of the tax sale date or register a Notice of Vesting. 1.4 It is unlikely this property would sell if re -advertised for tax sale due to the property being landlocked and environmentally protected. Re -advertising will incur additional expenses that would ultimately be paid by the Municipality if no successful tender bids are received. For these reasons, it is recommended that Council approve the Notice of Vesting. 2. Financial Impact 2.1 As of May 14, 2021, the outstanding amount owing on the property is $81,538.27, broken down as follows: Total outstanding taxes $18,253.00 Total unpaid charges added to the roll (Note 1) 31,373.11 Total outstanding penalties 31,912.16 Total outstanding arrears for the property (Note 2) $81,538.27 Municipality of Clarington Report FSD-029-21 2.3 Page 3 2.1.1. (Note 1) Unpaid charges include professional fees for conducting the tax sale process and a property standards charge for an extensive property clean up. 2.1.2. (Note 2) Additional professional fees would be added to finalize the Notice of Vesting. Under Section 353(2) and (3) of the Municipal Act, 2001, the taxes written off, as uncollectible can be charged back in its proportionate share as follows: Municipality of Clarington Regional Municipality of Durham Province of Ontario (School Boards) $66,878.89 6,678.36 7,446.97 It is recommended that the Municipality of Clarington's share be written off using the Unclassified Admin —Tax W/O account 100-21-211-00000-7212. 3. Concurrence 3.1 This report has been reviewed by the Director of Planning and Development Services who concurs with the recommendation. 4. Conclusion 4.1 It is respectfully recommended that Council directs the Treasurer to register a Notice of Vesting, for the taxes to be written off and the proportionate share be charged back to the Region of Durham and the Province of Ontario. Staff Contact: Jessica James, CMRP(A), Manager of Taxation Services, 905-623-3379 ext. 2609, ijames(a)-clarington.net Attachments: Attachment 1 — Aerial photo of 1817 010 050 10420 Page 90 Generated: January 28, 2021 1 For Current Information Contact the Municipality of Clarington 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: May 31, 2021 Report Number: FSD-030-21 Submitted By: Trevor Pinn, Director of Finance/Treasurer Reviewed By: Andrew C. Allison, CAO Resolution#: File Number: By-law Number: Report Subject: 2020 Building Permit Fees Annual Report Recommendation: 1. That Report FSD-030-21 be received for information. Page 92 Municipality of Clarington Report FSD-030-21 Report Overview Page 2 This report is prepared as required by the Building Code Act reporting requirements for Building Permit Fees. There is no current adjustment required to the building fees beyond the normal increase approved through By-law 2017-086. 1. Background 1.1. Under the Building Code Act, 1992 and the passing of subsequent amendments and Ontario Regulation 350/06, municipalities are required to prepare an annual report that records the amount of building permit fees collected and the costs incurred during the process. 1.2. In accordance with the Building Code Act, 1992 as amended, staff have prepared this report to Council with the required content on an informational basis and Attachment "A" will be posted on the Municipality's website. 1.3. A Building Permit Fee Update Study was completed in September 2017 by Hemson Consulting Ltd. This was an update to the 2011 study also completed by Hemson. The reviews are completed every five (5) years to ensure that the building permit fees are in line with the cost of building inspections and that all appropriate direct and indirect costs are being allocated. 1.4. In 2020, building permits issued generated total building permit revenue of $2,496,222 (2019 - $2,194,711) creating a surplus of $224,225 (2019 — deficit of $78,697) after reducing the total revenue by the direct and indirect expenses as outlined on Attachment 1. 1.5. As the building permit funds are to be segregated from the general funds of the Municipality, the surplus of $224,225 was transferred to the Building Division Reserve Fund leaving the surplus/deficit for December 31, 2020 as nil. At December 31, 2020 the reserve fund had approximately $2.9 million. These funds are restricted to building inspection related uses. 1.6. For the 2020 year, the Planning and Development Services Department advised Council through the annual building permit activity report (PSD-016-21) that the building permits issued in 2020 (1,350) were significantly higher than 2019 (687). 2. Concurrence This report has been reviewed by the Planning and Development Services Director who concurs with the recommendations. Page 93 Municipality of Clarington Page 3 Report FSD-030-21 3. Conclusion It is respectfully recommended that Council receive this report. Staff Contact: Michelle Pick, Accounting Services Manager / Deputy Treasurer, 905-623-3379 ext. 2605 or mpick@clarington.net. Attachments: Attachment 1 - 2020 Annual Building Permit Fee Report Interested Parties: There are no interested parties to be notified of Council's decision. Page 94 Attachment #1 to Report FSD-030-21 Municipality of Clarington Building Permit Fee Report December 31, 2020 Building Permit Fees Revenue Transfer from Reserve Fund Total Revenue Direct costs (Note 1) 2020 Actual $ 2,496,222 $ 2,496,222 Payroll $ 1,624, 566 Office Space 93,257 Other Operating and Capital Costs 160,104 Subtotal Direct Costs $ 1,877,927 Transfer to Reserve Fund Overhead Costs (Note 2) Total 224,225 394,070 $ 2,496,222 Revenue (Under) / Over Expenditures $ Note 1 - Direct costs are deemed to include the costs of the Building Division of the Planning and Development Services department for the processing of building permit applications, the review of building plans, conducting inspections and building -related enforcement duties. Direct costs also include costs from Public Works, Legislative Services, Fire and Emergency Services and Planning and Development Services which can be directly attributed to the building permit function. Note 2 - Overhead or Indirect costs are deemed to include the costs for support and overhead services to the Building Division. Page 95 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: May 31, 2021 Report Number: FSD-031-21 Submitted By: Trevor Pinn, Director of Financial Services/Treasurer Reviewed By: Andrew C. Allison, CAO Resolution#: File Number: RFP2021-3 By-law Number: Report Subject: Supply and Deliver One Pumper Truck Recommendations: 1. That Report FSD-031-21 be received; 2. That Dependable Emergency Vehicles with a bid amount of $798,414.05 (Net HST Rebate) providing the lowest overall cost and meeting the passing threshold and all terms, conditions and specifications of RFP2021-3, be awarded the contract for the Supply and Delivery of One Pumper Truck as required by the Emergency and Fire Services Department; 3. That pending satisfactory performance, pricing and budget approval, the Purchasing Manager, in consultation with the Director of Emergency and Fire Services and the Director of Public Works, be given authority to extend the contract for up to four additional years after the award of this contract for similar future pumper truck requirements; 4. That the estimated funds required for this project in the amount of $800,550.00 (Net HST Rebate) include $798,414.05 (Net HST Rebate) for the pumper truck and equipment and other costs such as manuals, radio installations and licensing in the estimated amount of $2,135.95 (Net HST Rebate) be funded by the Municipality as follows.. Description Account Number Amount EMS Vehicle Replacement — (2021) 110-28-388-82824-7401 $800,550 5. That all interested parties listed in Report FSD-031-21 and any delegations be advised of Council's decision. Page 96 Municipality of Clarington Report FSD-031-21 Report Overview Page 2 To request authorization from Council to award contract RFP2021-3 Supply and Deliver One Pumper Truck. 1. Background 1.1 Specifications for the Supply and Delivery of One Pumper Truck were prepared by the Emergency and Fire Services Department in consultation with the Public Works Department. Based on the information provided, RFP2021-3 was developed and issued by the Purchasing Services Division. 1.2 The Request for Proposal (RFP) was advertised electronically on the Municipality's website and the Ontario Public Buyer's Association website. 2. Analysis 2.1 Six plan takers downloaded the RFP document. 2.2 The RFP closed on April 15, 2021. 2.3 Five proposals were received by the stipulated closing date and time. 2.4 The Municipality requested information to determine the reason the one plan taker chose not to submit a proposal but they did respond to our request. 2.5 The Purchasing Services Division reviewed all submissions received, and all met the mandatory requirements to move forward to phase one of the evaluation process. 2.6 The RFP stipulated among other things, that bidders provide proponent information including experience in similar projects, pumper truck specifications, production schedule, training plan, after service sales support and warranty information. 2.7 Each submission consisted of a comprehensive proposal identifying: • Qualifications and financial stability; • Pumper truck specifications; • Proposed timeline; • Training plan; Page 97 Municipality of Clarington Page 3 Report FSD-031-21 • After sale support service; • Warranty information; and • Accessibility design features. 2.8 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 Emergency and Fire Services Department and the Public Works Department. Submission evaluation criteria included: • Years in business and experience building similar pumper trucks; • Pumper truck body construction and gross vehicle weight, including engine horsepower, truck length, cab width, pump and water tank size, engine and tires; • Delivery schedule (within 12 months, 12-18 months or over 18 months); • Training approach for both mechanics and firefighters, timeline and experience of trainer; and • After sales service support including mobile mechanic services, a customer service line, service facility location and distance from Bowmanville. 2.9 Upon completion of the evaluation, the evaluation committee concluded that the following three proponents met the pre -established passing threshold of 70% for phase one and moved on to the phase two of the process: • Dependable Emergency Vehicles • Fort Garry Fire Trucks • ResQtech Systems Inc. 2.10 Proponents pricing envelopes were opened and evaluated. The submission from Dependable Emergency Vehicles had the lowest overall bid. 2.11 Dependable Emergency Vehicles has satisfactorily supplied similar equipment to the Municipality of Clarington in the past and references did not need to be checked. 2.12 The contract term is to supply one pumper truck in the first year. The RFP document included the option for the Municipality to renew the contract for up to four additional optional one-year terms provided that Council approves budget for additional pumper trucks in those years and the vendor provides satisfactory prices and service. Municipality of Clarington Report FSD-031-21 3. Financial Page 4 3.1 Dependable Emergency Vehicles has offered $50,000.00 as a trade in -credit for the Municipality's pumper truck that is being taken out of service and replaced with the new truck. The trade-in credit amount has been deducted from the cost to supply and deliver the new pumper truck and equipment. The cost to supply and deliver one new pumper truck and equipment minus the trade-in credit amount is $798,414.05 (Net HST Rebate). 3.2 The total estimated funds required for this project in the amount of $800,550.00 (Net HST Rebate) include the cost to supply and deliver the new pumper truck and equipment of $798,414.05 (Net HST Rebate) and other costs such as manuals, radio installation and licensing in the estimated amount of $2,135.95 (Net HST Rebate) and is within the approved budget allocation and will be funded by the Municipality as follows: Description Account Number Amount EMS Vehicle Replacement — (2021) 110-28-388-82824-7401 $800,550 3.3 Queries with respect to the department needs should be referred to the Director of Emergency and Fire Services. 4. Concurrence This report has been reviewed by the Director of Emergency and Fire Services and the Director of Public Works who concur with the recommendations. 5. Conclusion It is respectfully recommended that Dependable Emergency Vehicles having the lowest overall cost and meeting the terms, conditions and specifications of RFP2021-3 be awarded the contract for the supply and delivery of one pumper truck in the first contract year and additional pumper truck requirements for up to four additional years. Staff Contact: David Ferguson, Purchasing Manager, 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. Page 99 Municipality of Clarington Page 5 Report FSD-031-21 Attachment 1 to Report FSD-031-21 Municipality of Clarington Summary of Proposals Received RFP2021-3 Supply and Deliver One Pumper Truck Bidder Commercial Emergency Equipment Co. Darch Fire Inc. Dependable Emergency Vehicles* Fort Garry Fire Trucks* ResQtech Systems Inc.* Note: Bidders with an asterisk (*) are the companies who were shortlisted. Page100 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: May 31, 2021 Report Number: CAO-003-21 Submitted By: Andrew C. Allison, CAO Resolution#: By-law Number: Report Subject: Economic Development Services in Clarington Recommendations: 1. That Report CAO-003-21 be received; 2. That Staff be directed to negotiate a renewal contract with the Clarington Board of Trade (which will require Council approval) substantially on the terms set out in section 7.4 of this report; 3. That, in accordance with Policy 7.3.1 of the Clarington Official Plan, Staff be directed to retain a consultant to prepare an Economic Development Strategy at an estimated cost of $50,000 (up to 90% funded through development charges); 4. That a full-time employee be hired to assist with the delivery of the services described in section 7.6 of this report, with the cost to be covered through a corresponding reduction to the CBOT contract; and 5. That all interested parties listed in Report CAO-003-21 and any delegations be advised of Council's decision. Page 101 Municipality of Clarington Report CAO-003-21 Report Overview Page 2 Clarington's current population is approximately 105,000 people. Residential, commercial and industrial growth has continued notwithstanding the pandemic. Our growth is in part being spurred by several key economic development catalysts that are either in progress or in the planning stages. They include (a) opening of 407/418 highways; (b) GO Train Expansion to Courtice and Bowmanville; (c) development of OPG headquarters; and (d) expansion of the Bowmanville Hospital. This report provides an analysis of different models for the delivery of economic development services to support and benefit from this growth. The recommended service delivery model would re -align some of the economic development services currently being provided by CBOT. It will allow CBOT to do what it does best — support Clarington businesses — while allowing the Municipality to provide more support on strategic initiatives. 1. Background Council Strategic Plan 1.1 As part of the 2019 — 2022 Municipality of Clarington Strategic Plan, Council has directed staff to "[e]xplore an economic development strategy/framework in collaboration with the business community and other stakeholders." (B.5) 1.2 Council's Strategic Plan, under the "Strong Economy" priority, has several other key economic development goals such as, (a) completion of our downtown plans (B.1); (b) creation of partnerships in broadband expansion, working towards 100 per cent connectivity (B.2); (c) creation of partnerships to promote investment in infrastructure to make natural gas more accessible (B.3); and (d) expansion of our transportation network into commercial and industrial areas (BA). Clarington Official Plan 1.3 In 2016, Council adopted a new Official Plan, which was subsequently approved by the Region in 2017. The Vision and Principles set by Council in the Official Plan speak to the level of interplay between sustainable development, healthy communities, growth management and economic development. 1.4 The Official Plan's Principle of Economic Vitality promotes a competitive and adaptable economic environment to encourage investment and diversity of employment Page102 Municipality of Clarington Page 3 Report CAO-003-21 opportunities. The Principle of Balanced Growth expresses our desire to place job creation as a key priority to complement residential growth. 1.5 Clarington Council, through the Official Plan, established some key objectives for economic development (see Attachment 1). These objectives include attaining one job for every three residents in Clarington, accommodating 50% of employment in employment lands, supporting and retaining small businesses in our traditional downtowns, and promoting and supporting arts, culture, and tourism. 1.6 To implement these objectives, the Official Plan lists some key tools including, (a) strategic infrastructure investment; (b) incentives; (c) public -private partnerships; (d) joint projects with the Boards of Business Improvement Areas; (e) community improvement plans; and (f) development permit system. 1.7 Policy 7.3.1 of the Official Plan directs the preparation of an economic development strategy at the time of the statutory review of the Official Plan. Council has approved the review of the Clarington Official Plan to start in 2021 and this report recommends implementing Council policy to prepare an economic development strategy. An economic development strategy would detail how the Municipality could use the tools above. It is important to note that the tools listed in section 1.6 above are legislatively available to the Municipality but cannot be contracted out. Organizational Review 2019-2020 1.8 In 2019, the Municipality initiated a review of its organizational structure. Although economic development was out of the scope of work approved by Council, the report by the consultant (attached to Report CAO-016-19) did include a basic level analysis. In its Current State Assessment, the consultant identified a perceived gap in communication between the Municipality and CBOT. 1.9 The consultant's final report recommended the creation of a formal communication link between the Municipality and CBOT. This was implemented by appointing the Manager of Community Planning and Design as the Municipal liaison to CBOT and establishing a monthly standing meeting with CBOT's Executive Director and staff from Planning and Development Services and Public Works. Jurisdictional Powers and the Role of the Region Page103 Municipality of Clarington Report CAO-003-21 Page 4 1.10 Subsection 11 (11) of the Municipal Act, 2001 prescribes that most economic development services, namely "promotion of the municipality for any purpose by the collection and dissemination of information" and "acquisition, development and disposal of sites for industrial, commercial and institutional uses" are the exclusive responsibility of The Regional Municipality of Durham. 1.11 Subsection 111(2) of the Municipal Act, 2001 states that "despite Section 11, the upper - tier Municipality of Durham may authorize one or more of its lower -tier municipalities to promote the lower -tier municipality for any purpose by the collection and dissemination of information." The Region has expressly delegated this responsibility to lower -tier municipalities on two occasions: (a) 1984: By -Law 024-84 was enacted authorizing all Durham area municipalities to perform economic development activities. (b) 2003: In response to a request from Clarington for clarification, Regional Council confirmed that By -Law 024-84 was still in force and effect (resolution of Council pursuant to Report #2003-A-62). 1.12 Notwithstanding the delegation of authority, the Region continues to deliver economic development services that focus mainly in the areas of, (a) inbound investment and marketing; (b) foreign direct investment; (c) familiarization tours; and (d) relationship management with landowners and large commercial and industrial players. 1.13 Currently, some Durham lower -tier municipalities coordinate with the Region for their promotional activities, delivered either directly by Durham staff or through partnerships like Toronto Global. The Municipality could use the Region as a contractor to deliver specific services on the Municipality's behalf. Details related to services to be uploaded and anticipated costing would have to be discussed and agreed upon between the Municipality and the Region. This option and other service delivery models are discussed in more detail later in this report. Clarington Board of Trade — History 1.14 Over the period 1974-1994, economic development services were undertaken on an ad hoc basis by the CAO with assistance from the Planning and Development Department. 1.15 In 1994, Council approved a staff recommendation to create an Economic Development Office directly reporting to the CAO. The Office was staffed by an Economic Development Officer and an administrative assistant. Page104 Municipality of Clarington Page 5 Report CAO-003-21 1.16 Around the same time, local businesses were expressing concerns that the economic development function had not been effectively delivered by Municipal staff. In response, an Economic Development Task Force was established. This Task Force made a series of recommendations to the Municipality regarding ways to improve these services. Shortly after delivering its recommendations to Council, members of the Task Force established the Clarington Board of Trade and offered to undertake economic development services for the Municipality. 1.17 In December 1997, a staff report (ADMIN-56-97) supported CBOT's creation. 1.18 In January 1999, CBOT was incorporated as a not -for -profit corporation. Its' Letters Patent provide the following objects: a) To provide a common voice of business in the Municipality of Clarington. b) To pursue economic development in the Municipality of Clarington in cooperation with said Municipality by the retention of existing business and attraction of new business. c) To provide a networking forum, events and benefits for the business community of the Municipality of Clarington. 1.19 The original agreement between the Municipality and CBOT focused on business attraction and retention support, following the belief that "business sells to business better than government can sell to business." The Municipality retained some responsibility for economic development services through the position of a Marketing, Tourism and Economic Development Officer, but the intention was to see CBOT assume a leadership role in all services. 1.20 In 2001, Council renewed CBOT's contract for a 3-year term with modest budgetary increases (Report ADMIN 01-01). 1.21 By 2007, the annual payment to CBOT had increased to $100,000, which was intended to cover the salary and benefits of the Business Development Manager plus associated operating expenses. 1.22 In 2008, Report CAO-01-08 presented Council with the following four options respecting economic development service delivery: (1) upload the service to Durham Region; (2) hire an in-house Business Facilitator; (3) re-establish an Economic Development Office (i.e. bring the entire economic development portfolio back in-house); and (4) continue to outsource the service to CBOT. Council chose option (4) with modest increases over the next several years to their fee. 1.23 The 2012 - 2016 contract with CBOT had a baseline jump in fees to $225,000 (in 2012). The justification given in the report for the increase was "... it has become quite clear within the last few years that the current staff resources would not be enough for the Board to carry out its contractual requirement of attracting new business and retaining existing business." Page105 Municipality of Clarington Report CAO-003-21 Page 6 1.24 In 2015, Council focused on one important component of economic development — tourism. A decision was made to continue to deliver tourism services in-house with the addition of a full-time Tourism Coordinator (see Reports COD-016-15 and COD-023- 15). 1.25 The 2017 - 2021 contract renewal increased the baseline funding to $330,000 (in 2017) which was justified by the need for an increased service offering to address key challenges and opportunities in Clarington (see Report CAO-004-16). The contract also included an incentive -based allocation of an additional $113,000 to baseline funding in the second year of the contract provided CBOT demonstrate substantial completion of several new initiatives included in its proposed 2017 workplan. The targets were not reached and therefore CBOT's budget has increased by the yearly percentage agreed to (3%). The 2021 payment to CBOT was $377,418. Process to Prepare this Report 1.26 To prepare this report, Staff undertook an extensive amount of research over the course of several months to build a comprehensive overview of economic development services. The research included, (a) a review of Clarington specific data related to building activity, assessment, and population/job numbers (historical and projections — focus on 10-year time horizons); (b) a review of other municipal economic development service delivery reports (Ontario specific); (c) interviews with, • Mayor and all Members of Council • Department Heads • CBOT senior staff and some Board members • Business Improvement Area (BIA) representatives • Durham Region upper- and lower -tier economic development service providers • Prince Edward County staff; (d) An online public survey (66 responses as of May 26, 2021); and (e) a review of academic research related to models of economic development. Economic Development Liaison to CBOT 1.27 At its meeting on January 4, 2021, General Government Committee passed Resolution (#GGC-037-21) which included in part: Page106 Municipality of Clarington Report CAO-003-21 Page 7 That a Member of Council be appointed as a Liaison for Economic Development, to be Council's representative on the Clarington Board of Trade to report to Council. 1.28 This portion of Resolution #GGC-037-20, along with a memo from the CAO dated January 18, 2021, have been referred to the General Government Committee meeting on June 21, 2021. 2. Clarington's Bright Future — The Next 30 Years 2.1 The following sections present a brief economic development profile of our community. 2.2 Clarington is one of the fastest growing municipalities in the Greater Toronto Area. This growth has increased steadily over the last few years. Notably, the community experienced a major increase in residential building permits in 2020 - despite the pandemic. The early 2021 population estimates have Clarington at roughly 105,000 residents, a number that is projected to increase to 234,000 by 2051 according to Hemson Consulting Ltd estimates. Clarington Population 2001 -2051 20i 2011 2021 2031 2041 2051 Figure 1: Clarington Population 2001-2051 2.3 The population growth over the last few years helps illustrate that Clarington is a desirable place to live, which is a key ingredient in economic development — helping to both attract and retain jobs. It is imperative that as population growth continues, it is accompanied by job creation to ensure that we develop a community where residents can find viable employment and that we achieve our target of one job for every three residents. Page107 Municipality of Clarington Page 8 Report CAO-003-21 2.4 The integration of labour markets and mobility within the Greater Toronto Area offers opportunities for Clarington. Our connectivity to the rest of the GTA has improved substantially with the completion of the Highway 407 East extension and the Highway 418 linkage. Clarington stands to gain again when the GO Train extension to Courtice and Bowmanville becomes a reality. 2.5 A large boost to our local economy will come with the relocation of the OPG headquarters to the Clarington Energy Business Park. By consolidating large parts of its operations in our community, OPG has positioned Clarington to be the center of the nuclear industry in Ontario. The long-term economic opportunities associated with this move, as well as being a potential host to a small modular reactor demonstration site, will effectively create an energy cluster in South Courtice. 2.6 Long-term employment projections estimate an additional 38,000 jobs being added to our local economy in the next 30 years — more than doubling our current employment base. Job creation is key to diversifying our local economy. Clarington Employment 2001 -2051 2001 2011 2021 2031 2041 2051 Figure 2: Clarington Employment 2001-2051 2.7 Our economic development efforts in job creation need to evolve beyond the tradition of focusing on industrial jobs. Job creation takes place mainly in four key areas: major office space (traditional white collar), population related (correlated to increase in population - education, healthcare, retail, professional and business services), employment lands (manufacturing), and rural jobs (agriculture based). Hemson's projections indicate that the largest increase of jobs will take place in the population related sector, transforming Clarington into a service economy. Jobs from the development of employment lands will also experience substantial growth, while employment in rural areas will gain at a slower pace. Page108 Municipality of Clarington Page 9 Report CAO-003-21 Employment Forecast by Land Use Type to 2051 38,350 21,6M 5,970 750 950 4,320 iff �9,234 2yEW%7W3,930 MAJOR OFFICE POP. RELATED EMP. LANDS RURAL ■ 2011 2D21 2051 Figure 3: Clarington Employment Forecast by Land Use Type to 2051 2.8 This transition to a service economy is also reflected in how the community's assessment base has changed over the last 10 years. Figure 4 illustrates this change. Commercial assessment grew by 78%, Farmland by 66% while Industrial increased by 41 %. Historical Assessment Key Economic Sectors 20 1 1— 2021 3,046,595,622 586,28I,554 557,955,730 2I$,$O6,i2{304,888,112 5�3�,771 COMMERCIAL INDUSTRIAL FARM 11 2011 2D21 Figure 4: Historical Assessment of Key Economic Sectors Page109 Municipality of Clarington Page 10 Report CAO-003-21 2.9 Job creation in Clarington also reflects the transition from an agricultural and small-town economy to a more urban and service -oriented community. Hemson's preliminary analysis is based on the last census data collection. Current job concentration figures are as follows (in descending order): (a) Utility (3,687 jobs) and Construction (3,556 jobs) sectors. These sectors will see a major increase once the OPG headquarters becomes operational with more than 2,500 new jobs in the community. (b) Retail Trade sector (3,137 jobs). The retail/services sector will also increase shortly with the full development of the Courtice Urban Centre and Courtice Commons. (c) Health Care (2,628 jobs) will see a sustained increase with the Bowmanville Hospital Expansion and related services. (d) Accommodation and Food Services (2,239 jobs) will see a modest increase with the plans for the Marriot in Bowmanville tempered by the impacts of the pandemic. (e) Education (2,004 jobs) will continue to grow as our population increases albeit at a more moderate pace with online options brought about by the pandemic. 2.10 Jobs in employment lands will continue to grow as more lands are serviced by the Region. The Technology Park is expected to be serviced by 2024. 2.11 Labour market trends are largely influenced by catalyst projects that have the effect of accelerating job creation, not only by supporting the expansion and creation of new businesses, but also because they increase the quality of life in the community. 2.12 Having a strong small business sector is an integral component to effective local economic development. The number of small businesses in Clarington underscores the important role that they play. It also illustrates the importance of our Business Improvement Areas (BIAs) and commercial areas like Courtice Main Street, that are home to many of these operators. Page110 Municipality of Clarington Report CAO-003-21 NUMBER OF BUSINESSES BY SIZE ZDZD 100-199 Employees 50-99 Employees 2&49 Employees 10-19 Employees 5-9 Employees 1W 200-499 Employees 500-999 Employees 1-4 Employees Figure 5: Number of Businesses by Size in 2020 Page 11 2.13 This brief community profile on key economic development indicators and projects provides a clear picture of Clarington's potential over the next 30 years. Clarington is in a strong position to become a major player in Durham Region's economic growth. 3. Engagement 3.1 Staff from the CAO's Office and the Planning and Development Services Department interviewed several individuals to obtain their views respecting the delivery of economic development services. The conversations were focused on identifying the best method to deliver the service to create the most value for the Municipality. The line of questioning was relatively the same across the board, with slight nuances when speaking to Members of Council to gain insight into accountability and oversight considerations, in addition to the method of delivery. Comments from all sources are presented below in an aggregated form based on general themes. Council 3.2 Members of Council were largely aligned on the following principles as they relate to the function of economic development: (a) Quality of life for residents and job creation are of paramount importance. Page111 Municipality of Clarington Page 12 Report CAO-003-21 (b) There is a need for a clearly defined economic development strategy and workplan. (c) A process through which Clarington can identify our strengths, provide priorities to economic development function, and report against it (status update, is it appropriately resourced, etc.) is required. (d) Whatever model is utilized, Council should have some oversight (from a high- level). (e) The Chamber of Commerce function that CBOT provides is valuable in supporting local businesses. (f) BIAs should be supported in some capacity through the economic development function. (g) Wherever the function lies, the person or entity providing the service must act as a resource to, and support for, Council/administration on key strategic files (e.g. broadband, nuclear, servicing expansion and employment land development). (h) Collaboration between Economic Development, Tourism, Planning & Development, and Communications is critical. Department Heads 3.3 Conversations were held with Directors whose Departments are most immediately impacted by economic development services (Community Services, Financial Services, Planning and Development, and Public Works). Their high-level comments were as follows: (a) There needs to be a clear plan that sets out our focus around economic development and areas that we are targeting (along with required infrastructure). (b) Tax planning strategy, development charges, capital investment (and re- investment) all have an economic development lens that must be considered as part of a comprehensive economic development strategy. (c) A plan is required to ensure that economic development, tourism, planning and development, and communications all haves defined roles in the marketing and promotion of our community. (d) Communication between economic development and key departments needs to be defined and structured. (e) BIAs need to be supported in their mandates of attraction of businesses (to vacancies), beautification, expansion of existing businesses, marketing and management of activities. Page112 Municipality of Clarington Page 13 Report CAO-003-21 1 F-Ir, 3.4 Our discussion with members of Clarington's BIAs brought forward the following observations: (a) Our BIAs have a strong working relationship with CBOT and appreciate the support it has provided, especially through the pandemic. This support has provided extra capacity that BIAs simply do not have as mostly volunteer run organizations (e.g. providing information about grants, the Digital Main Street program, PPE support). (b) With the expected growth Clarington will experience, our downtowns are well positioned to continue to blossom, but BIAs need increased support to execute on their mandates. Dedicated support from the Municipality to assist with coordination, marketing and other key initiatives would allow them to capitalize on this growth and increase their impact. CBOT 3.5 The meetings with CBOT Board members and senior CBOT staff provided some interesting insights into the current model. Most notably, (a) Most of the staff have job responsibilities that integrate both economic development and conventional chamber of commerce functions. Only the Business Development Lead is exclusively dedicated to economic development work. (b) Businesses appreciate the nimbleness and speed with which CBOT can respond to inquiries. (c) CBOT's broad networks in the business community provide the basis for their ability to support a high rate of business retention in Clarington. (d) There is a dedicated economic development workplan that is approved by the Board, with a budget to support the associated initiatives. (e) There is an opportunity to build a more defined contract with clearer deliverables, with a key focus on areas of competitiveness (e.g. energy cluster). (f) Having board of trade resources to pull from during the pandemic has increased the amount of support that has been provided to businesses. Page113 Municipality of Clarington Page 14 Report CAO-003-21 Municipal Service Providers (Region, Ajax, Whitby, and Oshawa) 3.6 Meetings took place with senior economic development staff from across the Region. Highlights from those conversations are as follows: (a) All municipalities had an economic development strategy or were in the processes of creating/updating one. (b) Tourism plays a key role in economic development in most of the conversations, inclusive of BIAs. (c) All have strong relationships with the Regional Economic Development office (some lower -tiers rely exclusively on the Region for business development leads). (d) Region of Durham, Pickering, Ajax, Whitby and Oshawa all deliver their economic development services in-house. The northern municipalities have a contract with the Region. (e) The economic development function is within the respective Planning and Development Departments or the CAO Offices. =91In 3.7 The Communications Division built a survey comprised of three questions. The fact that Municipal staff were preparing this report was promoted on our website and social media channels. It is also understood that CBOT shared it widely with their network. The link was live for several weeks and, as of May 26, we had received 66 responses. Below are summaries of the responses to the survey questions. A more detailed breakdown of the responses can be found in Attachment 3. Question 1 — Have you benefitted from economic development services in Clarington? If so, how? What was your experience? The responses were split across the board, with many indicating that they had not accessed these services, while the remainder had only done so on an issue specific basis. The remaining provided praise for the services they have accessed directly through CBOT. Question 2 — Clarington is a rapidly growing community — what do you feel the Municipality should be doing from an economic development standpoint to prepare for this? Much of the commentary was related to supporting infrastructure growth (roads, water/sewer servicing, internet, and policies to manage growth — e.g., reduction of urban sprawl). Page114 Municipality of Clarington Page 15 Report CAO-003-21 Question 3 — What services should the Municipality offer to support business creation, retention and attraction? A wide mix of suggestions were provided, including increased communication with the Planning and Development Services Department, enhanced service offering from CBOT (e.g. business support service and training), advocacy for infrastructure expansion (as above), and increased marketing/promotion of local events and businesses. Other 3.8 Staff had conversations with officials from Prince Edward County (PEC) to better understand the success they have had on both the economic development and tourism fronts. They manage their efforts through a Community Economic Development Commission, which is essentially a committee of council, but with some budgetary authority. The Commission is supported directly by municipal staff. 3.9 The conversation with PEC highlighted the linkages between economic development, tourism, and marketing, and their role in creating a livable community. PEC faces many unique challenges due to their geographic location, increasing housing prices and myriad of other factors, but their model of governance remains unique. The Commission also has a series of working groups that deal with topics such as healthcare and food security. It is important to note that PEC is a single -tier government. 4. Local Economic Development Service Delivery Economic Development Services 4.1 The goal of both internal and external economic development offices is to provide strategic direction, support for economic development and a link to the private sector. This often involves commercial and industrial development, downtown renewal, tourism, and community development. Economic development services typically include, (a) strategic economic planning; (b) forecasting infrastructure/development; (c) retaining/growing local business; (d) supporting small businesses/investors; (e) attracting new investors and entrepreneurs (both local and foreign); (f) supporting public relations for the community; (g) participating in downtown revitalization; (h) enhancing trade opportunities for local entrepreneurs; and (i) advocacy. Page115 Municipality of Clarington Page 16 Report CAO-003-21 4.2 Typically, municipalities who utilize an external model of delivery have some form of representation on the board to drive the economic development agenda. This is not the case in Clarington. This issue was raised at the General Government Committee meeting on January 25, 2021 (see sections 1.27 and 1.28 of this report). 4.3 Typically, municipalities will have a Council approved strategic direction for economic development. Clarington was notable in its lack of an economic development strategy. Having a clearly defined economic development strategy provides any service provider (either in-house or external) a roadmap for economic development, and takes into consideration key strengths, weaknesses, opportunities, and threats facing the community. Current State 4.4 Clarington finds itself in a unique position as it relates to its method of economic development service delivery. In our research, we could not find another jurisdiction in Ontario that contracts economic development services to a chamber of commerce. The traditional role of a chamber of commerce is to speak as a united voice for business within a jurisdiction and advocate with government and other entities to foster a strong business climate. 4.5 If you review the list of economic development services in section 4.1 above, you will note that in Clarington, some services are delivered in-house, some are delivered through CBOT, and some are delivered by both entities. 4.6 Even though the Municipality does not have staff who are dedicated to economic development, the following services that directly or indirectly support economic development are provided in-house: (a) Planning & Development Services - Community Improvement Plan (CIP) grants, support to BIAs (e.g., Orono Economic Development Strategy), economic development strategy (OP Policy), zoning, servicing, permitting, employment and population data management, pre -consultations, investment readiness meetings, and "one window coordination" of all commercial and industrial development approvals. (b) Financial Services - Tax planning, development charges, and budgets. (c) Public Works - Infrastructure development (e.g. water and sewer servicing, roads and telecommunications). (d) Community Services - Tourism, community development, and special events. (e) CAO's Office - Strategic initiatives (e.g. broadband, nuclear, GO Train extension, and affordable housing) and Communications. 4.7 CBOT provides a broad range of economic development services including, Page116 Municipality of Clarington Page 17 Report CAO-003-21 (a) Business Retention and Expansion (e.g. BR+E surveys, corporate calling, liaison with Municipality on key issues businesses are facing); (b) Business attraction; (c) Workforce Development (e.g. employer summits, high school visits, start your own business contests); (d) Small Business Support and Outreach (e.g. business planning, basic start-up support around finding office space and grants); (e) Tourism collaboration (e.g. farmer's market for local producers, shop local campaign, Clarington food week); (f) Industry roundtables (e.g. building/construction, real estate, small business/sole proprietors, energy, and agriculture); and (g) Community development campaigns (e.g. marketing, promotion and outreach). 4.8 In addition to the services described in section 4.7 above, small businesses have leaned heavily on CBOT for support during the pandemic. CBOT's support has been integral to the survival of many small businesses. These support services will remain a critical part of CBOT's core functions until our local economy has fully rebounded from the pandemic. 5. Analysis of Models of Delivery 5.1 The following sections provide an overview and analysis of internal and external models of economic development service delivery. At the risk of oversimplifying, services can be delivered internally by Municipality staff or externally through an economic development corporation or some other external organization. Model 1 — Internal Structure and Function 5.2 The internal service delivery model typically includes municipal department/staff members who report through the administration to municipal council. In many municipalities, the service offering and resourcing are different. What is consistent is that, in most cases, internal functions are situated either within the Planning Department or the Office of the CAO. 5.3 In Durham Region, the lakeshore area municipalities all deliver economic development services in-house. The northern Durham municipalities contract it out to the Region of Durham. Page117 Municipality of Clarington Report CAO-003-21 Page 18 Municipality Service Delivery Location in Organization Structure Pickering In-house Office of CAO (Economic Development and Strategic Projects Department) Ajax In-house Planning and Development Services Department Whitby In-house Office of CAO (Strategic Initiatives) Oshawa In-house Development Services Uxbridge Contracted out (to Region of N/A Durham) Scugog Contracted out (to Region of N/A Durham) Brock Contracted out (to Region of N/A Durham) Region of Durham In-house Planning and Economic Development Administration 5.4 The internal service delivery model can provide efficiencies in administration through integration with council priorities. This model allows for economic development strategies to be directly and more easily integrated into other municipal plans. There is the potential for increased collaboration between departments for economic development. There can also be greater involvement by the municipality in communications and marketing. Page118 Municipality of Clarington Report CAO-003-21 Page 19 Summary of Internal Service Delivery Model Pros Cons • High level of accountability to • Could be more bureaucratic and less council as they can define nimble service outcomes, resource • Could lose some of the connection to accordingly and require reporting the local business community, that has against it been established by having a joint • Ability to integrate economic Board of Trade and Economic development with other Development service municipal plans Multiple competing public objectives • Greater integration with internal communications and marketing • Ability to quickly pivot strategy and deliverables based on community needs Model 2 — External (Economic Development Corporation) Structure and Function 5.5 The most common external service delivery model is an Economic Development Corporation (EDC). This is a not -for -profit corporation that is governed by a board of directors which typically includes varying degrees of council representation. 5.6 If this option is to be pursued, it is important to understand the scope of services that the Municipal Act, 2001 allows an EDC to deliver. "Economic development services" means, (a) the promotion of the municipality for any purpose, including by the collection and dissemination of information and the development of economic development strategic plans; (b) the acquisition, development and disposal of sites in the municipality for residential, industrial, commercial and institutional uses; (c) provision of public transportation systems; (d) provision of residential housing; (e) provision of general parking facilities; (f) providing a counselling service to or encouraging the establishment and initial growth of small businesses operating or proposing to operate in the municipality; Page119 Municipality of Clarington Page 20 Report CAO-003-21 (g) undertaking community improvement consistent with a community improvement plan approved by the municipality under subsection 28(4) of the Planning Act; (h) improvement, beautification and maintenance of municipally -owned land, buildings and structures in an area designated by the municipality beyond the standard provided at the expense of the municipality generally, and promotion of any area of the municipality as a business or shopping area; (i) provision of facilities for amusement or for conventions and visitors' bureaus; and 0) provision of culture and heritage systems. O. Reg. 599/06, s. 9 (4). 5.7 The services listed above can be combined. 5.8 The Act does require that an initial business case be drafted before an EDC can be created. 5.9 Below is a condensed list of communities that utilize the external EDC model. This research was pulled from a paper by Godwin Akru, Associate Professor at University of Western Ontario, entitled, "Outsourcing Functions to Economic Development Corporations: Exploring the Perceptions of Officials in Ontario, Canada." Page120 Municipality of Clarington Report CAO-003-21 Page 21 Community Council Representation Burlington Economic Development 10 members (Mayor, CAO) Corporation Waterloo Economic Development Corporation is controlled by Region and 7 Corporation (Region) area municipalities — governed by non- political professional BOD Fort Erie Economic Development & 5 members (Mayor and 1 Councillor — Tourism Corporation remaining 3 elected by membership) Greater Peterborough Area Economic 12 members (2 CAOs from City and Development Corporation County) Greater Sudbury Economic Development 19 members (Mayor and 3 councillors) Corporation London Economic Development 15 members (Mayor, Deputy City Manager Corporation is an advisor) Niagara Economic Development Managed through the Office of the CAO — Corporation controlled by Council Quinte Economic Development Municipal members have council Commission representation Sault Ste. Marie Economic Development Council appoints Board and hired the staff Corporation Director South Central Ontario Region Economic 8 Members (all Mayors and Councillors Development Corporation from the member communities) St. Thomas Economic Development 9 members total (1 Mayor, 2 Councillors) Corporation Thunder Bay Community Economic 9 members and 2 ex-officio (Mayor, 2 Development Corporation Councillors) Timmins Economic Development 13 members (Mayor, 2 Councillors, CAO Corporation and Fire Chief) Welland Economic Development 11 members total (Mayor, 3 Councillors) Commission Windsor -Essex County Economic 11 members total (2 mayors) Development Corporation Page 121 Municipality of Clarington Report CAO-003-21 Administration Page 22 5.10 An EDC is one step removed from municipal administration. The EDC benefits from this as the autonomy provides the ability to operate with minimum bureaucracy. As such, EDCs are more closely aligned with business and industry. Their working practices are more reflective of the private sector than public sector. An EDC can also be a more competitive advocate on behalf of investors or developers to ensure the municipal functions are being proactive and responsive. Funding 5.11 With the powers that these corporations can have under the Act, there is also potential for them to manage funds (investments) and well as land holdings. From a financial perspective, there are strategic advantages that could be realized through this model. Considerations would have to be given to financial management and oversight of said funds. Summary of External (EDC) Service Delivery Model Pros Cons • Only one public objective of • No natural accountability incentives economic development so due to no competition of public resources are focused priorities or the marketplace • Autonomy with reduced • Difficult to regulate accountability in bureaucracy economic development as there are • Can advocate for businesses to the many variables that affect outcomes municipality • Governed by multi stakeholder • Working practices closely aligned organizations where the executive with the private sector can easily serve as delegates of • Stronger relationships with these organizations rather than as businesses trustees representing the best interests of the organization they are governing Other External Delivery Models 5.12 Clarington could consider the external model of delivery by contracting the function out to the Region of Durham, like the three northern Durham municipalities have done. This service is largely delivered through the Agriculture Specialist in the Planning and Economic Development Department at the Region. This shared staff resource has been in place for several years and the arrangement has worked well. The Regional staff member supports the Economic Development Advisory Committees in each community through the management and execution of each area municipality's workplans. There is also a Tourism Specialist who was hired by the Region as a dedicated resource to help Durham's northern municipalities. There are strong functional links between these two positions. Page122 Municipality of Clarington Page 23 Report CAO-003-21 5.13 This model could be explored further, but as mentioned earlier in this report, it would require the Municipality to have a fulsome discussion with the Region around roles/responsibilities and costing. 6. Key Observations 6.1 Any service delivery model going forward needs to recognize and build on the existing strengths within the Municipal corporation and within CBOT. 6.2 The Municipality needs a clearly defined economic development strategy. 6.3 Certain economic development services (e.g. business retention and expansion) are best delivered locally. 6.4 There needs to be some clarification in terms of who is best equipped to provide what services. "Economic development services" were purposefully left undefined in all of CBOT's contracts "to allow the Board to exercise flexibilities so long the works fall within the meaning and intent of business attraction/retention" (quoting from 2008 staff report). Staff feel that we have reached the point where it should be recognized that some key functions should be provided in-house and other functions should continue to be provided externally. 7. Recommendations Economic Development Strategy 7.1 It is recommended that a consultant be engaged to prepare an Economic Development Strategy prior to the end of 2021. The estimated cost is $50,000 and up to 90% could funded from development charges. The Strategy can address several matters including, (a) the goals and objectives set out in Chapter 7 of the Clarington Official Plan; (b) several goals in Clarington's 2019 — 2022 Strategic Plan (see sections 1.1 and 1.2 of this report); (c) annual workplans; (d) creation of an economic development toolkit (to provide to prospective investors and other interested parties — inclusive of priority employment lands, strategic initiatives, incentives, long -rang vision); (e) confirmation / clarification of roles and responsibilities internally and externally; (f) timing, frequency, and content of reporting between and amongst Municipal staff, CBOT and Council; Page123 Municipality of Clarington Report CAO-003-21 Page 24 (g) strengthening of relationships within the local business community (e.g. CBOT, the Municipality, BIAs, Newcastle and District Chamber of Commerce, and MUSH sector); and (h) performance measures. 7.2 If desired by Council, the Strategy could reexamine other options to deliver economic development services such as an economic development corporation. 7.3 In addition to informing Council on a decision respecting an appropriate model of service delivery, the Strategy is needed to help the Municipality provide a foundation to link land use planning and economic development as we initiate a review of the Clarington Official Plan and the Zoning By-law. The Strategy will also help Council develop a position for the Region's Municipal Comprehensive Review where urban boundary expansions and employment lands for Clarington will be defined. Contract Renewal 7.4 It is recommended that staff negotiate an extension to CBOT's contract that would include the following terms (in addition to matters usually covered): (a) Term of two years (January 1, 2022 to December 31, 2023); (b) Clearly defined roles and responsibilities; (c) Clearly defined deliverables; (d) Reduction from the current financial amount allocated to CBOT to cover the cost of repositioning services (see section 7.8 below); and (e) Possible sharing of office space in the Shaw House (156 Church Street), 132 Church Street, and the recently acquired farmhouse on Concession Road #4, with possible shared services (office equipment, printing, IT support). 7.5 The contract would be brought to Council for approval in the fall of 2021. Repositioning of Services 7.6 It is recommended that all services intended to attract investment (new business) become an in-house Municipal responsibility. CBOT currently provides most of these services, but Municipal Staff feel that they are better aligned with many of the services that the Municipality already provides in-house (see section 4.6 of this report). It would create a centralized coordination point for investor inquiries. CBOT has been providing these services without convenient access to supporting in-house resources (human and technological). 7.7 This recommendation is similar to the option of hiring a Business Facilitator presented to Council in 2008, but with a broader mandate (see section 1.22 of this report). Page124 Municipality of Clarington Page 25 Report CAO-003-21 7.8 The Municipality does not have the human resources that would be required to assume these responsibilities. It is therefore recommended that a full-time economic development employee be hired to help carry out them out in-house, with the cost to be covered through a corresponding reduction to the CBOT contract. The new position could include responsibility for other economic development services such as oversight and implementation of the Economic Development Strategy. 7.9 The position could form part of a renamed division within the Planning and Development Services Department. "Community Planning and Design" could be renamed "Community Planning and Economic Development" to make it clear that the function is an in-house function that brings commercial/ industrial development and community planning together. 7.10 In the opinion of Municipal staff, CBOT does an excellent job of providing all other economic development services that support existing businesses in our community, and it should continue to provide those services. 8. Conclusion 8.1 CBOT has acted as the voice of business in our community for over 20 years and is uniquely positioned to continue that work in a post-COVID world. It has been a trusted resource for local business since its inception, and the business community needs its continued support. 8.2 The Municipality is well positioned to assume responsibility for attracting strategic investment in the wake of all the anticipated growth in our community spurred by several key economic development catalysts. A re -alignment of some of the economic development services will help facilitate this. Staff Contacts: Justin MacLean, Advisor, Corporate Policy and Strategic Initiatives, imaclean(a-)-clarington.net and Carlos Salazar, Manager of Community Planning and Design, csalazar(a-)clarington.net Attachments: Attachment 1 — Clarington Official Plan - Chapter 7 Attachment 2 — Public Survey Results Interested Parties: Clarington Board of Trade Page 125 Attachment 1 to Report CAO-003-21 Growing a Prosperous Community 7 Growing a Prosperous Community 7.1 Goal 7.1.1 To have a prosperous knowledge -based economy that attracts businesses and workers to the community. 7.2 Objectives 7.2.1 To seek to balance employment and residential growth by attaining 1 job for every 3 residents in Clarington by the year 2031. 7.2.2 To accommodate a minimum of 50% of the forecasted employment growth within designated Employment Areas by the year 2031. 7.2.3 To support the retention and expansion of small businesses, particularly in the traditional downtowns of Clarington's Urban Areas. 7.2.4 To recognize the agricultural industry as a primary contributor to Clarington's economy and ensure the continuous support of agricultural uses and related activities, now and for future generations. 7.2.5 To promote and facilitate the servicing and development of the Energy Business Park and Technology Business Park. 7.2.6 To support arts and culture as having an increasingly significant role in economic prosperity. 7.2.7 To promote Clarington's recreational and tourism opportunities. 7.2.8 To understand the important relationships between the economy and the environment and seek a balance that is sustainable. 7.3 Policies 7.3.1 The Municipality will prepare and update the economic development strategy in consultation with various stakeholders in accordance with the statutory review period of this Plan. 7.3.2 To achieve the economic goal and objectives of this Plan, the Municipality will: Municipality of Clarington June 2018 7-1 Page126 Growing a Prosperous Community a) Encourage the retention and expansion of existing businesses and the creation of new opportunities; b) Encourage appropriately scaled new retail commercial developments based on population growth; c) Promote traditional downtown areas and Centres as distinctive and attractive locations for a mix of uses, including residential, retail, office and tourism; d) Promote Centres as the preferred location for major health care facilities, arts and culture and civic developments; e) Protect Employment Areas from conversion to non - employment uses; f) Support the protection of designated Employment Areas by ensuring sensitive land uses remain separate from industrial uses; g) Promote major office near the Courtice Transportation Hub and where appropriate; h) Promote prestige industrial developments in highly visible locations along Highway 401 and Highway 418; i) Permit a variety of home -based occupations while ensuring such uses are integrated into the community in keeping with the applicable policies of this Plan; j) Support efforts by businesses and industries to modernize and diversify, reduce the consumption of energy and resources and transition to a low carbon economy; k) Adopt a capital works program to enhance gateway locations by installing informative signage and landscape features; 1) Encourage a range of parcel sizes, in particular large parcels, to provide opportunities for market choice; and m) Encourage efficient and coordinated telecommunications and communications infrastructure. 7.3.3 The Municipality shall seek the assistance of other levels of government to ensure essential business services and infrastructure are available to meet the economic development objectives of the Municipality, including: • Higher education facilities; Municipality of Clarington June 2018 7-2 Page127 Growing a Prosperous Community • High calibre telecommunications and communications network; • Sufficient and reliable electric power and natural gas, including the refurbishment and expansion of the Darlington Nuclear Generating Station; • Expansion of quality health care facilities; • Investment in downtown Orono; • Water supply and sanitary sewer services; • Regional road and Provincial highway construction including appropriate widenings and new interchanges; and • Improvements to the public transit system, including the timely extension of the GO Rail Lakeshore East line. 7.3.4 The Municipality encourages the Region of Durham to construct municipal infrastructure works to service all areas within the lakeshore urban area boundaries. 7.3.5 The Municipality will, in cooperation with other government agencies, institutions and businesses, promote development of the Clarington Technology Business Park as the focus of the information and communication technology and life science sectors, and the Energy Business Park as the focus of the energy and environment sectors in the local economy. 7.3.6 The Municipality encourages innovative developments and practices that are sustainable, and supports the use of green infrastructure which minimizes the effects of human activity on the environment. 7.3.7 It is the long term policy of the Municipality to investigate the feasibility of establishing a commercial port in Clarington. 7.3.8 To assist in achieving the employment forecasts, the Municipality may use a variety of tools, including but not limited to: a) Strategic infrastructure investment; b) Incentives; c) Public -private partnerships; d) Joint projects with the Boards of Business Improvement Areas; e) Community Improvement Plans; and Municipality of Clarington June 2018 7-3 Page128 Growing a Prosperous Community f) Development permit system. 7.3.9 The Municipality will promote and facilitate the development of new tourism, cultural, recreational and other opportunities to make Clarington a desirable destination for visitors. 7.3.10 In consultation with the Boards of the Business Improvement Areas, the Clarington Board of Trade and other business groups, the Municipality shall encourage and assist in the promotion of historical downtowns as destinations for shopping, walking tours and other events. 7.3.11 It is recognized that for viable farming to continue, the agricultural investment climate must be stable. The Municipality will preserve farmland for agricultural uses and related activities that support the agricultural industry and ensure non-agricultural uses are compatible with, and do not hinder surrounding agricultural uses. 7.3.12 The Municipality, together with the Orono Business Improvement Area, the Region of Durham, and with the assistance of other levels of government, will prepare an economic development strategy for Orono that will not only serve the needs of the business community and its residents, but will also help achieve a complete and sustainable community in Orono. 7.3.13 The economic development strategy will support Orono as a centre serving the needs of its urban area residents and the surrounding rural population. The strategy will: a) Promote the Orono downtown businesses; b) Promote development or redevelopment of the employment lands; c) Increase housing options to meet the needs of all residents throughout all stages of their lives; and d) Encourage government services to locate in the downtown of Orono. Municipality of Clarington June 2018 7-4 Page129 Attachment 2 to Report CAO-003-21 Public Survey Results Question 1 — Have you benefitted from economic development services in Clarington? If so, how? What was your experience? • Positive o Many respondents indicated a positive experience with CBOT. ■ CBOT organizes opportunities for members to engage and network with the business community. This networking has successfully helped grow and expand some businesses. ■ CBOT hosts local events, professional information seminars, golf tournament, the Mayors Annual address, and speak to real estate people at their annual Invest Clarington breakfast making people feel welcome. ■ CBOT has played a key role in providing learning opportunities for local students. o Supported on social media by Historic Downtown Bowmanville and the BIA. o Some COVID assistance and various promotional campaigns. • Negative o Numerous respondents say they have not accessed or benefited from any economic development services. • Other o Unclear about what economic development services in Clarington are, but have benefited from economic development in Clarington. Question 2 — Clarington is a rapidly growing community — what do you feel the Municipality should be doing from an economic development standpoint to prepare for this? Development, Quality of Life, Environmental Focus, Local Focus, Other • Improve Quality of Life for Existing and New Residents o More parks and trails o More recreational opportunities and facilities o More cultural life and cultural institutions o More restaurants, bars, entertainment o Develop a reputation as a desirable place to live • Infrastructure o Improve broadband infrastructure, especially in rural areas o Improving and upgrading roads, pipes, bike lanes and transportation o Develop infrastructure in the rural areas outside the urban centres of Clarington o Invest in healthcare infrastructure Page130 • Local Focus o Promote and educate the community on shopping local o Support new business through funding and grants o Support existing businesses to maintain and grow o Maintain the character of the community o Host a website/database/d i rectory of independently owned business o Invest in CBOT o Ensure support of all local BIAs. • Land Use and Development o Designating, servicing, and maintaining employment lands o Reduce red tape for building permits; encourage new development o Preserve rural areas o Need to control growth and ensure proper planning for it • Communication o Open dialogue between staff, Council, and constituents o Surveys • Other o Some respondents thought the Municipality's current flexible, innovative, responsive approach for economic development is good o Ensure proper investment and support of Clarington tourism. o Focus on environmentally sensitive development o Several respondents were unsure or did not respond. Question 3 — What services should the Municipality offer to support business creation, retention and attraction? • Business Services o Be more business friendly and business interested o Serve businesses outside "business hours" o Business coaching o Marketing and promotion o Proactively communicating business trends o Assistance with business permitting processes o Create networking opportunities o Support small business, keep big box stores at a minimum o Incentivise green business o Trade shows, brochures, festivals, publishing on website of local businesses. o Work with downtown businesses to create a "destination" shopping and dining experience. o Help businesses to be more sustainable and be more resilient to climate change. Page 131 • Infrastructure o Municipal services such as water, sewer, phone lines, internet availability, decent roads, and proper drainage o Affordable housing, transportation, public transit • Process o Look for creative solutions o Keep red tape at a minimum o More efficient and effective services o Streamline and simplify the land development process • Other o Create a public museum/theatre/library hybrid community centre for local entrepreneurs and community organizers to use for free or at a reduced cost. o Make it easy for restaurants to have patio space. o Host town hall events and create events that would give all businesses (even those outside the downtown core) the opportunity to showcase and be seen. o Less taxes, lower business property tax o Increase density o Increase supply of serviced employment lands o Some respondents did not reply to this question. Page132 MUNICIPALITY OF CLARINGTON GENERAL GOVERNMENT COMMITTEE RESOLUTION # DATE May 31, 2021 MOVED BY Councillor Neal SECONDED BY Councillor That the declaration of interest portion of the agenda for Advisory Committees be deleted. Page133 MUNICIPALITY OF CLARINGTON General Government Committee RESOLUTION # DATE May 31, 2021 MOVED BY Councillor Joe Neal [•yxdto] ilk 19]2191ISYMOT67 Am1[.Ti Whereas there have been recent fatalities from fires in older housing stock in Durham Region; Now Therefore Be It Resolved that 1. The provincial government be urged to institute mandatory fire inspections for houses and multi -unit dwellings older than 50 years. Page134 Unfinished Business Item 19.1 LGS-017-21 Procedural By-law Review At the April 19, 2021 General Government Committee meeting, Committee referred the following Resolution and amendments to the May 31, 2021 General Government Committee meeting: That Report LGS-017-21 be received; That the By-law attached to Report LGS-017-21 as Attachment 5 to Report LGS- 017-21, repealing and replacing Clarington's Procedural By-law 2015-029, be approved with the following amendments: a) That section 9.2.5 of the by-law (Delegation time Limits), and related sections, be amended by deleting the words "five (5)" and replacing with the words "ten (10)", so that delegations are permitted to speak for 10 minutes at Council and Committee meetings; b) That Section 4.11 of the by-law (Length of Meetings), and related sections, be amended by adding a section that ensures the remaining agenda items be placed on the next regular meeting of the same type in the event that the meeting adjourns in accordance with Sections 4.11.1 and 4.11.2; c) That Section 4.9.1 of the by-law (Closed Meetings), and related sections, be amended by deleting the words "in accordance with Sub -section 239 (2)(3) of the Municipal Act, 2001" and replacing with the words "if the subject matter deals with any of the matters in sub -section 239 (2) or 239 (3) of the Municipal Act, 2001"; d) That the Procedural Motion definition, within Section 1 of the by-law (Definitions), and related sections, be amended by: • adding the words "indefinitely" after the words "to table"; • That the words "To defer" be added as item f); and • That the remaining items be renumbered; e) That Section 2.5.1 of the by-law (Agenda Restrictions), and related sections, be amended by adding the words "at the request of a member of the public" after the words "The Municipal Clerk shall refuse"; f) That the by-law be amended by adding the following section: "That the items of New Business be placed on the respective part of the agenda"; Page 1 of 3 Page135 Unfinished Business Item 19.1 g) That Section 10.12.9 of the by-law (Motions Introduced Orally), and related sections, be amended by adding "To defer" to the list of items; h) That Section 10.12.21 of the by-law (Motion to Table), and related sections, be amended by adding the words "or defer" after the words "A motion simply to table"; i) That subsection 10.12.27 of the by-law (Motion to Divide), and related sections be amended by: adding a new section after subsection 10.12.27(b): "The Chair calls the vote on the motion to divide, which is debatable. replacing subsection 10.12.27(d) with the following: "The matter of the divided item(s) are now being considered with the same mover and seconder as the original. The Chair calls the vote on the divided item(s)."; and That the subsections be renumbered accordingly; and That Staff be directed to prepare a report recommending the new meeting schedule to reflect the changes approved in the new Procedural By-law, effective September 1, 2021. .......................................... 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 00 The following motions are amendments that were lost: 1. That Section 10.9.1 of the by-law (Speaking Once to a Matter), and related sections, be amended by replacing the word "once" with "twice", so that members are permitted to speak at Committee a second time without the approval of the Committee. 2. That Sections 4.11.1 and 4.11.2 of the by-law (Length of Meetings), and related sections, be amended by deleting the words "the rules are suspended" and replacing with the words "otherwise determined by a vote of two-thirds of the Members present". 3. That the by-law be amended by adding the following section: "Members of Staff shall speak at meetings when invited to by a Member of Council". Page 2 of 3 Page136 Unfinished Business Item 19.1 4. That Section 5.2.3 of the by-law (Reporting to Council), and related sections, be amended by deleting the word "minutes" and replacing with the word "report". 5. That Section 8.1.9 of the by-law (Timing of Staff Reports), and related sections, be amended by adding a section that ensures all Staff reports be provided to Members of Council by the publication of the agenda. 6. That Section 9.3.6 of the by-law (No accompanying Staff report/communication) be deleted. Page 3 of 3 Page137