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Home My WebLink About2021-09-27Clar*wn General Government Committee Post -Meeting Agenda Date: September 27, 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. Declaration of Interest 4. Announcements 5. Presentations/Delegations 5.1. Yasir Majid and Dr. Naveed Tariq, Regarding a Request for Cricket 6 Ground in Courtice 5.2. Mark Hughey, Canadian Nuclear Laboratories (Port Hope Area Initiative), 15 Regarding Port Granby Project Annual Update *5.3. Mike Brannan, Regarding a Request for an All -Way Stop Sign at the Intersection of Devondale St. and Firwood Ave. in Courtice 6. Reports/Correspondence Related to Presentations/Delegations 7. Communications 7.1. Minutes of the Historic Downtown Bowmanville Business Improvement 31 Area dated May 11, 2021 and June 8, 2021 7.2. Michael Harris, P. Eng., Project Engineer, Region of Durham, Regarding 40 a Request for Noise By-law Exemption for October 14, 2021, to November 5, 2021 8. Staff Reports, Staff Memos and New Business Consideration 8.1. Emergency and Fire Services 8.1.1. ESD-003-21 Automatic Aid Agreement — Oshawa Fire Services 42 — Highway 401 Update Page 2 Community Services 8.2.1. Memo from Erica Mittag, Staff Liaison to the Diversity Advisory Committee, Regarding National Day for Truth and Reconciliation (This matter was considered at the September 20, 2021 Council Meeting) 8.2.2. New Business - Community Event Celebrations (Councillor Zwart) (In accordance with Section 4.11.4 of the Procedural By-law, this item was referred from the September 13, 2021, Joint General Government and Planning and Development Committees meeting) 8.2.3. New Business - Provincial Funding for Community Celebrations (Councillor Zwart) (In accordance with Section 4.11.4 of the Procedural By-law, this item was referred from the September 13, 2021, Joint General Government and Planning and Development Committee meeting) Legislative Services 8.3.1. LGS-023-21 Election Signs 8.3.2. LGS-025-21 Increased Penalties for Road Occupancy Violations 8.3.3. New Business - Veteran Parking (Councillor Zwart) (In accordance with Section 4.11.4 of the Procedural By-law, this item was referred from the September 13, 2021, Joint General Government and Planning and Development Committee meeting) 8.3.4. New Business - Anaerobic Digestor Environmental Assessment (Councillor Neal) (in accordance with Section 4.11.4 of the Procedural By-law, this item was referred from the September 13, 2021, Joint General Government and Planning and Development Committee meeting) 8.3.5. New Business - 2023 Mayor's Levy (Councillor Zwart) 52 53 54 59 .• 70 71 Page 3 8.4. Financial Services 8.4.1. FSD-040-21 2022 Budget Guidelines 72 (In accordance with Section 4.11.4 of the Procedural By-law, this item was referred from the September 13, 2021, Joint General Government and Planning and Development Committee meeting) 8.4.2. FSD-041-21 Award of Contracts During Council Recess 82 8.4.3. FSD-042-21 2021 Financial Policy Updates 112 8.4.4. FSD-043-21 Surplus/Deficit Policy 129 8.4.5. FSD-044-21 Snow Clearing Services 138 8.4.6. FSD-045-21 Supply, Delivery and Installation of Various Trees 143 8.5. CAO Office 8.5.1. CAO-005-21 Executive Recruiting Services for Recruitment of a 147 Chief Administrative Officer (In accordance with Section 4.11.4 of the Procedural By-law, this item was referred from the September 13, 2021, Joint General Government and Planning and Development Committee meeting) 8.5.2. CAO-008-21 Strategic Plan Update 156 8.5.3. CAO-009-21 Centralized Customer Service Review 182 8.5.4. New Business - Quarterly Update of Local Municipal News 295 (Councillor Hooper) (In accordance with Section 4.11.4 of the Procedural By-law, this item was referred from the September 13, 2021, Joint General Government and Planning and Development Committee meeting) 9. Unfinished Business *9.1. Confidential Report CAO-007-21 Spry Avenue Disposition (Referred from the September 20, 2021, Council Meeting) (An Additional Memo Distributed Under Separate Cover) Page 4 10. Questions to Department Heads/Request for Staff Report(s) 11. Confidential Items 12. Adjournment Page 5 Discussion Tape ball Cricket ground in Courtice Page 6 Discussion Points • Definition of Tapeball Cricket • Cricket Ground • Cricket Pitch • Overall regional comparison • Why need a Cricket ground • What's next? Page 7 Definition of Tape ball Cricket • Electrical Tape • Any colour • Tennis ball • Bat &Ball (no specific gears needed) • Less hazard • Less time consuming am Cricket Ground Size • Ideally in circle • Min 55m (110m in total) Page 9 i Cricket Pitch • Rectangular • 22 yards/20.12 m in length • 10 ft/3.05 m in width • Cemented in the middle . ........... ---------------------------------, ------------------------------ ------------------------------------�� , W-W "Mina =-------------------------------------------------------------------------------------------------------------- Page 10 Overall Regional Comparison Dedicated Tapeball Grounds Durham - I Toronto — Many I Peel —Many Sherwood -Milton Halton - /- Creditview - Brampton Page 11 Jverall Kegic s UIII flo19WIS �%.. 1. � -4 Why Need a Cricket Ground We play in; • School backyard • Parking lots • No disturbance for neighbourhood • More organised place to play like baseball, soccer, rugby • Run cricket events for locals Page 13 What's Next Next steps to follow ? Page 14 Port, _ G Municipality of Clarington Council September 27, 2021 Mark Hughey, General Manager Historic Waste Program Management Office Carus m Wdear I lebmt*es NucWWms Canadkns U jaR I qT6 D Phased Reftum to F' Work Preparation Isolated Moderate Operations New Normal Post -Pandemic & Planning Activities Operations Activities needed to ensure increase in site activity will not endanger workforce Outdoor work at Major Sites and Small - Scale Sites, indoor work at Waste Water Treatment Plants Indoor work with specific tasks CarWian Wdear I Labmt*es NudWms p� R Laharatarlas Canadkns UPa�Te lG -�D Activities where benefit of activity exceeds mitigated risk associated with performing activity Activities performed without COVID-19 specific controls �nb'�:, 7neereJ �torag�e - Complete CarWian hWdar I Labmt*es NucWWms Laharatarlas Canadkins u PaR IgTtD LONG-TER"ASTE MANS AGILITY --- Lakeshore Road LEGACY WASTE MANAGEMENT FACILITY am 7:7- LAKE ONTARIO July 2021 i Am I x Municipal Peer Revie PHAI Funding Announcement .r�a PHAI Annual Update to Council :1R WA fAw ri nt — Port Granby LTWMF ,- - Agreement Monitoring. Group MeeAg #p Port anby 7jecterview�� cover 1 System 2 75. Waste ti Layer'1 Vu w iw,. L r . Base Liner mks System 1 T5 m - ��--�� _ ► Legac as�e , � - -�" a Marfagemen.Y Facility W -r �- Rzm CarWien hWdear I Lebmt*es NudWms Laharamrles Canadkns PaR C—.e Geieid I� Gnw�no�wemn�xa• i� saru��en�o�� — Geavw��dan+u+ �rexiveeg rcaaene.net �eerynnenc an Yer •Cybry b.�� Ceriury aNl� F1eniw d caa�l�9 Geewr�pouq aelrwpe NqU-uenfry uoMeTlHxx 9aomemGrw Conp..ti :Yyliiw Engineered Aboveground Mound layers i The th S ution 1955-1988 TWaste 7 1 IP1ll1C1�P17 at Port Granby legacy site by Eldorado Ltd. mid-1970s Historic LLRW problem identified with elevated radon Ip Canadian Nuclear I Laboratoires Nucldaines Laboratories Canadiens Iddo -do OW 11!1�,* �Oe WV' -.90 976 1-82 1986-96 1997-99 ial C ,00 Initleanup Independent Community Solutions 1000 m3 Siting Task Force proposed to to Chalk River province -wide federal search unsuccessful government UjaRyf D 2001 Legal Agreement Canada Clarington Town of Port Hope Hope Township Por ran Pro' ct Mi��nes 2001 2008 2011 2016 �'' Canadian Nuclear I Laboratoires Nucldaines /rF Laboratories Canadiens 2016 u jaR1O D 2020 2021 Port Granb nd ap & C Camdlan Wdear I LaWmtaim Nud6Wms p� R Laharamrlm Canadkns UF'a�Te 1�TjD we <4an W e W reatmje rocessing to Date • ^' 755,000 m3 clean water released to Lake Ontario • ^' 2,855,000 k s. solids to safe, long-term storage \ � \\001- T • WWTP residual v?asfle (liqui rine and s-or, s)// • Shipped to Port Hope Project Waste Water Treatment Plant • Compliance with all regulatory requirements • Two to five trucks/week over next two years • Significant reduction once mound capped as WWTP continues to treat water and produce residuals CarWlan Mdear I Labmt*es NucWWms Laharatarlas Canadkns U0901Y4D 000 Lakes re eali ent • ri Ilocation Realigning too gins • One lane open at all times • Mondays to Fridays open on weekends � -000� -60, • Anticipated o let* CarWlan Nudear I Labmt*es NucWWms Labardorks Conadkns U0901Y6D ,t Project Look Lad • Removal of infrastruct , internal roads • Removal of Lakes ore underpass • Contractor demobilization CarWiun Nudear I Labmt*es NucWWms Laharatarlas Canadkns •ar_s..�n�i_" �.. U{90I1 gD y Port - G an e 3 - g-Term Water Treatment • East Gorge groundwater collection system • WWTP continues treating leachate from LTWMF, East Gorge groundwater system • WWTP output shipped to licensed, offsite storage itoring LTWMF Monitoring • Site remains fenced • Mound surface, internal sensors monitored • Grounds monitored, maintained Environmental monitoring • Air, water, groundwater, soil, plants, wildlife monitoring continues CarWlan Wdear I Labmt*es NucWWms p� R Laharatarlas Canadkns UF'a�Te 1�TtD Continued safety oversight • Plans in place to ensure any event is properly managed • Risks to people/environment minimized Po�tqnbtre • Led by AECL - input fro It • Collaborative vision and stratE o South East Clarington Ratel o Gana aska Region Conserv< o-Municipafity grin o Municipality of Port Hope Corm Wdear I LaWmtaim NudWms %��... Lahordorlas Canadians U*01YD CNSC/PI�AI en ctivities Updates Scheduled fpP<NSC Review &Engagement Port Granby Project Waste Nuclear Substance Licence 2021 • One y�ar. nc n . n Port Hope Project Waste NuclearSubstanc6V 2 • Ten-year renewal • Consolidation with PGP Licence for long-term monitoring Port Hope Area Initiative Amendment • Cleanup Criteria Change Proposal Application 2022/23 8'' Canadian Nuclear I Laboratoires Nucldaines /�1 Laboratories Canadiens I�§D Participate in the Process PARTICIPATE in engagement opportunities Facebook, Twitter CONTACT US info@phai.ca 905.885.0291 Than �V HISTORIC WASTE PROGRAM MANAGEMENT OFFICE 25 Henderson Street, Port Hope, ON L1A OC6 Tel: 905.885.0291 info@phai.ca PHAI.ca CanWien Nudear I Labmt*es NucWWms Laharamrles Canadkns Page rt .a10 � Canadian Nuclear Laboratoires Nud6aires "ArPMO �1'. Laboratories I Canadiens e, Historic Downtown Bowmanville Business Centre (BIA) Board of Management Meeting Minutes Tuesday May 11, 2021; 6:30pm Virtual Meeting due to COVID-19 pandemic Present: Edgar Lucas, Chair Laura Holmes, Secretary Gerri Lucas, Treasurer Justin Barry Cathy Holmes Ron Hooper Bonnie Wrightman, CBOT representative Erin Kemp (joined at 7:44pm) Absent: none Delegations Present: none The meeting was called to order by the Chair. 1. Presentation by Delegations The Chair recognized that no delegations were present. 2. Adoption of Minutes Moved by G. Lucas, seconded by C. Holmes THAT the minutes of the meeting of April 13, 2021 be approved as circulated. CARRIED 3. Business Arisine from Previous Minutes (a) Updates from Mayor's COVID Task Force The Chair states that there have been no recent meetings. (b) Parking Report Mr. Anderson has done some research on mobile parking apps and would like to meet with the Board to discuss his findings before issuing a staff report on parking to Council. Moved by J. Barry, seconded by R. Hooper THAT a special meeting be called for Thursday May 13, 2021 at 6:30pm CARRIED 4. Correspondence Page 31 Historic Downtown Bowmanville 2 May 2021 Business Centre (BIA) No correspondence to report. 5. Treasurer's Report The Treasurer presented the following: i. $131000 in current account (including deposit of social media funds) ii. Audit is on -going. There was a new audit company this year and audit includes activities from January 2020 up to and including March 2021. Moved by R. Hooper, seconded by J. Barry THAT the Treasurer's Report be adopted as presented. CARRIED 6. Directors' Reports (a) Council Liaison — R. Hooper: Reported that the garbage receptacles have been replaced. Gas meters have received maintenance but there are some that require more extensive repairs. OBIAA has released a Digital Main Street report that should be shared with members. CBOT has negotiated with Chamber of Commerce to obtain rapid screening COVID tests. Council has passed a motion of support for this initiative. OBIAA is having a local breakout session this coming Thursday. The Chair asked Councillor Hooper to speak with Operations about resetting/replacing power receptacles on light standards. (b) Events — C. Holmes: Reported that a Mother's Day contest was run on both Instagram and Facebook. Proposes a promotion that would offer restaurants coupons to pass out with take-out orders. Could act as a pilot project for a larger shop down coupon promotion. Suggests another window hunt for Victoria Day weekend or a later weekend since lockdown will remain in place. Family Day window hunt was very well attended and new window hunt could tie in with the window wrap at BMO. (c) Membership Relations —J. Barry: Reported that 99 King has opened in the former Village Inn location. The Friendly Vapor has opened across from the Veltri building. B-Town Halal BBQ has opened on Division St. Shiny Buds, a new cannabis shop, has opened in the Service Ontario building. The English Rose Tattoo Club has closed. Luxe Nails has closed and renovations are underway at the location. A new food service business called the Yard Bird plans to open in June in the former Toasted Walnut location. Petley-Hare Limited has closed. The Sanctus Church office has closed. (d) Streetscape — G. Lucas: Page 32 Historic Downtown Bowmanville 3 May 2021 Business Centre (BIA) Reported that hanging basket flowers and watering services are on schedule. Councillor Hooper reported that the volunteers have already purchased the flowers for the stationary planters but are just waiting for the weather to improve. (e) Communications— (vacant): No report. (f) Website & Social Media — L. Holmes: Reported that social media accounts continue to experience organic growth. The Mothers Day contest received significantly more entries on Instagram versus Facebook. Discord surrounding businesses flouting lockdown rules seems to have subsided. Councillor Hooper asked if there was a mechanism for non-BIA members to post on the Bowmanville.com website, as he has noticed some posts lately. L. Holmes will investigate. (g) CBOT Updates— B. Wrightman: Reported that the Digital Main Street program will be wrapping up in June. Tyler, the DSS, will continue his duties until the end of the program. In total 210 main street businesses in Clarington were contacted by the three DSS members. 32 in-depth meetings were conducted. 31 businesses applied for grant and of that, 18 were approved for funding. $45 000 injected into main street business in Clarington. Leadership role in rolling out rapid test kits for small and medium size business. Working with Ontario Chamber of Commerce and MOC. Businesses can order kits online and pick up at Garnet B. Rickard. Receive training at pick up. Ordered total of 15 000 and have received orders for 3000 kits from 15 businesses in first day. Recommend testing of staff twice per week. Wrapped the "In The Bag" campaign for Mother's Day where local items were placed in a bag and sold for $50. It was very popular so another campaign is planned for Father's Day. 7. New Business (a) Update from Economic Development Roundtable L. Holmes attended a roundtable discussion on May 4 that was facilitated by staff from the Planning and CAO office. Staff will be providing a report to Council with recommendations for the administration of economic development in Clarington. Currently, economic development is administered under a contract with CBOT. (b) BIA Social Media Funds Councillor Hooper received some correspondence from Mr. Allison, CAO, regarding the social media funds for area BIAS. Proposes a split of funds based on a non -weighted assessment of $13 949 to Bowmanville, $14 548 to Newcastle, $1504 to Orono. Moved by G. Lucas, seconded by J. Barry Page 33 Historic Downtown Bowmanville 4 May 2021 Business Centre (BIA) THAT the Bowmanville BIA thanks Council for the funding and accepts the proposed split of funds. CARRIED (c) Thefts, Break & Enter, and Vandalism In the past few weeks there has been theft of outdoor flower planters from several businesses. There was also a break and enter at a main street business that police responded to. An increase in graffiti has been noticed in downtown. Suggestion to report vandalism to police on each occasion in hopes that increased patrols may help deter vandals. Councillor Hooper suggests that a community -based officer could be invited to a future board meeting and will reach out to a contact at DRPS to facilitate. (d) Traffic/Parking Concerns C. Holmes reported that several concerning traffic and parking trends have been noticed in the area of Speakeasy Cannabis. Most notably, numerous vehicles have been performing u- turns and there have been several near collisions. Vehicles are also idle -parking in front of a fire hydrant and/or blocking the driveway beside 22 King St W while performing curbside pick ups. Today, a driver heading eastbound on King St travelled in reverse in the westbound lane and parked the wrong direction in a parking space on the north curb. When pulling out of the parking space to cross back into the eastbound lane the driver nearly caused a very serious accident. An email alerting Traffic Services and Bylaw Enforcement of the aggressive/dangerous driving was sent earlier today. The area may require increased signage, visual inspections, and/or enforcement. DRPS may need to become involved. 8. Date of Next Meeting The next meeting of the Board of Management is scheduled to be held on Tuesday June 8, 2021 commencing at 6:30pm virtually, as COVID restrictions will still be in place. 9. Adiournment Moved by C. Holmes, seconded by J. Barry THAT the meeting adjourn. The meeting adjourned at 8:15pm. CARRIED Page 34 Historic Downtown Bowmanville Business Centre (BIA) Board of Management Meeting Minutes Tuesday June 8, 2021; 6:30pm Virtual Meeting due to COVID-19 pandemic Present: Edgar Lucas, Chair Laura Holmes, Secretary Gerri Lucas, Treasurer Cathy Holmes Ron Hooper Erin Kemp Bonnie Wrightman, CBOT representative Absent: Delegations Present: Inspector Haskins, Durham Regional Police Service The meeting was called to order by the Chair. 1. Presentation by Delegations Councillor Hooper introduced Inspector Haskins. He has been with DRPS for almost 30 years, and 15 months ago moved to the East Division in Clarington. Previously with West — Ajax. Crime in Clarington has been impacted by the pandemic. Less crime compared to 5 year average as result of people staying at home, however, crime is slowly on rise again. Community Safety Plan. Anticipating population growth resulting from GO Transit expansion and OPG head office development. Engagement. 100s of hours of patrols, largely on bicycles in Bowmanville and Newcastle. Looking to implement a -bikes to extend patrols. Traffic Safety Coordinator responds to all calls. If issues continue with reckless driving and illegal maneuvers, such as u-turns, downtown traffic services should be notified. Parking related offences are a municipal responsibility. Safety Advisory Council will launch in September. It will have representatives from business, diversity, youth, and residents from each ward. Working collaboratively with MOC. Would like to have BIA representative and will reach out with more information. Year over year increase in calls for service from 2015-2020. Budget per capita in 2020 is third lowest, approximately $288 per resident. There are staffing concerns on a go -forward basis and this may impact service delivery. There are 105 members assigned to Clarington. Forensic Identification Services will be located in the building behind the detachment. Investigative Center of Excellence will be under construction soon. Another new building will house tactical, k9, and supply distribution. Page 35 Historic Downtown Bowmanville 2 JUNE 2021 Business Centre (BIA) Stats do not show any increased complaints in the downtown core. Graffiti is only dealt with once reported. Reporting is important because it allows DRPS to track emerging issues. Rapid removal is a deterrent for further tagging. Inspector Haskins encourages the BIA to reach out at any time. 2. Adoption of Minutes Moved by G. Lucas, seconded by C. Holmes THAT the minutes of the meeting of May 11, 2021 and minutes of special meeting of May 13, 2021 be approved as circulated. CARRIED 3. Business Arising from Previous Minutes (a) Update from Mayor's COVID Task Force Chair states there is no report. (b) Parking Report By email Mr. Anderson notified the Board that the parking report was passed as recommended at the May 31, 2021 meeting and will be before Council for Resolution on June 9, 2021. (c) BIA Social Media Funds Councillor Hooper gave direction that the Treasurer may distribute funds according to the proposal. 4. Correspondence Correspondence was received from i. MOC Planning Department regarding notice of COVID-19 CIP Public Meeting (via email) ii. Sharon Kosloski, Stewardship Chairman for St. John's Anglican Church, requesting support for their roof repair fund (via email) iii. Rita Smith providing information about Blue Line Taxi's new delivery initiative (via email) Moved by G. Lucas, seconded by L. Holmes THAT the correspondence be received for information. THAT the campaign in Item 4.ii. will be supported by the Board and promoted by email and on social media. CARRIED Page 36 Historic Downtown Bowmanville 3 Business Centre (BIA) S. Treasurer's Report The Treasurer presented the following: i. $103961 in current account (incl. $30000 BIA funds), $100000 invested ii. That support staff will be contacted once restrictions are loosened Moved by R. Hooper, seconded by C. Holmes THAT the Treasurer's Report be adopted as presented. CARRIED 6. Directors' Reports (a) Council Liaison — R. Hooper: Reported that COVID-19 CIP grants application process is changing. (b) Events — C. Holmes: JUNE 2021 Reported that the Window Scavenger Hunt was a huge success. Lots of response from families, including lots of comments from community on how it helped them discover new business. (c) Membership Relations —J. Barry: No report. (d) Streetscape — G. Lucas: The Chair will contact the flower vendor to determine delivery date for hanging baskets. Councillor Hooper reported that the volunteers are planting in front of 20 King E lot, and the stationary planters. (e) Communications— (vacant): No report. (f) Website & Social Media — L. Holmes: Reported that social media continues to experience growth and is a helpful tool in business recovery. Website redevelopment is underway. Business images on existing website are obsolete and google images for many businesses are outdated. Recommends that storefront photography be commissioned for the new business directory. Moved by L. Holmes, seconded by R. Hooper Page 37 Historic Downtown Bowmanville 4 JUNE 2021 Business Centre (BIA) THAT a quote be requested from Eric Forrest for photography services. (g) CBOT Updates— B. Wrightman: Reported that Stage 1 reopening being pushed forward by three days was a welcome announcement. Vaccination rates and COVID cases in Clarington are looking good. Relaunch of the Clarington is Open campaign. Some small business grant applicants are still waiting to hear. Rapid testing kits have been available for three weeks and over 8000 kits have been distributed to over 80 businesses. Kits are for employee use only. Father's Day "It's in the Bag" campaign is on. 50 bags for sale for $50 with funds back to the businesses involved. CBOT will look into having new capacity signs created. 7. New Business (a) Campaign for Business Reopening L. Holmes proposed that capacity signage and passive COVID-19 screening signage be distributed to all businesses. To promote business recovery, a campaign encouraging the return to shopping downtown should be launched. This campaign would involve signage, window wraps, social media, print and other advertising. Giveaways for vouchers to shop downtown will also be conducted. Moved by G. Lucas, seconded by C. Holmes THAT the campaign be launched over the course of the summer once all businesses are reopened and that the Secretary assume responsibility for organization. CARRIED (b) Proposal for Auction Supporting Hospital Councillor Hooper reported on a campaign run by Peterborough that engaged artists to paint a paddle and then the paddles were auctioned off for charity. Wondered if something similar could be done to support the Hospital renovation fund. (c) State of downtown Councillor Hooper has noticed that there is a lot of garbage floating around downtown. Since most businesses have been closed the shop owners have not been around to sweep the street. Councillor Hooper will discuss with Operations. (d) OBIAA Update Councillor Hooper reported that OBIAA pushed out a press release with 8 main points and will circulate this to the Board. Page 38 Historic Downtown Bowmanville 5 Business Centre (BIA) 8. Date of Next Meeting JUNE 2021 The next meeting of the Board of Management is scheduled to be held on Tuesday September 14, 2021 commencing at 6:30pm in Clarington Meeting Room 1-C, unless COVID restrictions are still in place in which case the meeting will be held virtually. 9. Adiournment Moved by R. Hooper, seconded by E. Kemp THAT the meeting adjourn. The meeting adjourned at 9:11pm CARRIED Page 39 Patenaude, Lindsey From: Patenaude, Lindsey Sent: Monday, September 20, 2021 10:52 AM To: Patenaude, Lindsey Subject: FW: RMD Contract D2020-32 - Request for Noise By -Law Exemption for October 14 - November 5, 2021 From: Michael Harris <Michael.Harris@durham.ca> Sent: September 16, 2021 11:59 AM To: ClerksExternalEmail <clerks@clarington.net> Cc: Brezina, Robert <RBrezina@clarington.net>; Ricciardi, Tony <TRicciardi@clarington.net>; Heathcote, Kevin <KHeathcote@clarington.net>; Cory Manion <Cory.Manion@Durham.ca>; Ben McWade <Ben.McWade@durham.ca>; Ryan Colvin <Rvan.Colvin@Durham.ca>; Paul Storms <paul.storms@durham.ca>; Andrew Gorman <Andrew.Gorman@durham.ca> Subject: RMD Contract D2020-32 - Request for Noise By -Law Exemption for October 14 - November 5, 2021 1NVIIIIIIII111:14►/_1I Hello, The Region of Durham is administering Contract D2020-32, Phase 2 of the Courtice Trunk Sanitary Sewer, on Townline Road between Beatrice Street and Coldstream Drive. The construction work is progressing and our Contractor has provided a schedule update indicating that their work will progress into the Townline Road and Taunton Road intersection starting October 14, 2021. The Contractor anticipates that they will need until November 5, 2021 to complete the work within the intersection, which includes open cut excavation of a deep trunk sanitary sewer, groundwater dewatering, storm sewer relocations and restoration of traffic signals and roadway pavements. The Contract documents prescribe that the Contractor work continuously with 2 crews up to 24hrs per day while this intersection is fully closed to traffic in order to minimize the duration of the intersection closure and its associated traffic disruption, all while keeping the work site safe for workers and the general public. This approach was included in design review submissions reviewed and commented on by Municipality of Clarington staff. With the recently provided construction schedule from our Contractor, we respectfully submit this request for a Noise By -Law exemption for the period of October 14 to November 5, 2021 for the purpose of constructing the trunk sanitary sewer through the Townline and Taunton Road intersection. Noise generated will be from heavy construction equipment working on the site. The Region's Construction Team's primary contact is: Cory Manion C.Tech Project Supervisor Construction Management I Works Department I The Regional Municipality of Durham 605 Rossland Road East, Whitby ON. UN 6A3 Cell: 289-927-2160 corv.manion@durham.ca Please let us know if you need any additional information. Page 40 Michael Harris, P.Eng. I Project Engineer Environmental Services Design Division —Works Department The Regional Municipality of Durham michael.harris@durham.ca 1 (0) 905-668-7711 x3458 (M) 289-830-4377 1 durham.ca ' * My pronouns are he / him 93IM 0 THIS MESSAGE IS FOR THE USE OF THE INTENDED RECIPIENT(S) ONLY AND MAY CONTAIN INFORMATION THAT IS PRIVILEGED, PROPRIETARY, CONFIDENTIAL, AND/OR EXEMPT FROM DISCLOSURE UNDER ANY RELEVANT PRIVACY LEGISLATION. No rights to any privilege have been waived. If you are not the intended recipient, you are hereby notified that any review, re -transmission, dissemination, distribution, copying, conversion to hard copy, taking of action in reliance on or other use of this communication is strictly prohibited. If you are not the intended recipient and have received this message in error, please notify me by return e-mail and delete or destroy all copies of this message. Page 41 Clarington Staff Report If this information is required in an alternate accessible format, please contact the Accessibility Coordinator at 905-623-3379 ext. 2131. Report To: General Government Committee Date of Meeting: September 27, 2021 Report Number: ESD-003-21 Submitted By: Mariano Perini, Director of Emergency Services Reviewed By: Andrew C. Allison, CAO Resolution#: File Number: By-law Number: Report Subject: Automatic Aid Agreement — Oshawa Fire Services — Highway 401 Update Recommendations: 1. That Report ESD-003-21 and any related communication items, be received; 2. That the Mayor and Clerk be authorized to execute the Automatic Aid Agreement with Oshawa Fire Services, Attachment 1 to Report ESD-003-21; and 3. That all interested parties listed in Report ESD-003-21 and any delegations be advised of Council's decision. Page 42 Municipality of Clarington Report ESD-003-21 Report Overview Page 2 To request approval from Council to update the Automatic Aid Agreement with Oshawa Fire Services for Highway 401. The update includes reducing the automatic aid area in the 401 eastbound lanes from Holt Road to Courtice Road. 1. Background 1.1 In 2002, By-law 2002-113 was passed authorizing the execution of the Emergency and Fire Services Automatic Aid Agreement — Highway 401 with Oshawa. The Agreement has recently been reviewed and a minor adjustment is required. 2. Discussion 2.1 The Agreement currently recognizes the Automatic Aid Area as Highway 401 between Harmony Road in Oshawa and Holt Road in Clarington. With the extension of Highway 407 and addition of Highway 418, the eastbound access to Highway 401 from Courtice Road was eliminated. Through correspondence with the MTO, a gated emergency access ramp was installed just east of Courtice Road. As a result, the automatic aid area for Highway 401 eastbound can be reduced from Holt Road to Courtice Road. 2.2 Staff have been in discussions with Oshawa, and they agree with the attached agreement. 3. Proposal 3.1 It is proposed that the Automatic Aid Agreement (Attachment 1) be amended as follows: Section 1.01 b) of the Agreement be revised to identify the Automatic Aid Area as being Highway 401 between Harmony Road in Oshawa and Courtice Road in Clarington, and 418 north between Highway 401 and Highway 2 in Clarington. Section 1.01 e) of the Agreement be revised to identify the eastbound lanes of Highway 401 between Harmony Road, exit 419 Oshawa and Courtice Road, exit 425 Clarington, and 418 north between Highway 401 and Highway 2 in Clarington Page 43 Municipality of Clarington Page 3 Report ESD-003-21 4. Concurrence Not Applicable. 5. Conclusion It is respectfully recommended that the proposed Automatic Aid Agreement outlined in Attachment 1 to this Report be approved and the Mayor and Clerk be authorized to execute the agreement. Staff Contact: Mariano Perini, Director of Emergency and Fire Services, 905-623-5126 ext. 2802 or mperini@clarington.net. Attachment: Attachment 1 — Proposed Automatic Aid Agreement — Oshawa Fire Services — Highway 401 Interested Parties: The following interested parties will be notified of Council's decision: Derrick Clark, Oshawa Fire Services Fire Chief Page 44 Attachment 1 to Report ESD-003-21 This agreement made in triplicate this day of )20210. BETWEEN: THE CORPORATION OF THE CITY OF OSHAWA ("OSHAWA") - and - THE CORPORATION OF THE MUNICIPALITY OF CLARINGTON ("CLARINGTON") RECITALS 1) Paragraph 1 of section 207 of the Municipal Act, R.S.O. 1990, c. M.45 provides that by-laws may be passed by the councils of all municipalities for entering into agreement with any other municipality or person for the use of the fire -fighting equipment, or any of it, of the municipality or of such other municipality or person upon such terms and conditions and for such consideration based on cost as may be agreed upon but that despite any such agreement, no liability accrues to the municipality or person for failing to supply the use of the fire -fighting equipment, or any of it. Subsection 2(64) of the Fire Protection and Prevention Act, 1997, S.O. 1997, c. 4 provides that a) A municipality may enter into an automatic aid agreement to provide or receive the initial or supplemental response to fires, rescues and emergencies. 2) There are areas within the geographic boundaries of each of Oshawa and Clarington to which a fire department in the other municipality is capable of responding more quickly than any fire department situated in the municipality. In consideration of the mutual covenants, provisions and conditions contained herein, and for other good and valuable consideration, Oshawa and Clarington covenant and agree as follows: 20210 Agreement Page 1 of 7 Page 45 Automatic Aid Agreement Clarington/Oshawa 1.0 DEFINITIONS/ INTERPRETATION 1.01 Definitions: Wherever a term set out below appears in the text of this AGREEMENT in capital letters, the term shall have the meaning set out for it in this Section 1.01. Wherever a term below appears in the text of this AGREEMENT in regular case, it shall be deemed to have the meaning ordinarily attributed to it in the English language. a) AGREEMENT means this agreement including its recitals and any schedules which form an integral part of it, as amended from time to time. b) AUTOMATIC AID AREA means any or all of Highway 401 between Harmony Road in Oshawa and H-e4Courtice Road in Clarington, and Highway 418 north between Highway 401 and Highway 2 in Clarington. c) AUTOMATIC AID RESPONSE means the delivery of INITIAL RESPONSE SERVICES by a PARTICIPATING FIRE SERVICE. d) CLARINGTON means The Corporation of the Municipality of Clarington including its successors and assigns, and, where the context allows, its employees, servants and agents. e) 401 EAST means the eastbound lanes of Highway 401 between Harmony Road, exit 419, Oshawa and #eftCourtice Road, exit 4258 Clarington, and Highway 418 north between Highway 401 and Highway 2, Clarington. IjRder special GirG imstaR es a reSPORse in the eastbe Rd IaRes may extorirl beyond Holt Read. f) 401 WEST means the westbound lanes of Highway 401 between Courtice Road, Clarington and Harmony Road, Oshawa. g) HOME FIRE CHIEF means the Fire Chief of the HOME MUNICIPALITY. h) HOME FIRE SERVICE means the fire service within the HOME MUNICIPALITY that, but for the provisions of this AGREEMENT, would be responsible for providing INITIAL RESPONSE SERVICES. For those parts of 401 EAST and 401 WEST within the territorial limits of OSHAWA, HOME FIRE SERVICE means Oshawa Fire Services. For those parts of 401 EAST and 401 WEST within the territorial limits of CLARINGTON, HOME FIRE SERVICE means Clarington Emergency and Fire Services. i) HOME MUNICIPALITY means the municipality to which is provided an AUTOMATIC AID RESPONSE. 20210 Agreement Page 2 of 7 Page 46 Automatic Aid Agreement Clarington/Oshawa j) INCIDENT means fire, emergencies or dangerous conditions that occurs in an AUTOMATIC AID AREA. k) INITIAL RESPONSE SERVICES for the purpose of this AGREEMENT means the provision of an initial response designed to address the adverse effects of an INCIDENT. 1) OSHAWA means The Corporation of the City of Oshawa including its successors and assigns, and, where the context allows, its employees, servants and agents. m) PARTICIPATING FIRE SERVICE means the fire service within the PARTICIPATING MUNICIPALITY with responsibility for providing an AUTOMATIC AID RESPONSE. For those parts of 401 EAST and 401 WEST within the territorial limits of Oshawa, PARTICIPATING FIRE SERVICE means Clarington Emergency and Fire Services. For those parts of 401 EAST and 401 WEST within the territorial limits of Clarington, PARTICIPATING FIRE SERVICE means Oshawa Fire Services. n) PARTICIPATING MUNICIPALITY means the municipality that provides an AUTOMATIC AID RESPONSE. 1.02 Gender Plural: All words in this AGREEMENT shall be deemed to include any number or gender as the context requires. 1.03 Proper Law: This AGREEMENT shall be interpreted according to the laws of the Province of Ontario. 1.04 Headings: Article, section, clause and/or paragraph headings are for reference purposes only and shall not in any way modify or limit the statements contained in the following text. 1.05 Legislation: Reference to federal or provincial statutes or regulations or municipal by-laws are deemed to refer to the relevant legislation as amended, including successor legislation. 2.OTERM 2.01 Term: The term of the AGREEMENT shall be indefinite and will be reviewed yearly by the participating Fire Chiefs. 2.02 Termination: This AGREEMENT may be terminated by either party on sixty (60) days' notice in writing to the other. 20210 Agreement Page 3 of 7 Page 47 Automatic Aid Agreement Clarington/Oshawa 3.0 AUTOMATIC AID RESPONSE 3.01 AUTOMATIC AID RESPONSE: Upon the occurrence of an INCIDENT, an AUTOMATIC AID RESPONSE shall be provided by the PARTICIPATING FIRE SERVICE to the extent that the PARTICIPATING FIRE SERVICE has equipment and staff available. 3.02 Response: Upon the occurrence of an INCIDENT, the HOME FIRE SERVICE shall respond. 3.03 Command:•When a HOME FIRE SERVICE and a PARTICIPATING FIRE SERVICE respond to an INCIDENT, the Incident Commander of the HOME FIRE SERVICE shall assume responsibility for the overall command of and coordination of operations in respect of the INCIDENT. 3.04 Incident Management System: The Incident Management System of the HOME FIRE SERVICE shall be utilized. 4.0 COST 4.01 No -cost Basis: There shall be no cost to the HOME MUNICIPALITY for the provision of an AUTOMATIC AID RESPONSE. 5.0 RELEASE AND INDEMNITY 5.01 No Claims: Neither party shall have any claim or demand against the other for detriment, damage, accident or injury, of any nature whatsoever or howsoever caused to any person or property, including any buildings, structures, erections, equipment, material, supplies, motor or other vehicles, fixtures and articles, effects and things in any manner based upon, occasioned by or attributable to the execution of the AGREEMENT or any action taken or things done or maintained by virtue of the AGREEMENT, or the exercise in any manner of rights arising under the AGREEMENT. 5.02 Indemnification: Each party covenants and agrees that it shall at all times indemnify and save harmless the other from and against all claims and demands, loss, costs, damages, actions, suits or other proceedings by whomsoever made, brought or prosecuted, in any manner based upon, occasioned by or attributable to the execution of the AGREEMENT or any action taken or things done or maintained by virtue of the AGREEMENT, or the exercise in any manner of rights arising under the AGREEMENT, except claims for damage resulting from the negligence of any officer, servant or agent of the other while acting within the scope of his or her duties or employment. 20210 Agreement Page 4 of 7 Page 48 Automatic Aid Agreement Clarington/Oshawa 6.0 MISCELLANEOUS 6.01 Notice: Any notice to be given under this AGREEMENT shall be sufficiently given if delivered or if sent by prepaid first class mail and addressed to OSHAWA at: Oshawa Fire Chief Oshawa Fire Services 199 Adelaide Avenue West Oshawa, Ontario L1J 7131 or to CLARINGTON at: Clarington Fire Chief Clarington Emergency and Fire Services 2430 Highway No.2 Bowmanville, Ontario L1 C 6C8 Receipt of notice shall be deemed on the date of delivery, or five (5) days following the date of mailing of the notice, whichever is applicable. Either party may change its address for notice by giving notice of change of address pursuant to this section. 6.02 Force Majeure/Time: Notwithstanding anything in this AGREEMENT, neither party shall be in default with respect to the performance of any of the terms of this AGREEMENT if any non-performance is due to any force majeure, strike, lock -out, labour dispute, civil commotion, war or similar event, invasion, the exercise of military power, act of God, government regulations or controls, inability to obtain any material or service, or any cause beyond the reasonable control of the party (unless such lack of control results from a deficiency in financial resources). Otherwise, time shall be of the essence of this AGREEMENT and all the obligations contained herein. 6.03 Arbitration: All matters of differences arising between OSHAWA and CLARINGTON in any matter connected with or arising out of this AGREEMENT shall be referred to a single arbitrator, if the parties agree upon the arbitrator's identity. Should the parties be unable to agree upon the identity of an arbitrator, then the matter shall be referred to a single arbitrator, to be appointed by a Justice of the Superior Court of Justice. The arbitrator shall conduct the arbitration pursuant to the Arbitration Act, 1991, S.O. 1991 c. 17 and every award or determination shall be final and binding on the parties and their successors and assigns, and shall not be subject to appeal. The arbitrator shall be allowed unfettered and unlimited discretion to determine in each and every case the solution which best balances the 20210 Agreement Page 5 of 7 Page 49 Automatic Aid Agreement Clarington/Oshawa competing interests of the parties to the arbitration in accordance with this AGREEMENT, and she or he shall not be bound by any legal precedent in such determination. The arbitrator shall not be bound by the provisions of the Arbitration Act, 1991, S.O. 1991 c. 17 in respect of her or his fees. The arbitrator shall be entitled to award all or part of her or his fees against any party in accordance with the principles which govern an award of costs against a non -successful party in a contested matter before the Superior Court of Justice. In the absence of such an award by the arbitrator, the arbitrator's costs shall be borne equally by both parties, without regard to their involvement in the arbitration. 6.04 No Assignment: Neither party shall make any assignment of this AGREEMENT without obtaining the prior consent in writing of the other to such assignment. 6.05 Successors: The rights and liabilities of the parties shall enure to the benefit of and be binding upon the parties and their respective successors and approved assigns. 6.06 Entire Agreement: This AGREEMENT contains the entire agreement between the parties relating to AUTOMATIC AID RESPONSE and it is agreed that there is no covenant, promise, agreement, condition precedent or subsequent, warranty or representation or understanding, whether oral or written, other than as set forth in this AGREEMENT and this AGREEMENT fully replaces and supersedes any letter, letter of intent, or other contractual arrangement between the parties related to AUTOMATIC AID RESPONSE in existence at the time of execution and delivery of this AGREEMENT. This agreement is not part of the Durham Region Emergency Fire Services Plan [Mutual Aid]. 6.07 Partial Invalidity: If any article, section, subsection, paragraph, clause or subclause or any of the words contained in this AGREEMENT shall be held wholly or partially illegal, invalid or unenforceable by any court of competent jurisdiction, OSHAWA and CLARINGTON agree that the remainder of this AGREEMENT shall not be affected by the judicial holding, but shall remain in full force and effect. The provisions of this AGREEMENT shall have effect, notwithstanding any statute to the contrary. 20210 Agreement Page 6 of 7 Page 50 Automatic Aid Agreement Clarington/Oshawa 6.08 Waivers: No supplement, amendment or waiver of or under this AGREEMENT shall be binding unless executed in writing by the party to be bound thereby and no waiver by a party of any provision of this AGREEMENT shall be deemed or shall constitute a waiver of any other provision or a continuing waiver unless otherwise expressly provided. Witness whereof the parties hereto have hereunto affixed their corporate seals duly attested by the proper signing officers in that behalf. THE CORPORATION OF THE CITY OF OSHAWA FIRE CHIEF THE CORPORATION OF THE MUNICIPALITY OF CLARINGTON 1/- •C CLERK 20210 Agreement Page 7 of 7 Page 51 MUNICIPALITY OF CLARINGTON Joint Committee Meeting RESOLUTION # DATE: September 13, 2021 MOVED BY Councillor Zwart SECONDED BY Councillor Anderson WHEREAS since early 2020 our ability to gather, connect and celebrate in person has been impacted by COVID-19 and this social isolation can have negative effects on our sense of belonging and mental health. AND WHEREAS our local Community Halls, which are operated by volunteer boards, allocate funds raised through special events to support their operating expenses and some larger projects. AND WHEREAS, when it is safe to do so, a coordinated community wide event involving satellite offerings in our various communities, involving local Hall Boards, Business Improvement Areas and community groups, will provide an opportunity for neighbours - both urban and rural, friends and business owners to celebrate their support for one another throughout the pandemic; THERFORE, BE IT RESOLVED that the Council of the Municipality of Clarington allocate funds to support these events throughout Clarington and that staff be directed to support the planning of such events, tentatively scheduled at some point prior to May 31, 2022 with appropriate community partners, and further, approve $36,000 from the Tax Rate Stabilization Reserve Fund (with funds Received from the Province of Ontario through the COVID-19 Recovery Grant) to support some Community Celebration events throughout Clarington. Page 52 MUNICIPALITY OF CLARINGTON Joint Committee Meeting RESOLUTION # DATE: Monday, September 13, 2021 MOVED BY Councillor Zwart SECONDED BY Councillor Anderson WHEREAS the Provincial Government has provided funding throughout the COVID-19 Pandemic to promote economic recovery; AND WHEREAS since March 2020 the ability for communities to gather and celebrate in person has been impacted by COVID-19 and social isolation can have negative effects on our sense of belonging and mental health; AND WHEREAS all Clarington residents would benefit from community celebrations aimed at strengthening communities and building sustainable community hall and arena boards; THEREFORE, BE IT RESOLVED THAT the Council of the Municipality of Clarington does hereby request and advocate that the Province of Ontario develop funding opportunities for Municipalities and local groups to develop and implement local community celebrations to reconnect with their community. Page 53 Clarington Staff Report If this information is required in an alternate accessible format, please contact the Accessibility Coordinator at 905-623-3379 ext. 2131. Report To: General Government Committee Date of Meeting: September 27, 2021 Report Number: LGS-023-21 Submitted By: Rob Maciver, Director of Legislative Services Reviewed By: Andrew C. Allison, CAO Resolution#: File Number: By-law Number: Report Subject: Election Signs Recommendations: 1. That Report LGS-023-21, and any related communications, be received; 2. That the By-law attached to Report LGS-023-21, as Attachment 1, be approved; and 3. That all interested parties listed in Report LGS-023-21 and any delegations be advised of Council's decision. Page 54 Municipality of Clarington Report LGS-023-21 Report Overview Page 2 A report to amend Election Sign By-law 2016-004 to reflect the delegation of authority for placement of signs on Regional roads to the Municipality. 1. Background 1.1 Election signs and/or temporary signs have been regulated by upper tier and lower tiers for highways within their jurisdiction. As regional roads are contained within each lower tier municipality, this leads to variations, or permissions that were not consistent between regional roads and municipal roads, within the same lower tier municipality. 1.2 In 2019 and 2020, the Region of Durham and surrounding municipalities worked on developing a Regional by-law that would be consistent through out each municipality. As each lower tier municipality had various factors to consider and varying impacts to their respective Election Sign/Temporary sign bylaws, a consensus throughout could not be agreed upon. 1.3 As a result, in a meeting held on October 28, 2020, Council of the Region of Durham adopted recommendations to delegate authority of election or temporary signs on regional roads to lower tier municipalities. 2. Discussion 2.1 The delegation of authority to lower tier municipalities provides for a more consistent and understandable process for erecting temporary signs. For candidates or individuals erecting signs there is no longer a need to distinguish roads or differences in placement, allowing for less misplacement and loss of signs within a particular municipality. 2.2 The delegation of authority provides for easier administration and communication to those registering to erect signs. In addition, any enforcement actions may be lessened due to consistency of placement through out regional and municipal roads. 2.3 The attached draft by-law removes the reference to the Region of Durham and provides clarity. Page 55 Municipality of Clarington Page 3 Report LGS-023-21 2.4 Additionally, the following are some housekeeping issues included in the draft by-law: • arising out of the recent reorganization (i.e. changed name of Operations Department to Public Works Department); • boards (as it relates to public property); • removing the word "permanently" from "No person shall permanently attach any election sign to a tree or fence." 3. Concurrence Not applicable. 4. Conclusion It is respectfully recommended that the By-law attached to Report LGS-023-21, as Attachment 1, be approved. Staff Contact: Duncan Anderson, Manager Municipal Law Enforcement, 905-623-3379 ext. 2110 or danderson@clarington.net. Attachments: Attachment 1 — Amending By law 2021-XX Interested Parties: There are no interested parties to be notified of Council's decision. Page 56 Attachment 1 to Report LGS-023-21 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 By-law 2021-OXX Being a by-law to amend Election Sign By-law 2016-004 Whereas subsection 11(3) of the Municipal Act, 2001, S.O. 2001, c. 25, authorizes the Municipality to pass by-laws respecting highways under its jurisdiction; And Whereas the Municipality has enacted Election Sign By-law 2016-004 to regulate the use of election signs on highways under its jurisdiction; And Whereas the Municipality wishes to make certain amendments to the Election Sign Bylaw 2016-004 And Whereas pursuant to Region of Durham By-law 52-2020, the Region has legislated that the Clarington Election Sign By-law 2016-004 shall also apply to Regional roads within Clarington; And Whereas Clarington Municipal Law Enforcement Officers have been authorized to enforce the provision of the Clarington Election Sign By-law 2016-004 on Regional roads within Clarington; Now therefore the Council of The Corporation of the Municipality of Clarington hereby enacts as follows: 1. All instances of the phrase "Operations Department" in By-law 2016-004 are deleted and replaced with the phrase "Public Works Department". 2. The definition of "public property" in Section 1 of By-law 2016-004 is amended by the addition of the words "or any of their agencies, boards or commissions" to the end of that definition. 3. Section 10 of By-law 2016-004 is amended by the insertion of the words "or the Region of Durham" immediately after the word "Municipality". 4. Section 12 of By-law 2016-004 is amended by striking out the word "permanently". Page 57 5. Section 19 of By-law 2016-004 is deleted. This By-law shall be effective on the date that it is passed. Passed in Open Council this XXt" day of XXXX, 2021 Adrian Foster, Mayor June Gallagher, Municipal Clerk 2 Page 58 Clarington Staff Report If this information is required in an alternate accessible format, please contact the Accessibility Coordinator at 905-623-3379 ext. 2131. Report To: General Government Committee Date of Meeting: September 27, 2021 Report Number: LGS-025-21 Submitted By: Rob Maciver, Director of Legislative Services Reviewed By: File Number: Andrew C. Allison, CAO L 1000-26 Resolution#: By-law Number: 2014-022 Report Subject: Increased Penalties for Road Occupancy Violations Recommendations: 1. That Report LGS-025-21 be received; 2. That the By-laws attached to Report LGS-025-21, as Attachment 1 and 2, be approved; and 3. That Staff implement the additional measures described in Report LGS-025-21. Page 59 Municipality of Clarington Report LGS-025-21 Report Overview Page 2 This Report has been prepared in response to concerns raised at recent Council meetings with respect to unauthorized construction materials and equipment placed on Municipal roads. 1. Background 1.1 Nuisance and disturbance associated with obstructions placed in the Municipal road allowance has been noted at several recent Council meetings. Some Councillors have expressed specific concerns about construction and landscaping materials and equipment placed on the road surface in residential neighbourhoods. 1.2 The Road Occupancy By-law 2014-022 provides that a person may apply for a road occupancy permit for the temporary placement of materials or equipment on a road surface. Applicants for a road occupancy permit are required to submit proof of liability insurance and other information to the Director of Public Works. Depending on the specific circumstances, the applicant may also be required to pay a road damage deposit and/or a permit fee. 1.3 It is prohibited under the Road Occupancy By-law to place construction materials in the road allowance unless a road occupancy permit is obtained. 1.4 By-law enforcement staff have encountered similar nuisances associated with material placed in the boulevard portion of the road allowance. Placement of materials in the boulevard is regulated under the Boulevard By-law 2013-066. 2. Enforcement Issues 2.1 By-law officers can undertake enforcement action for any unauthorized materials placed in the road allowance pursuant to either one of the above -mentioned by-laws. Some of the challenges to effective enforcement are the transient nature of the activity, difficulties ascertaining the persons responsible for the infraction, and a cumbersome administrative process to impose a fine. It also requires coordination with the Public Works Department to determine whether the placement of materials in the road allowance has been authorized by a road occupancy permit. 2.2 Staff are proposing a new strategy to address problems of unauthorized road occupancy to create a more effective deterrent to this activity. Page 60 Municipality of Clarington Report LGS-025-21 Page 3 2.3 Central to the proposed strategy is the establishment of set fines to simplify the process to impose monetary penalties for infractions. The proposed set fine offences and amounts are included in the attachments to this Report. The set fine amounts have been carefully selected to balance an appropriate level of deterrence with the likelihood of approval by the Ministry of the Attorney General. 2.4 Set fines are an effective addition to the enforcement repertoire, as they provide an additional deterrent to violations, and they simplify the administration of monetary fines. The Legislative Services Department has made it an objective to create a schedule of set fines approved for all regulatory by-laws where it is believed it would improve the effectiveness of enforcement. Recent examples of new or updated set fines include the Clean and Clear By-law 2019-047, the Vehicles -for -Hire (Taxi) By-law 2019-069, the On -Farm Special Events By-law (2021-049), and amendments to the Traffic By-law (2014-059). 2.5 To implement the proposed strategy, it is recommended that Council approve the set fine schedules and by-law amendments attached to this Report. Following Council's enactment of the by-law amendments, they will be forwarded to the Ministry of the Attorney General for approval. 2.6 Provided the set fines receive approval, the Manager of Municipal Law Enforcement will provide training and instruction to Municipal Law Enforcement Officers on the use of set fines and will reinforce what to look for when on patrol. It will be emphasized to officers that they are encouraged to investigate if they observe an obstruction in the roadway that they suspect may be unauthorized. This active enforcement will supplement investigations taken in response to complaints received from the public. 2.7 Staff are also in the process of developing an enhanced process so that Enforcement Officers can make a timely determination as to whether a road occupancy permit has been granted for any obstruction that is encountered in the roadway. 2.8 As an additional measure, Staff have compiled a provisional list of Clarington businesses (notably construction, landscaping, and pool installation businesses) to be notified of the by-law changes. Although not a comprehensive list, this communication will get the message circulating that the Municipality will be taking a stricter approach, and to remind these businesses of the need for a road occupancy permit. 3. Concurrence This report has been reviewed by the Director of Public Works who concurs with the recommendations. Page 61 Municipality of Clarington Report LGS-025-21 4. Conclusion Page 4 It is respectfully recommended that the By-law amendments found at Attachment 1 and 2 to this Report be enacted. Staff Contact: Robert Maciver, Director of Legislative Services/Municipal Solicitor, 905-623- 3379 ext. 2013 or rmaciver@clarington.net. Attachments: Attachment 1 — Amendment to Road Occupancy By-law 2014-022 Attachment 2 — Amendment to Boulevard By-law 2013-066 Interested Parties: There are no interested parties to be notified of Council's decision. Page 62 Attachment 1 to Report LGS-025-21 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 By-law 2021-OXX Being a by-law to amend the Road Occupancy By-law WHEREAS subsection 11(3) of the Municipal Act, 2001, S.O. 2001, c. 25, authorizes the Municipality to pass by-laws respecting highways under their jurisdiction; AND WHEREAS the Municipality has enacted a Road Occupancy By-law 2014-022 to regulate temporary road occupancy; AND WHEREAS the Municipality wishes to make certain amendments to the Road Occupancy By-law 2014-022; NOW THEREFORE the Council of The Corporation of the Municipality of Clarington hereby enacts as follows: The following new section is added immediately after section 2.13 of By-law 2014- 022 and all remaining sections of the by-law are renumbered accordingly: 2.14 No person shall contravene a condition of a permit issues under this By-law. 2. Section 5.4 of By-law 2014-022 is revoked and replaced with the following: 5.4 Without limiting any other section of this By-law, every Person who contravenes any provision of this By-law is guilty of an offence and on conviction is liable to a fine in accordance with the Provincial Offences Act, R.S.O. 1990, c. P.33. 3. The following new section is added immediately after section 6.1 of By-law 2014-022 and all remaining sections of the by-law are renumbered accordingly: Schedules 6.2 The following Schedules are attached to and form an integral part of this by- law: Schedule "A" — Set Fines 4. By-law 2014-022 is amended by appending to it Schedule "A" of this Amending By- law. 5. This By-law shall be effective on the date that it is passed. Page 63 Passed in Open Council this XXt" day of XXXX, 2021 Adrian Foster, Mayor June Gallagher, Municipal Clerk Page 64 Schedule "A" MUNICIPALITY OF CLARINGTON PART I Provincial Offences Act By-law #2014-022, as amended: Road Occupancy By-law ITEM COLUMN 1 COLUMN 2 COLUMN 3 Short Form Wording Provision creating Set Fine or defining offence 1 Undertake, or permit to be undertaken, s. 2.1 $500.00 any construction activity on a Municipal highway without a permit 2 Transport vehicles, loads, objects or s. 2.2 $500.00 structures in excess of load and dimension limits 3 Contravene a condition of a permit s. 4.3 $300.00 "NOTE: The penalty provision for the offences indicated above is section 5.4 of by-law no. 2014-022, as amended, a certified copy of which has been filed". Page 65 Attachment 2 to Report LGS-025-21 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 By-law 2021-OXX Being a by-law to amend the Boulevard By-law WHEREAS subsection 11(3) of the Municipal Act, 2001, S.O. 2001, c. 25, authorizes the Municipality to pass by-laws respecting highways under its jurisdiction; AND WHEREAS the Municipality has enacted a Boulevard By-law 2013-066 to regulate the use of the boulevard portion of highways under its jurisdiction; AND WHEREAS the Municipality wishes to make certain amendments to the Boulevard By-law 2013-066; NOW THEREFORE the Council of The Corporation of the Municipality of Clarington hereby enacts as follows: 1. Section 34 of By-law 2013-066 is revoked and replaced with the following: 5.4 Without limiting any other section of this By-law, every Person who contravenes any provision of this By-law is guilty of an offence and on conviction is liable to a fine in accordance with the Provincial Offences Act, R.S.O. 1990, c. P.33. 2. The following new section is added immediately after section 35 of By-law 2013-066 and all remaining sections of the by-law are renumbered accordingly: Schedules 36 The following Schedules are attached to and form an integral part of this by- law: Schedule "A" — Set Fines 3. By-law 2013-066 is amended by appending to it Schedule "A" of this Amending By- law. 4. This By-law shall be effective on the date that it is passed. Page 66 Passed in Open Council this XXt" day of XXXX, 2021 Adrian Foster, Mayor June Gallagher, Municipal Clerk Page 67 Schedule "A" MUNICIPALITY OF CLARINGTON PART I Provincial Offences Act By-law #2013-066, as amended: Boulevard By-law ITEM COLUMN 1 COLUMN 2 COLUMN 3 Short Form Wording Provision creating Set Fine or defining offence 1 Leaving unattended obstruction within a s. 16 $150.00 boulevard 2 Removal or damage of sidewalk or other s. 18 $500.00 improvement within a boulevard 3 Height of grass, turf or weeds in the s. 20(1) $150.00 boulevard in excess of 20 centimetres 4 Leaving unattended obstruction within a s. 22.2 $250.00 highway 5 Encumber or damage to a highway s. 22.3 $500.00 6 Removal, damage or destruction of a s. 28 $500.00 boulevard tree 7 Failure to comply with an order s. 31 $350.00 "NOTE: The penalty provision for the offences indicated above is section 34 of by-law no. 2013-066, as amended, a certified copy of which has been filed". '� PG.25.06 GG MUNICIPALITY OF CLARINGTON Joint Committee Meeting RESOLUTION # DATE: September 13, 2021 MOVED BY Councillor Zwart SECONDED BY Councillor Hooper Whereas the Ministry of Transportation, in cooperation with the Royal Canadian Legion, offers the opportunity for an Ontario Veteran Plate (i.e. "poppy plates") to be issued to any person who has honourably served in: • Served in the Canadian Armed Forces, including Reserve Forces, the forces of the Commonwealth, or its wartime allies; • Served in the Merchant Navy or Ferry Command during wartime; • Currently serving members of the Canadian Forces including Reserve Forces; • Served in NATO operations or as a member of United Nations peacekeeping force as a member of a Canadian police service; • Currently serving or retired members of the Royal Canadian Mounted Police; • Served in the Vietnam War in the forces of the United States or its allies during this war and who was a Canadian citizen at the time of such service. And whereas the Council of the Municipality of Clarington deems it appropriate to acknowledge the services of our veterans; Now therefore be it resolved that Staff be directed to prepare an amendment to the Traffic By-law 2014-059 to exempt vehicles bearing a Province of Ontario Veteran's plate, from the payment of parking fees, substantially as follows: The provisions of this by-law, regulating the payment of fees for parking meters on municipal roadways, shall not apply to persons in respect to parked vehicles bearing a valid authorized Province of Ontario Veteran Licence Plate. Page 69 MUNICIPALITY OF CLARINGTON JOINT COMMITTEE RESOLUTION # DATE September 13, 2021 MOVED BY Councillor Joe Neal SECONDED BY Councillor Janice Jones 11aIAV*001AyI21 bin @ V Clarington provide all necessary information to the MECP in order that they can give due consideration to ordering an Environmental Assessment for the anaerobic digester. Page 70 PG.25.06 GG MUNICIPALITY OF CLARINGTON Joint Committee Meeting RESOLUTION # DATE: September 13, 2021 MOVED BY Councillor Zwart SECONDED BY Whereas the Newcastle Community Hall will be celebrating their 100th anniversary in 2023; And whereas the Municipality of Clarington is supportive of this milestone; And whereas planning has begun for the anniversary and they are looking for certainty in the event planning process; Now therefore be it resolved that the Municipality of Clarington commits to holding the 2023 Mayor's Levy at the Newcastle Community Hall to help kick off their anniversary celebrations. 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: Joint Committees Date of Meeting: September 13, 2021 Report Number: FSD-040-21 Submitted By: Trevor Pinn, Director of Financial Services/Treasurer Reviewed By: Andrew C. Allison, CAO Resolution#: File Number: By-law Number: Report Subject: 2022 Budget Guidelines Recommendations: 1. That Report FSD-040-21 and any related communication items, be received; 2. That Staff prepare a draft budget with a target municipal increase of 3.95 per cent; 3. That Staff include within the draft budget requests for funding from external agencies up to a maximum of 3.30 per cent; 4. That the 2022 budget schedule, as outlined within Report FSD-040-21, be approved; 5. That all interested parties listed in Report FSD-040-21 and any delegations be advised of Council's decision. Page 72 Municipality of Clarington Report FSD-040-21 Report Overview Page 2 Council adopted a budget policy that guides the preparation of the annual operating and capital budgets process. The budget policy requires an annual report to Council to determine the target municipal levy change for the following year. This report meets that policy requirement. 1. Background Budget Policy 1.1 On June 10, 2019, Council approved a new Budget Policy which provides guidance on the creation and preparation of the annual operating and capital budgets. 1.2 As part of the policy, the Director of Financial Services/Treasurer is required to report to Council in September of each year with a report seeking guidance on the target municipal levy increase for the upcoming budget year. This report meets this policy requirement. 2. Economic and External Factors 2.1 The Municipality of Clarington's budget must take into consideration economic factors impacting the Municipality and local region, as well as the broader economic factors impacting all of Ontario and Canada. This section provides highlights on the economic factors impacting the development of the 2022 budget. Political Factors 2.2 An external factor which could impact the Municipality are pending political elections. When a change in government occurs there are potential changes in priorities which could impact the Municipality. Grant opportunities could become more favourable leading up to an election or may be stalled during the election process. The methodology of grants, being application or formula based, could also change with a change in government. 2.3 A federal election has been called for September 20, 2021. A significant amount of capital funding that the Municipality receives is through grants involving the Government of Canada, the approval of these pending applications could be impacted or completely cease depending on any changes to the mandate of the Government of Canada (or new Government of Canada). Page 73 Municipality of Clarington Page 3 Report FSD-040-21 2.4 The Province of Ontario is due to have an election on or before June 2, 2022. The Province has already passed a resolution indicating that an early election will not occur, given that the current government is a majority -government it is not anticipated that an early election will occur. Municipalities in Ontario are subject to Provincial legislation and receive significant grant opportunities (both operating and capital) through the Province or through a partnership of the Province and Federal government. Similarly, to a change in federal government, a change at the Provincial level could result in changes in funding priorities which have a direct impact on the Municipality. 2.5 Municipal elections are set for October 24, 2022 for all municipalities in the Province of Ontario. As municipal elections in Ontario are not party -based, the impact of a potential change in municipal councils on the Municipality's budget are harder to predict in the long-term. Canadian Economy 2.6 The Bank of Canada announced in it's July 2021 Monetary Policy Report, that the target rate of inflation of the consumer price index (CPI) remains at 2 per cent. The target is the midpoint of the 1 to 3 per cent control range that the Bank of Canada has set. 2.7 The Bank of Canada forecasts that economic growth, weak in the first half of 2021, will pick up strongly in the third quarter as the economy reopens. Consumption is expected to lead the rebound with increases in spending on transportation, recreation and the food and accommodation services. The Bank expects the economic recovery to be more broad -based and self-sustaining over the projection period. 2.8 The impact of the pandemic has been uneven on the economy, and a full and inclusive recovery is projected to take time. Broad immunity is assumed to be achieved in the third quarter of 2021 with a corresponding easing of public health restrictions by the end of the third quarter of 2021. 2.9 The Bank of Canada expects CPI to remain elevated throughout the rest of 2021 due to the temporary factors related to the pandemic. As the pandemic factors lessen in the second half of 2021 and into 2022, the Bank of Canada expects CPI to ease to about 2 per cent. This will then increase slightly in 2023 before returning in 2024. 2.10 The labour market is expected to continue to see a strong rebound in employment; however, expected changes in the economy which are more structural may result in some having longer periods of unemployment. 2.11 The Bank of Canada is expecting the Canadian economy to see a CPI increase in 2022 of 2.4 per cent (this is higher than the previous forecast of 1.9 per cent) and 2.2 per cent (this is lower than the previous forecast of 2.3 per cent) in 2023. Real Domestic Product Page 74 Municipality of Clarington Page 4 Report FSD-040-21 (RDP), an indicator of economic growth, is expected to be 3.8 per cent in 2022 and 3.1 per cent in 2023. 2.12 TD Economics, in their July Dollars and Sense, is predicting inflation to remain at 4 to 5 per cent through 2021 reducing to 3 per cent by the end of 2021. By the end of 2022, it is expected that inflation will be approximately 2.5 per cent. 2.13 The overnight target rate, currently at 0.25 per cent, is not expected to increase until the fourth quarter of 2023. This will continue to result in a low cost of borrowing, which is advantageous to the Municipality, but also a low interest income market. The interest rate on 10-year government bonds is expected to go from 1.39 per cent at Q2 2021 to 2.25 per cent starting in Q2 2022 and staying stable through the end of the year. 2.14 Overall, the expectation appears to be a hot recovery in the Canadian economy in the latter part of 2021 and into 2022; however, many of the economists assumptions are based on continued vaccination and immunity levels being reached in the third quarter of 2021. Ontario Economy 2.15 As part of their June 2021 Provincial Economic Forecast, TD Economics noted that the Province of Ontario was the one of the only provinces whose 2021 growth forecast was downgraded from the prior forecast. This was a result of the third wave in April and May, which was considered extremely harsh resulting in severe restrictions. The second factor, was production distortions in the auto sector owing to semi -conductor shortages were worse than assumed. This last factor is true for many industries as the global supply chain was disrupted by both COVID-19 and the Suez Canal blockage earlier this year. 2.16 TD still anticipates a strong rebound in the Ontario economy. Part of this anticipated growth is a result of the Province's "go-slow" approach to re -opening pushing activity into the second half of the year. The anticipated entrance into Stage 3, which loosened restrictions on retail and restaurants, was expected to grow the economy. 2.17 It is anticipated that the current spending by the Province will offer near term support, although it is expected that this will slow starting in 2022. Public capital investment is anticipated to increase both this year and next year. For the Municipality of Clarington, this may mean additional grants for capital investment. 2.18 TD Economics predicts a 5.4 per cent increase, year over year, in Real GDP in 2021 and 5.0 per cent in 2022. The unemployment rate is anticipated to go from 9.6 per cent in 2020 to 7.8 per cent in 2021 and down to 5.9 per cent in 2022. Page 75 Municipality of Clarington Report FSD-040-21 Page 5 2.19 Housing starts and pace of home renovations are expected to reduce from their 2020 and 2021 unusually high levels. This will have impact on future growth levels for the Municipality. While building permit revenues and development charges have been higher in 2020 and 2021, it is not likely sustainable at this level. Region of Durham Economy 2.20 Locally, the Oshawa CMA (which includes Oshawa, Whitby and Clarington) is expected to continue to see growth in real GDP of about 3.9 per cent in 2022 compared to 2021. Unemployment in the area is expected to decrease from 9.4 per cent in 2020 to 7.2 per cent in 2021 and 5.9 per cent in 2022. After 2022 it is anticipated to remain stable around 5.6 percent from 2023 to 2025. 2.21 The local CPI is anticipated, according to the Conference Board of Canada, to increase 2.45 per cent in 2022 compared to 2021. In 2023, the inflation is expected to be 2.1 per cent. The 2021 CPI is anticipated to end the year at 2.1 per cent, similar to the Bank of Canada's forecast, over 2020. 3. Budget Calendar Overview 3.1 The budget sets spending guidelines and priorities for the Municipality's operating year of January 1 to December 31. It is beneficial to pass the budget early in the year to allow staff sufficient time to complete the capital plan and adjusting operating priorities. 3.2 Historically, the Municipality has passed its budget between late January and mid March. In September 2019, Council amended the Budget Policy to include that the budget ratification shall be targeted for the second Council meeting of any given year. 3.3 The 2021 budget process saw the need to have additional time for both the Special GGC deliberation day as well as the Council ratification. In setting the 2022 dates, Staff from Financial Services and Legislative Services discussed having "spill -over" days already established to ensure that calendars for both Members of Council and Staff could be set. The general public also benefits from knowing when the ultimate decision on the budget will be made. The 2022 dates were included in the revised Council meeting schedule which was approved on July 5, 2021. Page 76 Municipality of Clarington Report FSD-040-21 2022 Key Dates 3.4 Based on the above, the 2021 budget calendar is as follows: October 15, 2021 12021 budget submissions from departments Page 6 October 29, 2021 �2023 to 2026 forecasts due from departments November 15, 2021 to Department Head meetings with Treasurer and November 26, 2021 CAO January 14, 2022 Release of draft budget book January 28, 2022 9:30am Special GGC Meeting — budget overview presentation and external agency presentations January 31, 2022 9:30am I Special GGC meeting — Budget deliberations February 4, 2022 9:30am I Special GGC meeting (if necessary) February 14, 2022 9:30am I Council meeting — budget ratification February 18, 2022 9:30am I Special Council meeting (if necessary) Page 77 Municipality of Clarington Page 7 Report FSD-040-21 Target Municipal Levy Increase Range Per Budget Policy 3.5 The Budget Policy outlined a range for tax levy increases based on a combination of the Consumer Price Index (CPI) and asset management requirements. 3.6 The low end of the range is set at 75 per cent of the CPI value plus 1.5 per cent as indicated in the asset management plan. 3.7 The high end of the range is set at 125 per cent of the CPI value plus 2.0 per cent as indicated in the asset management plan. 3.8 The July 2021 all items CPI was 3.50 per cent for Ontario. The following table outlines the Municipal Tax Levy increase range: 3.9 The July CPI reflects the increase in costs from July 2020 to July 2021, which included a recovery period from the first shut down. The recovery from the first shut down started in late June/early July and followed the significant drop in economic activity from March to June 2020. Therefore, whereas the 2020 July CPI was depressed because of the COVID-19 pandemic, this twelve month period is higher as a result of the recovery. Alternative Calculations 3.10 The COVID-19 pandemic had the result of a significant decrease economic activity from March to July (and even longer) of 2020. This resulted in 2020 there being a year over year change of 0 per cent, mainly a result of negative inflation in March to July 2020. As the economy recovered, the growth was higher than it normally would be as a result of the depressed months immediately after the start of the pandemic. This results in inflation numbers for 2021 which are likely higher than they otherwise would be as they included the recovery but not he negative numbers at the start of the pandemic. Page 78 Municipality of Clarington Page 8 Report FSD-040-21 3.11 In 2020 (for 2021), Staff recommended not using the calculation approved in the policy because the CPI was impacted significantly by the pandemic and was not reflective, in this case too low, of the inflationary factors that would impact the Municipality going forward. In 2021 (for 2022), Staff are again recommending not using the calculation approved in the policy because the CPI figures are impacted by COVID-19; however this time, it is felt that the inflationary indicators are too high for the cost likely to impact the Municipality in the following year. 3.12 Based on the economic forecasts for 2022 and the indisputable impact that the COVID- 19 pandemic had on the first seven months of 2020, the CPI on July 31, 2021, is not a reasonable indicator of the cost of living impact for the 2022 budget. CPI is not a true reflection of the costs of the Municipality as it is impacted by consumer goods, food and other items that are not typically purchased by municipalities. 3.13 The annual non-residential building construction price index for the Toronto area (which does not include the Municipality of Clarington in its catchment) had a June 30, 2020 to June 30, 2021 change of 7.7 per cent. The Ottawa -Gatineau figure was 10.1 per cent. The use of a building construction index could be considered a more reasonable indicator of inflationary pressures for the Municipality than the consumer price index. Similarly to the CPI, the year -over -year will be impacted by the recovery of COVID-19 from the first wave. 3.14 Some municipalities utilize a Municipal Price Index (MPI) as their inflationary index. An MPI is determined by each municipality, there isn't a Statistics Canada index, based on their specific mix of goods and services purchased by the municipality. A drawback to this method is that it is not publicly available and requires staff to calculate the index manually. The City of Toronto has created a MPI calculation framework, for the years 2016 and 2017 the MPI was higher than CPI by 0.7 to 1.0 per cent. Recommended Target 3.15 Staff recommend, again for 2022, that the impacts of the pandemic necessitate a departure from the approved budget policy as there has been an extraordinary event that has depressed CPI in 2020 resulting in an inflated result in 2021. 3.16 Staff are recommending that the inflationary factor for the determination of the budget target be based on the Bank of Canada's forecast for CPI for 2022 of 2.2 per cent. Staff continue to recommend that the asset management factor of 1.5 per cent to 2.00 per cent be maintained to ensure that necessary capital investments can be undertaken in future years, capital investment is also a strong economic stimulus that will help the local economy in the post pandemic recovery. 3.17 The target be the mid -point of the range, this would indicate a target of 3.95 per cent which would include 1.75 per cent specifically to capital related costs. Page 79 Municipality of Clarington Report FSD-040-21 Page 9 3.18 Based on the 2021 municipal levy of $65,368,552, the target would provide approximately $1.4 for operating expenses (including transfers to reserves and reserve funds, and debt servicing payments) and $1.1 million for capital expenses; this would be in addition to new growth in assessment (NOT market growth which does not have an effect on the tax levy). 3.19 The Budget Policy also outlines that external agencies are limited to an increase of 150 per cent of the CPI. Therefore, for the 2022 taxation year, external agencies are capped at a maximum 5.25 per cent increase per the policy. Staff would recommend that 3.30 per cent be used for external agencies. 4. Key Assumptions for 2022 Levels of Service 4.1 Staff are not, unless otherwise directed by Council, anticipating changes in the level of service to taxpayers and stakeholders of the Municipality of Clarington. There are no new services anticipated and no planned service eliminations. Certain services may be reduced due to demand related to COVID-19 but these are user fee supported programs. 4.2 While there are no anticipated changes in levels of service, there will be a report in the fall of 2021 regarding the long-term vision and roadmap for financial sustainability of hall boards, as previously directed by Council. There may be some additional costs associated with this roadmap; however, it is not anticipated that there will be changes to the level of services provided by these hall boards and arena boards. COVID-19 Impact 4.3 The current assumptions leading into 2022 will be that Community Services will see a slower first half of the year as a result of public health restrictions on facilities and rentals which should stabilize by the second half of 2022. Staff are not anticipating ever returning to the way in which we operated prior to COVID-19; however, it is anticipated that new levels of normal demand and operating costs will stabilize in the latter part of 2022. 4.4 Anticipated operating pressures include maintaining lifeguards while there could be reduced capacity for public swims, lower class sizes for aquatics and fitness programs to ensure social distancing. We anticipate that cleaning of our facilities will continue to be at standards not in place prior to COVID-19 and required personal protective equipment that may not have been standard prior to the pandemic. '� Municipality of Clarington 10 Report FSD-040-21 Page 4.5 The Planning and Development Services Department anticipates building and development levels to maintain at existing levels into 2022 thanks to the adoption of the secondary plans in 2020 and 2021 and the current housing demands in the Region. 4.6 It is not anticipated that COVID-19 will have an impact on other departments into 2022. 5. Concurrence Not Applicable. 6. Conclusion It is respectfully recommended that guidance on the target tax levy increase and any other changes to level of service be provided to allow Staff to prepare a draft 2022 Operating and Capital Budget which best meets the expectations of Council for deliberation. Staff Contact: Trevor Pinn, Director of Financial Services/Treasurer, 905-623-3379 ext. 2602, tpinn _clarington.net Attachments: Not Applicable Interested Parties: There are no interested parties to be notified of Council's decision. Page 81 Clarington Staff Report If this information is required in an alternate accessible format, please contact the Accessibility Coordinator at 905-623-3379 ext. 2131. Report To: General Government Committee Date of Meeting: September 27, 2021 Report Number: FSD-041-21 Submitted By: Trevor Pinn, Director of Financial Services/Treasurer Reviewed By: Andrew C. Allison, CAO By-law Number: File Number: Resolution#: Report Subject: Award of Contracts During Council Recess Recommendation: 1. That Report FSD-041-21 be received for information. Page 82 Municipality of Clarington Report FSD-041-21 Report Overview To report to Council on the contracts awarded during Council recess. 1. Background Page 2 1.1 During periods when Council is in recess, provision has been made for the approval of contract awards in order to continue with business as usual. During the summer recess of 2021 there were five contract awards that would normally necessitate a report to Council. 2. Comments 2.1 In accordance with Purchasing By -Law 2015-022 S. 73 (2), the following contracts were awarded during the Council Recess: PS Report# Contract# Description PS-009-21 CL2021-17 2021 Pavement Rehabilitation PS-010-21 CL2021-21 Supply and Deliver Liquid Magnesium Chloride with Rust Inhibitor PS-011-21 CL2021-22 Bloor Street Multi -Use Path PS-012-21 CL2021-16 Replacement of Culverts at Multiple Locations PS-013-21 CL2021-19 Lake Road Extension 2.2 A copy of the recommending Purchasing Services Reports for the above noted projects are attached as Attachments. 3. Concurrence Not Applicable. 4. Conclusion The actions taken by Staff as documented in the attached Report Memos be provided for Council's information. Page 83 Municipality of Clarington Report FSD-041-21 Staff Contact: David Ferguson, Purchasing Manager, 905-623-3379 ext. 2209 or dferguson@clarington.net Attachments: Attachment 1 - PS-009-21 2021 Pavement Rehabilitation Page 3 Attachment 2 - PS-010-21 Supply and Deliver Liquid Magnesium Chloride with Rust Inhibitor Attachment 3 - PS-011-21 Bloor Street Multi -Use Path Attachment 4 - PS-012-21 Replacement of Culverts at Multiple Locations /_ .. uTTaii%'�Y•�17�EC1S►�i■ 1TMV: _5 1=imI i1 Interested Parties: There are no interested parties to be notified of Council's decision. Attachment 1 to FSD-041-21 Report Purchasing Services If this information is required in an alternate accessible format, please contact the Accessibility Coordinator at 905-623-3379 ext. 2131. Report To: PS Reports - CAO Approve Only Report Number: Purchasing Services-009-21 Report Date: July 23, 2021 Submitted By: David Ferguson, Purchasing Manager Reviewed By: Andrew C. Allison, CAO File Number: CL2021-17 Report Subject: 2021 Pavement Rehabilitation Summer Recess Procedure (Purchasina By -Law 2015-022 S.73) Recommendations: It is respectfully recommended to the Chief Administrative Officer the following: That Coco Paving Inc. with a bid in the amount of $1,178,929.58 (Net HST Rebate) being the lowest compliant bidder meeting all terms, conditions and specifications of Tender CL2021-17 be awarded the contract for the 2021 Pavement Rehabilitation as required by the Public Works Department; and 2. That the total funds required in the amount of $1,310,000.00 (Net HST Rebate) includes the construction cost of $1,178,929.58 (Net HST Rebate) and other costs such as geotechnical investigation, material testing, inspection and contract administration, permits, and contingencies in the amount of $131,070.42 is in the approved budget allocation as provided and will be funded from the following account: Description Account Number Amount Pavement Rehabilitation - 2021 110-36-330-83212-7401 $360,000 OCIF 110-36-330-83212-7401 950,000 Page 85 Municipality of Clarington Report Purchasing Services-009-21 1. Background Page 2 1.1 Tender specifications for the replacement of the asphalt road surface or pavement preservation treatments and associated repairs for various municipal locations were prepared by the Public Works Department and provided to the Purchasing Services Division. 1.2 Tender CL2021-17 was prepared and issued by the Purchasing Services Division. The tender was posted electronically on the Municipality's website. Notification of the availability of the document was also posted on the Ontario Public Buyers Association's website. 1.3 In view of the Summer Council Recess, authorization is requested to award the above contract in accordance with Purchasing By -Law #2015-022, Part 2 Section 73, Council Recess Procedures. 2. Analysis 2.1 The tender closed June 25, 2021. 2.2 Fifteen companies downloaded the tender document. Three submissions were received by the stipulated closing time. 2.3 The Municipality contacted the twelve companies who downloaded the tender documents but did not respond to inquire as to why they chose not to submit a bid. Their responses are as follows: • One company was an association for distributing the tender document to its members; • Two companies advised that after reviewing the document they were not able to take on the project due to their current workload; • One company advised that after reviewing the documents they realised that the work was outside of their scope; • Three companies advised that they downloaded the document with the interest of being a sub -contractor for the project; and • Five companies contacted did not respond to the Municipality's request for information. 2.4 The three bids received were reviewed and tabulated by the Purchasing Services Division (see Attachment 1). All submissions were deemed compliant. '� Municipality of Clarington Page 3 Report Purchasing Services-009-21 2.5 The bid results were forwarded to the Public Works Department for their review and consideration. 2.6 After review, analysis and discussions, it was mutually agreed by the Public Works Department and the Purchasing Services Division that the low bidder, Coco Paving Inc., be recommended for the award of tender CL2021-17. 2.7 Coco Paving Inc. has successfully completed work for the Municipality in the past, therefore no reference checks were completed. 3. Financial 3.1 The total funds required in the amount of $1,310,000.00 (Net HST Rebate) includes the construction cost of $1,178,929.58 (Net HST Rebate) and other costs such as geotechnical investigation, material testing, inspection and contract administration, permits, and contingencies in the amount of $131,070.42 is in the approved budget allocation as provided and will be funded from the following accounts: Description Account Number Amount Pavement Rehabilitation - 2021 110-36-330-83212-7401 $360,000 OCIF 110-36-330-83212-7401 950,000 4. Concurrence This report has been reviewed by the Director of Public Works who concurs with the recommendations. 5. Conclusion It is respectfully recommended that Coco Paving Inc. being the lowest compliant bid be awarded the contract for the 2021 Pavement Rehabilitation in accordance with all the terms, conditions specifications, and drawings of tender CI-2021-17. Staff Contact: David Ferguson, Purchasing Manager, 905-623-3379 ext. 2209 or dferguson@clarington.net. Attachments: Attachment 1 — Bid Summary Page 87 Municipality of Clarington Report Purchasing Services-009-21 Attachment 1 — Bid Summary Page 4 Municipality of Clarington CL2O21-17 2021 Pavement Rehabilitation Bid Summary BIDDER Total Bid TOTAL BID (including HST) (Net HST Rebate) Coco Paving Inc. $1,309,149.39 $1,178,929.58 D.Crupi & Sons Limited 1,378,738.41 1,241,596.65 Dig -Con International Ltd. 1,665,715.82 1,500,028.69 Attachment 2 to FSD-041-21 Clarftwn Report Purchasing Services If this information is required in an alternate accessible format, please contact the Accessibility Coordinator at 905-623-3379 ext. 2131. Report To: PS Reports - CAO Approve Only Report Number: Purchasing Services-010-21 Report Date: August 11, 2021 Submitted By: David Ferguson, Purchasing Manager Reviewed By: Andrew C. Allison, CAO File Number: CL2021-21 Report Subject: Supply and Deliver Liquid Magnesium Chloride with Rust Inhibitor Summer Recess Procedure (Purchasing By -Law 2015-022 S.73) Recommendations: It is respectfully recommended to the Chief Administrative Officer the following: 1. That Innovative Surface Solutions Canada with an estimated total bid amount of $284,000 (Net HST Rebate) for the initial three-year term, being the lowest compliant bidder meeting all terms, conditions and specifications of CL2021-21 be awarded the contract for the Supply and Delivery of Liquid Magnesium Chloride with Rust Inhibitor as required by the Public Works Department; 2. That pending satisfactory performance, the Purchasing Manager, in consultation with the Director of Public Works, be given the authority to extend the contract for this service for up to two additional one-year terms; and 3. The estimated funding required for the initial three-year terms is $284,000 (Net HST Rebate). The estimated funding required for the first -year term is $94,700 (Net HST Rebate) and is in the 2021 approved budget allocation as provided. The estimated funding required for the second and third -year terms will be included in future budget accounts. The funding required for the initial one-year term will be funded from the following account: Description Account Number Amount Winter Maintenance — Misc. Op Expense 100-36-383-10300-7112 $94,700 Municipality of Clarington Report PSD-010-21 1. Background Page 2 1.1 Tender specifications for the Supply and Delivery of Liquid Magnesium Chloride with Rust Inhibitor was prepared by the Public Works Department and provided to the Purchasing Services Division. Liquid Magnesium Chloride with Rust Inhibitor is mixed with sand and salt at all three Public Works depots and used for road de-icing operations as required for the winter season. 1.2 Tender CL2021-21 was issued by the Purchasing Services Division and advertised electronically on the Municipality's website. Notification of the availability of the document was also posted on the Ontario Public Buyer's Association website. 1.3 In view of the Summer Council Recess, authorization is requested to award the above contract in accordance with Purchasing By -Law #2015-022, Part 2 Section 73, Council Recess Procedures. 2. Analysis 2.1 The tender closed on July 15, 2021. 2.2 Four plan takers downloaded the tender document. Two submissions were received by the stipulated closing time. 2.3 One company who downloaded the tender document but chose not to submit a bid was a construction association and the second company did supply material that met tender specifications. 2.4 The bids were reviewed and tabulated by the Purchasing Services Division (see Attachment 1) and all bids were deemed compliant. The results were forwarded to the Public Works Department for their review and consideration. 2.5 After review and analysis by the Public Works Department and the Purchasing Services Division, it was mutually agreed that the low compliant bidder, Innovative Surface Solutions Canada be recommended for the award of tender CL2021-21. 2.6 Innovative Surface Solutions Canada has satisfactorily provided service to the Municipality of Clarington in the past and references did not need to be checked. 3. Financial 3.1 The estimated funding required for the initial three-year term is $284,000 (Net HST Rebate). The estimated funding required for the first -year term is $94,700(Net HST Rebate) and is in the 2021 approved budget allocation as provided. The estimated Page 90 Municipality of Clarington Page 3 Report PSD-010-21 funding required for the second and third -year terms will be included in future budget accounts. The funding required for the initial one-year term will be funded from the following account: Description Account Number Amount Winter Maintenance — Misc. Op Expense 100-36-383-10300-7112 $94,700 3.2 Unit pricing submitted for the Supply and Delivery of Liquid Magnesium Chloride with Rust Inhibitor is to remain firm for the first year of the contract The annual quantity is an estimated requirement only and payment is based on the actual goods received. As the contract is extended for additional years, the unit prices would be adjusted on the anniversary date of the contract award by the annual percentage change in the most recent issuance of the Consumer Price Index (CPI), All Items, Ontario as published by Statistics Canada and the pricing will remain firm for the contract year. 3.3 The total estimated contract for three years plus two optional years is approximately $473,500 (Net HST Rebate). 4. Concurrence This report has been reviewed by the Director of Public Works who concurs with the recommendations. 5. Conclusion It is respectfully recommended that Innovative Surface Solutions Canada being the lowest compliant bidder be awarded the contract for the supply and delivery of liquid magnesium chloride per the terms and conditions of CL2021-21. Staff Contact: David Ferguson, Purchasing Manager, 905-623-3379 ext. 2209 or dferguson@clarington.net. Attachments: Attachment 1 — Bid Summary Page 91 Municipality of Clarington Report PSD-010-21 Attachment 1 Municipality of Clarington Summary of Bid Results Tender CL2021-21 Page 4 Supply and Delivery of Liquid Magnesium Chloride with Rust Inhibitor Three -Year Potential Five -Year Bidder Total Bid Total Bid Net HST Rebate Net HST Rebate Innovative Surface Solutions Canada $283,986.72 $473,311.20 Miller Paving Limited 311,640.51 519,400.85 Page 92 Clarftwn Attachment 3 to FSD-041-21 Report Purchasing Services If this information is required in an alternate accessible format, please contact the Accessibility Coordinator at 905-623-3379 ext. 2131. Report To: PS Reports - CAO Approve Only Report Number: Purchasing Services-011-21 Report Date: August 23, 2021 Submitted By: David Ferguson, Purchasing Manager Reviewed By: Andrew C. Allison, CAO File Number: CL2021-22 Report Subject: Bloor Street Multi -Use Path Summer Recess Procedure (Purchasin Recommendations: -law 2015-022 S.73 It is respectfully recommended to the Chief Administrative Officer the following: That Dig -Con International Ltd. with a bid amount of $437,086.22 (Net HST Rebate) being the lowest bidder meeting all terms, conditions and specifications of CL2021-22 be awarded the contract for the completion of the Bloor Street Multi -Use Path as required by the Public Works Department; 2. That the funds required for this project in the amount of $518,862.17 (Net HST Rebate) includes the construction cost of $437,086.22 (Net HST Rebate) and other costs such as design, material testing, utility relocations, and contingencies in the amount of $81,775.95 is in the approved budget allocation as provided and will be funded from the following accounts: Description Account Number Amount Pavement Rehabilitation Program (OMCC) 110-36-330-83212-7401 $223,319.00 Pavement Rehabilitation Program (Municipality of Clarington) 110-36-330-83212-7401 55,830.00 Region of Durham RCP Cost Sharing 110-36-330-83212-7402 239,714.00 Page 93 Municipality of Clarington Page 2 Report Purchasing Services-011-21 1. Background 1.1 The Municipality of Clarington requires the services of a qualified company to complete the construction of a 3.Om asphalt multi -use path on Bloor Street West between Townline Road South and Prestonvale Road. 1.2 Tender specifications were prepared and provided by the Public Works Department. 1.3 Tender CL2021-22 was prepared and issued by the Purchasing Services Division. The tender was posted electronically on the Municipality's website and notification of the availability of the document was also posted on the Ontario Public Buyers Association's website. 1.4 In view of the Summer Council Recess, authorization is requested to award the above contract in accordance with Purchasing By -Law #2015-022, Part 2 Section 73, Council Recess Procedures. 2. Analysis 2.1 The tender closed on August 17, 2021. 2.2 Twenty-three companies downloaded the tender document. Six submissions were received by the stipulated closing time. 2.3 The Municipality contacted the seventeen companies who downloaded the tender documents but did not respond to inquire as to why they chose not to submit a bid. Their responses are as follows: • One company was an association for distributing the tender document to its members; • Four companies advised that after reviewing the document they were not able to take on the project due to their current workload; • Three companies advised that after reviewing the documents they realised that the work was outside of their scope; • Six companies advised that they downloaded the document with the interest of being a sub -contractor for the project; and • Three companies contacted did not respond to the Municipality's request for information. 2.4 The six submissions received were reviewed and tabulated by the Purchasing Services Division (see Attachment 1). All submissions were deemed compliant. Page 94 Municipality of Clarington Page 3 Report Purchasing Services-011-21 2.5 The bid results were forwarded to the Public Works for their review and consideration. 2.6 After review, analysis, and discussions it was mutually agreed by the Public Works Department and the Purchasing Services Division that the low bidder, Dig -Con International Ltd. be recommended for the award of tender CL2021-22. 2.5 Dig -Con International Ltd. has successfully worked with the Municipality in the past and therefore no reference checks were completed. 3. Financial 3.1 The Bloor Street Multi -Use Path project was one of eight approved projects for the Ontario Municipal Commuters Cycling (OMCC) Program in which the Municipality received funding for in 2018. OMCC funding can be used to cover up to 80% of eligible costs for approved projects and the Municipality is required to fund the remaining 20% of eligible costs and all ineligible costs, as described in the Transfer Payment Agreement. It is anticipated that approximately $223,000 of OMCC funding will be utilized for this project. The remaining 20% of costs, estimated to be approximately $56,000, will be funded from the tax levy portion of the Pavement Rehabilitation Program as shown below. 3.2 Bloor Street West between Townline Road and Prestonvale Road in Courtice is under Regional jurisdiction (Regional Road 22). Therefore, this project falls within the cost sharing and funding formula of the current Region of Durham Cycling Plan (RCP). Based on the funding formula, the Region of Durham will be responsible for funding approximately $240,000, as shown below. 3.3 The total funds required for this project in the amount of $518,862.17 (Net HST Rebate) includes the construction cost of $437,086.22 (Net HST Rebate) and other costs such as design, material testing, utility relocations, and contingencies in the amount of $81,775.95 is in the approved budget allocation as provided and will be funded from the following accounts: Description Account Number Amount Pavement Rehabilitation Program 110-36-330-83212-7401 $223,319.00 (OMCC) Pavement Rehabilitation Program 110-36-330-83212-7401 55,830.00 (Municipality of Clarington) Page 95 Municipality of Clarington Report Purchasinq Services-011-21 Page 4 Description Account Number Amount Region of Durham RCP Cost Sharing 110-36-330-83212-7402 239,714.00 4. Concurrence This report has been reviewed by the Director of Public Works and the Director of Financial Services/Treasurer who concur with the recommendations. 5. Conclusion It is respectfully recommended that Dig -Con International Ltd. being the lowest compliant bid be awarded the contract for the replacement of culverts at multiple locations in accordance with all the terms, conditions and specifications of tender CL2021-22. Staff Contact: David Ferguson, Purchasing Manager, 905-623-3379 ext. 2209 or dferguson@clarington.net. Attachments: Attachment 1 — Bid Summary Municipality of Clarington CL2021-22 Bloor Street Mult-Use Path BIDDER Total Bid TOTAL BID (including HST) (Net HST Rebate) Dig -Con International Ltd. $485,365.00 $437,086.22 Broz Excavating 493,377.85 444,302.04 Page 96 Municipality of Clarington Report Purchasing Services-011-21 Page 5 BIDDER Total Bid (including HST) TOTAL BID (Net HST Rebate) Blackstone Paving and Construction Ltd. 542,142.81 488,216.39 CSL Group Ltd. 552,425.64 497,476.40 Real Landscaping Plus Inc. 572,246.83 515,325.99 Ashland Construction Group Ltd. 574,492.00 517,347.84 Page 97 Attachment 4 to FSD-041-21 Report Purchasing Services If this information is required in an alternate accessible format, please contact the Accessibility Coordinator at 905-623-3379 ext. 2131. Report To: PS Reports - CAO Approve Only Report Number: Purchasing Services-012-21 Report Date: August 23, 2021 Submitted By: David Ferguson, Purchasing Manager Reviewed By: Andrew C. Allison, CAO File Number: CL2021-16 Report Subject: Replacement of Culverts at Multiple Locations Summer Recess Procedure (Purchasina By -Law 2015-022 S.73 Recommendations: It is respectfully recommended to the Chief Administrative Officer the following: That Nick Carchidi Excavating Ltd. with a bid amount of $1,961,838.42 (Net HST Rebate) being the lowest bidder meeting all terms, conditions and specifications of CL2021-16 be awarded the contract for the completion of the culvert replacements at various locations as required by the Public Works Department; 2. That the funds required for this project in the amount of $2,463,263.67 (Net HST Rebate) includes the construction cost of $1,961,838.42 (Net HST Rebate) and other costs such as design, material testing, utility daylighting, permit fees, inspection and contract administration and contingencies in the amount of $501,425.25 is in the approved budget allocation as provided and will be funded from the following account: Description Account Number Amount Structure Rehabilitation Program 110-36-330-83275-7401 $2,463,263.67 Municipality of Clarington Page 2 Report Purchasing Services-012-21 1. Background 1.1 This request was for the replacement of culverts within the Municipality of Clarington at the following locations: • Culvert 095501 — Somerville Drive, between Station Street and Highway 115/35 at Orono Creek Tributary Crossing • Culvert 098509 — Concession Road, 1 east of Lancaster Road at Bouchette Point Creek Tributary Crossing • Culvert 098510 — Concession Road 1 east of Elliott Road at Port Granby Creek Tributary Crossing • Structure 098557 — Jaynes Road, north of Lakeshore Road at Bouchette Point Creek • Culvert 099527 — Gibbs Road, south of Concession Road 7 at Soper Creek Tributary Crossing • Structure 099534 — Middle Road, north of Concession Road 7 at Bowmanville Creek Tributary Crossing 1.2 Tender specifications were prepared and provided by the Public Works Department. 1.3 Tender CL2021-16 was prepared and issued by the Purchasing Services Division. The tender was posted electronically on the Municipality's website and notification of the availability of the document was also posted on the Ontario Public Buyers Association's website. 1.4 In view of the Summer Council Recess, authorization is requested to award the above contract in accordance with Purchasing By -Law #2015-022, Part 2 Section 73, Council Recess Procedures. 2. Analysis 2.1 The tender closed on August 13, 2021. 2.2 Thirty-seven companies downloaded the tender document. Six submissions were received by the stipulated closing time. 2.3 The Municipality contacted the thirty-one companies who downloaded the tender documents but did not respond to inquire as to why they chose not to submit a bid. Their responses are as follows: • One company was an association for distributing the tender document to its members; Page 99 Municipality of Clarington Report Purchasing Services-012-21 Page 3 • Six companies advised that after reviewing the document they were not able to take on the project due to their current workload; • Eight company advised that after reviewing the documents they realised that the work was outside of their scope; • Eight companies advised that they downloaded the document with the interest of being a sub -contractor for the project; and • 11 companies contacted did not respond to the Municipality's request for information. 2.4 The six submissions received were reviewed and tabulated by the Purchasing Services Division (see Attachment 1). All submissions were deemed compliant. 2.5 The bid results were forwarded to the Public Works for their review and consideration. 2.6 After review, analysis and discussions it was mutually agreed by the Public Works Department and the Purchasing Services Division that the low bidder, Nick Carchidi Excavating Ltd. be recommended for the award of tender CL2021-16. 2.5 Nick Carchidi Excavating Ltd. has successfully worked with the Municipality in the past and therefore no reference checks were completed. 3. Financial 3.1 That the funds required for this project in the amount of $2,463,263.67 (Net HST Rebate) includes the construction cost of $1,961,838.42 (Net HST Rebate) and other costs such as design, material testing, utility daylighting, permit fees, inspection and contract administration and contingencies in the amount of $501,425.25 is in the approved budget allocation as provided and will be funded from the following account: Description Account Number Amount Structure Rehabilitation Program 110-36-330-83275-7401 $2,463,264.00 4. Concurrence This report has been reviewed by the Director of Public Works and the Director of Financial Services/Treasurer who concur with the recommendations. Page100 Municipality of Clarington Report Purchasinq Services-012-21 5. Conclusion Page 4 It is respectfully recommended that Nick Carchidi Excavating Ltd. being the lowest compliant bid be awarded the contract for the replacement of culverts at multiple locations in accordance with all the terms, conditions and specifications of tender CL2021-16. Staff Contact: David Ferguson, Purchasing Manager, 905-623-3379 ext. 2209 or dferguson@clarington.net. Attachments: Attachment 1 - Bid Summary Municipality of Clarington CL2021-16 Replacement of Culverts - Multiple Locations BIDDER Total Bid (Including HST) TOTAL BID (Net HST Rebate) Nick Carchidi Excavating Ltd. $2,178,535.20 $1,961,838.42 Dufferin Construction Company 2,509,669.77 2,260,035.36 Coco Paving Inc. 3,079,924.07 2,773,567.02 Trisan Construction 3,485,333.27 3,138,650.56 Dig -Con International Ltd. 3,568,575.60 3,213,612.85 Boyle Excavating Ltd. 4,708,594.17 4,240,234.89 Page 101 Attachment 5 to FSD-041-21 Clarftwn Report Purchasing Services If this information is required in an alternate accessible format, please contact the Accessibility Coordinator at 905-623-3379 ext. 2131. Report To: PS Reports - CAO Approve Only Report Number: Purchasing Services-013-21 Report Date: August 31, 2021 Submitted By: David Ferguson, Purchasing Manager Reviewed By: Andrew C. Allison, CAO File Number: CL2021-19 Report Subject: Lake Road Extension Summer Recess Procedure (Purchasing By -Law 2015-022 S.73) Recommendations: It is respectfully recommended to the Chief Administrative Officer the following: That Montgomery MacEwen Contracting Limited with a bid amount of $1,028,089.93 (Blended HST Rate) being the lowest bidder meeting all terms, conditions and specifications of tender CL2021-19 be awarded the contract for the Lake Road Extension as required by the Public Works Department; 2. That the total project funds required for this project in the amount of $1,459,700.00 (Blended HST Rate) includes the construction cost of $1,028,089.93 (Blended HST Rate) and other costs such as design, contract administration, inspection, material testing, utility relocation, contingency and blended HST costs in the amount of $431,610.07 (Blended HST Rate) is in the approved budget allocation as provided and will be funded from the following account: Description Account Number Amount Lake Road Extension (Net HST) 110-32-330-83422-7401 $768,700.00 Lake Road Extension — Roads Contribution Reserve Fund (Net HST) 110-32-330-83422-7403 148,000.00 Lake Road Extension — Developer Recovery (Full HST) 110-32-330-83422-7403 543,000.00 Page102 Municipality of Clarington Page 2 Report Purchasing Services-013-21 3. That the final execution of the contract award and issuance of a purchase order will be contingent on the Municipality receiving the applicable developer recovery cost share funding up front from Mettrum (through the Road Transfer Agreement — dated October 3, 2017) and developer recovery funding from Schleiss Development Co. Ltd. for the works under the Oceanfront Development Limited - South Bowmanville Industrial Park - 18T- 87056 — subdivision. Page103 Municipality of Clarington Report Purchasinq Services-013-21 1. Background Page 3 1.1 This project is for the completion of the extension of Lake Road from the current terminus approximately 400m east of Lambs Road to Bennett Road. The scope also includes the paving of surface asphalt and granular shouldering on Lake Road from Lambs Road to the current terminus 400m east of Lambs Road. 1.2 Tender specifications were prepared and provided by the Public Works Department and D.G. Biddle and Associates Ltd. 1.3 Tender CL2021-19 was prepared and issued by the Purchasing Services Division. The tender was posted electronically on the Municipality's website and notification of the availability of the document was also posted on the Ontario Public Buyers Association's website. 1.4 In view of the Summer Council Recess, authorization is requested to award the above contract in accordance with Purchasing By -Law #2015-022, Part 2 Section 73, Council Recess Procedures. 2. Analysis 2.1 The tender closed on July 21, 2021. 2.2 Thirty companies downloaded the tender document. Seven submissions were received by the stipulated closing time. 2.3 The seven submissions received were reviewed and it was determined that one submission was non -complaint as not all line item pricing on the Tender Form were completed. The other six submissions were deemed to be compliant, and their bids were tabulated by the Purchasing Services Division (see Attachment 1). 2.4 The bid results were forwarded to the Public Works for their review and consideration. 2.5 After review, analysis, and discussions it was mutually agreed by the Public Works Department and the Purchasing Services Division that the low bidder Montgomery MacEwen Contracting Limited be recommended for the award of tender CL2021-19. 2.6 Montgomery MacEwen Contracting Limited has successfully worked with the Municipality in the past but on a smaller contract. Reference checks were completed and were deemed satisfactory. Page 104 Municipality of Clarington Page 4 Report Purchasing Services-013-21 2.7 The Municipality contacted the twenty-three companies who downloaded the tender documents but did not respond to inquire as to why they chose not to submit a bid. Their responses are as follows: • One company was an association for distributing the tender document to its members; • Three company advised that after reviewing the document they were not able to take on the project due to their current workload; • Six companies advised that they downloaded the document with the interest of being a sub -contractor for the project; and • 13 companies contacted did not respond to the Municipality's request for information. 3. Financial 3.1 The total funds required for this project in the amount of $1,459,700.00 (Blended HST Rate) includes the construction cost of $1,028,089.93 (Blended HST Rate) and other costs such as design, contract administration, inspection, material testing, utility relocation, contingency and blended HST costs in the amount of $431,610.07 (Blended HST Rate) is in the approved budget allocation as provided and will be funded from the following account: Description Account Number Amount Lake Road Extension (Net HST) 110-32-330-83422-7401 $768,700.00 Lake Road Extension — Roads Contribution Reserve Fund (Net HST) 110-32-330-83422-7403 148,000.00 Lake Road Extension — Developer Recovery (Full HST) 110-32-330-83422-7403 543,000.00 3.2 Final execution of the contract award and issuance of a purchase order will be contingent on the Municipality receiving the applicable developer recovery cost share funding up front from Mettrum (through the Road Transfer Agreement — dated October 3, 2017) and developer recovery funding from Schleiss Development Co. Ltd. for the works under the Oceanfront Development Limited - South Bowmanville Industrial Park - 18T-87056 — subdivision. 4. Concurrence This report has been reviewed by the Director of Public Works and the Director of Financial Services/Treasurer who concur with the recommendations. Page 105 Municipality of Clarington Report Purchasinq Services-013-21 5. Conclusion Page 5 It is respectfully recommended that Montgomery MacEwen Contracting Limited being the lowest compliant bid be awarded the contract for the extension of Lake Road in accordance with all the terms, conditions, and specifications of tender CL2021-19. Staff Contact: David Ferguson, Purchasing Manager, 905-623-3379 ext. 2209 or dferguson@clarington.net. Attachments: Attachment 1 — Bid Summary Page106 Municipality of Clarington Report Purchasing Services-013-21 Attachment 1 — Bid Summary Page 6 Municipality of Clarington CL2021-19 Lake Road Extension BIDDER Total Bid (Including HST) TOTAL BID (Blended HST Rate) Montgomery MacEwen Contracting $1,093,970.26 $1,028,089.93 II Coco Paving Inc. $1,194,760.87 $1,122,589.03 I Dufferin Construction Co. $1,341,061.40 $1,260,591.09 Blackstone Paving & Construction Ltd. $1,363,619.03 $1,281,038.53 Ashland Construction Group Ltd. $1,539,917.67 $1,442,322.26 J. Hoover Ltd. $1,701,158.78 $1,600,463.08 Dig -Con International Ltd. Non -Compliant Page107 C14rington Memo If this information is required in an alternate format, please contact the Accessibility Co-ordinator at 905-623-3379 ext. 2131 To: David Ferguson, Purchasing Manager From: Robert Brezina, Capital Works Engineer Date: July 28, 2021 Subject: CL2021-19 — Lake Road Extension File: CRC.Lake Rd3.1 The Public Works Department has reviewed the submissions for CL2021-19 and offers the following comments. Road Limits Description Lake Road From the existing Lake Road Construction of a new rural Extension terminus located approx. 400m west road section connecting Lake of Bennett Road to Bennett Road Road to Bennett Road including streetlighting, watermain and sanitary sewer adjustments, intersection improvements, utility relocations This project is to funded in part by developer recovery funding The low bidder on this contract was Montgomery MacEwen Contracting Limited. The Purchasing Department is presently conducting reference checks and no concerns are expected. However, should concerns arise during this review process, Public Works will revisit its recommendation for contract award. Barring any concerns, we recommend award of the contract to Montgomery MacEwen Contracting Limited in the amount of $1,093,970.26 inclusive of HST, or $1,028,089.93 with blended HST rebate. A total contingency amount of approximately 13.5% of construction costs is required for this project, based on past experience. The tender includes provisional items that equal approximately 3.5% of the construction cost, so 10.0% of construction costs have been Page 11 The Corporation of the Municipality of Clarington 40 Temperance Street, Bowmanville ON L1 C 3A6 1 905-623-3379 Page108 File No.: CRC.Lake Rd3.1 carried to bring the contingency to the required 13.5%. Therefore, including other costs such as design, contract administration, inspection, material testing, utility relocation, contingency and blended HST costs, the Public Works Department advises of the following funding: Construction (blended HST) (Based on Low Bid) $1,028,089.93 Other costs (blended HST) $431,610.07 Total Project Value $1,459,700.00 Budget Amount: • Lake Road Extension $768,700.00 110-32-330-83422-7401 (Net HST) • Lake Road Extension — Roads Contribution Reserve Fund $148,000.00 110-32-330-83422-7401 (Net HST) • Lake Road Extension — Developer Recovery $543,000.00 110-32-330-83422-7403 (Full HST) Total $1,459,700.00 Considering all project costs, there is sufficient funding available. The Public Works Department recommends that the Purchasing Department move forward with award of the contract based on the above apportionments. Final execution of the contract award and issuance of the PO will be contingent on the Municipality receiving the applicable developer recovery cost share funding up front from Mettrum (through the Road Transfer Agreement — dated October 3, 2017) and developer recovery funding from Schleiss Development Co. Ltd. for the works under the Oceanfront Development Limited - South Bowmanville Industrial Park - 18T-87056 - subdivision. Page 12 The Corporation of the Municipality of Clarington 40 Temperance Street, Bowmanville ON L1 C 3A6 1 905-623-3379 Page109 File No.: CRC.Lake Rd3.1 Should you have any further questions, please feel free to contact the undersigned. Regards, Robert Brezina Capital Works Engineer Cc: Trevor Pinn, Director of Finance Stephen Brake, Director of Public Works Kevin Heathcote, Capital Works Supervisor Page 13 The Corporation of the Municipality of Clarington 40 Temperance Street, Bowmanville ON L1 C 3A6 1 905-623-3379 Page110 File No.: CRC.Lake Rd3.1 LAKE ROAD EXTENSION BOWMANVILLE KEY MAP N.T.S. Page 14 The Corporation of the Municipality of Clarington 40 Temperance Street, Bowmanville ON L1 C 3A6 1 905-623-3379 Page111 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: Audit and Accountability Committee Date of Meeting: June 29, 2021 Report Number: FSD-042-21 Submitted By: Trevor Pinn, Director of Financial Services/Treasurer Reviewed By: Andrew C. Allison, CAO By-law Number: File Number: Resolution#: Report Subject: 2021 Financial Policy Updates Recommendations: 1. That Report FSD-042-21 be received; and 2. That the Debt Management Policy attached to Report FSD-042-21, as attachment #1, be approved. Page112 Municipality of Clarington Report FSD-042-21 Report Overview Page 2 As municipalities grow and assets age, debt financing becomes a source of funding for capital infrastructure investment. The use of debt is a tool available to ensure generational equity, those taxpayers benefiting from the use of the asset pay for it. The prudent use of debt is essential for the overall fiscal health and sustainability of a municipality. The Government Finance Officers Association of Canada and the United States (GFOA) recommends that governments establish a written policy on debt management. This report, and the attached proposed policy, provide a written policy on the use of Debt within Clarington. 1. Background Legislation on Municipal Debt 1.1 Section 401 of the Municipal Act, 2001 provides that a municipality may incur debt for municipal purposes, whether borrowing money or in any other way, and may issue debentures and prescribed financial instruments and enter into prescribed financial agreements for or about the debt. The section also indicates that a lower -tier municipality in a regional municipality does not have the power to issue debentures (or other forms of long-term debt); however, the upper -tier may do so on their behalf. 1.2 As amended, Ontario Regulation 403/02 sets out the debt and financial limitations that a municipality under which they may operate. The prescribed limit is 25 per cent of "own - source revenue" (which has a prescribed form of calculation). This Annual Repayment Limit is the debt servicing costs (debt principal and interest payments) that a municipality may make in a year. 1.3 The legislation further restricts the use of debt for expenses to current year borrowing. A municipality cannot use long-term debt to finance operating expenditures; this is different from the Province of Ontario and the Government of Canada, which both can use debt to finance operating expenses or programs. Industry Best Practices 1.4 The Government Finance Officers' Association of the United States and Canada (GFOA) issues advice on best practices in financial management. The best practices include the creation of policies for certain financial management areas. 1.5 GFOA recommends that state (provincial) and local governments adopt comprehensive written debt management policies. These policies should reflect local, state/provincial, and federal laws and regulations. GFOA recommends that a government's Debt Management Policy should be reviewed periodically and updated if necessary. Page113 Municipality of Clarington Report FSD-042-21 Page 3 1.6 The Municipality of Clarington does not currently have a written debt management policy. Past practice has relied on legislative requirements and responds to the asset management plan and budgetary needs. 1.7 Establishing a debt policy provides guidance for future financial planning and budgeting decisions, establishes criteria for debt use, and ensures accountability and transparency to taxpayers. 2. Debt Management Policy 2.1 Staff considered the GFOA recommendations in developing this Debt Management policy and reviewed existing Ontario municipal policies to establish best practices and regulatory compliance. 2.2 The following chart outlines the recommended best practices and how this policy addresses the recommendation. Debt Limits The policy should consider setting specific limits or acceptable ranges for each type of debt. Limits are set for legal, public policy and financial restrictions and planning considerations Debt Structuring Practices The policy should include specific guidelines regarding the debt structuring practices for each type of bond including: • Maximum term • Average maturity The proposed policy sets the limit of 25 per cent based on the Provincially legislated limit. Further, from a public policy and financial planning perspective, the internally imposed limit is set below the legislative limit at 15 per cent. This provides flexibility for emergencies if the Municipality requires additional debt capacity. The proposed policy sets the maximum term at 40 years or the useful life of the asset. A preference for 10 years is identified. To provide for stable debt servicing costs, the policy identifies that debt should be structured with equal payments (amortizing) rather than equal principal (serial) • Debt service patterns such as The policy identifies the preference to enter equal payments or equal principal into fixed-rate debentures to reduce amortization Page114 Municipality of Clarington Report FSD-042-21 Use of optional redemption features • Use of variable or fixed-rate debt, credit/liquidity enhancements, derivatives, short-term debt, and limitations as to when and the extent each can be used Other structuring practices should be considered, such as capitalizing interest during the construction of the project and deferral of principal, or additional internal credit support Debt Issuance Practices The policy should guide the issuance process, which may differ for each type of debt. These practices include: Selection and use of professional services providers, including an independent advisor • Criteria for determining the sale method (competitive, negotiated, private placement, bank loan) and investment of proceeds • Use of comparative bond pricing services or market indices as a benchmark in negotiated transactions, as well as evaluate the final bond pricing results, • Criteria for issuance of advance refunding, current refunding, and taxable bonds • Use of credit ratings, minimum bond ratings, determination of the Page 4 interest rate risk, however the rate may fluctuate throughout the term. The Regional Municipality of Durham is responsible for structuring and issuing debt. Optional redemption features and other structuring practices would be at their discretion. However, it has not been common to see these features in debt issued by the Region. Debt will be issued by the Regional Municipality of Durham. The selection of professionals, criteria for sale method, use of bond ratings would all be outside the scope of which the Municipality of Clarington has authority. Page115 Municipality of Clarington Report FSD-042-21 number of ratings, and selection of ratinq services. Debt Management Processes The policy should provide guidance for ongoing administrative activities, including: • Investment of bond proceeds • Primary market disclosure practices and procedures, including annual certifications as required • Continuing disclosure procedures • Arbitrage rebate monitoring and filing • Monitoring of tax-exempt bond - financed facilities for private use • Federal and state (province) law compliance practices, and • Ongoing market and investor relations efforts Use of Derivatives The Debt Management Policy should clearly state whether or not the entity can or should use derivatives. A separate and comprehensive derivatives policy should be developed if the policy allows for derivatives. Page 5 The policy requires reporting to Council on debt issuance, as well as forecasting of debt needs for capital, asset management and budgeting purposes. The policy requires the Municipality to follow Province of Ontario legislation for the issuance of debt and adherence to the annual repayment limit. The structure of debt issuance is the responsibility of the Region of Durham. There is no intent to suggest derivatives be used for debt issued on behalf of the Municipality of Clarington. Page116 Municipality of Clarington Page 6 Report FSD-042-21 3. Concurrence Not Applicable. 4. Conclusion It is respectfully recommended that Council approves the attached Debt Management Policy. Staff Contact: Trevor Pinn, Director of Financial Services/Treasurer, 905-623-3379 ext. 2602, tpinn(o)-clarington.net Attachments: Attachment 1 — Debt Management Policy Page117 Corporate Policy Attachment 1 to Report FSD-042-21 ciff;wgon If this information is required in an alternate format, please contact the Accessibility Co- ordinator at 905-623-3379 ext. 2131 POLICY TYPE: SUBSECTION: POLICY TITLE: POLICY #: POLICY APPROVED BY EFFECTIVE DATE: REVISED: APPLICABLE TO: 1. Purpose Financial Debt Management Policy TBD Council September 20, 2021 All Departments 1.1 The Municipality of Clarington is committed to demonstrating good governance and ensuring prudent management of the Corporation's debt. 1.2 The Debt Management Policy establishes principles, objectives, authorized financial instruments, reporting requirements and responsibilities for the prudent debt financing of the Corporation's operating and infrastructure needs. 2. Scope 2.1 The Debt Management Policy pertains to all municipal employees who are responsible for the control, administration and management of the Municipality's financial and capital requirements. Definitions 2.2 Approved Annual Budget — The annual operating budget adopted by Council which is the basis for any tax -rate change in a single fiscal year. 2.3 Approved Capital Budget — The budget estimate for capital project(s) and or capital program(s) that has been adopted by Council and is the level at which Council approves funding. 2.4 Annual Debt Financing Charge - The estimated amount of operating budget funds, in a respective year's Approved Annual Budget, required to meet the year's share of mandatory payments in respect of outstanding debt, ie. Principal and interest payments. Policy Number/Name Page 1 of 11 Page118 Corporate Policy ciff;w4on If this information is required in an alternate format, please contact the Accessibility Co- ordinator at 905-623-3379 ext. 2131 2.5 Annual Debt Repayment Limit —The internal limit set by this policy for financial sustainability purposes and based on recommended best practices. It shall not exceed the Annual Repayment Limit. 2.6 Annual Repayment Limit — The calculation provided annually to a municipality by the Ministry of Municipal Affairs and Housing, or successor, that determines the maximum amount of additional debt servicing costs that a municipality can undertake or guarantee without seeking approval of the Province of Ontario. 2.7 Asset Management Plan - A plan developed for the management of assets that combines multi -disciplinary management techniques over the life cycle of the asset in the most cost-effective manner to provide a specific level of service. 2.8 Bank Loan - A loan between the Municipality and a Canadian Schedule I, II or III bank, a loan corporation registered under the Loan and Trust Corporations Act, or a credit union to which the Credit Unions and Caisse Populaires Act, 1994 applies 2.9 Capital Financing - A generic term for the financing of capital assets using reserve and reserve funds 2.10 Debentures- A debt instrument issued by a municipal corporation and secured by municipal general fund revenues. They are formal written obligations to repay specific sums on certain dates. In our two -tiered Regional government, the regional municipality issues debentures on behalf of the lower tier. 2.11 Debt - An obligation for the repayment of money. For Ontario municipalities, long- term debt normally consists of debentures; short-term debt normally consists of notes or loans from financial institutions. Inter -fund borrowing, and debentures issued to Infrastructure Ontario are also considered to be debt. 2.12 FIR — is the abbreviation for the Financial Information Return provided annually by municipalities to the Ministry of Municipal Affairs and Housing. 2.13 Inter -fund Borrowing — under which financial resources are internally transferred from one fund to another with the intent to repay the borrowed funds plus applicable interest. If inter -fund borrowing is long-term in nature it shall be reported to the Region of Durham. Policy Number/Name Page 2 of 11 Page119 Corporate Policy ciff;W40B If this information is required in an alternate format, please contact the Accessibility Co- ordinator at 905-623-3379 ext. 2131 2.14 Long-term debt- A term longer than one fiscal year. If the Municipality incurs debt that will not be repaid within a fiscal year, this borrowing must go through the Region of Durham. 2.15 Municipal Act- The Municipal Act, 2001 is the main statute governing the creation, administration and government of municipalities in the Canadian province of Ontario. 2.16 Net Revenue — is the base number that is used to calculate the Provincial and Policy debt limit. It is considered own -source revenue and does not include grant revenue from senior levels of government. 2.17 Reserves — an allocation of accumulated surpluses that make no reference to any specific asset and does not require the physical segregation of money. Reserves are part of the general fund and therefore do not earn interest like a reserve fund. 2.18 Reserve Fund — are segregated monies restricted to meet a specific purpose and are established either through by-law of the Municipality, legislation or agreement. Reserve funds are generally disbursed to fund long-term financial strategies and capital projects. Reserve funds receive an annual interest allocation based on the average annual balance. There are two types of reserve funds, obligatory and discretionary; - Obligatory Reserve Funds are reserve funds established by legislation or agreement for a unique purpose on behalf of the contributor. Examples are Development Charges and Federal Gas Tax funds. - Discretionary Reserve Funds are reserve funds established for a specific purpose by Council for future expenditures. Examples are Rate Stabilization and Strategic Capital. 2.19 Short-term debt- A term equal to or less than one fiscal year. This type of borrowing does not require upper tier approval. 2.20 Sinking Fund — A segregated pool of funds managed by the Region of Durham for which an estimated amount in each year, with interest compounded annually, will be sufficient to pay the principal of the related Sinking Fund Debentures at maturity. Policy Number/Name Page 3 of 11 Page120 Corporate Policy ciff;WOOR If this information is required in an alternate format, please contact the Accessibility Co- ordinator at 905-623-3379 ext. 2131 2.21 Retirement Fund — A segregated pool of funds managed by the Region of Durham for a class of Debentures other than a sinking fund or term debenture. In each year the fund must contain an amount equal to or greater than the amount required for the repayment of the principal of specific Debentures in that year if the principal had been payable in equal annual instalments and the Debentures had been issued for the maximum period authorized by the Municipality for the repayment of the Debt for which the Debentures were issued. 3. Policy 3.1 Philosophy for Debt Issuance 3.1.1 Ensure debt issuance decisions align with the Development Charges Study, Long-term Financial Plans and Asset Management Plans, while promoting long-term financial flexibility, internal controls and sustainability. 3.1.2 Prior to the issuance of any new debentures or the incurrence of additional debt, consideration will be given to its impact on future ratepayers in order to achieve an appropriate balance between capital financing and other forms of funding. 3.1.3 Council may, where it is deemed in the best interest of taxpayers, approve the issuance of debt for its own purposes. 3.1.4 Debenture practices will be responsive and fair to the needs of both current and future taxpayers and will be reflective of the underlying life cycle and nature of the corresponding expenditure(s). 3.2 Primary Considerations of the Debt Program 3.2.1 The primary considerations for the capital financing and debt program, in order of importance, shall be: ❑ Adhere to statutory requirements; ❑ Ensure long-term financial flexibility; ❑ Limit financial risk exposure; and Policy Number/Name Page 4 of 11 Page 121 Corporate Policy ciff;WOOR If this information is required in an alternate format, please contact the Accessibility Co- ordinator at 905-623-3379 ext. 2131 ❑ Minimize the cost of long-term financing 3.3 Adhere to Statutory Requirements 3.3.1 Capital financing utilizing debt may only be undertaken if and when it is in compliance with the relevant sections of the Municipal Act. 3.3.2 The term of temporary or short-term borrowing for operating purposes will not exceed the current fiscal year. 3.3.3 The term of the capital financing will not exceed the lessor of 40 years, or the useful life of the underlying asset being financed. 3.3.4 Long-term debt (borrowing) will only be issued for capital projects owned by the Municipality of Clarington. 3.3.5 Under section 401 of the Act, the Region of Durham issues long-term debentures on behalf of the Municipality of Clarington, including the administration of Sinking Funds and Retirement Funds. 3.4 Ensure Long-term Financial Sustainability and Flexibility 3.4.1 The Municipality of Clarington recognizes that the prudent issuance of debt can be an efficient use of available resources and assist with achieving the goals of the Corporation. Council may, where it is deemed to be in the best interest of its taxpayers and in line with the appropriate financial plan, approve the issuance of debt. Capital financing and debenture practices will be responsive and fair to the ratepayers while effective of the Asset Management Plan, Development Charges Study, and Long-term Financial Plan. 3.4.2 To the extent possible, regular and/or ongoing capital expenditures and the current portion of future rehabilitation and replacement costs will be recovered on a "pay as you go" basis through rates, tax levy, user fees or reserve funds. Adequate reserve and reserve funds must be developed and maintained for all capital assets owned by the Corporation to ensure long-term financial flexibility. Policy Number/Name Page 5 of 11 Page122 Corporate Policy ciff;W40B If this information is required in an alternate format, please contact the Accessibility Co- ordinator at 905-623-3379 ext. 2131 3.5 Establishment of Debt limits 3.5.1 The Municipal Act restricts the Municipality's ability to take on debt, such that the annual principal and interest payments cannot exceed an Annual Repayment Limit of 25 per cent of own source revenues. 3.5.2 Clarington will impose our own Annual Debt Repayment Limit that will not exceed 15 per cent of our own source revenues. Own source revenues exclude government grants, development charges, gains or losses on disposal of assets, and revenues from other municipalities. 3.5.3 The Municipality shall limit the amount of debt issued on an annual basis by applying debt financing to projects in the capital budget in a manner consistent with the following: o Debt financing shall be avoided, where possible, as a source of funding for lifecycle renewal projects. o New infrastructure requirements. o Projects where the cost of deferring expenditures exceeds debt servicing costs. o Debt financing maybe utilized as a source of funding for growth projects. o Debt financing may be utilized as a source of funding for service improvement projects. 3.5.4 The Treasurer shall have the authority to change the above application of debt financing as a source of funding for projects in the capital budget. 3.6 Availability of Debt Capacity for Future Priority Projects 3.6.1 The Municipality has many spending priorities for the limited amount of revenues collected each year. The capacity to issue debt is directly related to its ability to make the payments required on the debt for both annual interest and principal payments. This in turn is related to the ability of the citizens to be able to sustain increases in taxes or user fees. Policy Number/Name Page 6 of 11 Page123 Corporate Policy ciff;WOOR If this information is required in an alternate format, please contact the Accessibility Co- ordinator at 905-623-3379 ext. 2131 3.6.2 The Corporation could face risk, in any fiscal year, of having insufficient debt capacity to fully execute its capital plan, based on its annual debt repayment policy limit. 3.6.3 To manage this risk, the capital plan will show the amount of debt financing that will be required for each project and each year of the plan. Each project will be prioritized by management during the budgetary process on the basis of its impact on the long-term financial plans of the Municipality. 3.7 Limit Risk Exposure 3.7.1 Debt financing will be managed in a manner to limit, where practicable, variations in costs. A preference to amortizing debt, structures where the payments are equal throughout the term, provides for stable cost of debt throughout the term. 3.7.2 To manage interest rate risk, it will be normal practice to require debentures be issued with fixed rates over the term of the debenture. This provides known costs of borrowing and is not subject to fluctuations in interest rates. 3.7.3 To manage foreign exchange rate risk, all debt shall be denominated in Canadian dollars. 3.8 Minimize Long-term Cost of Financing 3.8.1 Timing, type and term of debt financing for the approved capital budget will be determined in order to minimize the overall cost of long-term financing. Typically, shorter term interest rates (five-year) are lower than longer term interest rates (20 years). 3.8.2 To minimize interest costs over time the Municipality shall have a term preference of 10 years for debentures or other types of long-term financing for capital works. The term of the long-term financing shall not extend the shorter of: ❑ the lifetime of the capital work for which the debt was incurred and ❑ 40 years in accordance with the Municipal Act. Policy Number/Name Page 7 of 11 Page 124 Corporate Policy ciff;w4on If this information is required in an alternate format, please contact the Accessibility Co- ordinator at 905-623-3379 ext. 2131 3.8.3 Due to the administrative costs of issuing debt, it is not cost-effective to borrow for small value projects. Debentures shall only be issued for individual projects, or groups of similar projects, where the debenture request is greater than $1 million. 3.8.4 The length of the term will be at the discretion of the Treasurer but in accordance with the Municipal Act 4. Types of Borrowing 4.1 Short-term Borrowing 4.1.1 Short-term borrowing may be used to ❑ Cover a gap in financing for capital projects being financed with long- term debt. ❑ To cover the timing difference between the payment of operating expenditures and the receipt of tax revenues for the year. 4.1.2 Options for short-term borrowing are as follows: ❑ An inter -fund loan from reserve funds or reserves ❑ Short-term promissory note ❑ Line of Credit from a bank or financial institution 4.1.3 In accordance with the Municipal Act, the Municipality is authorized to borrow in the short term, from a bank or other financial institution. 4.2 Long-term Borrowing 4.2.1 Financing of assets for a period of greater than one year, may take the form of any of the following sources: ❑ Debentures coordinated with the Region of Durham ❑ Interfund Notes (IFN) — with notification to the Region of Durham Policy Number/Name Page 8 of 11 Page 125 Corporate Policy ciff;w4on If this information is required in an alternate format, please contact the Accessibility Co- ordinator at 905-623-3379 ext. 2131 4.3 Inter -fund Borrowing 4.3.1 Under some circumstances, one fund will provide financial resources to another fund to support its operations. 4.3.2 Inter -fund borrowing is permitted for cash flow purposes where there is a reasonable expectation that the funds can be repaid with applicable interest. 4.3.3 Long-term borrowing is permitted for capital projects provided that the lending fund has the funds available, that the borrowing will not adversely affect the lending funds' long-term financial condition, and that a specific source of repayment has been identified in the borrowing fund. 4.3.4 Applicable interest rates on inter -fund borrowing would match the prevailing rates which would be incurred if the borrowing was external. The Treasurer shall have the authority to set the exact rate and a repayment schedule shall be set. 4.3.5 The Treasurer, or delegate, is authorized to approve short term inter -fund borrowing for cash flow or other purposes. 5. Responsibilities 5.1 Officers and staff of the Municipality complying with this Policy shall have the necessary authority to carry out the responsibilities and duties identified therein. 5.2 The Director of Financial Services/Treasurer will have the overall responsibility for the capital financing program of the Corporation. 5.3 The Designated position(s) under the Director of Financial Services/Treasurer will have the responsibility of directing and implementing the activities of the capital financing program and the establishment of procedures consistent with this policy. 5.4 No person shall be permitted to engage in a capital financing activity except as provided for under the terms of this policy. The Director of Financial Services/Treasurer shall establish a system of controls to regulate the activities of subordinate officials and exercise control over the staff. Policy Number/Name Page 9 of 11 Page126 Corporate Policy ciff;W40B If this information is required in an alternate format, please contact the Accessibility Co- ordinator at 905-623-3379 ext. 2131 5.5 The Director of Financial Services/Treasurer shall also have the following specific responsibilities: ❑ Reviews and recommends the type and term of financing for capital and operating requirements ❑ Calculates limits for financial obligations in accordance with the Municipal Act ❑ Coordinates the preparation of debt issue by-laws for Council ❑ May execute and sign documents on behalf of the Corporation and perform all other related acts with respect to the issuance of debt securities, including the payment of principal, interest and other fees 5.5.2 The Municipal Clerk may certify and sign documents on behalf of the Municipality with respect to the issues of debt securities 5.6 The Municipality's staff will be expected to have sufficient knowledge to prudently evaluate standard financing transactions; however, should in their opinion the appropriate level of knowledge not exist for instances such as capital financing transactions that are unusually complicated or non-standard, or as otherwise directed, outside financial and/or legal advice will be obtained. 6. Reporting 6.1 Annually, the Director of Financial Services/Treasurer shall submit to Council a report, or reports, that: o Requests authority for temporary borrowing up to a stipulated amount to meet day-to-day expenditures, pending receipt of tax levies, user fees and revenues anticipated during the year; o Requests authority, if required, to finance certain capital items detailing for each type of item, the amount and the maximum term of financing; o As part of the annual budget, a Long-term Debt Forecast and Financial Obligation Management Plan that includes Policy Number/Name Page 10 of 11 Page127 Corporate Policy ciff;W40B If this information is required in an alternate format, please contact the Accessibility Co- ordinator at 905-623-3379 ext. 2131 ■ projections for each year over a multi -year period of estimated long- term debt and financial obligation payments compared to the annual debt repayment policy limit; and ■ A statement indicating that the debt management plan is in compliance with this policy. 6.1.1 The Director of Financial Services/Treasurer will report annually to Council on the key indicators that will influence the use of debt and long- term financial sustainability include, but are not limited to: ❑ Debt interest as a % of Net Revenue ❑ Debt charges as a % of Net Revenue ❑ Debt outstanding per Capita ❑ Debt Outstanding per Net Revenue ❑ Debt to Reserve Ratio ❑ Debt Outstanding as a % of Unweighted Assessment 6.2 In addition to the annual requirements above, the Director of Financial Services/Treasurer shall provide to Council any information requested or that the Director deems appropriate. 7. Policy Review 7.1 This policy shall be reviewed no less than once per term of Council or if deemed necessary. Policy Number/Name Page 11 of 11 Page128 Clarington Staff Report If this information is required in an alternate accessible format, please contact the Accessibility Coordinator at 905-623-3379 ext. 2131. Report To: General Government Committee Date of Meeting: September 27, 2021 Report Number: FSD-043-21 Submitted By: Trevor Pinn, Director of Financial Services/Treasurer Reviewed By: Andrew C. Allison, CAO Resolution#: File Number: By-law Number: Report Subject: Surplus/Deficit Policy Recommendations: 1. That Report FSD-043-21 be received; and 2. That the Surplus/Deficit Policy attached to Report FSD-043-21, as attachment 1, be approved. Page129 Municipality of Clarington Report FSD-043-21 Report Overview Page 2 A specific surplus/deficit policy is key to ongoing financial planning and sustainability modernization work being undertaken by Financial Services. This policy formalizes processes that are already undertaken and provides guidance and authority to the Treasurer to fund reserves and reserve funds or withdrawal as necessary. 1. Background Legislation on Municipal Finances/Budgeting 1.1 The Municipal Act, 2001 requires a local municipality in the year or the immediately preceding year, prepare and adopt a budget including the estimates of all sums required during the year for the purposes of the municipality. As the budget is an estimate, the actual results will vary each year. 1.2 Section 290 of the Municipal Act, 2001 outlines the requirements of local municipalities in preparing and adopting a budget including estimates of all sums required during the year for the purposes of the municipality. 1.3 Subsection 290(4) of the Act establishes allowances within the budget that must be considered during the creation of the budget. In preparing the budget for a year, the local municipality a. Shall not include in the estimated revenues described in paragraph 1 of subsection (2) the estimated proceeds of any borrowing during the year; b. Shall treat as estimated revenues any surplus of any previous year that resulted because i. Revenues for that year were greater than the amount described in paragraph 1 of subsection (2) for that year, or ii. Expenses for that year were less than the amount described in paragraph 3 of subsection (2) for that year; c. Shall provide for any deficit of any previous year that resulted because i. Revenues for that year were less than the amount calculated by deducting for that year the amount described in paragraph 2 of subsection (2) from the amount described in paragraph 1 of subsection (2), or Page130 Municipality of Clarington Report FSD-043-21 Page 3 ii. Expenses were incurred by the municipality that were not in the budget for that year and were not paid for that year from a reserve, sinking or retirement fund; d. Shall provide for the cost of the collection of taxes and any abatement or discount of taxes; e. Shall provide for taxes and other revenues that in the opinion of the treasurer are uncollectible and for which provision has not been previously made; May provide for taxes and other revenues that it is estimated will not be collected during the year; and g. May provide for such reserve funds as the municipality considers necessary. Industry Best Practices 1.4 Surplus/Deficit policies are common in Ontario municipalities to allow for the adoption of the budget prior to the completion of the prior year's audited financial statements. 1.5 As noted in paragraph 1.3, the legislation requires that the budget for a year consider the prior year's surplus and deficit. This creates an issue as municipalities are moving to approve budgets earlier in the year to approve operational and capital priorities which is often well before final figures are available for the prior year. 1.6 Municipalities, including the Municipality of Clarington, use reserve and reserve funds to flow the surplus or fund a deficit at year end. Municipalities adopt policies which provide guidance on the priority use of reserves as well as providing delegated authority to the Treasurer dispense of a surplus or fund a deficit. 1.7 It should be noted that the funds above don't disappear, the surplus goes into reserve funds for future years use. This ensures that the taxpayer benefits from this surplus. The first advantage of this process is that it allows for budgets to be passed early in the year (or late in the prior year) which provides the authorization for spending and investment in the community. The second advantage is that in future years' budgets, the reserves and reserve funds can utilize a known balance in the reserve which provides for financial sustainability. 2. Surplus/Deficit Policy 2.1 The policy proposes to define certain terms including "Discretionary Operating Surplus" which takes into account winter control, year-end carry-overs and restricted funds from grants or other agreements. Page 131 Municipality of Clarington Report FSD-043-21 Page 4 2.2 The Municipality currently applies surplus funds to reserve and reserve funds using the principles that are included in the draft policy. The policy formalizes and codifies the current process to ensure consistency from year to year and as staff transition. 2.3 The policy recommends that unspent winter control be transferred to a reserve for years where winter control is overspent. This will allow for more stable budgeting and level taxation rates. Winter control is an area of municipal operations that is outside of the control of staff as it is legislated level of service and is dependent on the weather. 2.4 The policy also recommends that funds used in the first quarter of the following year for year-end timing issues, order made in one year but recognized/delivered in the following year would be allowed. 2.5 Funds which are restricted, such as grants, development charges, other agreements, could be transferred into a reserve fund if not spent. This again is a common process, but recognizes that these funds are not part of the budget surplus for the year. 2.6 The policy that all proposes to transfer up to 30 per cent of the discretionary surplus (the amount that is not already dealt with based on the above paragraphs) to the Rate Stabilization Reserve Fund up to the target maximum. Up to 30 per cent could be transferred to a Capital Infrastructure Gap Reserve Fund to be used for future capital needs, and up to 40 per cent would be allocated to existing reserves and reserve funds to meet the target balances as established by policy. 2.7 Any remaining balance would be split evenly between the Rate Stabilization and the Capital Infrastructure Gap Reserve Fund. This could result in the balances in these reserve fund being above the target balance. 2.8 If there is a deficit, the funds are then used in the following order: a. Winter Control Stabilization Reserve would be used to fund any winter control deficit; b. Reserves and reserve funds established for specific purposes may be used to fund a related deficit; c. Tax Rate Stabilization Reserve Fund will be used if funds are available; d. Other reserve and reserve funds may be used that have exceeded their maximum target balances, after consideration for commitments; and e. If a deficit remains, the amount will be carried forward in accordance with the Municipal Act, 2001. Page132 Municipality of Clarington Page 5 Report FSD-043-21 2.9 The policy requires an annual report to Council on the distribution of funds, this will occur prior to June 30 of each year. 3. Concurrence Not Applicable. 4. Conclusion It is respectfully recommended that Council approve the proposed Surplus/Deficit Policy. Staff Contact: Trevor Pinn, Director of Financial Services/Treasurer, 905-623-3379 ext. 2601, tpinn@clarington.net Attachments: Attachment 1 — Draft Operating Surplus/Deficit Policy Interested Parties: There are no interested parties to be notified of Council's decision. Page133 Corporate Policy Attachment 1 to Report FSD-043-21 ciff;w4on If this information is required in an alternate format, please contact the Accessibility Co- ordinator at 905-623-3379 ext. 2131 POLICY TYPE: SUBSECTION: POLICY TITLE: POLICY #: POLICY APPROVED BY EFFECTIVE DATE: REVISED: APPLICABLE TO: 1. Purpose Financial Surplus/Deficit Allocation Policy TBD Council September 20, 2021 All Departments 1.1 The Municipality of Clarington continues to seek responsible and prudent opportunities for distribution of savings and mitigating the effects of deficits. This policy will establish a framework for the allocation of any operating fund budget surpluses and smoothing any operating fund budget deficiencies. 2. Scope 2.1 The Surplus and Deficit Policy pertains to all municipal departments. 3. Objectives 3.1 Establish framework for allocation of surplus and funding of operating deficits in any given budget year. 3.2 Provide a funding source for reserve funds that are below their recommended balance as outlined by the Reserve and Reserve Fund Policy. 4. Definitions 4.1 Capital Infrastructure Gap Reserve Fund —A reserve fund created to help mitigate the infrastructure gap without impacting the tax levy. It is funded by continual contributions from any annual surplus funds. 4.2 Deficit —When, at year end, there is an excess of expenditures over revenues in the Operating Budget. Policy Number/Name Page 1 of 4 Page 134 Attachment 1 to Report FSD-043-21 Corporate Policy ciff;w4on If this information is required in an alternate format, please contact the Accessibility Co- ordinator at 905-623-3379 ext. 2131 4.3 Discretionary Operating Surplus —The Surplus after adjusting for winter control, year-end carry-overs, and restricted surplus related to grants or other agreements. 4.4 Rate Stabilization Reserve Fund — A reserve fund utilized to smooth swings in tax levy impacts from year to year. 4.5 Surplus —When, at year end, there is an excess of revenues over expenditures in the Operating Budget. 5. Policy 5.1 All surpluses and deficits shall be treated as one-time in nature. 5.2 In the event of an annual operating budget surplus the Treasurer is authorized to distribute the surplus as follows: • Transfer any unspent winter control budget to the Winter Control Stabilization Reserve Fund. • Transfer carry over amounts to be utilized in the first quarter of the following fiscal year to the General Capital Reserve, this shall only be used for year-end timing purposes. • Transfer any restricted funds to the appropriate reserve or reserve fund, this may include grants which have not fully been utilized or development charges collected and not utilized during the year. • Transfer up to 30 per cent of the discretionary operating surplus to the Rate Stabilization Reserve Fund. • Transfer up to 30 per cent of any discretionary operating surplus to the Capital Infrastructure Gap Reserve Fund. • Transfer up to 40 per cent of any discretionary operating surplus to any reserve or reserve funds operating below their minimum target balances as outlined in the Reserve and Reserve Fund Policy Policy Number/Name Page 2 of 4 Page 135 Attachment 1 to Report FSD-043-21 Corporate Policy ciff;WOOR If this information is required in an alternate format, please contact the Accessibility Co- ordinator at 905-623-3379 ext. 2131 • If surplus funds remain after this prescribed distribution, the remaining amount shall be added evenly to the Rate Stabilization Reserve Fund and Infrastructure Gap Reserve Fund. 5.3 If a reserve fund balance is in a surplus of the fund balance target, the amount shall be added to the transfer to any fund that has not met its minimum balance target 5.4 If surplus funds remain after the rebalancing of reserve fund balances, the remaining amount shall be added to the Capital Infrastructure Gap Reserve Fund or Rate Stabilization Reserve Fund at the Treasurer's discretion. 5.5 In the event of an annual budget deficit the Treasurer is authorized to use their discretion to manage the operating deficiency using the following options in combination or exclusively: • Transfer sufficient funds from the Winter Control Stabilization Reserve Fund to mitigate any deficit caused by excess winter control costs during the year. • Transfer the funds required from a reserve or reserve fund which has been established to offset specific over -expenditures. • Transfer the funds required from the Rate Stabilization Reserve Fund which have not previously been committed. • Transfer the funds required from discretionary reserve funds that, at year end, have exceeded their maximum target balances. All predetermined commitments must be considered before using these funds. • If a deficit remains, the amount will be carried forward to the following year's budget in accordance with the Municipal Act, 2001. The Treasurer will review budget submissions to find savings equal to the unfunded deficit amount. 6. Reporting Requirements 6.1 The Treasurer shall report to Council, the surplus or deficit amount and the distribution of the funds no later than June 30th of the subsequent year. Policy Number/Name Page 3 of 4 Page136 Attachment 1 to Report FSD-043-21 Corporate Policy CiaFIWOOR If this information is required in an alternate format, please contact the Accessibility Co- ordinator at 905-623-3379 ext. 2131 7. Policy Review 7.1 This policy shall be reviewed if deemed necessary by Council or the Treasurer. Policy Number/Name Page 4 of 4 Page137 Clarington Staff Report If this information is required in an alternate accessible format, please contact the Accessibility Coordinator at 905-623-3379 ext. 2131. Report To: General Government Committee Date of Meeting: September 27, 2021 Report Number: FSD-044-21 Submitted By: Trevor Pinn, Director of Financial Services/Treasurer Reviewed By: Andrew C. Allison, CAO Resolution#: File Number: CL2021-24 By-law Number: Report Subject: Snow Clearing Services Recommendations: 1. That Report FSD-044-21 be received; 2. That GWS Landscaping Inc. having met all terms, conditions and specifications of CL2021-24 be awarded the contract for an initial three-year term for Snow Clearing Services for Municipal Facilities, Parking Lots, Sidewalks/Walkways, Crosswalks, Laneways, Trails/Pathways and Boulevard Snow Removal, throughout Courtice, Bowmanville, Newcastle & District Rural Areas; 3. That the funds required for the first -year term in the amount of $1,003,711.59 (Net HST Rebate) be drawn from the respective operating budgets; 4. That the Purchasing Manager in consultation with the Director of Public Works be authorized to extend the contract for up to two additional one-year terms pending satisfactory service, available funds, and subject to yearly rate increase based on the Consumer Price Index, All Items, Ontario, most recent issue; and 5. That all interested parties listed in Report FSD-044-21 and any delegations be advised of Council's decision. Page138 Municipality of Clarington Report FSD-044-21 Report Overview To request authorization from Council to award CL2021-24 Snow Clearing Services as required by the Municipality. 1. Background Page 2 1.1 Tender specifications for the provision of snow clearing services as required by the Municipality were prepared by the Public Works Department and provided to the Purchasing Services Division. The scope of work included additional trail and pathway clearing as requested by residents and approved by Council as well as reinstating the scope of work that was removed for the 2020-2021 winter season contract extension. 1.2 Tender CL2021-24 was issued by the Purchasing Services Division and advertised electronically on the Municipality's website. Notification of the availability of the document was also posted on the Ontario Public Buyer's Association website. 2. Analysis 2.1 Fourteen companies downloaded the tender document. 2.2 The tender closed July 30, 2021. 2.3 Three bids were received in response to the tender call. 2.4 Of the eleven companies that downloaded the tender document but chose not to submit pricing: • Two companies do not provide this service; • One company advised that they did not have the resources to provide this service; • One company was a construction association; and • Seven companies did not respond to our request for information. 2.5 The bids were reviewed and tabulated by the Purchasing Services Division (see Attachment 1) and all submissions were deemed compliant. The results were forwarded to the Public Works Department for their review and consideration. Page139 Municipality of Clarington Page 3 Report FSD-044-21 2.6 After review and analysis by the Public Works Department and the Purchasing Services Division, it was mutually agreed that the low, compliant bidder, GWS Landscaping Inc. be recommended for the award of tender CL2021-24. 2.7 GWS Landscaping Inc. has satisfactorily supplied services to the Municipality of Clarington in the past and references did not need to be checked. 3. Financial 3.1 The total funds required for the first -year term in the amount of $1,003,711.59 (Net HST Rebate) exceeds the approved budget allocation and will require additional funding by the Municipality to be drawn from the respective operating budgets. Actual cost will vary depending on the types and number of call outs required throughout the winter season. 3.2 The cost escalation incurred with this award can likely be attributed to current market conditions and various issues associated with the COVID-19 pandemic. These effects include the very high cost of insurance, workers compensation, limited availability of temporary or part-time labour, reduced inventories of equipment and higher costs associated with machine and vehicle purchases. As with other contracts of this nature Clarington's geographic area also results in a smaller number of qualified bidders and reduced competition. Similar to the recent investigation into the contracting out of Road Snow Clearing, Public Works staff will endeavor to complete a future business case to determine if any financial or service level improvements can be achieved by bringing this legislated service in-house. 3.3 During the preparation of the updated contract specifications, it was identified that approximately 260 locations were included in the previous contract where snow clearing services should not be provided in accordance with by-law conditions. These locations predominantly include sidewalks that are fronting, adjacent or behind residential and commercial properties. The locations do not qualify for the senior's snow removal program and are not part of the separate contract for the service. To improve consistency and equality in the delivery of services for all Clarington resident's staff of the Public Works Department will further evaluate each of the identified locations and where necessary properly communicate with the residents or owners respecting the termination of services. By removing these quantities from the current contract award, significant operational savings have been recognized. 3.4 The tender document also includes the re -introduction of contracted provisions to clear and remove snow from the rear laneways located within the Brookhill Neighbourhood. Given that our previous contractors could not provide this level of service temporary staff needed to be hired for the past winter season at a cost of approximately $60,000 plus equipment to suitably perform the work. The contracted unit prices that have been Page140 Municipality of Clarington Report FSD-044-21 Page 4 submitted for the service will result in considerable savings when compared to in-house operations. 3.5 Queries with respect to the department needs should be referred to the Director of Public Works. 4. Concurrence This report has been reviewed by the Director of Public Works who concurs with the recommendations. 5. Conclusion It is respectfully recommended that GWS Landscaping Inc. being the lowest compliant bidder be awarded the contract for Snow Clearing Services as required throughout the Municipality of Clarington, per the terms, specifications and conditions of Tender CL2021-24. Staff Contact: David Ferguson, Purchasing Manager, (905) 623-3379 ext. 2209 or dferguson@clarington.net. Attachments: Attachment 1 — Summary of Bid Results Interested Parties: List of Interested Parties available from Department. Page 141 Municipality of Clarington Report FSD-044-21 Page 5 Attachment 1 to Report FSD-044-21 Municipality of Clarington Summary of Bid Results Tender CL2021-24 Snow Removal Services Year One of a Potential Five - Bidder Year Total Bid (Net HST Rebate) GWS Landscaping Inc. $1,003,711.59 * Forest Ridge Landscaping 1,071,760.91 BJ Flint and Sons 1,739,397.93 * Due to the reduced availability of equipment in the current supply chain, Forest Ridge Landscaping submitted a request to withdraw their submission as they are unable to secure the additional equipment required to complete the contract in its entirety. Page142 Clarington Staff Report If this information is required in an alternate accessible format, please contact the Accessibility Coordinator at 905-623-3379 ext. 2131. Report To: General Government Committee Date of Meeting: September 27, 2021 Report Number: FSD-045-21 Submitted By: Trevor Pinn, Director of Financial Services/Treasurer Reviewed By: Andrew C. Allison, CAO Resolution#: File Number: CL2021-27 By-law Number: Report Subject: Supply, Delivery & Installation of Various Trees Recommendations: 1. That Report FSD-045-21 be received; 2. That Cressman Tree Maintenance & Landscaping Ltd., with a bid amount of $268,370.63 (Net HST Rebate) being the low compliant bidder meeting all terms, conditions and specifications of CL2021-27 be awarded the contract for the Supply, Delivery and Installation of Various Trees throughout the Municipality as requested by the Public Works Department; and 3. That the total funds required in the amount of $268,370.63 (Net HST Rebate) be funded from the 2021 approved budget allocation as provided from the following account: Description Account Number Amount 100-36-325-10215-7163 PARKS FORESTRY - COTRACT $268,371 4. That all interested parties listed in Report FSD-045-21 and any delegations be advised of Council's decision. Page143 Municipality of Clarington Report FSD-045-21 Report Overview Page 2 To request authorization from Council to award CL2021-27 Supply, Delivery & Installation of Various Trees throughout the Municipality. 1. Background 1.1 The tender is for the replacement of trees that have been removed due to the Emerald Ash Borer Beetle infestation throughout the Municipality. Tender specifications were prepared by the Public Works Department and provided to the Purchasing Services Division. 1.2 Tender CL2021-27 was prepared and issued by the Purchasing Services Division and advertised electronically on the Municipality's website. Notification of the availability of the document was also posted on the Ontario Public Buyers Association's website. 1.3 The scope of work includes the provision of all labour, materials and equipment required to perform the tree installation work at various locations. Subcontracting was not allowed as part of this tender call. 1.4 The tender closed on September 8, 2021. 2. Analysis 2.1 Nine companies downloaded the tender document. Three bids were received in response to the tender call. 2.2 The six companies who chose not to submit pricing were contacted to ask why they decided not to bid. The responses are as follows: • one company is a construction association; • two companies stated they did not have the required licensing; • one company did not provide a submission due to current workload; • one company did not bid because subcontracting was not allowed; and • one company did not respond to our request for information. 2.3 The bids were reviewed and tabulated by the Purchasing Services Division and one bid was deemed non -compliant. The bid results were forwarded to the Public Works Department for their review and consideration. Page144 Municipality of Clarington Report FSD-045-21 Page 3 2.4 After review and analysis by the Public Works Department and the Purchasing Services Division, it was mutually agreed that Cressman Tree Maintenance & Landscaping Ltd., meeting all required terms, conditions and specifications be awarded tender CL2021-27. 2.5 Cressman Tree Maintenance & Landscaping Ltd. has satisfactorily completed work for the Municipality of Clarington in the past. 3. Financial 3.1 The funding required in the amount of $268,370.63 (Net HST Rebate) and is in the 2021 approved budget allocation be drawn from the following account: Description Account Number Amount 100-36-325-10215-7163 PARKS FORESTRY - COTRACT $268,371 3.2 Queries with respect to the department's needs should be referred to the Director of Public Works. 4. Concurrence This report has been reviewed by the Director of Public Works who concurs with the recommendations. 5. Conclusion It is respectfully recommended that Cressman Tree Maintenance & Landscaping Ltd., being the low compliant bidder be awarded the contract for the Supply, Delivery and Installation of Various Trees per the terms and conditions of Tender CL2021-27. Staff Contact: David Ferguson, Purchasing Manager, (905) 623-3379 ext. 2209 or dferguson@clarington.net. Attachments: Attachment 1 — Summary of Bid Results Interested Parties: List of Interested Parties available from Department. Page145 Municipality of Clarington Report FSD-045-21 Page 4 Attachment 1 to Report FSD-045-21 Municipality of Clarington Summary of Bid Results Tender CL2021-27 Supply, Delivery & Installation of Various Trees Total Bid Total Bid Bidder (including HST) (Net HST Rebate) Cressman Tree Maintenance & $298,013.77 $268,370.63 Landscaping Ltd. CSL Group Ltd. 352,384.85 317,333.47 M&S Architectural Concrete Ltd.* 437,759.74 394,216.20 11 Note: Bidders marked with * were deemed non -compliant. Page146 Clarington Staff Report If this information is required in an alternate accessible format, please contact the Accessibility Coordinator at 905-623-3379 ext. 2131. Report To: General Government Committee Date of Meeting: September 13, 2021 Submited By: File Number: Report Subject: Andrew C. Allison, CAO Report Number: CAO-005-21 Resolution#: By-law Number: Executive Recruiting Services for Recruitment of a Chief Administrative Officer Recommendations: 1. That Report CAO-005-21 be received; 2. That Staff be authorized to use the process as outlined in Report CAO-005-21 and the Purchasing Manager be authorized to issue a limited invitation Request for Proposal to selected companies (i.e. 4 to 6 firms) with proven expertise in executive recruiting service and to submit proposals based on the scope of work as outlined in Attachment 1 of Report CAO-005-21; 3. That a CAO Selection Committee be established to, a) select a recruitment firm to assist with a recruitment of a CAO; and b) work with the recruitment firm to recommend to Council a short list of candidates to interview for the CAO's position; 4. That the CAO Selection Committee consist of the Mayor, an executive with senior leadership experience in public sector organizations and a Member of Council; 5. That a vote be conducted to appoint a Member of Council to the CAO Selection Committee in accordance with the Appointment Policy; and 6. That Staff report back to Council with a recommendation for an award of contract to an executive recruiting firm. Page147 Municipality of Clarington Report CAO-005-21 Report Overview Page 2 The purpose of this Report is to recommend to Council a process to select a new Chief Administrative Officer. 1. Background 1.1 On September 7, 2021, Andy Allison formally provided notice that he would be retiring. His last day in the office will be January 28, 2022. 1.2 The process recommended in this report mirrors the process outlined in Report CAO- 007-16, and subsequent amendments made by Council, when Council last hired a CAO in 2016/2017. 2. Process 2.1 The process for selecting a CAO is frequently done through a professional executive recruiting firm, as it was in 2016/2017. Using this process, the Municipality would first solicit proposals from qualified executive recruiting firms, then interview and select a qualified recruiting firm. The Municipality, under the guidance of Council and the recruiting firm, would agree on the qualifications and attributes they are seeking in a CAO. 2.2 The recruiter is then directed to find candidates who best fit the description developed by the Municipality. When the recruiter is confident that they have a strong representation of qualified candidates, the recruiter performs an initial "screening" interview of the top candidates. This list is further shortened through an interview with a panel and an assessment process. 2.3 At the end of this stage of the process, a short list is sent to Council for their consideration and Council interviews the selected candidates. Often, after the initial interviews by Council, candidates may be invited back for a second, more extensive, interview, after which an offer is made to the preferred candidate. Usually, there is a brief negotiation before terms are agreed on and a contract is signed. The entire process (after a recruiting firm has been selected) will typically take between eight and ten weeks. It may take longer based on availability of candidates and Council. Page148 Municipality of Clarington Report CAO-005-21 3. Selecting a Recruiting Firm Page 3 3.1 If directed by Council, Staff will develop a Scope of Work, based on the Scope of Work from 2016, to be included in a Request for Proposal (RFP) which will be sent to select executive recruiting firms. The list of firms to be invited to participate will be developed by reaching out to human resource professional in comparable municipalities who have had positive experiences with executive recruiting firms. As a requirement of the RFP, these companies will be required to meet several mandatory pass/fail criteria including successful reference checks, proven financial stability and adherence to the terms and conditions of the RFP document. 3.2 To permit a fair, and objective, evaluation of the proposals, proponents will be evaluated based on pre -determined selection criteria and a points summary (see Attachment 2) 3.3 Only proponents who achieve a minimum technical threshold score of 85% of the total technical points will be moved to the next stage, i.e. presentation/demonstration (if necessary) and the opening of their cost of service envelope thereafter. It is the intention to award a contract to the proponent who has met the passing threshold for both the technical and presentation phases and has provided the lowest overall cost. A CAO Selection Committee consisting of the Mayor, a Councillor to be chosen by Council, and an executive with senior leadership experience in a public sector organization will evaluate the Proposals. This Selection Committee for choosing the recruitment services will also serve as the Selection Panel for the recruiter to work with in the recruitment process. 3.4 Alternatively, Council could direct Staff to negotiate and enter into a single source contract with Western Management Consultants (the recruiting firm that undertook the work in 2016/2017) with an established upset limit. 4. Timing 4.1 The schedule below represents Staff's best estimate of the length of time it will take to award a contract to an executive recruiting firm if an RFP process is undertaken. Some actions may by-pass the General Government Committee and go directly to Council given the timelines. (a) September 20, 2021 Council meeting - Council approves Scope of Work (b) September 22, 2021 - Release of RFP to executive recruiting firms (c) October 3, 2021 - Deadline for submitting questions: 3 business days prior to closing date (d) October 6, 2021 - Closing Date for RFP Submissions Page149 Municipality of Clarington Report CAO-005-21 Page 4 (e) October 18, 2021 Council meeting - Recruiter Evaluation / Shortlist Report and approval from Council to award contract (f) October 20, 2021 - Contract Award 4.2 Once an executive recruiting firm is chosen, the steps below could then be followed between October 20 and November 23: Step 1 - Municipality & recruiting firm determine candidate profile Step 2 - Recruiting firm advertise for applications for candidates Step 3 - Application submissions received by recruiting firm Step 4 - Recruiting firm screens and identifies short list of candidates 4.3 During the week of December 7, Council could call a Special Council meeting (set aside whole day) to interview candidates. 4.4 At the December 13, 2021 Council meeting, Council could formally appoint a new CAO (using a by-law similar to By-law 2017-064). 4.5 A new CAO could start in January 2022. 5. Budget 5.1 In 2016, the cost of the recruiting firm was approximately $38,000. It is expected that the cost will be in this range with consideration for inflation. 5.2 Since this an unbudgeted expense, the cost could be covered from Account No. 100-00- 000-00000-2926 (Reserve — Consulting / Professional Fees). 6. Conclusion It is respectfully recommended that a limited RFP be issued for the services of an executive recruitment firm to assist Council in filling the position of Chief Administrative Officer; that a CAO Selection Committee be established; and that staff report back to the Council with a recommendation for an award of contract to the successful executive recruitment firm. Staff Contact: June Gallagher, Municipal Clerk, jallag her clarington.net, 905-623-3379 ext. 2102. Attachments: Attachment 1 — Scope of Work for Recruitment Firm Attachment 2 — Selection Criteria for Recruitment Services Page150 Municipality of Clarington Report CAO-005-21 Purpose Page 5 Attachment 1 Scope of Work for RFP Executive and Senior Management Recruitment Firm The purpose of this RFP is to secure the services of an executive recruitment firm for the recruitment of a candidate to fill the position of Chief Administrative Officer for the Corporation of the Municipality of Clarington (the Municipality). Background The Municipality of Clarington is located in the Region of Durham, approximately 60 kilometres east of downtown Toronto. It is one of eight lower tier municipalities that comprise the Region of Durham. At 612km2 and with a population of approximately 100,000 people and growing, Clarington is a blend of rural countryside and four bustling urban areas: Courtice, Bowmanville, Newcastle and Orono. The rural area has 15 hamlets which are surrounded by highly productive agricultural land and natural heritage features. The Municipality is comprised of approximately 330 full-time and 400 part-time employees. The Municipality's organizational structure consists of 6 Departments reporting to the CAO. The CAO reports directly to Council. Scope of Work a) Consulting with a panel to develop a job profile to reflect the skills and requisites of the position, including key competencies, selection criteria, processes and timeframes. b) Identifying a dedicated senior lead contact for providing ongoing communication with our panel. c) Identifying and evaluating/assessing high quality, diverse candidates using a variety of positions -specific search strategies, including outreach to diverse communities and to evaluate the competencies and to ensure that the selected candidate is a "good fit" with the Municipality's vision and mission. d) Identifying and using the appropriate types of advertising for the search to achieve a long list of qualified candidates and review with client to develop a short list. e) Identifying potential candidates from existing database. Page 151 Municipality of Clarington Page 6 Report CAO-005-21 f) Screening, interviewing and short -listing candidates using methods appropriate to the position in addition to providing information as to why each candidate is short-listed. g) Facilitating and developing assessment methods, including interview questions and advanced assessment methods to analyse factors including but not limited to political acumen, strategic decision -making and understanding the management systems and processes to support effectiveness in a local government setting, government relations, emotional intelligence, analytical ability, conflict resolution, community economic development leadership and team building experience. h) Recommending a short list of candidates for interview with the panel and with Council and participate in the interview process to assist in final selection. i) Conducting background, reference and credential checks in consultation with the client. j) Assisting with negotiating terms and conditions of employment with selected candidate in accordance with established parameters. k) Ensuring that services meet deadlines and are within approved budget. 1) Maintaining all files/records related to search assignment for reporting and auditing purposes. m) Assisting the selected candidate in transitioning in the new position. It is expected that an award will be made following the October 18, 2021 Council meeting and the assignment completed by November 23, 2021 to enable the selected candidate to assume the CAO role in January 2022. Page 152 Municipality of Clarington Page 7 Report CAO-005-21 Attachment 2 Selection Criteria for Recruitment Services MAXIMUM MAXIMUM EVALUTION CRITERIA PERCENTAGE POINTS AVAILABLE AVAILABLE STAGE 1: Compliance with Mandatory Submission Requirements PASS/FAIL STAGE 2: PROPOSAL STRUCTURE, ATTRIBUTES AND CONTENTS A. Experience and Qualification working with Public Sector 25% 100 Organization • Proponent's Company history of recruiting experience with comparable municipal, public sector, broader public sector organizations as well as government agencies, boards and commissions. • Extensive experience recruiting public/private sector executive and senior management positions which resulted in successful hires. • Understanding of the Municipality, its operations, culture and how the complexity of the political environment relates to recruitment methods utilized. B. Proposed Staff and Team Resources 10% 40 • Dedicated senior contact person who has the necessary qualifications to provide executive and senior management recruitment services. • Senior level staff with considerable experience recruiting in the public sector. C. Strength of the Proposed methodology/ Quality of Services 35% 140 Provided • Demonstrates proposed methodology and approach to managing executive and senior management recruitment services from initial consultation with client to final job offer acceptance, including a description of phased activities, briefings or reports, how communications and consultation will be handled and the roles, and estimated time involvement, of Municipal Council and panel. Page153 Municipality of Clarington Page 8 Report CAO-005-21 MAXIMUM MAXIMUM EVALUTION CRITERIA PERCENTAGE POINTS AVAILABLE AVAILABLE Proponent shows creative approach to investigating best practices and determining what is appropriate for the Municipality of Clarington. Through this information proponents should demonstrate: o Their experience, including recruitment methods utilized, in referring qualified candidates from diverse groups for executive and senior management level positions by providing specific examples; o Extensive experience using various recruitment techniques, including effective assessment approaches; o An understanding of employment -related legislation (e.g. human rights, employment equity, AODA) as it relates to the public sector recruitment process. D. Work Plan Deliverables/ Timelines 30% 120 • Proponent's ability to provide service that meets deadlines, a detailed work plan with information regarding the average length of time required to recruit executive and senior management positions from initial consultation with client to final job offer acceptance, including the average timeframes for key steps/deliverables in the process. • Indication of the Proponents average time to fill an executive or senior management position. • Indication of the Proponent's average senior assignment retention rates • Proponent's provision for replacement/ reimbursement if new hire is not successful or resigns within 2 years Total (A+B+C+D) 100% 400 Proponent must score a minimum of 85% (or 340 points) to qualify for the short list and further evaluation Page 154 Municipality of Clarington Report CAO-005-21 Page 9 EVALUTION CRITERIA MAXIMUM PERCENTAGE AVAILABLE MAXIMUM POINTS AVAILABLE STAGE 3: INTERVIEW STAGE (if required) STAGE 4: COST OF SERVICE Rank Proponents must score a minimum of 85% or (340 points out of 400 available points) in their technical submission for further consideration and the pricing envelope to be opened. The Selected Proponent will be the Proponent who has met the passing threshold for both technical submission and presentation/demonstration (if required) and has the lowest overall cost. Page155 Clarington Staff Report If this information is required in an alternate accessible format, please contact the Accessibility Coordinator at 905-623-3379 ext. 2131. Report To: General Government Committee Date of Meeting: September 27, 2021 Submitted By: Andrew Allison, CAO Report Subject: Strategic Plan Update Recommendation: Report Number: CAO-008-21 By-law Number: Resolution#: 1. That Report CAO-008-21 be received for information. Page156 Municipality of Clarington Report CAO-008-21 Page 2 Report Overview This Report summarizes the actions taken to date to implement Clarington's Strategic Plan 2019 to 2022. 1. Background 1.1 The Clarington Strategic Plan 2019 to 2022 was approved by Council on June 10, 2019. The Plan sets out the following five Strategic Priorities: A. Engaged Communities B. Strong Economy C. Sustainable Infrastructure Growth D. Legacy Projects E. Environmental Sustainability 1.2 The Plan also identified a total of 17 specific goals. They are as follows: A. Engaged Communities A.1. Enhance two-way communication with the community A.2. Establish and develop a unique Clarington brand for promoting our community B. Strong Economy B.1. Complete the implementation of the Downtown Plans B.2. Create partnerships in broadband expansion, working to achieve 100% connectivity B.3. Create partnerships to promote investment in infrastructure to make natural gas more accessible B.4. Expand our transportation network into commercial and industrial areas B.5. Explore an economic development strategy/framework in collaboration with the business community and other stakeholders C. Sustainable Infrastructure Growth C.1. Develop an Affordable Housing Policy C.2. Develop a realistic strategy for infrastructure investment in employment lands C.3. Develop a realistic strategy for broader infrastructure investment Page157 Municipality of Clarington Page 3 Report CAO-008-21 D. Legacy Projects D.1. Clearly articulate our plans for: a) Courtice waterfront b) Port Darlington waterfront D.2. Pursue a final decision from Atomic Energy of Canada Limited (AECL) and Canadian Nuclear Laboratories (CNL) respecting the disposition of lands for the Port Granby Nature Reserve D.3. Develop the concept, financing, project plan and potential construction schedule for the South Bowmanville Recreation Centre for Council in 2019, for consideration in the 2020 budget, with a design to follow DA. Articulate a vision of a Performing Arts space D.S. Make a decision on Camp 30 E. Environmental Sustainability E.1 Advance waste reduction initiatives by promoting the four Rs: Refuse, Reduce, Reuse and Recycle 1.3 By Resolution #GC-417-19, Council directed that Staff provide quarterly updates to Council on the progress of goals outlined in the Strategic Plan 2019 to 2022. 1.4 This Report summarizes the status of each of the 17 goals in the Plan as of the date of this Report. 2. Summary of Actions A. Engaged Communities Enhancing Communication Al — Enhancing two-way communication with the community Responsible Department: CAO's Office 2.1 COVID-19 has forced municipalities to rethink public engagement. In the era of physical distancing and provincial restrictions, engaging the public has gone virtual. Staff in Clarington have worked hard to reimagine public consultation meetings and advisory committee meetings. During the pandemic, many public meetings are held using Microsoft Teams, Zoom or conference calls. Page158 Municipality of Clarington Page 4 Report CAO-008-21 2.2 The Municipality has had a plan in place for public meetings to gradually return to in - person attendance since last September. Staff in the Clerks and IT Divisions incorporated Microsoft Teams capabilities into the speaker system in Council chambers. Right now, we can technically run virtual, in -person and hybrid meetings. With the addition of livestreaming through our website, the public can view our Council and Standing Committee meetings in real-time. The pandemic situation has changed once again with the fourth wave. For now, we are continuing to hold our meetings using the hybrid format - with the Chair and Clerks' Division Staff in Council Chambers to run the technology. 2.3 Moving forward, staff will create a tailored communications plan founded on public participation principles established by the leading international organization on this topic, the International Association for Public Participation (IAP2). This work has been put on hold because of the (hopefully) temporary communications plans relating to COVID. Report CAO-011-20 describes the COVID-specific external and internal communications plans that are on -going. Branding A.2. Establish and develop a unique Clarington brand for promoting our community Responsible Department: CAO's Office 2.4 As reported in Report CAO-016-20, the Communications Division developed Brand Guidelines (see Attachment 1 to that report) that are now being utilized throughout the entire corporation. 2.5 In September 2019 (Resolution #C-302-19), Council endorsed an initiative of the Tourism Advisory Committee (TAC) to work in partnership with the Municipality to "develop a comprehensive tourism branding strategy which is consistent with Clarington's overall brand". The action taken by TAC respecting this initiative was outlined in section 2.2 of Report CAO-013-20 (Service Delivery Review Update — Tourism). 2.6 In Report CSD-011-20, Council was presented with some options for tourism -oriented directional signage. That report was referred to staff "to report back after consulting with the Tourism Advisory Committee and the community" (Resolution #GG-400-20). The directional signage decision was essentially put on hold. 2.7 At its meeting on December 2, 2020, TAC confirmed its desire to work with the Municipality to help develop an overall corporate brand. 2.8 Staff conducted research and had discussions with the firm that helped develop Prince Edward County's brand. Our research led to the advice set out in Report CAO-001-21. In that report, it was noted that ultimately a municipal branding exercise needs to be facilitated in a way that has members of Council directly involved in formulating and/or Page 159 Municipality of Clarington Report CAO-008-21 Page 5 buying into key concepts, principles and benefits. This would require that Council be engaged in at least one and possibly two facilitated sessions. The goal would be to get concepts on the table and then pare them down and gain consensus. The report also described how some municipalities have created steering committees made up of members of the community who can assist in formalizing concepts, or vetting language that may be used in a brand positioning framework. This, in essence, is why advice was sought from TAC. 2.9 After considering the information in Report CAO-001-21, Council resolved as follows: That Report CAO-001-21 be received; That the Municipality of Clarington advertise for a Steering Committee regarding municipal branding strategies; That the Steering Committee be composed of local individuals who have a connection to branding and marketing; and That the Steering Committee work in conjunction with the Tourism Advisory Committee, Clarington Board of Trade, and Business Improvement Areas, to assist in achieving a branding identity. 2.10 As stated in Report CAO-001-21, staff do not have the expertise to facilitate the processes that are needed to develop a corporate brand. As was also stated in Report CAO-001-21, municipal branding is about many things, including (perhaps most importantly) economic development. When dealing with Report CAO-003-21 (Economic Development Services in Clarington), Council directed staff to retain a consultant to prepare an Economic Development Strategy. As part of the Terms of Reference for the Strategy, staff have requested that the consultant work to identify and highlight our community's key economic assets, trends and opportunities which will drive future growth. Business attraction and tourism will be key components of the Strategy as both areas rely substantially on marketing the community. Once the Economic Development Strategy is adopted by Council, staff will use that information as a baseline for a larger conversation around branding. B. Strong Economy Downtown Plans B.1. Complete the implementation of the Downtown Plans Responsible Departments: Public Works and Planning and Development Services 2.11 Clarington has been reviewing options for the rehabilitation of the pavement and curbs through Downtown Bowmanville for many years. Staff have met with the BIA on several occasions to discuss the timing of the rehabilitation. The BIA asked that (a) the work be Page160 Municipality of Clarington Report CAO-008-21 Page 6 delayed for a year or two to allow for an upswing in the economy as they have seen some sales reductions in the last couple of years; and (b) consideration be given to scheduling this work during the evening to reduce the impact to local businesses. Staff are currently working on the rehabilitation design and will be consulting further with the BIA. It is anticipated that the design work east of Liberty Street will be completed in 2021 and Scugog Street to Liberty Street in 2022. 2.12 Construction of accessibility and operational improvements at the intersection of Scugog Street and King Street as well as Roenigk Drive and King Street have been completed. Staff are also working with the Region to upgrade the signals and curb ramps at the intersections of King Street and Temperance Street, King Street and Simpson Avenue, and King Street and the Bowmanville Mall. This work will be coordinated with the pavement rehabilitation program and completed in the Spring of 2022. 2.13 Since the beginning of May 2020, Phase 2 of the LED street lighting conversion for the decorative lighting has been ongoing. The replacement of the decorative lights in downtown Bowmanville has now been completed. 2.14 Staff are developing a streetscape plan for Newcastle (King Avenue from North/Baldwin to Brookhouse/Arthur). Based on budget restrictions, this project will be phased over several years. Phase 1 was not included in the 2021 budget. A small portion of the overall plan was constructed at the intersection of Beaver Street and King Street in 2017 to address safety concerns at this location and to give the public an idea of what the overall plan might look like. As part of the work to relocate the pedestrian crossing associated with the Parkview seniors living project, staff incorporated the streetscape theme developed for the corridor into the relocation project which was completed in 2020. 2.15 The following is a summary of the suggested phasing and associated costs (based on 2014 Newcastle Streetscape Master Plan): Phase 1 — Baldwin/North Streets to Mill Street - $665,000 costs — $332,500 DC funded and $332,500 from other funding (Taxy Levy, Gas Tax, Funding Program if available) 2022 year of construction Phase 2 — Mill Street to Beaver Street - $470,000 costs - $235,000 DC funded and $235,000 from other funding (Taxy Levy, Gas Tax, Funding Program if available) 2024 year of construction Phase 3 — Beaver Street to Brookhouse/Arthur - $480,000 costs - $240,000 DC funded and $240,000 from other funding (Taxy Levy, Gas Tax, Funding Program if available) 2026 year of construction Total Cost of all phases = $1,615,000 - $807,500 DC funding and $807,500 other funding sources. Page 161 Municipality of Clarington Page 7 Report CAO-008-21 2.16 Staff are in ongoing discussions with the Region as part of the Road Rationalization review, and Main Street in Orono is one of the streets being considered for transfer to the Municipality. The transfer of this road section will allow Clarington, in consultation with the local BIA, to develop and implement a streetscape and infrastructure improvement plan that should help with the attraction of more businesses to the downtown. Report PWD-012-21 provided Council with an update of the road rationalization process with the Region of Durham. 2.17 Planning and Development Services have been working with the Orono BIA on the location of benches and bike rakes as part of the funding received by the BIA from the Capstone Infrastructure (windfarm) and OMAFRA grant (see section 2.18 and 2.19 below). 2.18 Staff recognize the importance of Highway 2 in Courtice as a street that can help provide a unique identity for the area and help develop a strong secondary plan for the corridor. The plan will aid in the transformation of the corridor from what it is today to more of a "downtown" with a mix of uses from higher density residential to personal service businesses and commercial retail that will appeal to a variety of Clarington residents, business operators and visitors. In addition to the Secondary Plan, staff have also identified just over $5.2 million of streetscape works in the 2020/2021 Development Charges by-law update, which will aid in this transformation. The timing for this streetscape work will be driven by local development but mainly by developing and implementing the Region's transit plans for the corridor which will require major infrastructure investment in the future as the business case for the transit investment makes sense. Plantings in the median on Highway 2, east of Trulls Road were included in the 2021 budget. 2.19 In 2018, Clarington received funding from OMAFRA for Community Improvement Plan enhancements. Council approved using this funding for public art initiatives in the four downtowns. A call for artist proposals was issued in September 2019 and awarded in late October 2019. The artists finalized their concepts and showcased them at the Mayor's Love of Art Gala in February 2020. Due to COVID-19, OMAFRA extended the deadline to October 31, 2020 to allow for the completion of the works in the different downtowns. The art works have been completed and installed. The signage has been requisitioned but has yet to be installed. Staff are continuing to work on the walking tour brochure. 2.20 In 2018, the Community Improvement Plans for Orono, Newcastle and Bowmanville were renewed and refreshed with the addition of accessibility, to the existing grants for fagade improvement, building code and signage plus a change in eligibility criteria to allow businesses to access funds a second time after 10 years. Council is the recipient of annual reports on the CIP grants, the most recent being PSD-057-20. In 2018, Council approved the usage of CIP funds to kick-start the outdoor patio program. In 2020, additional measures were implemented to address COVID-19 restrictions and provide additional outdoor seating areas. PDS-005-21 provided an overview of the outdoor patio program. The restaurants wishing to have on -street outdoor patios in Page162 Municipality of Clarington Report CAO-008-21 Page 8 Bowmanville, Newcastle and Orono have provided their applications and they have been installed. 2.21 To support small businesses during the pandemic (in our downtowns and elsewhere), the Municipality implemented a COVID-19 Community Improvement Plan (CIP). To address pinch points in the application process, modifications to improve implementation were approved by Council in June and are now in effect. The revised COVID-19 CIP includes clarification of the general eligibility criteria as it relates to specific businesses. There is a change to the time period used to measure the revenue loss to account for the second and third wave lockdowns and the fact that many businesses are seasonal, and their revenues will reflect this. The revised COVID-19 CIP modifies the meaning of "local independent business" to enable franchises, which are not owned and operated by a corporate chain, to qualify for funding if they satisfy other applicable criteria. Finally, a three-month Completed Project application intake window has been opened to provide businesses that may now qualify under the amended CIP Grant Program requirements to apply for funding for completed projects dating back to March 2020. This intake window will be open until October 7, 2021. Further details regarding these changes are set out in Report PDS-034-21. Information about the COVID-19 CIP Grant Program and the Application Form to apply for a grant is available on Clarington's COVID-19 Financial Support webpage. Broadband B.2. Create partnerships in broadband expansion, working to achieve 100% connectivity Responsible Department: CAO's Office 2.22 Broadband access across Clarington is a priority for the Municipality. We know how important internet access is especially during these difficult pandemic times as many people are continuing to work from home, and children need real-time web access for school purposes. Clarington is working with a variety of Internet Service Providers (ISPs) to facilitate investment in our community and to try and fill in many of the gaps that currently exist. It is important to note that the Municipality does not directly control broadband infrastructure; we cannot start building cell towers or installing fibre optic cabling or copper wire transmission. Our work focuses on assisting these ISPs and facilitating their investment in our community. 2.23 Through our conversations, several ISPs have submitted applications to a variety of government grant programs to assist in the funding of broadband in underserviced areas. The Municipality has written numerous letters of support to strengthen these applications and underline the importance of this investment in our community. 2.24 In early July 2021, Bell issued a press release providing an update on its broadband coverage in Clarington, including some of its planned investments for the remainder of 2021. As part of these new investments, Bell will be deploying both fibre to the home (5,000 locations) and wireless to the property (1,300 locations). This will increase its Page163 Municipality of Clarington Page 9 Report CAO-008-21 total broadband coverage to approximately 98% of Clarington residences and commercial locations by the end of the year. The communities that will be receiving fibre to the home include Kendal, Leskard, Orono, Newcastle and Bowmanville. The increased wireless coverage will service locations outside of the core areas, creating increased connection opportunities for those rural and semi -rural residents. 2.25 There were also two successful applications earlier this year for the Federal Government's Universal Broadband Fund — Rapid Response Stream funding. The awards were as follows (all fibre to the home): Burketon (Rural Wave); Tyrone (Rural Wave); Brownsville (Bell) and Newtonville (Bell). 2.26 It is important to note that, in addition to the communities listed above, there are also other applications from various internet service providers that will address connectivity gaps across Clarington with both fibre and/or fixed wireless technology. 2.27 Staff will continue to work with all providers to increase connectivity, especially in the remaining pockets that still do not have adequate coverage. Communications has created a portal on our webpage (www.clarington.net/broadband) that can assist residents who are having connectivity challenges. It has been live and promoted on social media for several weeks. The webpage has coverage information as well as a platform for residents to submit details related to their individual, location -specific needs (e.g. lack of connectivity, poor speed, reliability). Staff will be able to use this information to advocate on the residents' behalf for further coverage. Natural Gas BA Create partnerships to promote investment in infrastructure to make natural gas more accessible Responsible Department: CAO's Office 2.28 In December 2019, the Government of Ontario announced its plans to further increase access to natural gas by making financial support available for new expansion projects. The stated purpose of the Province's Natural Gas Expansion Program was to offer an opportunity to drive economic development and enhance the quality of life and prosperity of families and businesses across Ontario. 2.29 By letter dated February 20, 2020, Enbridge asked for the Municipality's support to bring natural gas to unserved areas within our community. Its specific request was that Council endorse sending a letter in support of a project in North Clarington (Tyrone, Haydon and Enniskillen). The North Clarington project has been previously assessed by Enbridge and identified as being the most economically feasible of possible natural gas expansion projects in Clarington, giving it the best chance to receive funding under the Province's Natural Gas Expansion Program. Through Resolution #GG-162-20 passed on March 24, 2020, Council provided its support for this proposed project. Page 164 Municipality of Clarington Page 10 Report CAO-008-21 2.30 Enbridge Gas submitted our project, along with other proposed projects, to the Ontario Energy Board (OEB). It was expected that the OEB would be reviewing project submissions and providing a report to the Ministry of Energy, Northern Development and Mines in late 2020 recommending potential natural gas expansion projects that the Ontario government could consider as candidates for financial support. The Ministry of Energy, Northern Development and Mines would then be reviewing the recommendations of the OEB along with other considerations and issue a decision on future natural gas expansion projects eligible to receive financial support. However, decisions were delayed due to COVID-19. 2.31 In a letter dated June 9, 2021, the Honourable Bill Walker, Associate Minister of Energy, advised us that the Province was not able to provide funding for the North Clarington proposal. He indicated that there was tremendous interest in Phase 2 of the Program (210 submissions requested a total of $2.6 billion in funding) which greatly exceeded the government's budget for the Program ($234.24 million). 2.32 The Province used the OEB's Profitability Index (PI) indicator to determine the most suitable projects for eligibility under Phase 2. The PI measures the economic viability of a project. The OEB determines whether a project is economical based on the number of customers forecast to connect to the project over a 10-year period in relation to the costs of the project. The projects that were ultimately selected for Program funding were the ones with the strongest indexes. Going forward, the Province will continue to consider opportunities to further support natural gas expansion beyond Phase 2 using this same measure. 2.33 Enbridge Gas, like all natural gas utilities, can propose expansion projects to the OEB at any time if they are economically viable, and municipalities can assist with the economics of projects in their areas. We will continue to discuss expansion plans with Enbridge Gas. 2.34 Separate and distinct from the application described above, Enbridge applied in early 2020 to the OEB for approval to implement several financial mechanisms (a harmonized system expansion surcharge, a temporary connection surcharge and an hourly allocation factor) that were intended to facilitate natural gas expansion or more customer attachments for smaller projects (less than 50 customers). The application (EB-2020-0094) was also intended to provide mechanisms that could help spread out the cost of front -ending natural gas infrastructure to make it easier for specific projects to proceed. Notice of this proceeding was provided to the Municipality and included in the General Government Committee agenda on June 1, 2020. In a decision issued on November 5, 2020 (and clarified in a Decision dated December 4, 2020), the OEB approved Enbridge's application. COVID has delayed our ability to work with Enbridge to identify specific projects that could benefit from these new mechanisms. Page165 Municipality of Clarington Page 11 Report CAO-008-21 Transportation Network 8.4. Expand our transportation network into commercial and industrial areas Responsible Departments: Public Works (in consultation with Active Transportation and Safe Roads Committee) 2.35 The active transportation network has been expanded over the past year with the addition of the Bowmanville Creek Valley Trail from Baseline Road to the Waterfront Trail, and Farewell Creek Trail — Phase 2A (to be completed by November 2021). The construction of the Toyota Trail from Soper Creek to Haines Street was targeted to begin construction in late 2021, however, due to the prices received during tendering and construction timing, the project will be pushed to Spring 2022. Rehabilitation of the Lions Trail in Newcastle, from King Avenue West (Highway 2) to Sunset Boulevard comprised of an asphalt surface upgrade and widening that will also be completed in Spring 2022. This project is being funded through the ICIP COVID Stream grant program. The widening of Nash Road to accommodate dedicated cycling lanes from Hancock Road to Solina Road will be completed by September 2021. The installation of an in -boulevard multi -use path (MUP) on Bloor Street in Courtice from Prestonvale Road to Townline Road is expected to be completed in late 2021. This project will be utilizing funding from the Ontario Municipal Commuter Cycling (OMCC) Program. 2.36 The active transportation network will be further improved with road corridor facilities with MUP implementation in the Highway 2 / Bowmanville Avenue area extending to Roenigk Drive, Baseline Road in -road cycle lane from Trulls Road to Courtice Road, and Liberty Street MUP from Longworth Avenue to Concession Road 3. All of these facilities are scheduled for completion in 2022. 2.37 Staff will be developing the Terms of Reference for the Active Transportation Master Plan Request for Proposal in 2021. It is anticipated that the development of the Plan will be awarded this Fall with a final prepared Plan for adoption in mid-2022. This Plan will be developed in consultation with input from the Public / Residents & the Active Transportation and Safe Roads Committee and will align with the Regional Cycling Plan Update and other active transportation plans and initiatives. 2.38 Staff continue to identify active transportation opportunities within new developments such as the Active Transportation Plans for the South Courtice Secondary Plans to create more sustainable and walkable communities. Staff will also continue to work with Active Transportation and Safe Roads Committee to identify ways to improve and expand our active transportation network. 2.39 Staff meet with DIRT annually to review development proposals, completion of new developments and new transportation network links and look at options for expanding and improving transit servicing of Clarington. Page166 Municipality of Clarington Report CAO-008-21 Page 12 2.40 Staff will continue to look at transportation improvements in our business parks and will be moving design work forward for the urbanization and servicing of these areas to respond to development requests as they come forward. 2.41 Public Works has initiated the Lambs Road Interchange Feasibility Study to assess technical feasibility and local transportation network area impacts of the implementation of a Highway 401 interchange at Lambs Road. This study is comprised of a technical advisory committee with staff from the Ministry of Transportation (MTO) and Region of Durham and is a requirement by MTO before initiating a subsequent Environmental Assessment. The interchange is intended to bring enhanced transportation connectivity to the Bowmanville Science and Technology Park, industrial areas, Bowmanville waterfront, and potentially reduce congestion on capacity roads such as Liberty Street and the Highway 401 interchange at Bowmanville Avenue. Completion of this Study is expected in mid-2022. Economic Development Strategy B.5 Explore an economic development strategy/framework in collaboration with the business community and other stakeholders Responsible Department: CAO's Office 2.42 As part of its review of the Municipality's Organizational Structure, Grant Thornton LLP was requested to review different models for the delivery of economic development services. They were not asked to provide any specific recommendations respecting a best practice for Clarington because the scope of their retainer did not permit any consultation or "collaboration with the business community and other stakeholders." Table 2.0 in Grant Thornton's Final Report dated December 4, 2019, is titled "Key Attributes of Internal and External Economic Development Service Delivery Models." 2.43 In response to questions from Council relating to CBOT, the Director of Financial Services provided a memo dated January 17, 2020, and the Director of Legislative Services / Municipal Solicitor prepared confidential Report LGL-003-20 dated March 9, 2020. 2.44 At the January 4, 2021 meeting of the General Government Committee, Resolution #GG-437-20 regarding the appointment of Department Liaisons was passed. Included in this Resolution was a Liaison for Economic Development. At its January 18, 2021 meeting, Council referred a memo on the issue from the CAO to the June 21, 2021 meeting of the General Government Committee. On June 21, 2021, Committee passed the following resolution (#GG-427-21): That the Clarington Board of Trade be requested to accept the two Clarington Regional Councillors on their Board with the response to be considered as part of the CAO's report; and That the matter be referred back to the CAO. Page167 Municipality of Clarington Report CAO-008-21 Page 13 2.45 In June, staff brought CAO-003-21 to Council. It listed the pros and cons associated with different municipal economic development service models and summarized the comments received. Council resolved (Resolution # C-210-21) as follows: That Report CAO-003-21 be received; 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; 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); 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 That all interested parties listed in Report CAO-003-21 and any delegations be advised of Council's decision. 2.46 In preparation for the Economic Development Strategy, staff drafted a comprehensive Terms of Reference and sought insight from the CBOT, both staff and board members. Their feedback was incorporated into the final document. The process to prepare the Strategy will start in late September. 2.47 Staff are working with the CBOT to draft a contract for a modified version of economic development services. That list of services, set to focus on business retention and expansion, will be built out more fully based upon the direction of the Strategy. Staff are also in discussions with CBOT regarding Council representation on its board. These matters will be addressed in a report that will be brought to Council prior to the end of 2021. C. Sustainable Infrastructure Growth Affordable Housing C.1. Develop an Affordable Housing Policy Responsible Department: CAO's Office (in consultation with Clarington Task Force on Affordable Housing) Page168 Municipality of Clarington Report CAO-008-21 Tool Kit Page 14 2.48 Report CAO-013-19 dated November 25, 2019 provided an overview of the steps that had been taken to that point in time to advance this goal. It provided Council with several options to incentivize affordable housing in Clarington. 2.49 The Affordable Housing Toolkit has been finalized and approved by Council. Staff have received a number of inquiries about the incentives included in the Toolkit from prospective developers. There is a clear interest in both the private and not -for -profit sectors in the tools offered. Secondary Plan Policies 2.50 The Planning and Development Services Department is currently working closely with partners to complete Secondary Plans across Clarington and find ways to include a mix of housing options, inclusive of those in the affordable category. For the most part, the development community has been receptive to the concept and is working to find creative solutions. 2.51 At the December 7, 2020 Planning and Development Committee meeting, the Southeast Courtice Secondary Plan was recommended for adoption. It included policies to support the provision of affordable housing units by requiring either land or a contribution of funds to the Municipality for the development of affordable, public or non- profit housing in the community. Council ratified the Committee's decision at its December 14-15 meeting. The Secondary Plan has been forwarded to the Region for approval. We anticipate receiving approval this Fall. 2.52 The policies that support affordable housing contained in the Southeast Courtice Secondary Plan have been incorporated into the Secondary Plans for Brookhill and Southwest Courtice that have already been approved by Council and have been forward to the Region for approval. 2.53 The Landowners Groups in all three secondary plan areas have agreed to contribute funds in lieu of the conveyance of land. As such, an affordable housing fund will need to be created. Advice will be sought from the Clarington Task Force on Affordable Housing with respect to the use of these funds prior to coming to Council for direction. The Affordable Housing Toolkit can be updated to establish funding parameters. Inclusionary Zoning 2.54 There is another opportunity to address affordable housing through the Major Transit Station Areas around the two proposed GO Train stations. Under provincial legislation, these areas can be subject to Inclusionary Zoning. This allows local governments to mandate a certain amount of affordable housing within that designated area. Page169 Municipality of Clarington Page 15 Report CAO-008-21 2.55 This summer, the Region introduced a Regional Official Plan Amendment (ROPA) to designate Protected Major Transit Station Areas — (PMTSAs) along the GO Train Lakeshore East Line in Durham. Two of the PMTSAs are in Courtice and Bowmanville. The proposed Plan amendment will enable municipalities to require the provision of affordable housing units within new development through our secondary plans and the corresponding zoning bylaw amendment processes. The Municipality has already initiated the preparation of the respective secondary plans. MZO 2.56 In October 2019, a Ministerial Zoning Order was approved for the Durham Christian Homes Long -Term Care facility on the lands donated to them on Boswell Road. This new facility will ensure the additional allocation of 120 beds and redevelopment for the existing bed allocation at their other sites in Bowmanville. Developments 2.57 As Council is aware, we have two facilities in Clarington that have received joint government funding. 1505 Bowmanville Avenue is open and Parkview should be opening in early 2022. Accessory Dwelling Units 2.58 The Municipality has initiated the process to implement Official Plan policies and zoning standards that would allow accessory dwellings units to increase the supply of affordable housing in the community. The public meeting for the Municipally -initiated Official Plan and zoning by-law amendments took place on September 13, 2021 (see Report PSD-041-21). Spry Avenue RFP 2.59 In late 2020, Staff were directed to create a process through which interested parties could submit offers to purchase the 3.3 acre Municipally -owned Spry Avenue property. Direction was provided to offer the property for sale in a way that would lead to a net increase in affordable housing units (either under the rental or ownership category, or a combination thereof). Staff issued a request for proposals (RFP) and prepared an evaluation framework to score the proposals received. 2.60 In Confidential Report CAO-002-21, Council was given an evaluation of all proposals that were submitted. After considering the proposals, on May 3, 2021, Council passed one resolution in camera (#CC-005-21) and passed the following resolution (#C-175-21) in open session: That Report CAO-002-21 be received; That all proponents who responded to the Spry Avenue RFP be informed that there will be no award; Page170 Municipality of Clarington Report CAO-008-21 Page 16 That the Spry Avenue property be listed for sale on Multiple Listing Service (MLS), with a condition that any purchaser have a pre -consultation meeting with Planning staff; and That Staff meet with the Affordable Housing Taskforce to discuss strategies going forward to offer surplus Municipal land for sale. 2.61 Direction was also given to Staff on May 3, 2021 to indicate in the listing that preference would be given to affordable housing proposals. 2.62 The property was listed on MLS on July 28, 2021. To accommodate a potential affordable housing offer, reference to the original RFP and the desire of Council to see affordable housing was included in the listing. 2.63 To obtain a clear understanding of what the offers will entail in terms of zoning, housing form, shared infrastructure and assumptions, Staff provided direction on what should be submitted by each bidder. Potential bidders were given a deadline of September 16, 2021, and asked to include the following information in their bids: • number of anticipated units • housing type (townhouse, singles, semis, apartment) • sketch or concept plan • an assumption that the buyer will be required to pay 50 per cent of the cost of a storm -water management pond • any other assumptions the buyer is making with regard to buying this site (waiving of fees, grants from other levels of government, etc.) • list of projects the buyer has completed in Durham Region. 2.64 Confidential Report CAO-007-21 summarized all offers received. The report was referred to the September 27 General Government Committee. Investment in Employment Lands C.2. Develop a realistic strategy for infrastructure investment in employment lands Responsible Departments: Public Works, Financial Services and CBOT 2.65 The information below provides a summary of the requirements for sanitary sewer and watermain servicing at the major undeveloped employment land areas in Clarington. Courtice Court 2.66 Report EGD-009-19 dated May 6, 2019 described our initiatives to partner with the Region and the private sector to bring water and wastewater services to Courtice Court. Staff have finalized the design, tender and legal agreements with the landowners and have scheduled the work approved in Report COD-010-20. The work is being done in two phases. Phase 1 servicing is complete with roadworks to be done at the conclusion Page 171 Municipality of Clarington Report CAO-008-21 Page 17 of Phase 2 servicing works. The Phase 2 Servicing Agreement has been executed and construction (including road works) is scheduled to be completed by October 2021. Newcastle Employment Lands 2.67 The Newcastle Employment Lands are bounded by Foster Creek to the south and east, Toronto Street to the west, and Highway 401 to the north. Water service is available on Toronto Street, and sanitary sewers are located at the west side of the lands on Toronto Street and at the east side of the lands on Amos Street. Clarington Technology Business Park 2.68 The Region of Durham has completed an Environmental Assessment (EA) for servicing of the Tech Park. The EA noted that water service is available at the Tech Park, and that extension of watermains within the area will be considered a local service and will be the developer's responsibility. Sanitary service is at capacity in the Tech Park and a new trunk sewer needs to be constructed from north of the water pollution control plant up to Baseline Road, and across Baseline Road. The Region has issued a request for proposal (RFP) for the detailed design and tendering of the sewer. The timelines in the RFP indicate the design will be complete by January 2023 and the construction is planned in phases: 1. The section from north of the water pollution control plant to Baseline Road is in the forecast for 2026. 2. The section on Baseline Road from Simpson Avenue to Mearns Avenue is in the forecast for 2030. 3. The section on Baseline Road from Mearns Avenue to Lambs Road has approved budget for construction to coincide with the Municipality's proposed reconstruction of Baseline Road. 2.69 Region staff advised that the forecast for construction is reviewed annually and could be adjusted once there is more certainty in the detailed design and pending development pressure. The Municipality has made it clear that servicing of this area is a priority and should continue to provide pressure to ensure the service is provided as soon as possible. 2.70 There is an area specific development charge in our new DC By-law for the construction of the Technology Park's stormwater management facility and flood control structure. Staff anticipate moving ahead with the design of these works in 2022. Clarington Energy Business Park 2.71 Sanitary sewer and water services are currently available in the Energy Business Park. Page172 Municipality of Clarington Page 18 Report CAO-008-21 Courtice Employment Lands and Major Transit Station Area (MTSA) 2.72 There are several sanitary sewer and watermain projects in the Region's forecast for this area. The projects are noted below, including the year of construction from the Region of Durham's 2021 budget and nine-year forecast. The Region is currently preparing a detailed design for the extension of the Courtice Trunk Sanitary Sewer and a zone 1 feedermain (water) along Baseline Road from Courtice Road to Trulls Road, and up Trulls Road to Bloor Street Budget has been approved and construction is expected to start in late 2021 or early 2022 • Zone 1 feedermain along Baseline Road west of Trulls Road. The construction date will be driven by development of the surrounding secondary plan area. • Southwest Courtice sub -trunk sanitary sewer on Baseline Road west of Trulls Road. The construction date will be driven by development of the surrounding secondary plan area. • Baseline Road sanitary sewer pumping station and forcemain west of Robinson Creek. The construction date will be driven by development of the surrounding secondary plan area. • Southeast Courtice sub -trunk sanitary sewer from Trulls Road north of CPR easterly to Courtice Road and north on Courtice Road to Bloor Street (2023) Future Urban Boundary Expansion 2.73 As discussed in report PDS-009-21, and Resolution #C-055-21, the Municipality supports the conversion of much of the Courtice Employment Lands to residential and mixed -use development, in keeping with the policy directions of the MTSA. Clarington has also reaffirmed the request to expand the urban boundary from Courtice Rd easterly to Highway 418 between Baseline Rd and Highway 2. Some of this expanded urban area will be within the MTSA and is proposed to be residential and mixed -use. The remaining area within the expanded urban boundary would be designated employment lands. Figure 1 below was taken from PDS-009-21, and shows the employment land conversion areas, the MTSA boundary and the future urban expansion area. 2.74 The Region of Durham's capital forecast does not include sanitary sewer or watermain services beyond the existing urban boundary. It is not clear how the urban boundary expansion area would be serviced, and whether these services would be considered local services or if they should be included in the next update of the Region of Durham's Development Charges background study. Further discussion with the Region is required to determine how this area would be serviced and the timing for servicing. Page173 m Municipality of Clarington Page 20 Report CAO-008-21 Strategy for Infrastructure Investment C.3. Develop a realistic strategy for broader infrastructure investment Responsible Departments: Financial Services, Public Works and Planning and Development Services 2.75 In April 2019, the Municipality approved an Asset Management Policy, as required by provincial regulation, which guides the Municipality in developing and following an asset management policy. Report FND-010-19 provides all the details. The 2020 budget started the process of aligning the capital budget forecast and the asset management plan to ensure that there is proper planning for financial requirements as related to infrastructure investment. The Municipality is anticipating an Asset Management Plan, under Phase I of the regulations to come to Council in January of 2022. 2.7E In fall of 2019, the Municipality began the Development Charge Study and Community Benefit Study for July 1, 2020 rates. While these studies have been completed, the Province has allowed for the extension of the existing DC by-law, due to COVID-19, which the Municipality took advantage of. The DC Study and new By-law were approved by Council on January 18, 2021. Development Charges and Asset Management are integral in determining required funding levels for growth -related projects and the development of a long-term financial strategy to address growth and maintain infrastructure. 2.77 In December 2020, the Financial Services Department reorganized to create the position of Budgeting and Financial Planning Coordinator. This role will act as a resource to complete a long-term financial plan, taking into account all financial plans of the Municipality. D. Legacy Projects Courtice Waterfront D.1 Clearly articulate our plans for a) Courtice waterfront Responsible Departments: Planning and Development Services and Public Works 2.78 Through Report PSD-033-19, Council approved an expansion to the Courtice Energy Business Park Secondary Plan area to include the Courtice waterfront. As of July 2021, two Public Information Centres have been held and an online survey generated comments and ideas from more than 900 people. The ideas generated during the public engagement process have established a foundation for the planning and design of a potential Municipal -wide Park along the Courtice waterfront. A Courtice waterfront park would provide recreational opportunities for Clarington residents while also creating a tourist attraction along the waterfront. Page175 Municipality of Clarington Page 21 Report CAO-008-21 2.79 The Municipality, in collaboration with the landowners, is also exploring commercial and residential uses. The design for the Courtice waterfront will complement the development of a nuclear energy cluster in the Clarington Energy Business Park. The Nuclear Energy Cluster concept is advancing with the relocation of more than 2,000 jobs to Courtice. Moreover, both the OPG new jobs and the Courtice waterfront development greatly enhance the potential development of the area around the GO Train Courtice Station. The relocation of OPG to Courtice has added momentum to the Courtice waterfront project as it is a key component of the quality of life our community will offer, something that is sought after by the new generation of highly educated workers. 2.80 In the Fall of 2021, staff will bring the emerging vision and preliminary development plan back to the public for further consultation and refinement. 2.81 As an interim measure to encourage more visitors and activity along the Courtice Waterfront, road surface improvements and the construction of an off-street parking lot on Courtice Shores Drive were recently completed. Port Darlington Waterfront D.1 Clearly articulate our plans for b) Port Darlington waterfront Responsible Departments: Public Works and Planning and Development Services 2.82 Along the Port Darlington waterfront, we have existing parks on both sides of the Bowmanville Creek. Port Darlington West Beach Park Phase 1 was completed in 2012. The park continues to expand in size as we acquire additional properties along the lakefront. The next phase of development in our long-range forecast is planned for 2027. It will include additional trails, boardwalk, seating areas and shelters. 2.83 Port Darlington East Beach Park Phase 1 was completed in 2014. We have a second phase of development in our long-range forecast for 2024. It will include additional parking and a lakefront shelter. There are village/commercial lands located along the north side of Port Darlington Road opposite the park which Clarington Council has declared surplus and authorized staff review options to have these lands developed, starting with rezoning the lands before listing them on the real estate market. We have retained Condevcon Ltd. to carry out the rezoning of this property on our behalf. 2.84 As part of the Lakebreeze subdivision development, the Municipality took ownership of a long section of linear parkland along the waterfront. The linear park and waterfront were dedicated to MOC with the registration of the subdivision plans in 2018. The park is under development and includes trails, viewing areas, interpretive signage and shelters. Much of the infrastructure will be built by the developer at its cost. 2.85 The developer has constructed the trail network and commenced rough grading of the park. The scheduling of the turf is anticipated to be completed in late 2021 while Page176 Municipality of Clarington Page 22 Report CAO-008-21 structures and plantings will follow later this year or in the Spring of 2022. Staff have been working on the interpretative signage with the developer. Port Granby Nature Reserve D.2 Pursue a final decision from Atomic Energy of Canada Limited (AECL) and Canadian Nuclear Laboratories (CNL) respecting the disposition of lands for the Port Granby Nature Reserve Responsible Departments: Planning and Development Services and Public Works 2.86 This strategic initiative is progressing well. Municipal staff and AECL have been meeting with First Nations. More recent meetings have included representatives from AECL, First Nations, Port Hope and GRCA, and a facilitator to advance the governance framework for the nature reserve. The consultation with First Nations is a requirement of the Federal "duty to consult" and a step towards reconciliation. Clarington staff are assisting in providing background and clarification about the proposed future ownership, legal restrictions to ensure it stays a Nature Reserve, planting, stewardship and management of the lands. We continue to work with AECL and First Nations on the governance structure. 2.87 On January 14, 2021, Public Works issued the Notice of Study Commencement for the "Port Granby Project End Use Transportation Network" Environmental Assessment. This EA will investigate how the local transportation network can best serve the community as the Port Granby Project enters end use operations. South Bowmanville Recreation Centre D.3 Develop the concept, financing, project plan and potential construction schedule for the South Bowmanville Recreation Centre for Council in 2019, for consideration in the 2020 budget, with a design to follow. Responsible Department: Community Services 2.88 Following a May 10, 2021 report on the future recreation facility for Bowmanville (Report CSD-003-21), Council passed the following Resolution: 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. 2.89 Staff are currently working with a design firm, contacts at Durham Region and other Municipal departments to gather all relevant information for consideration of the new recreation facility to be situated on the current Garnet Rickard Recreation Complex site. Page 177 Municipality of Clarington Report CAO-008-21 Page 23 In addition to considering the physical building layout on the site and connection to the existing facility, staff will be reporting on residential growth adjacent to the site as part of the Brookhill Secondary Plan, Durham Region input of future road projects for Bowmanville Avenue and Highway 2 West, existing water and sewer capacities, expansion of on -site parking and vehicular and pedestrian movement as well as the relocation of the existing baseball diamonds. 2.90 It is anticipated that this report will be on either the November 8, 2021 or November 29, 2021 General Government Committee meeting agenda. Performing Acts Space D.4 Articulate a vision of a Performing Arts space Responsible Departments: CAO's Office, Planning and Development and Community Services 2.91 Staff are not aware of any immediate opportunities respecting a potential location for performing arts space. It is possible that through the preparation of one or more of the secondary plans that are currently being developed that a site could be identified (as an example, the Courtice waterfront or the Bowmanville East Urban Centre that includes the former Goodyear property). COVID has had a major impact on the performing arts sector and opportunities to partner to provide a performing arts space are extremely limited at this time. Possibilities may exist to work with local churches. Camp 30 D.5 Make a decision on Camp 30 Responsible Department: Planning and Development Services 2.92 Report PDS-044-21 dated September 13, 2021 addresses this strategic goal. E. Environmental Sustainability Reduction Initiatives E.1 Advance waste reduction initiatives by promoting the four Rs: Refuse, Reduce, Reuse and Recycle Responsible Departments: CAO's Office, Planning and Development Services, Community Services and Public Works 2.93 Currently we have a full three stream waste diversion program in place at two indoor recreation facilities, which includes organic waste pick-up. As we start to expand facility operations and concession and banquet services resume, organic diversion will be in place at both twin pad arenas. Over the coming months the remainder of our indoor recreation facilities will also be equipped with the three stream receptacles. Organic Page178 Municipality of Clarington Report CAO-008-21 Page 24 diversion has been in place at the Municipal Administrative Centre for a number of years and staff plan to work with community hall and arena boards to further expand this program in 2022. 2.94 Through the purchase of new recycling receptacles and the creation of easy -to - understand guidelines for sorting, our new program will assist our visitors in the proper pre-sorting of organics and other recyclables. The effectiveness of this new program will not be fully realized until we are able to assess the level of diversion from land fill after a full 12 months of operation, post COVID-19. 2.95 Sections 2.83 through 2.88 of Report CAO-001-21 described several initiatives undertaken through the Special Projects Branch of the Planning & Development Services Department to advance the Municipality's environmental sustainability goals to that point in time (January 2021). Below is a brief overview of steps taken since that time. 2.96 On March 1, 2021, Council approved the Clarington Corporate Climate Action Plan (CCCAP) through Report PDS-018-21. Since the completion of Plan, the Interdepartmental Climate Change Working Group (ICCWG) has shifted its focus to implementing the actions contained in the Plan. The first steps toward implementing the Plan have included: Updating the Terms of Reference of the ICCWG to focus on program design and implementation and; creating an internal implementation guide which outlines the implementation, reporting and budget process for implementing the CCCAP, prioritizes actions for implementation within the CCCAP over a five year period and identifies tools for tracking and reporting on the progress of implementing the CCCAP. 2.97 Staff have begun advancing key actions outlined in the CCCAP, including: researching program options of an urban tree planting program; reviewing best practices for integrating green development standards into Clarington's development application process (see Report PDS-045-21 which will be on the Planning & Development Services Committee October 4, 2021 agenda); reviewing corporate green and social procurement policy options; updating the corporate UV and extreme heat policies to include climate considerations; and reviewing the option to create Community Services programs and events design and implementation guidelines that take into consideration climate change. 2.98 Pursuant to action 1.12 of the CCCAP, the Municipality is acting to reduce its energy consumption and GHG emission by adopting a new integrated bill entry and energy management and tracking tool (EMS tool). The EMS tool will allow staff to identify energy savings opportunities in municipal buildings, track the energy savings from specific building retrofits and accurately estimate the savings from future building retrofits initiatives. 2.99 Pursuant to action 1.24 of the CCCAP, the Municipality has partnered with the Region to complete a district energy pre -feasibility study. The study will review the feasibility of incorporating district energy into the Energy Park, the Courtice Employment Lands and Page179 Municipality of Clarington Report CAO-008-21 Page 25 Major Transit Station Area, the Southeast Courtice Secondary Plan and Southwest Courtice Secondary Plan areas, to capture waste heat from industrial processes for space heating in residential and commercial buildings. The pre -feasibility is expected to be complete in fall 2021. 2.100 As initiated in Report FND-036-20, work to install EV charge stations as associated with the first round of the Zero Emissions Vehicle Infrastructure Program (ZEVIP 1) has been completed. Five charge points have been installed at the Division and Church Street municipal parking lot. Two new stations have been installed at Garnet B Rickard Recreation Complex and two charge points have been relocated to Fire Station 1. All stations will be fully operational by September 2021. 2.101 As outlined in Report PSD-020-20, staff collaborated on a second application intake for the Zero Emissions Vehicle Infrastructure Program (ZEVIP 2), focused on EV infrastructure for workplace and fleet use. In December 2020, staff received notice that Clarington was successful in its ZEVIP 2 application, which covers 50 per cent of the costs for the purchase and installation of 18 EV charge points. Design work has begun to install eight EV charge points for fleet vehicles at Garnet B Rickard Recreation Complex in fall 2021. Staff will submit a request to Council for the Municipality's portion of the costs for the remaining 10 stations for as part of the 2022 budget. 2.102 Pursuant to resolution C-066-20 and in alignment with the CCCAP, Staff have commenced work on a five year plan to transition light -duty municipal fleet vehicles to electric. The plan identifies the Municipality's new light -duty fleet EV and EV charging infrastructure needs over the next five years. The plan proposes locations for EV stations for fleet and community charging and municipal properties over the next five years. The plan is expected to be complete in fall 2021. 2.103 As per Report CAO-14-19, Staff continue to work with the Region of Durham to advance programming in the Durham Community Energy Plan and Durham Community Climate Adaptation Plan. Most notable is the development of a region -wide community EV education program (e-mission) and a region -wide deep energy retrofit program. Both programs will tentatively launch in Spring 2022. 2.104 In June 2021, the Municipality, in partnership with the Clean Air Partnership was awarded $175,000 by the Green Municipal Fund to undertake research to categorize the efficiency ratings for residential buildings in Clarington. This information will enable the Municipality to make informed decisions about potential home energy retrofit program needs, development and delivery. 2.105 The Municipality has partnered with the University of Guelph on a research project to identify ways that Clarington and the Clarington Board of Trade can integrate climate change and social justice as central considerations for local economic development. The findings of the research will inform conversations about sustainable local economic development in the Municipality. Page180 Municipality of Clarington Report CAO-008-21 3. Conclusion Page 26 It is respectfully recommended that Council receive this report for information. Staff Contact: Andrew Allison, CAO, 905-623-3379 x2001 or aallisoN( clarington.net Page 181 Clarington Staff Report If this information is required in an alternate accessible format, please contact the Accessibility Coordinator at 905-623-3379 ext. 2131. Report To: General Government Committee Date of Meeting: September 27, 2021 Report Number: CAO-009-21 Submitted By: Andrew C. Allison, CAO Resolution#: Report Subject: Centralized Customer Service Review Recommendations: 1. That Report CAO-009-21 be received; 2. That Council endorse in principle the recommendations contained in the Centralized Customer Service Review prepared by CSPN dated September 21, 2021 (Attachment 1); 3. That staff be directed to review the recommendations contained in the CSPN Report and prepare an implementation plan to create a centralized customer service model; 4. That any net -new costs associated with the implementation plan shall require prior approval from Council; and 5. That staff be directed to respond in support of the letter from the Region of Durham dated August 11, 2021 (Attachment 2) to allow 311 calls made within Municipal boundaries to be routed to the Region, in an effort to address gaps in geographic exchange boundaries. Page182 Municipality of Clarington Report CAO-009-21 Report Overview Page 2 Earlier this year, the Province of Ontario announced a second intake of the Audit and Accountability Fund (AAF). Clarington applied for and received funding to hire a third -party consultant to undertake a review of the external customer facing services that we deliver. An RFP was issued for the work, and Customer Services Professionals Network (CSPN) was awarded the contract. This report seeks Council's endorsement of CSPN's recommendation that several of our current customer service touchpoints be centralized into a contact-centre/service-desk model. This would see services from several departments collapsed into one point of entry for the customer. The outcome would be a more effective and efficient customer journey and drive cost savings for the Municipality. 1. Background 1.1 In the first intake of the Province of Ontario's Audit and Accountability Fund, the Municipality applied for and were successful in obtaining funds to undertake an organizational structure review. As part of that review, Grant Thornton LLP, the consultant, recommended that a centralized customer service function be created (see Recommendation #10). 1.2 In Report CAO-006-20, staff identified a path towards centralization and the need to review all the services that we currently provide our customers. This would have been a massive undertaking for existing staff, making the second round of the AAF a great opportunity to bring in a third -party customer service expert to undertake this work. Earlier this year, the Municipality applied for and received funding through the AAF. Staff drafted an RFP for the project, pulling from several other municipalities who have recently undergone customer service transformation initiatives. Customer Service Professional Network (CSPN) was the successful bidder. 1.3 The Municipality's funding agreement with the Province requires that a final report be submitted to the Province by October 15, 2021. 1.4 A key part of CSPN's engagement was undertaking a series of focus groups to ensure that there was an understanding of the key challenges and opportunities that Clarington customers face. The focus groups were: Community Groups and Associations, Commercial and Residential Developers, Business and Tourism, and Accessibility and Diversity. Staff also supported the public information gathering process by posting a customer survey that garnered 151 participant responses. 1.5 Several customer journey map exercises were undertaken, which provided an in-depth look at seven of our processes. This close lens on how we deliver these services shed Page 183 Municipality of Clarington Report CAO-009-21 Page 3 light on things we are doing well and areas where we can look to remove customer pain -points and find efficiencies. 1.6 The Region of Durham is also in the process of working towards a centralized customer service model. Staff and consultants representing the Region have met with Municipal staff to discuss the possibility for integration. More information is required to better understand what the Regional model will look like and their implementation timeline. CSPN did include this possibility as part of its report and interviewed Regional staff responsible for the file. As an early step towards making customer service more efficient within both Durham Region and Clarington, a letter (see Attachment 2) was received from the Regional CAO requesting that Clarington Council support adjusted call routing boundaries and have all local 311 dialing sent to them first. 2. Recommendations 2.1 CSPN has essentially recommended that the Municipality centralize most of our customer services into one seamless corporate -wide centre called "Service Clarington." It was recommended that we create a single entry -point for all inquiries, including one phone number for calls, one consistent email address, an online customer self -serve portal and one centralized desk for in -person inquiries. 2.2 CSPN has recommended a three -stage implementation over five years. The stages contain a series of recommendations with potential financial investment, efficiencies and, more importantly, savings attached to each. The cost savings are associated mainly with process improvements, allowing staff to focus on more specialized work. CSPN's report also outlines which services will be fully or partially centralized and lists the services that need to stay decentralized, mainly because of their complexity or special qualification that staff need to complete the service. 2.3 The first stage of the recommended transition to a new Service Clarington model focuses on preparing for centralization with a timeframe of up to two years. It includes getting the Corporation ready by establishing a service strategy and implementing a set of consistent performance measures based on industry standards to assess our customer service. The first stage also focuses on greater inter -departmental collaboration, document, and knowledge sharing, as well as building service summaries to assist as we move toward the Service Clarington model. There is also a focus on technology and leveraging systems we already have in place. Specifically, using SharePoint to create a knowledge base of shared data to provide staff access to a streamlined source of information. As we prepare to centralize, the report also recommends that, in the interim, we utilize the Inquiry Portal - a GIS-based software created for Planning and Development Services to track customer inquiries. This system would help us consolidate our services as a first step toward centralization. Page184 Municipality of Clarington Page 4 Report CAO-009-21 2.4 Stage two focuses on completing the activities outlined in stage one, as well as training and finalizing staff support for Service Clarington and confirming the list of services that will be included in the centralized framework. The consultant is recommending that Service Clarington reside in our Community Services Department, reporting to the Manager of Client Services and joining the dedicated Customer Service staff we already have in place. Service Clarington would be comprised of seven clerks — five full-time and two to three part-time. If we proceed with this model, we will not be hiring new staff for the full-time positions; instead, we will pivot staff in existing customer service clerk positions to form the new team. It's important to note that any future staff movement will be coordinated with the staff and departments affected to ensure a smooth transition that doesn't disrupt internal workflows. 2.5 The third stage focuses on adding more services to the centralized model and updating technology to further support Service Clarington as it grows. The third stage also considers a potential partnership with myDurham311 — a Region of Durham initiative to create a multi -channel service experience with the opportunity for area municipalities to join. The aim is to create a seamless service experience between Durham Region and other area municipalities. The Region plans to launch myDurham311 in 2023. The report recommends that we assess our level of centralization at the five-year mark and determine the best working relationship with a regional call centre. Next Steps 2.6 There is a considerable amount of information and detail contained within the CSPN Report that needs to be digested and further reviewed. Several Municipal staff have had a chance to do a preliminary analysis of the recommendations, but future consultation with affected Departments will be required to fully understand feasibility and potential costing. This work will begin immediately to stick with the proposed timeline for implementation, as outlined in the CSPN Report. 3. Concurrence This report has been reviewed by the Director of Community Services and the Director of Financial Services who concur with the recommendations. 4. Conclusion 4.1 The final recommendations of CSPN call for a multi -year phasing in of a centralized customer service model, the basic premise of which is to consolidate similar existing business operations into one integrated group or function. The intended benefit of the consolidation is to (a) maximize resources; (b) improve the efficiency of existing operations through more streamlined internal processes; and (c) increase the service level provided to customers. Page185 Municipality of Clarington Page 5 Report CAO-009-21 4.2 It is respectfully recommended that Council receive the CSPN Report and direct staff to begin implementation planning. Staff Contact: Justin MacLean, Advisor, Corporate Policy and Strategic Initiatives, imaclean(a�clarington.net Attachments: Attachment 1 — Centralized Customer Service Review Report Attachment 2 — Letter from Region of Durham CAO dated August 11, 2021 (Request for Resolution related to 311 calls using the Municipality of Clarington Telephone Exchange) Interested Parties: There are no interested parties to be notified of Council's decision. Page186 Attachment 1 to Report CAO-009-21 September 21, 2021 Municipality of Clarington Centralized Customer Service Review Full Report Prepared by: cspn Shawn Ashley, Director CX Advisory I shawn@mycspn.com Jenelle McCulloch, CX Consultant I jenelle@mycspn.com C5P]7 Page187 Table of Contents Overview 3 Executive Summary 5 Centralized Customer Service Best -Practices 20 Strategic Service Themes 20 Clarington Jobs -to -be -Done Methodology 21 Centralized Customer Service Guiding Principles 22 Clarington External Service Landscape 23 Comparable Municipality Findings 23 Customer Experience Findings 26 Clarington Internal Service Landscape 30 Company -Wide Service Elements Impacting Centralization 30 Service Partnerships 30 Customer -Facing Service Delivery Roles 32 Service Delivery Performance Measurements 33 Departmental Service Inventory & Process Journey 40 Service Inventory 40 Service Journey Maps 40 Centralized Service Opportunties & Recommendations 46 Clarington's Centralization Framework 46 Improvement Opportunities & Recommendations 47 Impementation Planning 77 Overview 78 Centralization High -Level Workplan 81 Centralized Service Onboarding Workplan 83 Appendix 84 Appendix I: Research Methodology 84 Appendix II: Community Survey Results 87 Appendix III: Comprehensive Centralized Services List 90 Appendix IV: Recommendations Cost & Savings Details 98 CSPn 2 Page188 If this information is required in an alternate format, please contact the Accessibility Coordinator, 905-623-3379 ext. 2131 or accessibility(cD-clarington.net. Overview Project Context The Municipality has undergone a Centralized Customer Service Review. The objective is to equip the Council and Senior Administration with a clear roadmap to implement a centralized service model and identify structural / operational improvements. Specifically, the key focus of this review was to determine if the Municipality has opportunities through a centralized service model to: • Improve services and outcomes — customer -focused services and delivery • Improve service delivery mechanisms through greater operational integration • Reduce costs for service delivery • Improve process efficiency, and productivity • Meet new or increased demands from customers Purpose of This Document This report has been prepared for the management of the Municipality of Clarington. The development of the report includes a review of existing information from the Municipality as well as inputs from: • Leadership / Management of In -Scope Services • Public Survey (completed Summer 2021) • Public and advisory Committee Focus -Groups • Councillor Interviews • CAO and Senior Leadership Team working sessions The basic premise of a centralized service delivery model is to consolidate any existing business operations identical or similar that are conducted across multiple groups or departments into one integrated group or function. The intended benefit of this consolidation is to: 1. Maximize resources 2. Improve the efficiency of existing operations through streamlined processes 3. Increase the service level provided to customers This report provides a summary of the services delivered by the Municipality and associated recommendations. The report includes the following information: • An overview of findings from the current state to provide context to the recommendations • The proposed recommendations, including more detailed information • Implementation considerations to support the successful adoption of the recommendations • An overview of financial implications associated with each recommendation • A summary of the benefits of the recommendations csPn Page189 3 Core Assumptions The following assumptions have helped shape the research and analysis in this report: • 2020 operating budget data provided by Finance and CAO office has been used to calculate benefits, including cost savings, efficiencies, and cost avoidance. • Operational data provided by the respective departmental teams has been used to calculate benefits, including cost savings, efficiencies, and cost avoidance. • Calculations for benefit estimates, efficiencies and cost avoidance analysis have been performed using input assumptions (found in Appendix IV) and data provided by the Municipality of Clarington Finance and the departmental teams. • Inputs to the analysis are the sole responsibility of the management team. Inputs were pressure tested by the consultants. • The analysis herein is in summary form. Selecting portions of this analysis without considering all of the factors in the larger context may create a misleading view of the output and results. • Calculations have been based on specific assumptions noted in the Opportunity and Recommendation Details section in this report. Not every potential influence or factor has been considered, including, but not limited, to negotiated changes with contractors and unions, inflation, the impact of overhead costs, renovations costs for structural changes and changes in contractor rates resulting from changes in requirements. • It is also important to note that data provided by Clarington for many assessments was high-level or not accessible. Acknowledgement We would like to take the opportunity to acknowledge the assistance and cooperation provided by staff of the Municipality of Clarington and community stakeholders that participated in the development of the centralized service delivery review. We appreciate that reviews such as this require a substantial contribution of time and effort on the part of Municipal employees, and we would be remiss if we did not express our appreciation for the cooperation afforded to us. As the scope of our review is intended to focus on how Clarington can centralize and areas for potential efficiency improvements and/or cost reductions, we have not provided commentary on the numerous positive aspects of the Municipality's operations identified during the course of our review. csPn 4 Page190 Executive Summary The objective of this report is to outline opportunities and recommendations on how the Municipality of Clarington can create a centralized service delivery model in order to 1) Increase efficiency and effectiveness of service delivery 2) Reduce costs through alternative service delivery approaches and 3) Standardize and track service levels across the organization. Introduction to the Clarington Centralization Framework The centralized service delivery review uncovered 20 forward -looking recommendations that would enable Clarington to achieve the stated objectives. To support a scaled implementation of centralized service delivery, a "Centralization Framework" has been designed. The Framework includes a three -staged approach, spanning 5+ years to build and scale a centralized service model. An overview of the staged approach is detailed below: STRATEGY & PARTNERSHIP: Customer -Centric Culture W_ A ■I ■ 1+' Service Performance Operating Model & Strategy Measures Governance Structure ?` PEOPLE: Right Roles & Right Knowledge .n� Support & Training Materials / Tools d� Team Members Roles & Responsibilities PROCESS: Streamlined Operations & Activities X Formal Operations & Agreements O �Y Centralized Service Services Activith TECHNOLOGY: Digital Systems & Support Tools SharePoint AMANDA Inquiry Mitel Knowledgebase Alignment Portal MiContact r Service Data - Tracking 1W myDurham Service Partnership ■}r ■ Multi -Facility Service Structure r• Additional Centralized Operations & Service Activities ,cspn Page 191 5 Stage 1.0 PREPARATION (0-2 Years) • Setup organization & employees with the capability, knowledge and tools for success when centralizing structure / services. Stage 2.0 FUNDAMENTAL SERVICE (2-5 Years) Finalize details of preparation activities, train / onboard employees & rollout centralized service structure team & functions. Stage 3.0 (5+ Years, • Scale centralization to increase the activities & complexity of services performed & update to greater technology automation / functionality for customers. Within each of the Stages, opportunities and recommendations have been classified under four themes 1) Strategy & Partnership — Customer -Centric Culture 2) People — Right Roles & Right Knowledge 3) Process — Streamlined Operations & Activities 4) Technology — Digital Systems & Support Tools. For each of the associated opportunities and recommendations, cost to implement and expected cost / efficiency savings have been identified. Below is a summary of opportunities by Stage: Based on the identified opportunities and recommendations (mentioned above) to support a centralized service delivery model, 10 out of 20 (50) will drive savings for Clarington. Based on the ranges, Clarington can forecast to invest between $210,000- $620,000 to drive between $500,000 and $1,300,000 in savings. Further detail on how figures were calculated found in Appendix IV. In addition to the cost savings associated with the recommendations, 60%-65% of the services reviewed will be impacted by a centralized service model that drives cost savings. Associated costs to implement and efficiency savings for each opportunity are captured below. Details on cost structure (e.g., internal vs. external) and guiding assumptions can be found in Appendix IV and within the Opportunities & Recommendations section. "INT" cost to implement refers to the internal resources (sunk costs) that are required but will not be additional to existing operating budgets. "TBD" cost to implement and efficiency / savings refers to resources that are unknown and dependent on decisions made from recommendations in this report. ,csPn Page 192 C Stage 1.0 PREPARATION (0 — 2 Years) RECOMMENDATION COST TO IMPLEMENT COST / EFFICIENCY SAVING S1 Create an Organizational "Service INT N/A Excellence" Strategy S2 Define Organizational Service Level $0410,000 N/A Standards & Metrics S3 Implement Durham311 Telephone N/A $0-$10,000 Exchange Agreement R1 Develop Service Summaries for all INT $10,000-$50K Departments R2 Create Support Materials, Guides, & Tools INT $10,000-$50K P1 Create Process Maps for Service -Related $10,000-$50K N/A Operations P2 Develop Formal Service Agreements for INT N/A Impacted Departments T1 Align AMANDA Planning & Design to $10,000-$50K N/A Centralized Service T2 Build SharePoint Site for Service Team $0410,000 $10,000-$50K T3 Leverage "Planning" Customer Inquiry INT $50,000-$100K Portal as Interim CRM System T4 Deploy Data Tracking & Management for $10,000-$50K N/A Centralized Service Estimated Stage Totals $30K-$170K $80K-$260K csPn Page193 7 Stage 2.0 FUNDAMENTAL SERVICE (2-5 Years) RECOMMENDATION S4 Operating Model of Centralized Service Team S5 Governance Structure of Centralized Service Team R3 Service Team Roles & Responsibilities R4 Skills & Knowledge of Cross -Trained Service Team Members P3 Fundamental Services Performed through Centralization T5 Modified Service Entry / Communication Channels for Centralized Service Estimated Stage Totals Stage 3.0 EXPANSION (5+ Years) RECOMMENDATION S6 Perform Feasibility Assessment for myDurham Partnership Opportunities P4 Complex Services Performed through Centralization T6 Additional Self -Service Capabilities in Customer Portal Estimated Stage Totals COST TO COST / IMPLEMENT EFFICIENCY SAVING $10,000-$50K N/A $50,000-$100K N/A I NT N/A $10,000-$50K $10,000-$50K N/A $160K-$285K $10,000-$50K $50,000-$100K $80,000- $220,000- $250,000 $435,000 COST TO COST / IMPLEMENT EFFICIENCY SAVING TBD TBD $50,000-$100K $100,000+ $50,000-$100K $100,000+ $100,000- $200,000- $200,000 $335,000 CSPn Page194 Introduction to the Centralized Service Clarington Model The opportunities and recommendations outlined above support the building of a centralized service team "Service Clarington". These opportunities and recommendations will require future change within existing departments and services, existing operating models, and the current and planned technology solutions. At a high-level, a centralized service model for Service Clarington will look as follows: Contactfrom Streamlined Customer Entry Point y 1 E-mail �i=1 /m 1 Phone Address 1 Web - Number Tool 1 1 Service i—� ••• Desk Multichannel Department Service Delivery Collaboration ............................................ " Based on Service Agreements Agent Complete Service Request as First Point of Contact . _ Transfer to Individual Departments TECHNOLOGY: Digital Systems & Support Tools 400> r— — — — — — — — — — - — — — — — — — — — — - •� I ` Ley Inquiry Mitel MiContact AMANDA SharePoint _ Portal I Business Centre 1 System ' Knowledgebase Interim inquiry I • _ I -Central Management l -.•-.. - II Portal & Customer Portal L------------------------- I *cspn 9 Page195 Impacted Clarington Departments and Services Service Clarington front-line staff will manage customer service inquires and requests on behalf of the following Clarington departments and services. Below is the table that outlines by department what services are recommended to be centralized. Cost savings have been provided as ranges. Based on the services reviewed, 60% - 65% will be impacted by a centralized service model that drives cost savings. Key content found in the table includes: • Department and Business Line • Customer / Service Touchpoint Centralized Service: Service delivery model based on a single point of entry for all service requests (centralized service). In all scenarios, The Service Team acts as the first point of contact with the customer, however the level of responsibility to process the request varies by service and department. A detailed list of service and service processing responsibilities is summarized below. — Full: Centralized Service Team to own all customer interactions related to the service request. Individual departments to do not need to process any service -related requests. The specific details will be defined in the Service Agreements for each department. — Partial: Centralized Service Team to share ownership of responsibilities to process customer service request. This could involve the Service Team working with a department SME to process a transaction or handing -off the transaction at a specific moment in the process. The specific details will be defined in the Service Agreements for each department. — None: Centralized Service Team does not perform any activities related to the processing of the service request. The Service Team would triage the request and pass it off immediately to the related department. The specific details will be defined in the Service Agreements for each department. csPn 10 Page196 DEPARTMENT CENTRALIZE STAGE ANNUAL COST SERVICE SAVINGS OFFICE OF THE CAO Administration Provide Information and Support to General Inquiries / Issues from Full 2.0 $5,000- Public $10,000 Support & Coordinate Customer & Elected Officials in Resolving Partial 3.0 $10,000- Complaints $20,000 Communications Design / Update Website functionality and Content None N / A N / A Manage Social Media Communications & Replies to Inquiries / Issues Partial 3.0 $5,000- $10,000 COMMUNITY SERVICES Facilities Services Maintain & Prepare Facilities for Formal Bookings Made by None N / A N / A Customers Recreational Services � $20,000- Manage Resolution of Facility Complaints Partial 3.0 — $30,000 i 11 Page197 DEPARTMENT CENTRALIZE STAGE ANNUAL COST SERVICE SAVINGS Deliver Formal Programs / Activities within Recreation Facilities Aquafit, Fitness Centre, Group Fitness Programs, Skating Programs, Specialty Programs, Swimming Programs, Camps, Leadership, Sports & Active Play Client Services None N / A N / A Provide Information and Support to General Inquiries / Issues from Full Public Triage Incoming Inquires to Other Departments / Business Lines Full Manage Bookings and Registration for Programs / Services / Rentals Partial Recreation Classes, Fitness Memberships, Facility Rentals, Field / Ice Process Payments for Bookings & Registrations Partial Recreation Classes, Fitness Memberships, Facility Rentals, Field / Ice Film Permitting None Support Internal Teams with Coordination of Special / Corporate None Events Manage Application & Processing of Community Grants None LEGISLATIVE SERVICES CSPn 2.0 2.0 2.0 2.0 N/A N/A N/A $10,000- $20,000 $10,000- $20,000 $15,000- $25,000 $10,000- $20,000 N/A N/A N/A 12 Page198 DEPARTMENT Council Services (Clerk's) CENTRALIZE SERVICE STAGE ANNUAL COST SAVINGS Provide Information and Support to General Inquiries / Issues from Full 2.0 $10,000- Public $20,000 Process and Manage Approval of Departmental Permits / Licenses $5,000- • Marriage License, Burial Permit/Death Registration, Pension/ Partial 2.0 $10,000 Life Certification, Lottery Licensing, Business Licensing Process and Manage Payments for Various Departmental Services Partial 2.0 $20,000- • Licenses, Parking Tickets, Parking Permits Full 2.0 $30,000 • FOI/MFIPPA Request, Cemeteries (5) None N / A N / A Perform Civil Marriage Ceremonies None N / A N / A Provide Commissioner of Oaths Services None N / A N / A Support Cross -Departmental Inquiries and Provide Requested Info / None N / A N / A Docs Municipal Law Enforcement Provide Information and Support to General Inquiries / Issues from Full 3.0 $10,000- Public $20,000 Manage Resolution of Bylaw Related Complaints None N / A N / A 13 Page199 DEPARTMENT CENTRALIZE STAGE ANNUAL COST SERVICE SAVINGS Process and Manage Approval of Permits / Licenses • Refreshment Vehicles, Auctioneer's LicensePeddler License, Sign Companies, Vehicle for Hire, Burning Permit, Fireworks Permit, Parking Permit, Sign Permit, Special Events Permit, Kennel License Animal Services None N / A N / A Provide Information and Support to General Inquiries / Issues from Full 2.0 $5,000- Public $10,000 Manage Resolution of Departmental Complaints Partial 3.0 $0-$5,000 Process and Manage Approval of and Animal Licenses Partial 3.0 $0-$5,000 FINANCIAL SERVICES Taxation Provide Information and Support to General Inquiries / Issues from Full 2.0 $20,000- Public $30,000 Manage Resolution of Departmental Complaints Partial 3.0 $10,000- $20,000 Complete and Manage Customer Payments of Property Taxes Partial 2.0 $20,000- $30,000 Information Technology csPn 14 Page 200 DEPARTMENT CENTRALIZE STAGE ANNUAL COST SERVICE SAVINGS Lead / Coordinate the Design, Build, Implementation of AMANDA None N / A N / A Initiative PUBLIC WORKS Operations Provide Information and Support to General Inquiries / Issues from Public Manage Resolution of Departmental Complaints Process and pp Manage Approval of Permits / Licenses • Road Entrance, Road Occupancy Manage Maintenance of Roads & Parks (Seasonal Grass Cutting) Manage Maintenance of Sidewalks (Seasonal Snow Removal) PLANNING & DEVELOPMENT SERVICES Community Planning & Design Full 2.0 Partial 3.0 None N / A None N / A None N / A $10,000- $20,000 $10,000- $20,000 N/A N/A N/A Process and Manage Review of Commercial Development None N / A N / A Applications Development Review 15 Page 201 DEPARTMENT CENTRALIZE STAGE ANNUAL COST SERVICE SAVINGS Provide Information and Support to General Inquiries / Issues from Full 3.0 $10,000- Public $20,000 Manage Review & Sign -Off for Zoning / Land -Use Aspect of Permit None N / A N / A Approval Special Projects Support Internal Permit Approval Process with Employees None N / A N / A Building Permit & Inspection Provide Information and Support to General Inquiries / Issues from Full 3.0 $5,000- Public $10,000 i Process and Manage Approval of Construction Related Permits $15,000- Partial 3.0 $25,000 9 Deck, Fence, Pool Enclosure, Shed, Sign Perform Building, Structural, Plumbing, HVAC Inspections None N / A N / A EMERGENCY & FIRE SERVICES Fire Suppression Provide Emergency Services in Response to Calls from Public None N / A N / A Fire Prevention Provide Information and Support to General Inquiries / Issues from Partial 2.0 $10,000- PI ublic $20,000 *cspn Page 202 16 DEPARTMENT Facilitate Educational Programs and Events to Public Perform and Manage Fire Inspections for Permit Approval CSPn CENTRALIZE STAGE ANNUALCOST SERVICE SAVINGS None N / A N / A None N / A N / A 17 Page 203 Centralization Operating Model Details The governance structure and operating logistics of Service Clarington will include: I. Governance The Service Clarington team will be incorporated into the Community Services department and include the following roles in Stage 2.0: • 1 Director, Community Services (Existing) • 1 Manager, Community Services (Existing) • 1 Customer Service Coordinator (Existing) • 7 Clerks (5 FT and 2-3 PT) — All FT Existing, 1 PT Existing) Note in Stage 3.0 the addition of 1-2 Clerk II Roles from existing departments is suggested to be included within the Service Clarington team. II. Operating Service Desk A Centralized Service Desk will be established to manage initial customer contact: • Overview: General walk-in customer support for identified Stage 2.0 centralized services. • Location: Municipal Administrative Centre (Existing Desk in Lobby). • Operating Hours: Monday — Friday (8:30am — 4:30pm). • Service Channels: o Service Desk — physical location for in -person service to customers. o Phone - one external number available to customers. o E-mail - one external address / inbox available to customers. • Resources: Coverage for the Service Desk is recommended to include 2 Full - Time, Cross -Trained Clerks Available During Operating Hours III. Centralized Contact Centre General in -bound service support for all departments across the Municipality. • Location: Garnet B. Rickard Recreation Complex. • Operating Hours: o Monday — Friday (7:OOam — 8:OOpm). o Saturday — Sunday (8:OOam — 4:OOpm). • Channels: o Phone - one external number available to customers. o E-mail - one external address / inbox available to customers. o Web -Tool — online submission -form available to customers. • Resources: 3 Full -Time, Cross -Trained Clerks Available During Business Hours. 2 Part -Time, Cross -Trained Clerks Available After Business Hours. Note: It is reccomended that a single email address (e.g., info@clarington.net) is aligned to a shared inbox accessible by both the service desk and contact centre. Features within the Mitel MiConnect Business Centre email feature support functions like group email management, collision detection, automated emails and insights and analytics. This streamlined approach will ensure only one email address is shared to the ;CSpn Page 204 in public, but resources at both service locations can view, access, and manage customer inquires collectively as a broader team (regardless of physical location). Technology Successful delivery of services through the centralized model will require the right technology. It is recommended that the Municipality leverage the AMANDA tool to act as a workflow management system, CRM, and customer portal (Note: expansion of current build scope required to meet central service delivery requirements). In the interim and while AMANDA is under development, the Inquiry Portal can be leveraged (expansion of capabilities required). SharePoint should be used as the knowledgebase tool with the assumption that clear standard operating procedures are documented. Both systems can integrate into AMANDA. Mitel MiContact Business Centre should continue to be used as the phone system. Expansion of Mitel services to include Insight and Reports as well as email management is recommended. The Benefits of a Centralized Service Center The recommended centralized service model for the Municipality will result in many benefits to the organization. In the design of the recommendations, which make up the components to the centralized model, we have identified unique benefits for each. However, across all recommendations outlined in Stages 1, 2 and 3, the major benefits can be categorized as follows: • Economies of scale per -transaction: number of calls, emails, web inquiries. • Improved customer communication: a centralized location offers a single point of contact for customers, who can be transferred to the appropriate department for service, if required. • Improved management and supervision: one manager can easily supervise and mentor many more employees through a centralized model to ensure consistency of service provided. • Improved quality of staff training: a centralized training program for all Service Team staff will ensure training is consistent and valuable, leading to better customer experiences. • Improved analytics and error reduction: a centralized location makes it easier to gather data for analysis, and to address errors and other issues quickly. csPn Page 205 19 Centralized Customer Service Best -Practices As the Municipality seeks to centralize its customer service, the consultant team has engaged in exploratory research methodologies, which included document reviews, interviews, focus groups and surveys. Insights from these activities helped the team gain clarity of Clarington's internal / external customer service practices. Findings are used to guide development of the centralized service model. The following section outlines the research approach and provides context in which the centralized service review was conducted. Strategic Service Themes The Municipality's customer service landscape is siloed in terms of how services are accessed by customers and delivered by the organization. The consultants identified four Strategic Themes aligned to the Municipal service landscape to create a structured approach to review and assess the opportunity for centralized customer service. Each strategic theme dissects parts of the service to help identify where common challenges might occur. This organized approach is used to ensure research is comprehensive and captures all important information. Findings are categorized, diagnosed, and support the identification and prioritization of future insights. The Themes are also utilized to structure the recommendations towards efficient, centralized services for Clarington. Themes have been assessed based on different perspectives relevant to services, including: 1. The Internal Perspective of the Employees and the Organization 2. The External Perspective of the Customer and the Community, and 3. The Best -Practice Perspective of Comparable Municipalities. Strategy & Partnership: Customer -Centric Culture How does the Municipality develop & manage customer -focused Strategic Initiatives? This includes clearly articulated and/or documented service level expectations that are regularly reported on and communicated. People: Right Roles & Right Knowledge How does the Municipality mobilize "Human" resources to drive great Customer Service? This includes the governance structure, roles, responsibilities, and the accountability for clear, effective decision making for efficient service delivery. Process: Streamlined Operations & Activities How does the Municipality structure services & processes to deliver on Service needs? This means processes are well designed and defined, effective and efficient. Gain understanding of where processes do not exist or need updating as well as what tools are currently leveraged. CSPn Page 206 20 Technology: Digital Systems & Support Tools • How does Digital and Technology systems support the delivery & interaction of Services? • This means appropriate technology is in place to enable processes and service delivery more broadly. Clarington Jobs -to -be -Done Methodology To understand the service experience and identify which services to centralize, it is important to define what the customer is trying to achieve. The customer -centric approach and methodology used to do this is called the "Jobs -To -Be -Done" method. A "job" is the customers' purpose and what they want to get out of the service interaction with Clarington. The goal is to uncover both the operational and people side of these service experiences through the lens of the "job" the customer is trying to complete. The "jobs -to -be -done" approach identifies how the services are being used from the customer point -of -view and what outcomes they are trying to achieve. This service review methodology uncovers more than the operations of the service experience. It identifies customer motivations and "drivers" of behaviour. These combined operational and customer insights help to identify what services to centralize to create a consistent, positive experience. By analyzing services through the `jobs -to -be -done' categories, areas of service centralization become clear. Similar "jobs" customers are trying to complete across multiple departments are activities that can be centralized / streamlined. The centralization of these activities will reduce waste / duplication across the organization and result in better customer experiences. The four (4) key jobs -to -be -done identified for this service review are outlined below. It is important to note that not all "jobs" or interactions with customers are suitable to be addressed by the centralized service team. Within this report, we provide guidance on service level agreements (SLAs) appropriate for the hand-off of service inquiries, purchases / payments, approvals / permissions and use of service offerings suitable for a generalist service Clerk role. The four (4) key jobs are: Address an Issue / Inquiry: This job occurs when an individual contacts the Municipality to ask for clarification, get help / support, or make a complaint. Make a Purchase / Payment: This job occurs when an individual seeks to buy / pay for something such as tax payment, membership fee, permit fee, etc. Get Approved / Permission: This job occurs when an individual seeks approval or permission for a task/event, such as Licenses, Permits, Certifications, etc. Use a Service / Offering: This job occurs when an individual utilizes a service or offering from the Municipality such as fitness / recreation classes, events, etc. ;"tC5Pd1 Page 207 21 Centralized Customer Service Guiding Principles A centralized service model will enable Clarington to develop a front-line centre of excellence for handling customer service needs, while leveraging back -office service workflows. There are many variations and models to service centralization; however, there are Guiding Principles of service centralization to assist Clarington with moving through the transformation. Guiding Principle Goals Addressed • Consistent experience Create a dedicated customer service Provide services cost - function and transfer customer service effectively workload from departments Get to the right person quickly Enable the function to address phone, in person, Simplify access • Consistent experience email and online portal Define new customer service positions • Consistent experience Redesign customer service processes • Consistent experience Define service Key Performance Indicators • Define clear service levels (KPI's) • Design service around customer needs • Modernize interaction tools Leverage an integrated technology tool to . Centralize customer better manage customer processes information • Digitize more services I I Leverage a shared knowledge base for all . Consistent, efficient answers staff to customers from all staff • Streamline service teams ability to execute the Organize the design of workflow IT tools workflows and service centralization . Enable service teams accessibility to functions and information CSPn 22 Page 208 Clarington External Service Landscape Comparable Municipality Findings The external review looked at five comparable public sector peer municipalities to examine best practices. Insights from this analysis uncovered key lessons to support Clarington in aligning its customer service approach with a tested model. The findings are organized by the previously defined Strategic Service Themes of Strategy & Partnership, People, Process, and Technology. Strategy & Partnership: A Customer -Focused Mindset Many peer municipalities develop customer service strategies that help guide all organizational customer service efforts. A Customer Service Strategy defines an organization's vision for how customer service is delivered. This often incorporates a vision statement, core values, and guiding principles that help define and guide what service "success" looks like. For example, the Town of Whitby and the Municipality of Caledon both began their centralized customer service transformation with the creation of a Customer Service Strategy. Each strategy consists of a vision and guiding principles/objectives. For the Town of Whitby, their customer service initiative is embedded within their Corporate Strategic plan. The Town of Whitby Customer Service Vision In order to fulfill their mission, vision, and core values, their Corporate Strategic plan identifies three key priorities with detailed objectives: (1) People, (2) Organization, and (3) Customer. The guiding objectives outlined for the Customer priority are as follows: We will provide a consistent, optimized, and positive customer service experience. Our objectives to achieve this priority include: • Design service delivery around customer needs • Define clear service levels • Modernize and improve customer interaction tools • Provide consistent customer service training for all staff Measure results in pursuit of ongoing improvements to the customer service experience (Note: Customer is defined as both external and internal) People: Right Roles & Right Knowledge Organizational change impacts every employee within the organization. Centralization of customer service functions often requires the transfer of employees into a new service -oriented role or department. This restructuring has implications and often requires additional training and skill development. Service Caledon's customer service transformation understood the importance / implication of employees in centralized CSPn Page 209 23 service and have outlined their successes and lessons learned from their recent implementation of a centralized service team. The Municipality of Caledon (Service Caledon) - Spotlight Employee Skills & Knowledge for Centralization The Service Caledon initiative required the creation of specific centralized customer service roles within the new business unit. As each department's general customer service activities were onboarded into the centralized function, an employee of that department would also be onboarded as the "Subject Matter Expert". Key best practices include, Service Caledon staff were cross -trained, Centralized customer service roles vary from departmental service roles, and define the skills needed as not every employee is suited for or willing to transition. Process: Streamlined Activities Centralization aims to simplify and streamline processes for enhanced efficiency of service. A common pain point in decentralized service is multiple entry points of contact, which result in increased transfers and duplicated efforts. Service Caledon implemented two changes to reduce this pain point: The Municipality of Caledon (Service Caledon) - Spotlight Service Structure & Operations for Centralization • Positioned Service Caledon desk at the front door of Town Hall to create a streamlined, 'one -stop' service area as the first point of contact. Residents who enter Town Hall first approach the service desk and are directed to the correct area. • Simplified telephony system by modifying the switchboard function to only 3 options: Dial extension, search directory, or speak with Service Caledon. Restricting customer entry points has had a significant impact on decreasing transfers and "wrong" hand-offs of customers Technology: Digital Systems & Support Tools Technology is a core enabler of centralization, yet large scale technology transformations are not always necessary or feasible right away. Peer municipalities have engaged in their service centralization initiatives with similar legacy IT infrastructure systems that Clarington currently uses. Comparable municipalities have said that they have not implemented technology updates in the centralization process due to a lack of clearly defined internal processes and service policies / procedures. Highlighted below are the main technology systems Caledon utilizes. It is important to note that Caledon has been successful with their customer service initiative with minimal technology changes and/or purchases of new technology stacks. This is similar to the current state of Clarington's IT landscape. G►AWA► M The Municipality of Caledon - Spotlight Related Service Technology List csPn Page 210 24 • Vailtech • CityWide • Great Plains • Mitel Phone System • SharePoint In addition to the detailed review of the Municipality of Caledon and Town of Whitby, we conducted a high-level scan of other comparable municipalities (City of Mississauga, City of London, City of Brampton, Regional Municipality of York). Below are key themes from services reviewed: Willingness to Collaborate and Consistent Commitment to Service Excellence — Stakeholders across multiple municipalities who are responsible for the delivery of services recognized the need to ensure that services are delivered efficiently and effectively. This included an openness to explore opportunities to collaborate with peer municipalities to bring better outcomes or value to residents. For many municipalities, despite having disparate customer service systems, it was noted that service representatives are customer service oriented and provide effective service levels with their current systems and tools. This aligns with the sentiment heard from staff at the Municipality of Clarington. 2. Non -Standardized Service Training — For many of the smaller municipalities, there is no formal customer service training, which was seen as a problem for driving change. This coupled with the informal customer service standards could impact the consistency and quality of services. 3. Lean Staffing Levels with some Staff Wearing Multiple Hats — There was a recognition that staff, generally speaking, are very dedicated and committed to providing high -quality services that respond to residents' needs and co-workers. Staff resource constraints were consistently referenced as a limitation to service delivery across many municipalities. Staff often had responsibilities that spanned multiple services/functions with many corporate services decentralized. In some cases, this has also resulted in the duplication of services across multiple departments within a municipality without clear centralization of service expertise. Clarington has an opportunity to maintain current staffing levels but re -locate individuals into the centralized service team as full-time or part-time positions. 4. Limited Collection of Metrics or Data — Across many municipalities, there is a clear opportunity to improve data collection and its use in decision making moving forward. Limited examples of KPI's or performance data are available. Similarly, Clarington has an opportunity to define KPI's and create consistent tracking and communication processes. 5. Manual, Paper -Driven Processes - A number of service requests (specifically counter services) are delivered through manual, paper -driven processes that do not enable efficient or effective tracking of customer interactions and/or service delivery. Paper -driven processes typically result in duplication of effort, missing or incorrect information, increased travel time to share information, and increased costs (e.g., printing, mail). The team uncovered similar instances within Clarington when building the Customer Journey Maps. CSPn Page 211 25 6. Municipalities are Independently Procuring Similar Services with Limited Coordination — Municipalities engage third -party vendors to support service delivery — both internally and to the community. In many cases, this is a more effective delivery method than maintaining costly in-house expertise for low - volume activities. As myDurham311 (details on MyDurham311 can be found on page 23) launches and expands in the future, Clarington should re -assess the opportunity for integration into a broader, cross -Municipality centralized service model. 7. Technology Investments to Support Digital Service Delivery - Other comparable jurisdictions are making investments in increasing the use of online portals for licensing applications to improve customer experience and reduce the amount of manual and paper -based work. Online license applications and renewals are increasingly common in comparable municipalities and have resulted in productivity improvements. For example: Mississauga has created a portal to allow marriage licenses to be submitted online,which reduced processing times by approximately 10 minutes per license. The Municipality currently has this functionality. London allows building permits to be submitted online Markham allows for renewal of business, marriage, and pet licenses online (the Municipality has this functionality). Customer Experience Findings To help inform the customer service review, the consulting team used several research methods to gather input on the external customer experience. Several focus groups were held with different external stakeholder groups to uncover sentiments on the current service experience and future expectations. A survey was also conducted to capture data and information from Clarington residents. In addition, interviews with Councillors were held to better understand future planning requirements for Clarington and customer service at the Municipality, particularly residents' views on it. Below are the main themes that were uncovered within the research activities. Focus Groups Four (4) focus groups of 5-10 participants were conducted with different external stakeholders. Focus group activities followed a semi -structured discussion design, where participants were asked about their preferences and experiences when interacting with the Municipality of Clarington. The activities and questions were tailored for each group to gather targeted insights. Community & Association The Community Group consists of three (3) associations that are classified as recreational sporting organizations. The common themes that emerged from the discussion include: K,csPn Page 212 26 Challenges with internal communication • Internal communication within the Municipality impacts how services are received. When inconsistent, the communication creates more confusion within the process, redundant calls to the Municipality, and long wait times to receive an answer to inquiries. Desire for greater transparency • Transparency within the service lines and how services are delivered helps manage customer expectations. Untimely or inconsistent updates when process changes occur (i.e., payment methods) causes frustration. Preference for a customer -centric service approach • Community Groups value a customer -centric approach to the management and booking of fields. Increased flexibility and timeliness of issue resolution is particularly important. (i.e., field / ice switching and / or maintenance). Commercial & Residential Developer The Developer Group consists of residential and commercial businesses. The common themes that emerged from this discussion include: Desire for partnership Relationships with developer groups are long term and ongoing. Developers desire a sense of partnership and collaboration with the Municipality - with both parties working towards the same goals. Managing time -sensitive projects • Many projects can be significantly impacted by delays and require careful management of time and effort. Consistent and transparent processes help manage expectations to facilitate a smooth experience. Varying needs among customer groups • There are varying needs among customers who are deploying a large development and those who are taking on small renovations (on behalf of themselves or a client). Yet, the process is the same regardless of complexity. This often results in small projects having an extended wait time. Business & Tourism The Business Group consists of stakeholders focused on economic development and tourism within the municipality. The common themes that emerged from the discussion include: Desire for partnership Business leaders believe Clarington has a lot to offer with potential for further economic growth. There is a desire to have more collaboration with the CSPn Page 213 27 Municipality to achieve these goals. Currently, the Municipality outsources economic development to CBOT. Urgency on upcoming opportunities • Upcoming media opportunities and events to promote businesses are time sensitive. The urgency of the request requires prompt input from the Municipality. This can often be a challenge given disjointed communication across departments who are required to process requests. More resources for small businesses Smaller and local businesses are at the core of the Municipality's culture and economy. More resources and support are essential and requested by this group. Accessibility & Diversity The Accessibility & Diversity Group consists of subject matter experts in the field. The common themes that emerged from the discussion include: Need for more representation As Clarington's population grows, it is becoming more culturally diverse and this needs to be represented in the services Clarington provides, such as events, recreation, and recognition of inclusive language / cultural needs. Councillors impact the communities • Councillor engagement within communities and neighbourhoods enhance the feelings of inclusivity and a community -focused culture. Current initiatives are well recognized • The Diversity and Accessibility Committees within Clarington are focused on inclusive initiatives such as the "Language Line" to help overcome language barriers when contacting the Municipality. Digital Mass -Survey The survey conducted focused on customer insights and gathered residents' perspectives regarding Municipal customer service. The survey data analyzed is based on 151 participant responses with a response completion rate of 98.6%. Further detail into the design and administration of the survey can be found in Appendix B. Some of the key findings abnd themes include: • Generally customers utilize services at the Municipality monthly • Overall, residents are generally satisfied with the services they access. • In general, residents want services that are simple and easy to use. • Residents require courteous and professional service, which includes accountability and follow-up on issues to ensure a positive experience csPn Page 214 02 WHAT IS MOST IMPORTANT TO YOU? Z, IVA We". #-151,1 Expartke , 4-11, 2 Simple g easy. 4-55, 22% A-Pwu1n%;Pb1 My. 349,1.5% PrOfeallQnal, 4,2 5, 20% *Complete Survey Results found in Appendix 11 HORN SATISFIED ARE YOU? Very dissat I s 11 L-d Dissatisfied 59� 1 Very Sat l.stred Z1% Satisfied 38 Respondents also identified challenges in the current service delivery experience which are relevant to centralization. These include: • Difficulty in communicating with the Municipality— inaccessible teams / staff • Frustration from lack of returned calls and follow up on complaints • Lengthy resolution times • Lack of transparency in service processes • Poor self -serve / accessibility options, unable to access information and complete tasks online CSPn Page 215 29 Clarington Internal Service Landscape A detailed review of the Municipality of Clarington is conducted through internal interviews and workshops with staff. Insights from these sessions have informed the recommendations for centralization and service improvement initiatives. Findings for centralization have been analyzed at the Corporate -wide level and departmental level. Corporate -Wide Service Elements Impacting Centralization Service Partnerships As Clarington develops its service centralization strategy, there is an opportunity to partner with the Region of Durham to leverage the centralized myDurham311 model. Using this new region -wide model, surrounding municipalities will have the option to leverage operations and digital tools to deliver customer service programs / services. Durham Region processes more than one -million transactions annually through multiple channels, across 80 front desks, 28 call centers and 18 social media accounts. The myDurham311 project looks to: • Provide a clear point of contact, regardless of how customers choose to interact • Provide more options to complete transactions • Bring greater ease of access to services by extended hours/self-service channel • Deliver a consistent, convenient, and personalized service Through Regional and Municipal collaboration, employees and customers will benefit from an omnichannel experience with a "triage -like" system that will assist in minimizing time, effort and challenges when resolving calls. Service Durham has options that municipalities can choose and proposes three service models for implementation. The myDurham 311 model can be summarized within the following schematic. ciff "n MODEL 1: SELF-SERVICE 0 Warm Transfer myDurham agent will warm transfer of all municipal inquiries / Redirect to municipal website. 0 Tag in Social Media myDurham agent will tag municipality in social media. I MODEL 2: PARTIAL SERVICE Knowledgebase myDurham Agent provides basic info from Knowledge Base, is Self -Serve Kiosk Information available via Self -Serve Kiosk. 0 Warm Transfer myDurham Agent may take details and warm transfer. MODEL 3: FULL SERVICE (a Knowledgebase myDurham Agent provides basic info from Knowledge Base. 0 CRM myDurhamAgent receives and logs service requests in CRM. Process Request Processes program registration and simple purchases. ?DU M N `racspn Page 216 30 myDurham311 is projected to launch in August 2023. At that time, the Region will integrate individual municipalities if desired. As shown above, the Region hopes to partner with all municipalities at varying degrees of involvement based on (1) a self- service approach with a warm transfer or redirect of the call to Clarington in a positive and friendly manner; (2) a partial service approach with an `enhanced warm transfer' where service request details may be taken and transitioned into the Municipalities systems; and (3) a full -service approach where the Municipality is a part of the Region's service structure. By mid -October 2021, the Region will ask the municipalities to provide their level of interest in the program and their desired degree of integration. If Clarington chooses Model 3, the Region will require a detailed report of the current service landscape in the Municipality. This would include providing data, including the amount and complexity of calls the municipality receives, the subject matter of the calls, current staffing levels, etc. In addition, municipalities will be given the option to leverage the Regional Customer Relationship Management (CRM) and Knowledgebase. Key Considerations Relevant for Centralization: Much of the value in the partnership comes from the functionality of the digital tools and contact centre capabilities myDurham311 will have. The partnership would enable Clarington to replace legacy systems and access new systems that do not currently exist. However, this is not a significant benefit in the short-term because of the major digital transformation taking place with the AMANDA System and roll -out of SharePoint for a knowledgebase. The new AMANDA system has the overall capability to provide Clarington with similar functionality as myDurham including: • Automation of some manual activities — improving efficiency. • Reduction of routine calls to skilled workers — increasing productivity • Automation of high -frequency tasks — reducing errors • Streamline of processes through workflow tools— improving collaboration • Alignment of activity to employee skill level — minimizing undervalued effort of skilled workers • Improves integration with department systems — increasing knowledge sharing The current plan for the design of AMANDA does not include all of the functions at the level of sophistication expected from the myDurham partnership. However, this is likely not required for Clarington to be successful in the delivery of centralized service. The benefits listed above will allow Clarington to reach their goals for service delivery in the short-term. Given the large capital investment currently being made in AMANDA and the Municipality's short-term service needs, the recommendation is not to partner with myDurham311 right now at any level. Clarington has the internal capabilities to deliver centralized service by leveraging existing internal technology — AMANDA, SharePoint, Mitel, Inquiry Portal, etc. However, as customer service needs evolve and internal capabilities change, revisiting the partnership opportunity in Stage 3.0 is recommended. This phased approach to assessing partnership validity will enable Clarington to deploy 1,4spn 31 Page 217 a centralized service team faster, leverage synergies with current technology builds internally and pilot the proposed delivery model to determine what (if any) changes are required for the future. Customer -Facing Service Delivery Roles Understanding the customer -facing service roles in Clarington is essential to leverage existing employees correctly and efficiently during the centralization process. Currently, customer -facing service delivery roles within the Municipality are diverse, having many governance / role specifications. The key customer service roles include: • Clerks (I & 11): Specialize, department -specific subject matter expertise • Customer Service Representatives (Lead / CSR): Responsible for the oversight of customer -facing services within the facilities. The Clerical roles can often include more specialized subject matter expertise for their departments Key Considerations Relevant for Centralization: Governance Organizational structure of service -related roles varies. CSR positions are located within the facilities, whereas Clerks are located within each department in which they serve (including a Communications Information Clerk located at Town Hall) The governance of CSRs and Clerks is separately managed and determined by each department. This results in multiple reporting structures and varying service expectations Siloed governance of staff that provide service functions results in inconsistent service experiences and disjointed communication of service -related changes across the organization Role Requirements • Role requirements for CSRs and Clerks vary across departments. There are similar tasks completed by CSR and Clerk staff within the Community Services department, however this is not consistent across teams. Information on role divisibility has not been defined at an organizational level or is readily known by all staff involved CSRs and Clerks have some overlap in job requirements; however, execution of complex interactions requires specialized knowledge held by Clerks. For example, both roles engage in the management of registrations and bookings, yet there are unique tasks that Clerical staff must oversee (i.e., cancellation of registration). Clerks that provide their services within a department are subject - matter experts in that context. They possess up-to-date working knowledge on key processes / interactions. In a centralized model, the generalist service team would need to be cross trained on the high-level service interactions that could ,cspn Page 218 32 be completed through first line of defense, and know when to triage the inquiry, payment, complaint, or service requirement to the SME. Unionized Workforce • Employment type for service -related employees vary amongst full-time and part- time staff. Most full-time Clarington employees are a part of a collective bargaining unit, except those in Management roles. Typically, full-time service roles fall under this agreement, and part-time roles do not. • The re -design of roles to align to the centralized service model will need to account for employment requirements. Potential role modifications and/or changes follow an established Corporate process and are subject to negotiations as set out during collective bargaining. There may be the potential for role changes to be reviewed with the Pay Equity Committee. Service Delivery Performance Measurements While the Municipality has defined service performance metrics, they are not currently utilized. Across the in -scope services, stakeholders identified limitations in the collection, review, and analysis of data and information due to technology limitations and staff capacity constraints. The Municipality's current state has not relied upon the use of data or rigor (consistency and application of data) in processes to drive decision making. Note, this should not be considered a criticism against staff as many staff and leadership members made comments expressing a desire to move in this direction. There is a potential opportunity to use data better to track service levels and support a culture and framework of continuous improvement and innovation. The successful implementation of a more robust Reporting Framework would provide the Municipality with increased visibility, understanding, and oversight into services' performance and support better planning and resource management. To help the Municipality track valuable service data, service performance measurements aligned to two categories should be collected: 1) Operational Service Standards and 2) Customer Experience Metrics. The following key measurements are prioritized and should be incorporated into Centralized Services. Below is an outline of service standards Clarington should be collecting. Operational Service Standards Name Description -----------------------------------------+------------------------------------------------------------ -- --------- ------------------------------------------------------- FTR: The number of tickets /cases /inquiries that are First -Touch Resolution ;handled and "resolved /closed" by the first agent during Rate ;their first interaction. F- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - ART: The total time that is taken by the support team to solve rAverage Resolution Time the issue once it is looked upon. IPR: The number of interactions the support agent and the Interactions Per Resolution customer have about a single issue before coming to a resolution. ;cspn Page 219 33 Name Description FRT: The time it takes from when a customer makes a First -Response Time , request to the time an agent "picks up / opens" the ticket /case / inquiry. �-----------------+------------------------------------------nq -- i AIT: I The time a ticket / case / inquiry spends in some form of Average Idle Time an "open status", not including any waiting for the customer to respond. -----------------------+---------------------------------------------------------------------------------------------------------------------------------------------- ABR: The number of calls "abandoned / hung -up" while a Abandon Rate customer was waiting on hold to connect with a human ------------------------------------------------------------------------ ! -agent.--------------------------------------------------------------------------------------------------------------------------------------------! Customer Experience Metrics Name ------------------------------------------------------------------------r------------------------------------------------------------------------------------------------------------------------------------------------------------------------; Description NPS: I Measures the level of loyalty customers feel towards the Net -Promoter Score I organization by uncovering how likely they are to recommend to someone else CSAT: Measures the general positivity / satisfaction customers Customer Satisfaction have with the organization as a whole or any individual Score aspect CES: Measures the level of effort / simplicity customers Customer Effort Score experience when interacting with the organization or services ------+---------------------- CIP: Measures the general preferences customers have when Customer Interaction ;interacting with the organization and /or services (i.e., what Preferences channels they use, when they interact, what they want to L------------------------------------------------------------------------ complete, what the value) -------------------------------------------------------------------------------------------------- Service & Organizational Information Technology (IT) Tools Rapid technological innovation is a key trend impacting municipalities across Ontario. As technology continues to expand into everyday business processes, organizations are becoming more dependent on their suite of information technology (IT) systems to support efficient and effective service delivery. The right IT infrastructure is critical for enabling efficient, effective, and secure Municipal operations. It was identified that within the Municipality many departments use different legacy customer service IT systems that do not currently integrate. The lack of integration impacts data collection, analysis, and information sharing. However, multiple IT improvement initiatives are underway or planned to address known IT related service challenges. The relevant IT projects underway that will impact centralization include AMANDA, Inquiry Portal and SharePoint. Another notable technology used to support service delivery is the telephony system Mitel MiContact Centre Business. While there are current planned initiatives to modify this application, expanding its scope of service to include most robust metric collection and reporting functionality has not been been implemented. CSPn Page 220 34 The recommended technology solution to support a centralized service model is to leverage AMANDA as the primary CRM/Workflow management solution. To ensure the full scope of services are included, customization of the AMANDA build should include key service -related processes (detailed below) In the interim while AMANDA is being built, the Inquiry Portal can be leveraged as a centralized case management system to manage service transactions. This will require a build to include services which has not yet been included (detailed below) within the Inquiry Portal. Once SharePoint is built, it will act as a shared knowledge management system. Both SharePoint and the Inquiry Portal can integrate into AMANDA. The service team will continue to use the Mitel MiContact Centre Business telephony system and leverage the metric and reporting functionality. Details of each system including an overview of the capabilities, challenges with system design / implementation and opportunities are captured below. AMANDA IT System Overview Clarington is undergoing a digital transformation with the design, build, and implementation of the AMANDA IT System. This will act as Clarington's major IT infrastructure and workflow management software. AMANDA will also act as the Municipality's CRM solution. The build and deployment of AMANDA would allow for an omni-channel approach to centralized information collection by gathering customer responses from multiple channels including, in person counter visits, phone calls, emails, and social media messages. This would provide customer service representatives with a central database of information about the customer and any interactions they have had with the Municipality. This would improve the efficiency and effectiveness of customer service delivery by tailoring each response to the situation. Additionally, a CRM system (as well as the Mitel MiContact Centre Business telephony system) would support automated reporting of data including, tracking the Municipalities performance against service standards. Workflows included in the planned design of AMANDA are detailed below. Workflow 1 Workflow 2 Access Permit Freedom of Information (FOI) Addressing General Complaint Adult Entertainment Grant Agency Approval Heritage Permit Apartment -in -House Kennel Auctioneer Land Division Body Rub Parlour Letters of Credit Building Complaint Letters of Credit Purpose Building Permit Lottery Capital Works Minor Variance Workflow 3 Fire Safety Plan Review Fireworks Permit Pre -Consultation Public Works Complaint Refreshment Vehicle Regional Plan Amendment Road Occupancy Permit Sign By -Law Amendment Sign Minor Variance Sign Permit CSPn Page 221 35 Workflow 1 Official Plan Amendment Condominium Election Sign Emergency Services Complaint Fire Inspection Fire Investigation Fire Permit Fire Public Education Event Challenge Workflow 2 Mobile Sign Municipal Consent By -Law Enforcement Complaint On -Street Parking Order Park Lot Control Peddler Pool Enclosure Workflow 3 Site Alteration Permit Site Plan Special Events Permit Street Naming Subdivision Vehicle for Hire Zoning Amendment AMANDA is currently being developed based on the defined scope above. Implementation is planned for July 2022. To support a centralized service model in the near future, an interim solution will be required (Inquiry Portal) to support the gap in technology. In addition to deployment timing, the tool was originally being designed as a case management solution, however, has the capability to expand features and functionality to align to service delivery requirements (as stated above). The expansion of scope to align with the recommended centralization framework is critical to the future success of this tool abnd will require added costs which have been outlined in Appendix IV. Definining the appropriate structure of workflows is a critical building block to service centralization. As a Guiding Principle, it is recommended that the structure for "General" customer -contact related workflows be as streamlined as possible. Example of this Guiding Principle Creating a single workflow for each of the identified customer service "Jobs" is the most effective way to streamline service delivery for the centralized team. For example, handling customer complaints should be broken into workflows for: General Complaint, Building Complaint, Public Works Complaint, Emergency Service Complaint, Bylaw Enforcement Complaint By leveraging this naming terminology / convention it restricts this type of customer service to just one category (e.g., "Complaints"). Other areas service such as "Inquiries" would require the same set of workflows / folders to be created. This requires additional effort and cost. It is understood that there are information privacy concerns for some services. These may require a sperate workflow / folder in order to restrict access. By segregating these restricted workflows, it will still allow the centralized service team to access to the functionality and information required to complete the service transitions within their authorized discretion. Opportunity csPn Page 222 36 AMANDA is being designed to act as a centralized system to automate workflow processes, provide citizens access to government services through a Citizen Portal, and integrate issue / complaint and workflow management systems to deliver the functionality similar to CRM. AMANDA will act as the major IT system supporting the centralized service model. To meet centralized service delivery requirements, additional services / workflows and functionality are required to be included within the build. A comprehensive list of these services can be found in Appendix III. The customer portal aspect of the AMANDA design is also key for supporting centralized service. Specifically, it will support broader self -serve and access functionality. Leveraging the existing SOW for the AMANDA build, the key customer self -serve and access functionality and/or integrations that should be included are: • Payments for all Services — Self -Serve Functionality • Access to all Documents, Forms, Statements — Access Functionality • Booking and Registration for all Requests — Self -Serve Functionality o Note: ActiveNet will still be utilized to facilitate certain Booking and Registration functions that are not able to be done in AMANDA • Visible Progress / Status Updates Along Process - Access Functionality Note: The functionality listed above is a good start to support centralized service delivery. However, as stated in the myDurham311 assessment, as service delivery becomes more sophisticated and additional features are required to transition to more digital customer -driven processes, AMANDA should be re-evaluated to ensure needs are still being met. Planning Department Customer Inquiry Portal Overview The Customer Inquiry Portal was created internally for the Planning & Development Department to track inquires for properties. The app was developed by a member of the in-house IT team and is a dashboard that was built upon the existing GIS Software with key functionality including: • Address search in a visual map • Tracking and finding existing information about an inquiry and add/edit inquiries • Manages inquiries by having front desk staff take in the request and then assigning it to a planner who receives an automated email of the details of the inquiry and then resolves it. • Track data / statistics about inquiries for internal performance metrics (i.e., inquiry turnaround time, average inquiries per day, inquiry types & status, etc.) The Inquiry Portal is a good interim solution as AMANDA is being built. It provides the functionality to currently satisfy one departments customer service delivery. However, this should not be considered a long-term solution. Challenge CSPn Page 223 37 Currently, the Inquiry Portal's complaints / inquiries tracking functionality is being developed but does not exist for all services the Municipality provides. In addition to the reduced scope of the current application, implications such as degree of centralization and / or integration of information between departments raises privacy and access concerns that must be considered. Opportunity There is a potential opportunity to leverage the Inquiry Portal that was initially built for the Planning & Development Department across other departments. The Inquiry Portal is a viable and cost-effective solution to consider as an interim CRM tool prior to the deployment of AMANDA. It is recommended that AMANDA be used as the longer -term IT solution to support centralized service delivery. Data from the Inquiry Portal can be integrated into AMANDA. SharePoint Knowledge Management Overview SharePoint is a web -based collaborative platform to store, organize, share, and access information from any device. It is currently being built as a knowledge management platform for the Municipality. Challenge Currently SharePoint is not organizationally deployed for use by all departments. It is in the build stage. Ad -hoc solutions for general knowledge share by department are being used inconsistently. This has created a knowledge gap amongst employees to complete service transactions within their departments and across the organizations. Opportunity All relevant service documentation required for CSR's to effectively service customers through the contact centre and front -desk should be stored in SharePoint. This tool will provide the software centralization solution required for knowledge -sharing. However, employees need to be properly trained on how to use the tool and leverage it to complete routine job tasks. Once the AMANDA build is complete, SharePoint can integrate into AMANDA. This will allow for a single -use application for CSRs and Clerks to log customer service interactions and access the required information to process requests. This will increase efficiency for time to complete request and the qaulity of services provided. Mitel MiContact Centre Business Overview The Municipality currently leverages Mitel for the telephony system. The suite of products offered by Mitel MiContact Centre Business is vast, but currently underutilized. This is known by IT team members who are looking into updating our phone system's capabilities. CSPn Page 224 IN Challenge The Municipality's current use of the system is limited in functionality for phone only, however the system has the capability to include sophisticated IVR, analytics, scheduling / booking, automated credit card payments, chat, and email. Opportunity Specifically, Mitel Business Analytics has two call analytics modules that are relevant to Service Clarington: Insight and Report. Insight provides powerful data visualization via an intuitive dashboard and essential wallboard. The Report module delivers enhanced level reporting, performance dashboards and customized wallboards. Key metrics that can be tracked using this feature of Mitel include: • Total Calls • Total Incoming Calls & Total Outgoing Calls • Total Missed • Unreturned Missed • Busiest Hour • Average Answer Time • Longest Call It is recommended that the Municipality leverage this extension of Mitel to support tracking of operational KPI's related to service delivery. The Municipality should also leverage Mitel as the email provider for the Service Clarington team. Centralized management of email integrated into the telephony system will help to streamline service delivery performed by the seven Clerks. No additional IT resources will be required for the customization of IT solutions. All proposed solutions are relevant to the broader organization. The Service Clarington team will need to work in partnership with IT for the successful customization of the tool build, deployment, and training. ,csPn Page 225 39 Departmental Service Inventory & Process Journey Service Inventories and Service Journey Maps are tools to understand the internal processes that impact the service, operations / experience in the organization. As part of the Centralized Service Review, the consulting team developed a service inventory for Clarington and Customer Journey Maps to help identify redundancies and improvement opportunities. Service Inventory The Service Inventory compiles and tracks all customer -facing services. This tool is utilized to assess how services are currently being delivered to identify inefficiencies within service lines. The information collected about each service includes: • Overview / Process: Department, Business Line, Service Touchpoint. • Channels: Customer Interaction with Service, Customer Self -Serve Option. • People: Service Team Roles, Key Service Responsibilities. • Technology: IT System/Program, Integration Level. • Management Measures: Performance Metrics (SLA / KPI), Utilization (Volume / Frequency); • Customer Experience: Primary Jobs -To -Be -Done, Secondary Jobs -To -Be - Done When assessing the Municipality of Clarington services, 44 customer service touchpoints were found across the Municipality. Out of these touchpoints, two key opportunities were identified. These include: Address an Issue / Inquiry appeared 12 times across all departments: Centralization of this "Job" will minimize duplication and streamline the resolution of inquiries. Make a Purchase / Payment appeared across four departments: Centralization of this "Job" will reduce duplication of payment activity, payment inquiries, and payment processing. Service Journey Maps The Service Journey Maps incorporate the internal employee process and the steps the customer has to go through to complete a transaction with Clarington. These maps provide visibility into the service process that involve both the customer and Municipal staff. The journey mapping exercise included the following steps: • Step 1: The consultant team identified the key service interactions (e.g., the critical "jobs" a customer is trying to complete when interacting with Clarington). Seven Journeys were mapped and include: o Resolution of Inquiry / Issue Direct to Mayors Office o Completion of a Tax Payment o Registration for a Municipal Program ;cspn Page 226 W o Approval of a Special Event Permit o Resolution of a Snow Clearing Issue o Resolution of a Property Standards Complaint o Approval of an In -House Apartment Permit Step 2: Working with staff, we mapped the various interactions someone would have with the Municipality as they completed the job. This was viewed from the customer and employee perspective. Step 3: We identified pain -points in the journey and potential areas for improvement. Journeys were validated with Clarington staff. Insights from these maps informed improvement opportunities aligned to business and customer needs. Improvements to increase efficiencies / savings from the existing pain -points and operational redundancies identified in the Journey Mapping exercise have been addressed in the Future -State Centralization Recommendations. "Future - State" opportunities look to address the root cause of the inefficiency and provide a long-term resolution. The following section provides an overview of each Service Journey Map and outlines the key pain -points and process redundancies / inefficiencies. 1) Resolution of Inquiry / Issue Direct to Mayor and Councillors Office This journey outlines the process in which inquiries to the Mayor and Councillors Office are resolved. The key stakeholders involved are the Office of the CAO with other departments dependent on the issue. Key Current -State Pain -Points & Redundancies / Inefficiencies ("Waste") Inconsistent tracking of information: The Municipality does not have an integrated system to track inquiries. As a result, tracking inquiries requires additional effort to triage the inquiry correctly and provide the customer with up- to-date information. Once an inquiry is triaged, the Mayor's Office often needs to follow-up multiple times as the inquiry progress/analysis rests with different departments. This multi -departmental handling of issues and lack of a centralized system to track them make it challenging for staff to provide customers with correct information in a timely manner. This results in additional customer follow-up calls and emails. Multiple channels to voice inquiry/complaint: Currently there are multiple incoming channels for customers to submit inquiries / complaints (i.e., Mayor's office, councillors, social media, multiple departments). While the channel optionality is positive to support a personalized customer experience, there is no internal process to track / integrate incoming complaints. Lack of centralization to manage inbound requests across all channels has resulted in delayed response times, missed responses and delivery of partial service / information. This has also resulted in duplicated effort to process service requests. CSPn Page 227 41 Varying levels of public awareness of the Municipality's communication policy: The general public lacks knowledge on Clarington's communication policy, specifically guidelines around resolution timelines. This lack of understanding is likely a result of inaccessible public information. Residents find it difficult to locate information pertinent to their service needs. As a result, there are misinformed service level expectations. This drives more customer calls, complaints, and follow-ups, resulting in more internal effort and inefficiencies to complete service -related processes. 2) Completion of a Tax Payment This journey outlines the process of preparing for and processing a tax payment. The key stakeholders involved includes staff in Financial Services, specifically taxation, and the Clerks role. Key Current -State Pain -Points & Redundancies / Inefficiencies ("Waste") No centralized knowledge base tool: Currently there is no centralized tool to support knowledge sharing across the organization. Lack of access to specialized information makes it challenging for Clerks to appropriately resolve more complex tax inquiries. SharePoint is currently being developed and rolled - out across the organization to mitigate this but is not currently accessible and / or being used. Unknown / unclear role boundaries: Some tax inquiries are complex and contain private personal information. These transactions require specialized knowledge and system access to process. Specialized knowledge required: Many processes require specialized knowledge to complete tax transactions, limiting the scope of services front-line service employees can process. 3) Registration for a Municipal Program This journey outlines the process of coordinating with and assisting customers to register for a Municipal program. The stakeholders reside within Community Services and include Program Managers, Facility CSRs, and Client Services Clerks. Key Current -State Pain -Points & Redundancies / Inefficiencies ("Waste") • Staffing implications of part-time staff: Documentation of processes and progress of projects is inconsistent, causing difficulty for part-time staff to stay up to date / informed. This knowledge gap makes it difficult for staff to successfully complete impacted service transactions. Inconsistent / underutilization of tools and processes: The use of manual / paper -based processes (i.e., tracking cancellations) and digital tools (i.e., ActiveNet notetaking not utilized or maintained correctly) are inconsistent. These inefficient practices for documentation, reporting and schedule management make it challenging for staff to complete transactions and deliver error -free service experiences. ,cspn Page 228 42 Duplicated work efforts: The implications resulting from the combined use of paper for tracking, limited functionality of OneNote to track information and outdated maintenance of ActiveNet often results in duplicated work effort for employees. 4) Approval of a Special Event Permit This journey outlines the process of assisting a customer in the planning and implementation of a special event. The key stakeholders involved span the organization dependent on the specific event / permit. Key Current -State Pain -Points & Redundancies / Inefficiencies ("Waste") Multiple departments involved without integrated processes: Many departments are involved to support residents and community members with event planning. However, there is little internal communication or integration across the departments. Lack of clarity on who is involved, when, and what the outcomes of each service touchpoint are has resulted in delayed service interactions, service errors and inefficiencies in internal processes to deliver. • Knowledge sharing is limited: Knowledge for the process currently resides with one person. This is a major risk and currently causes delays and gaps in service delivery when they are unavailable. • Unclear permit processing: Permits must be applied for in specific order, but customers often enter the process at whatever place they feel is easiest. This is likely due to lack of clarity / communication on the end -to -end process requirements. These additional customer touchpoints cause more work, time, and effort for Clarington to complete service requests. • Customer escalations are common: Customers will escalate complaints / requests when they do not like the answer provided. Frontline service workers often feel undermined when their answer is overridden when their initial response was deemed appropriate based on training. Escalation process also causes duplication of work. • Multiple permits required: Required permits are issued by separate departments. Since multiple permits are required for special events, there is a redundancy in the information that has to be submitted by the customer and processed by Clarington. 5) Resolution of a Snow Clearing Issue This journey outlines the resolution of a snow clearing issue for both sidewalks and roads (Regional / Municipal). The stakeholders involved were Community Services, Public Works, and By -Law Enforcement. Key Current -State Pain -Points & Redundancies / Inefficiencies ("Waste") • Lack of departmental integration: Public Works and Municipal Law Enforcement use different systems to track and manage inquiries due to privacy restrictions. As a result, staff within Public Works do not have access to CSPn Page 229 43 Municipal By -Law systems to service customer requests. By -Law also does not have access to CityWide, limiting their visibility to provide accurate communication updates to customers. This results in customers being transferred or contacting the Municipality multiple times to have questions answered and issues resolved. External Communication channels inefficient: Website and outbound communication to residents during snow events lack clarity. Residents are often unaware of Municipal service timelines and guidelines to have snow removed from surrounding roads. This lack of clarity results in a surge of customer inquires through phone and email requesting information that could / should be readily accessible. Numerous process "non -value" process steps: significant time and effort is required to handle customer issues / inquiries and often involve multiple departments being involved when they are not required. 6) Resolution of a Property Standards Complaint This journey outlines the process of intaking and the resolution of a property standards complaint, including the process of reviewing and actioning by-law infractions. The roles involved are the Municipal Law Clerk II and Municipal Law Enforcement Officer. Key Current -State Pain -Points & Redundancies / Inefficiencies ("Waste") Inefficient access to timely information: LDO is not available to officers when out in the field. This lack of on -demand access to information regarding complaint and customer contact data makes it challenging for officers to complete tasks or process immediate updates. This is being resolved with the deployment of AMANDA which will include a remote portal. • Lack of understanding to self -resolve issues: Many phone complaints are simple issues that a customer could self -resolve if they had access to the correct information. However, since every complaint must be done in writing, phone complaints must be manually transcribed by the complainant and sent. This process takes time and effort away from resolving more complex issues. Incomplete complaints form documentation: Incoming complaints / forms are not detailed enough to move forward with processing the complaint. Residents are required to fill-in the complaint form then provide additional information once the request is being processed. This causes extra customer touchpoints and work to complete the process. This also results in an inconsistent amount, detail level and quality of notes captured about a complaint in LDO. 7) Approval of an In -House Apartment Permit This journey outlines the process of a resident inquiring and applying for a permit for an in-house apartment renovation, including the building inspection process. The department involved is Planning & Development Services. CSPn Page 230 Ell Key Current -State Pain -Points & Redundancies / Inefficiencies ("Waste") Poor integration between department divisions: General siloed nature of Planning / Building department structure, processes, systems, services, and activities place major barriers and challenges to collaboration. This lack of integration demands manual activities between employees, resulting in inefficient knowledge transfer and communication between departments. Lack of transparency with permitting approvals: There is a general lack of transparency and visibility into status / progress of permit approvals. This results in additional customer inquiries asking for status updates. Misalignment of roles and responsibilities: The use of general inboxes for departments can cause confusion on who "owns" the activity / permit. This lack of clarity around task / job ownership causes delays in processing requests and internal hand-offs. The Customer Journey Maps show that the Municipality has made strides to improve the delivery of service, both internally and externally. However, there is still room for improvement. Below is a list of key areas of customer service where many of the maps highlight that the customer experience and operational process could be improved to reduce inefficiencies and redundancies. Area Disjointed Technology Service Standards Descri Staff across departments do not have access to centralized systems for processing transactions and accessing knowledge. This causes gaps in communication, extended transaction processing and duplication of work. It is important that the Municipality centralize and integrate existing technology systems. This will be addressed with the build and deployment of AMANDA. Service standards applicable to many departments are not defined and / or not widely known by customers. This lack of clarity results in additional customer inquiries / requests requiring staff to conduct additional work. Customer Outbound communication to customers is often inconsistent or Communication lacks clarity. This knowledge gap in essential information (e.g., complaint status, service status) results in more inbound requests, causing additional work effort for staff. Transparency Limited visibility into process status (from a customer and employee perspective) results in more inbound inquiries from customers to ask for status updates. Employees who cannot access certain systems due to privacy restrictions are forced to transfer customer calls to multiple departments. This results in more people required to process transactions, yielding longer resolution times and increased work effort. 45 Page 231 Area Description Multi -Channel Customers have the option to contact the Municipality through Access multiple channels, however there is no centralized system to manage inbound requests. This results in delayed responses, lost service requests and additional work effort to complete. Centralized Service Opportunities & Recommendations Clarington's Centralization Framework Centralizing Customer Service is a strategic, large-scale initiative that involves all departments listed in Appendix III within the Municipality. To best support Clarington through this long-term transformation, identified improvement opportunities and recommendations from the review are structured as a three -stage Centralization Framework. This approach allows for the alignment of key information and outputs from the review including findings, recommendations, impacts / benefits, and implementation needs. The structure helps to outline the Municipality's transformation "journey" in a clear and organized way while also providing a roadmap-style tool that can be used for current state implementation and future state planning. The following diagram summarizes the recommended three -stage Centralization Framework for Clarington. Clarington Centralization Framework CSPn Page 232 STRATEGY & PARTNERSHIP: Customer -Centric Culture W_ f I� � :! Service Performance Operating Model & Strategy Measures Governance Structure PEOPLE: Right Roles & Right Knowledge Support & Training Team Members Roles Materials / Tools & Responsibilities PROCESS: Streamlined Operations & Activities LILXJ Formal Operations & Centralized Service Agreements Operations Activities lam` TECHNOLOGY: Digital Systems & Support Tools ,if tn el �. QJ SharePoint AMANDA Inquiry Mitel ServiceData- Knowledgebase Alignment Portal MiContact Tracking Improvement Opportunities & Recommendations Iva myDurham Service Partnership Multi -Facility Service Structure Uditional Centralized Operations & Service Activities To transform the existing customer service experience and processes into a centralized model requires the Municipality to implement a program of recommendations. Considering the strategic plan and analyses presented, we have developed a set of recommendations for how Clarington will implement a centralized customer service model. Recommendations below are aligned to the three -stage Centralization Framework. Readers should note that the expenses and cost savings identified are by order of magnitude as many decisions that will affect them are still to be made. Recommendations within this stage are estimated to be completed and implemented within two years. The primary focus is on the setup of the organization and enabling employees with the capability, knowledge, and tools to deliver service successfully through a centralized model. ,,cspn Page 233 47 Opportunities have been categorized by Strategic Theme. A summary of each opportunity, the associated costs to implement and anticipated cost / efficiency savings is outlined in the table below. Details on cost / savings analysis can be found in Appendix IV. COST TO COST / RECOMMENDATION IMPLEMENT EFFICIENCY SAVING S1 Create an Organizational "Service Excellence" INT N/A Strategy S2 Define Organizational Service Level Standards $0-$10,000 N/A & Metrics S3 Implement Durham311 Telephone Exchange N/A $0-10,000 Agreement R1 Develop Service Summaries for all INT $10,000- Departments $50K R2 Create Support Materials, Guides, & Tools INT I $10,000- $50K P1 Create Process Maps for Service -Related $10-$50,000 N/A Operations P2 Develop Formal Service Agreements for INT N/A Impacted Departments T1 Align AMANDA Planning & Design to $10,000- N/A Centralized Service $50K T2 Build SharePoint Site for Centralized Service $0-$10,000 $10,000- Team $50K Leverage "Planning" Customer Inquiry Portal as $50,000- T3 Interim CRM System INT $100K T4 Deploy Data Tracking & Management for $10,000- N/A Centralized Service $50K Estimated Stage Totals $30-$170K $80-$260K STRATEGIES & PARTNERSHIPS FOR SERVICE CENTRALIZATION Improvement Opportunities & Considerations , csPn Page 234 • The foundation or framework for the customer service strategy is not defined. As a result, there is inconsistent understanding of what service "success" looks like at Clarington. • The success of service initiatives will be dependent on the organizational culture / buy -in to support a centralized service model. Clarington will need to determine what level of autonomy they wish to maintain over customer service interactions and processes in the long-term. The opportunity to partner with Durham in the long-term needs to be determined. S1: Create an Organizational "Service Excellence" Strategy Overview • Define what "Great" customer service looks like at the organizational level and align all departments / employees with the consistent goals and expectations. • Strategy Elements Include — Vision Statement to articulate the overarching purpose / goal for Clarington Customer Service. — Guiding Principles / Pillars to articulate tangible actions / behaviours supporting the Vison. — Customer Service Training program deployed to support Guiding Principles / Pillars. Key Implementation Requirements • Engage the organization in the process of creating the strategy to generate more buy -in. The team leading the centralized service function should lead the engagement and work with all departments to get buy -in on service requirements and expectations. • Facilitate a visioning workshop to uncover sentiments and develop Service Strategy. Key Benefits & Value • Create a common language for service that supports employee decision making / autonomy. • Decrease number of transfers and escalations from frontline employees requiring support. Associated Costs & Savings • Cost to Implement: INT. Internal labor costs associated with strategy creation and workshops. • Cost Savings: N/A. No savings associated with strategy design. Savings associated with the benefits after it has been implemented are captured within related recommendations. Resource Needs: External Consultant / Vendor. CSPn Page 235 S2: Define Organizational Service Level Standards & Metrics Overview • Enhance data analysis and annual reporting through the creation of a measurement framework to track / manage service performance. • Establish clear requirements for reporting (Service Standards, Metrics, Frequency). Develop a report outline for key performance indicators and metrics that could be shared as a common template across departments. Build into larger corporate KPI plan that CAO's Office is preparing. • Leverage Mitel MiContact Centre Business features to collect phone -based handling metrics (expand current contract scope with Mitel to include features) • In the long-term build a "Voice -of -the -Customer" Program which is the formalized way that an organization gathers customer feedback, analyzes, and actions what is uncovered to make service experience improvements. Deploying an organization wide VoC program will require an appropriate technology system to support metric capture. • Service Level Standards (*defined on pg. 26) — First -Touch Resolution Rate (FTR), Average Resolution Time (ART), Interactions Per Resolution (IPR), First -Response Time (FRT), Average Idle Time (AIT), Abandon Rate (ABR) • Service Experience Metrics: (*defined on pg. 26) — Customer Satisfaction Score (CSAT), Net Promoter Score (NPS), Customer Effort Score (CES), Customer Interaction Preferences (CIP) Key Implementation Requirements Align the Standards and Metrics to elements within the Service Excellence strategy. Expand use of Mitel to include Insights and Reports; negotiate contract. Pilot test to confirm data capture & tracking abilities in IT systems. Key Benefits & Value Quantify and track performance levels to identify and action service issues / improvements Standardize service quality levels across departments / employees Setup foundation for full Voice -of -the -Customer Program for further understand customer needs Associated Costs & Savings Cost to Implement: $0 - $10,000 (one-time), and $0 - $10,000 (annual). Costs are associated with additional services required from Mitel MiContact Business Center. Cost Savings: N/A. Metric tracking provides visibility into current performance which could support the identification of recommendations / opportunities for future savings. These savings would be project specific, and not captured in this general opportunity. CSPn Page 236 50 Resource Needs: Internal Resources. S3: Implement Durham311 Telephone Exchange Agreement Overview • Participate in requested activity from Durham Region for interim resolution to address overlapping 311 call routing. Calls from customers dialing 311 may get directed to the Durham centre or may get directed to the municipality in error. • This may be a mutually beneficial system across all Durham -area municipalities, which will build a foundation for further partnering moving forward Key Implementation Requirements • Create centralized service phone number for incoming re -directed calls from the Region. • Create Support Material / Guide for Clarington Employees to forward calls to the Region. Key Benefits & Value • Improve transfers for seamless customer inquiry handling. • Decrease employee time / effort for transferring calls to Region. Associated Costs & Savings • Cost to Implement: N / A. Minimal internal effort to complete request. • Cost Savings: $0 - $10,000. Savings result from reduced in -bound call requests for surrounding municipalities. The reduced call volumes reduce employee effort, yielding productivity savings. • Resource Needs: Internal Resources (Work in Partnership with Durham). RIGHT ROLES & RIGHT KNOWLEDGE FOR SERVICE CENTRALIZATION Improvement Opportunities & Considerations • General lack of documentation / knowledgebase to house organizational & departmental service information pertaining to customer service requests / processes. Lack of access to information creates challenges for employees to resolve service requests outside of their area of expertise. • Frontline employees do not always have up-to-date information about any changes in services. • Information sharing can be restricted between departments or difficult to find. R1: Develop Service Summaries for all Departments & Employees Overview • Outline key service -related information in concise "Service Summaries", used by Service Team. CSPn Page 237 51 • The "Service Summary One -Page" includes information for the description of department, organizational chart, services offered, key activities performed, employee roles / responsibilities, contact information, & key subject matter expertise. Key Implementation Requirements • Collaborate with employees from each department to gather information / create materials. • Build Service Summary documents and share -out / review to relevant teams to ensure accuracy. • Utilize SharePoint platform to store / manage Service One -Page Summaries. • Train employees on how to access and apply summaries (aligned to Training Recommendation). Key Benefits & Value • Increase role clarity and autonomy among Service Team • Decrease employee time / effort from errors or inefficiencies caused by incorrect transfers Associated Costs & Savings • Cost to Implement: INT. Cost includes the build time / effort from internal employees. • Cost Savings: $10,000 - $50,000. Not direct cost savings identified with the build of the Service Summaries. Cost savings will result from the training and application of Service Summaries. This is accounted for in the training related recommendations. Resource Needs: Internal Resources. R2: Create Support Materials, Guides, & Tools Overview • To support the desired customer experience and service standards, as detailed in recommendation S2, it is recommended that the Municipality develop customer service training for all customer -facing staff to ensure service delivery is consistent. • The table below details the steps required to develop customer service training. • Create standardized support / training tailored for the centralized structure of services and activities. Training should be designed to educate service employees on the scope of customer interactions they are required to manage and what interactions can be escalated. The objective is to adequately train employees on job scope to reduce escalations and transfers. • Key Support Material to Include — Organizational "Triage -Tree": Visual diagram of the organizational structure that outlines key information from Service Summaries to support employees with knowing where, when, and how to transfer calls. CSPn Page 238 52 — Common FAA's: List of customer frequently asked questions that employees can access. Service Delivery Job Aids: Reference guides of key procedures / activities performed by employees to complete services. The Customer Service Training architecture should follow this format: 1. Desired Customer Experience: Define customer needs and expectations 2. Standards: Define desired customer service standards 3. Competencies and Behaviours: Define the desired competencies and behaviours required to achieve process and service standards 4. Process Maps: Define and illustrate the process and ensure alignment to service standards 5. Procedure / Work Instruction: Detail how staff should perform steps in the process and ensure alignment to experience and service standards 6. Tools and Templates: Develop the tools and templates required to support the process and the customer experience Key Implementation Requirements • Collaborate with the HR Division to leverage existing training collateral on service delivery. • Co -develop content for materials / guides with appropriate department subject experts. • Utilize SharePoint to store / manage all the created materials Key Benefits & Value • Decrease escalations / transfers by ensuring knowledge is available to action simple inquiries. • Deliver consistent service aligned to defined service standards. Associated Costs & Savings • Cost to Implement: INT. Costs to implement includes the build time / effort from internal employees. • Cost Savings: $10,000 - $50,000. This is a cumulative savings which results from the on -going application of learning and access to knowledge. • Resource Needs: Internal Resources STREAMLINED PROCESS & ACTIVITIES FOR SERVICE CENTRALIZATION Improvement Opportunities & Considerations • Siloed organizational structure and departmental operations supporting delivery of services. This creates challenges for cross -functional coordination of employees to streamline service delivery. csPn Page 239 53 • Multiple service intake channels/options provide customers with greater choice to submit service requests. However, the lack of centralization for inbound inquiries results in more customer touchpoints and work effort to complete transactions. • General lack of certainty and consistency in delivering services due to undocumented processes. P1: Create Process Maps for Service -Related Operations Overview • Outline the elements required for employees to deliver services, including internal workflow, activities, employees involved, and IT Systems used. • Complete process maps for all current customer -facing services as well as internal service support functions that will become part of the centralized model. Provide clear context on what services are centralized and what services are executed by individual departments (when and how). • Validate process maps and include as a Job -Aid for training. Key Implementation Requirements • Leverage existing research to build baseline maps (AMANDA Maps / Service Journeys). • Facilitate departmental & cross -functional group workshops to document detailed processes. Key Benefits & Value • Identify / resolve inefficiencies within processes prior to executing centralization initiatives. • Build vital knowledgebase as foundation of future -state process maps for centralized services. Associated Costs & Savings • Cost to Implement: $10,000 - $50,000. Costs to build reflect external resource requirements. If available, skilled internal resources can be used, however this would require weeks of dedicated project -based work. • Cost Savings: N/A. Not direct cost savings identified with the build of Process Maps. Costs savings will result from the training and application of Process Maps. This is accounted for in the training related recommendations. Resource Needs: Support External Resources P2: Develop Formal Service Agreements for Impacted Departments Overview • Define the service expectations and agreement of the service structure between impacted departments. These "Service Summaries" act as an agreement and reference guide for effective collaboration between the Service Team and individual departments. CSPn Page 240 54 • "Service Agreements" include information to define the service expectations, division of responsibilities / accountability, specific service standards, key policies / regulations, escalation / transfer procedures. Additional Agreements must be created for each partnership (i.e., myDurham, Vendors / Contractors, 3rd Party Regional Contact Center for Overflow / After Hours Service) Sample Service Agreement Content A customer Service Agreement is an agreement between Service Clarington and an internal customer (e.g., department) or external customer (e.g., partner). Key pieces of information to include in the Service Agreement are: • Scope of Services — Identification of the scope of services provided by Service Clarington. This should be aligned to the service processes mapped and reflect what customer questions, inquires and requests can be managed by Service Clarington prior to transferring the call. This can be designed as service -based scenario knowledge trees. • Commitments - Specify the commitments that you agreed to fulfill for internal customers (departments or partners). A commitment is a level of service that is agreed upon and can be measured in a qualitative or quantitative way. This should be aligned to the service level standards / KPIs identified. • Governance — Questions of "Why", "Who does what?" and "When does it get done" need to be addressed. Clear hand-off points for service delivery for each department or partner needs to be established based on roles and responsibilities. • Operations — Day-to-day activities related to Service Clarington's delivery of services. • Performance — Identification of outputs and outcomes internal and external customers expect to achieve from the agreements. Key Implementation Requirements • Collaborate with employees in each department to gather information and create materials. • Co -Develop Service Agreements and review with relevant teams to ensure accuracy. • Utilize SharePoint platform to store / manage Service Agreements. Key Benefits & Value • Eliminate ambiguity by defining responsibilities and accountability of each service partner. • Tailored Agreements ensure formal "rules" are followed by each group involved and that the quality level of service is met. Associated Costs & Savings • Cost to Implement: INT. Cost includes the build time / effort from internal employees. csPn Page 241 55 • Cost Savings: N/A. No direct cost savings identified with the build of Service Agreements. Cost savings will result from the training and application of Service Agreements to properly execute roles. This is accounted for in the training related recommendations. • Resource Needs: Internal Resource. IT SYSTEMS & SUPPORT TOOLS FOR SERVICE CENTRALIZATION Improvement Opportunities & Considerations • Non-integrated / siloed IT infrastructure across departments causes significant challenges to delivering and centralizing services both within departments and cross - functionally. Access to system information and request processing is limited to system accessibility and functionality. A large-scale digital transformation initiative is underway with the build and deployment of AMANDA. This will address many identified service improvement opportunities, including workflow management, remote access to data, customer portal, CRM functionality, service management and integration and access to a knowledge base. Alignment of design / build of the AMANDA System with the structure and implementation of centralized service model is vital to the success of both initiatives. AMANDA needs to be designed to meet the requirements from a quality of content, access of information, tracking of metrics share -out of information required to support a centralized service delivery model. T1: Align AMANDA Planning & Design to Centralized Service Overview • Create, validate, and socialize a master list of services that need to be included within the build of AMANDA to enable centralized service delivery The specific recommended centralized service functions to be included in AMANDA can be found in Appendix III. • Align the Streamline "Folder" structure of the system so there are no / minimal duplicates (i.e., complaints management structured as single folder as opposed to individual departments). • Integrate existing technology with AMANDA. Key integration areas or functions for AMANDA to have included in its design are: o Point -of -Sale System, LDO, CityWide, ActiveNet, Mitel MiContact Centre Business (Telephony SQL Data -Tracking), Inquiry Portal • Define customer portal requirements (to be hosted on AMANDA) to support self - serve functionality. Recommended Customer Portal functions include: • Make Payments, Complete / Submit Forms, Address Issue / Inquiry, View / Download Personal Information Statements, Apply / Approval for Permits, Licenses, Certificates. Key Implementation Requirements csPn Page 242 56 • Collaborate with IT vendor to discuss centralization recommendations and confirm actions. • Modify / add key centralization functionality requirements into AMANDA System design. Key Benefits & Value • Empower Customers with greater online / self -serve capabilities. • Decrease incoming customer requests for "simple" service tasks • Decrease incoming customer inquiries / follow-ups. • Ability to achieve some of the estimated cost savings from efficiencies are dependent on system functionality. Associated Costs & Savings • Cost to Implement: $10,000 - $50,000. Cost associated with the design to scope the build for the additional AMANDA features. • Cost Savings: N/A. Cost savings associated with the use of AMANDA to deliver streamlined, centralized services reflected in individual opportunities. Resource Needs: External Vendor Resource. T2: Build SharePoint Site for Centralized Service Team Overview • Leverage current initiative for SharePoint to design & build a SharePoint site tailored to the centralized service model. Make the site accessible to Team Members as the primary knowledge management system. • Outside of site -specific requirements, design of the overall SharePoint architecture must be readily accessible and simplified for the centralized service team to navigate. This means minimizing the number of windows / steps to access information. • Upload all knowledge content to SharePoint including Training Materials, Job Aids, Process Maps, Service Summaries, Service Agreements. Key Implementation Requirements • Collaborate with relevant departments to co -define architecture & content to be included. • Provide Service Team with training on use of SharePoint site and upload content. Key Benefits & Value • Increase knowledge / information accessing, sharing & updating. • Dramatically decrease response time for inquiries & transfers to departments for "simple" tasks. Associated Costs & Savings csPn Page 243 57 • Cost to Implement: $0 - $10,000. Costs to implement includes the build time / effort from internal employees. • Cost Savings: $10,000 - $50,000. Cost savings associated with the on -going use of knowledge available within SharePoint. • Resource Needs: Internal Resource. T3: Leverage "Planning" Customer Inquiry Portal as Interim CRM System Overview • Leverage the existing Customer Inquiry Portal (digital CRM-style tool) as an interim CRM-style tool until the AMANDA System is fully deployed and operational. • Expand the current scope of tool to include all relevant services for centralized delivery. Use the current Customer template as a guide to design / build individual platforms for Office of the CAO, Community Services, Legislative Services, Financial Services, and Public Works departments. • Ensure data -tracking for the Inquiry Portal is consistent across departments and aligned to AMANDA System functionality to ensure the future integration of data when deployed. Key Implementation Requirements • IT Team to collaborate with above departments to define individual Customer Inquiry Portal need. • Build codified Inquiry Portal and provide training / guides to employee teams utilizing the tool. • During the AMANDA build, ensure requirements for the integration of the Portal are met. Integrate Portal documentation during the appropriate build phase. Key Benefits & Value • Great ability to track / manage customer inquiries reducing duplicated effort and miscommunication Associated Costs & Savings • Cost to Implement: INT. Costs to implement includes the build time / effort from internal employees. • Cost Savings: $50,000 - $100,000. Cost saving associated with the use and data integration. • Resource Needs: Internal Resources. T4: Deploy Data Tracking & Management for Centralized Service Overview • Modify Mitel telephony system to include data -tracking / reporting function. Align with recommended standards, metrics, and service -related information. CSPn Page 244 • Collaborate with Mitel to confirm alignment / integration of data tracking between the AMANDA System and Mitel MiConnect Business Centre. • Ensure integration of other internal systems collecting customer data with AMANDA. Key service data -tracking sources include: — ActiveNet, Mitel (SQL format), CityWide, Vailtech, Inquiry Portal (Current Internal Version & Future Designed Version), Social Media Management App • Comprehensive data collection includes Customer Information, Business Information, and Operational Information, which should be available and accessible in a single data repository. • Build of interim tracking dashboard for the Inquiry Portal Key Implementation Requirements • Confirm / validate organizational and service standards / metrics to be used. • Collaborate with IT Vendor to plan design of required systems integrated for data collection. Key Benefits & Value • Increase transparency of information within centralized service team and across departments • Improve overall data -collection for greater understanding and analysis capabilities for identifying improvement opportunities. • Decrease employee time / effort in gathering & analyzing information. Associated Costs & Savings Cost to Implement: $10,000 - $50,000. Costs associated with the additional scope of Mitel MiConnect Business Centre required. Cost Savings: N/A. Costs savings associated with the on -going use of metrics / measurement included within individual opportunities. Resource Needs: External Vendor Resources. STAGE 2.0: FUNDAMENTAL SERVICE Recommendations within this stage are estimated to be completed and implemented within two to five years. The primary focus is on the finalization of previous preparation activities, onboarding employees, and the rollout of the centralized service team. Below is a visual summary of what the centralized service delivery model will look like. Customers will have the opportunity to contact Service Clarington via phone, email, web -based tool, or Service Desk. All in -bound contact points will be streamlined by limiting access through one phone number, one email, single contact page on a web - tool and one physical service desk. Customer contacts will be logged, tracked, and centralized within the AMANDA system. As an interim solution while AMANDA is being CSPn Page 245 59 built, Clarington can leverage the Inquiry Portal (with the captured data being integrated into AMANDA). Inquiries are handled by dedicated Contact Centre Agents (manage phone, email, and web requests) and Service Desk Agents (manage in -person requests). Both the Contact Centre Agents and Service Desk Agents will be the first point of contact for customers. It is expected these individuals will manage service interactions for all departments based on the defined Service Agreements. To enable employees with the right knowledge to complete these transactions, they will have access to general and specialized information housed on SharePoint (which will eventually be integrated into AMANDA). Any interactions that require highly specialized knowledge will be transferred to the appropriate department. Note: SharePoint will act as a cloud -based platform to house all job / activity specific information. It will include all training content which is comprised of detailed job descriptions, job processes, Service Agreements and Service Standards. Summary Operating Model Contact from Streamlined Multichannel Department Customer Entry Point Service Delivery Collaboration Based on Service N Agreements `� 1 E-mail Eli Agent - Complete Service 1 Phone Address 1 Web Request as First -1 Number Tool Point of Contact 10 15ervice L, Desk . _ ' Transfer to Individual Departments TECHNOLOGY: Digital Systems & Support Tools Mitel MiContact Inquiry AMANDA SharePoint Business Centre Portal System Knowledgebase Opportunities to support the build and delivery of this model have been categorized by Strategic Theme. A summary of each opportunity, the associated costs to implement and anticipated cost / efficiency savings is outlined in the table below. Details on cost / savings analysis can be found in Appendix IV. If ,,CSpn Page 246 COST TO COST / RECOMMENDATION IMPLEMENT EFFICIENCY SAVING S4 Operating Model of Centralized Service Team $10,000- $50K N/A S5 Governance Structure of Centralized Service $50,000- N/A Team $100K R3 Service Team Roles & Responsibilities INT N/A R4 Skills & Knowledge of Cross -Trained Service $10,000- $10,000- Team Members $50K $50K P3 Fundamental Services Performed through N/A $160K- Centralization $285K T5 Modified Service Entry / Communication $10,000- $50,000- Channels for Centralized Service $50K $100K $90,000- $220,000- Estimated Stage Totals $300,000 $435,000 STRATEGY & PARTNERSHIPS FOR SERVICE CENTRALIZATION Improvement Opportunities & Considerations • Combine similar services currently being performed by multiple departments / teams. • Streamline and simplify delivery of services to decrease employee time / effort for transactions Centralize in -bound service requests channels (e.g., e-mail, phone, web portal, in - person) to enable multi -channel service functionality with stronger internal control. _i4: Operating Model of Centralized Service Team Overview • Centralized Service operations should be delivered through two channels, 1) Service Desk (physical location), and 2) Contact Centre. • The Service Desk and Contact Centre act as the primary channel for "direct" access to the Municipality and the only channel promoted publicly. • The Service Desk is responsible for processing in -person service transactions and the Contact Centre is responsible for managing service requests coming in via phone, e-mail, and web portal. • It is recommended that general email boxes and phone extensions that are widely accessible by the public should be removed from the departments / services that csPn Page 247 61 have been identified to be centralized in Stage 2.0. Note, this does not include individual Recreation Facilities. • Existing departments may choose to support direct customer contact; however, these in -bound contact points should not be promoted to the public (specifics will need to be outlined within the Service Agreements with individual departments). • Hours of Operation are defined as o Business Hours: Monday — Friday (8:30am — 4:30pm) o After Hours: Days and Times outside of Business Hours Operating Model Details Centralized Service Desk • Overview: General walk-in customer support for identified Stage 2.0 centralized services. • Location: Municipal Administrative Centre (existing desk in lobby; modifications required). • Operating Hours: Monday — Friday (8:30am — 4:30pm). • Service Channels: o Service Desk — physical location for in -person service to customers. o Phone - one external number available to customers. o E-mail - one external address / inbox available to customers. • Resources: 2 Full -Time, Cross -Trained Clerks available during operating hours Centralized Contact Centre • Overview: General in -bound service support for all departments and business units across The Municipality of Clarington. • Location: Garnet B. Rickard Recreation Complex. • Operating Hours: o Monday — Friday (7:00am — 8:OOpm). o Saturday — Sunday (8:OOam — 4:OOpm). • Channels: o Phone - one external number available to customers. o E-mail - one external address / inbox available to customers. o Web -Tool — online submission -form available to customers (powered by AMANDA). • Resources: 3 Cross -Trained Clerks Available During Business Hours and 2 Part - Time, Cross -Trained Clerks Available During After Business Hours. Key Implementation Requirements • Setup a single centralized email address and phone extension for the Service Clarington team. • Close-out general mailboxes and phone extensions for departments identified for centralization in Stage 2.0 (close-out decision based on Service Agreements). Key Benefits & Value CSPn Page 248 G, • Decrease employee time/effort for actioning or transferring customer needs that are not part of their department services. • Improve employee efficiency/productivity from decreased disruption by in -person customer needs. • Minimize amount of customer contact for "simple" requests directed to department employees. • Extend operating hours to improve accessibility and reduce peaks in contact volumes. Associated Costs & Savings • Cost to Implement: $10,000 - $50,000. Costs to implement includes the build time / effort from internal employees. • Cost Savings: N/A. Cost savings associated with the implementation of the operating model captured in individual opportunities. • Resource Needs: Internal — Added PT Employees. S4: Governance Structure of Centralized Service Team Overview • The new "Service Clarington" team responsible for the management & delivery of centralized customer service should be incorporated in the Community Services department. • The organizational chart for Service Team aligns to the existing structure and hierarchy which currently exists within the Community Services department. These roles include: — Director, Manager, Coordinator, Clerk I / Clerk II • The leadership hierarchy / roles of Director, Manager, and Coordinator are recommended to remain the same. The Service Team should be incorporated into existing department structure. • Recommended Frontline Service Team Members — 1 F/T (Existing Office of the CAO) — 1 F/T (Existing Community Services) — 1 F/T (Existing Legislative Services) — 1 F/T (Existing Financial Services - Tax) — 1 F/T (Existing Public Works) — 2 P/T (New -Hire No Specialization) — 1 F/T (Existing Planning & Development) — Back Up — 1 P/T (Existing Community Services) — Back Up CSPn Page 249 63 • The only requirement for specific Clerks to be positioned in either the Service Desk or Contact Centre roles is based on "after -hour" scheduling. • It is recommended all Centralized Service Team Employees be cross trained to allow for flexibility in skills and coverage. Key Implementation Requirements • Extended hours and coverage can be managed through modifying existing employees' schedules and / or hiring additional part-time employees. • As referenced in the Internal Landscape findings, considerations to collective bargaining agreements and employee morale must be considered when deciding the most appropriate approach to providing after -hour contact centre coverage. Key Benefits & Value • Decrease number of customer contacts to various departments • Increase frontline service skillset & knowledge across roles • Increase transparency across roles and reduce effort when collaborating with employees • Improve employee experience and professional development with more streamlined reporting with direct managers. Associated Costs & Savings • Cost to Implement: $50,000 - $100,000 for additional P/T Internal Resources to be hired. • Costing Savings: N/A. Cost savings associated with the implementation of the governance model captured in individual opportunities. • Resource Needs: Additional P/T Internal Resources to be hired. RIGHT ROLES & RIGHT KNOWLEDGE FOR SERVICE CENTRALIZATION Improvement Opportunities & Considerations • Combine similar services and activities currently being performed by multiple departments. • Group key activities for select employee groups to identify synergies and redundancies across roles. Transfer identified activities to Service Clarington to streamline delivery of services. This will free -up time and capacity of employees across departments. • Centralization of roles will support more effective direct reporting, management, and cohesion of team members. R3: Service Team Roles & Responsibilities Overview KwC5pn Page 250 M • The roles and responsibilities of the centralized service team should align to the existing definitions within the Community Services department. • Employee knowledge will need to expand to include the identified services being centralized in Stage 2.0, however the activities performed are similar to those currently being performed. • Within Stage 2.0 it is recommended that the frontline Service Team act as "generalists" with the ability to provide more basic information and services. Requests requiring specialized knowledge should be transferred to the respective department. • The table below summarizes the key roles and responsibilities of the Service Team. Centralized Service Team Roles & Responsibilities Details Manager • Define service success: In collaboration with the Director of Community Services, responsible for defining the future of the Municipality's services. • Coordinate service delivery: coordinate a standardized customer service approach across all departments • Train and upskill employees: provide customer service training • Performance management: report out on KPI indicators Coordinator Determine resource requirements: identify and plan for resource requirements to meet specified service coverage for all channels. Create effective and timely staffing schedules for multi -shift, multi -site contact and front -desk centres • Lead service team: manage day-to-day centralized customer service accountabilities of the team Managing scheduling conflicts: manage real-time changes to schedules to ensure coverage and SLAs are being met High-level Competency & Service Complexity (FIT), Medium -level Competency & Service Complexity (PIT), & Back -Up Take ownership of customer issues: take ownership of the customer's service request and be the single point of contact for all enquiries related to the service inquires, transactions, complaints, and requests. Provide information on the expected resolution time, and updates on the progress made. Escalate unresolved service requests to the appropriate internal departments: for service requests beyond the scope identified in the Service Agreements, ensure the request is being communicated to the right internal departments and that they take the appropriate action to resolve it. Collect prompt and accurate feedback from customers: where appropriate post - transactions / experience, follow-up with customers, find out if the solution was beneficial and take note of customer's suggestions on what can potentially improve their experience. csPn Page 251 65 Document shared knowledge: for unique service requests / situations, document the successfully executed solution within SharePoint. Continuously add learning content to the shared knowledgebase to support on -going learning. Master the use of service software: all of the above tasks should be done leveraging appropriate technology (AMANDA, Inquiry Portal, Mitel MiContact) Key Implementation Requirements As referenced in Internal Landscape findings, it is important to involve Pay Equity Partners in the planning and redesign of any full-time job descriptions to ensure regulatory compliance. • Specific knowledge / skills required for the frontline Service Team needs to be aligned to all department expectations and documented in the Service Agreements. Department expectations may vary on the types of inquiries and level of detail expected from the Service Team to deliver. Key Benefits & Value • Improve employee and customer understanding of the Municipal service roles & responsibilities. • Increase employee productivity and skill development with direct day-to-day management / contact. • Increase hours of operation for delivery & accessibility of key services to customers. Associated Costs & Savings • Cost to Implement: INT. Internal labor associated with training & development. • Cost Savings: N/A. Savings captured with role clarity captured in individual opportunities. • Resource Needs: Internal Resources. R4: Skills & Knowledge of Gross -Trained Service Team Members Overview • A centralized service team requires key skills & knowledge to effectively perform their duties. Every frontline Service Team member should have similar skills and knowledge with the ability to complete all identified services to be centralized in Stage 2.0. • It is recommended to develop service specific training and deliver to the full team. Suggested training curriculum includes: o Soft skills and knowledge focused on building rapport, handling difficult situations, active listening / communication, and how to show empathy. o Tactical skills and knowledge of all centralized services delivered, employees / processes within departments, and service systems / tools required. CSPn Page 252 Key Implementation Requirements • Identify Team Member skills, competencies, and knowledge gaps to design tailored training. Opportunity to leverage this activity to train other employees across departments. Develop Service training curriculum and facilitate training sessions for Team Members. Leverage external consultants with expertise in Municipal service training design and delivery. Key Benefits & Value • Improve overall organizational customer service soft skills, competencies & knowledge. • Mitigate risk of decrease in service performance and / or loss of institutional knowledge from employee -to -employee. Associated Costs & Savings • Cost to Implement: $10,000 - $50,000. Costs reflect external vendor to build and deliver training. • Costing Savings: $10,000 - $50,000. savings associated with productivity gains from upskilled staff. Resource Needs: External Vendor Resources to support creating and delivering training. STREAMLINED PROCESS & ACTIVITIES FOR SERVICE CENTRALIZATION Improvement Opportunities & Considerations • Combine similar services and activities currently being performed by multiple departments. • Decrease work redundancy and improve synergies of service tasks performed by grouping key activities within a single process P3: Fundamental Services Performed through Centralization Overview • The focus of Stage 2.0 is the centralization of more "basic" customer services across departments (Planning & Development not included within this stage). A comprehensive list of all recommended services to be centralized within this Stage is found in the table below. The level of detail outlined is at the Customer Touchpoint level aligned to the Service Inventory. Non -customer service -related departments / activities are not included. Stage 2.0 Services to be Centralized Key content found in the table includes: • Department and Business Line CSPn Page 253 67 • Customer / Service Touchpoint • Centralized Service: Service delivery model based on a single point of entry for all service requests (centralized service). In all scenarios, The Service Team acts as the first point of contact with the customer, however the level of responsibility to process the request varies by service. A detailed list of service and service processing responsibilities is summarized below. — Full: Centralized Service Team owns all customer interactions related to the service request. — Partial: Centralized Service Team shares ownership of responsibilities to process customer service request with departments. — None: Centralized Service Team does not perform any activities related to the processing of the service request. • IT System Integration: Planned and recommended level of AMANDA integration for services — In -Scope: Service / activity included in current project plan to be incorporated in System — Recommend: Current out -of -scope service / activity recommended to be added into project plan for incorporation into System DEPARTMENT CENTRALIZE PHASE IT SYSTEM SERVICE INTEGRATION i OFFICE OF THE CAO Administration Provide Information and Support to Full 2.0 Recommend General Inquiries / Issues from Public COMMUNITY SERVICES Client Services Provide Information and Support to Full 2.0 Recommend General Inquiries / Issues from Public Triage Incoming Inquires to Other Full 2.0 N / A Departments / Business Lines Manage Bookings and Registration for Partial 2.0 Recommend Programs / Services / Rentals I *csP11 68 Page 254 DEPARTMENT CENTRALIZE PHASE IT SYSTEM 7 SERVICE INTEGRATION • Recreation Classes, Fitness Memberships, Facility Rentals, Field / Ice Bookings Process Payments for Bookings & Registrations • Recreation Classes, Fitness Partial 2.0 Recommend Memberships, Facility Rentals, Field / Ice • Film Permitting None LEGISLATIVE SERVICES Council Services (Clerk's) Provide Information and Support to Full General Inquiries / Issues from Public Process and Manage Approval of Departmental Permits / Licenses • Marriage License, Burial Permit Partial / Death Registration, Pension / Life Certification, Lottery Licensing, Business Licensing Process and Manage Payments for Partial Various Departmental Services • Licenses, Parking Tickets, Full Parking Permits • FOI/MFIPPA Request, Cemeteries (5) Animal Services N/A N/A 2.0 Recommend 2.0 In -Scope Out -of -Scope None ' N / A ' Recommend In -Scope Out-of-Scoipe ,csPn 69 Page 255 DEPARTMENT CENTRALIZE I PHASE IT SYSTEM SERVICE INTEGRATION Provide Information and Support to Full 2.0 Recommend General Inquiries / Issues from Public FINANCIAL SERVICES Taxation Provide Information and Support to Full 2.0 Recommend General Inquiries / Issues from Public Complete and Manage Customer Partial 2.0 Recommend Payments of Property Taxes PUBLIC WORKS Development, Operations and Infrastructure Provide Information and Support to Full 2.0 Recommend General Inquiries / Issues from Public EMERGENCY FIRE SERVICES Fire Prevention Provide Information and Support to Partial 2.0 Recommend General Inquiries / Issues from Public Key Implementation Requirements • There is a potential for two years to pass from the development of this report to the implementation of these centralized services. It is recommended to validate that the services still align with any restrictions / requirements outlined in the Service Agreement. • Onboarding each identified service for centralization requires the recommendations listed in Stage 1.0 and 2.0 to be completed. Further information can be found in the high-level workplan for onboarding services in "Implementation Planning" of this Report. Key Benefits & Value CSPn Page 256 70 • Decrease duplicate and redundant work effort across departments. • Increase employee uninterrupted time and productivity / efficiency. • Minimize time / effort required from employees getting involved in irrelevant service requests. Associated Costs & Savings • Cost to Implement: N/A. Cost to implement reflected in the design recommendation for AMANDA. • Cost Savings: $100,000+. Savings associated with the elimination of redundancies in service delivery. • Resource Needs: Internal Resources. IT SYSTEMS & SUPPORT TOOLS FOR SERVICE CENTRALIZATION mprovement Opportunities & Considerations • Integrate service delivery systems and tools for cross -functional collaboration. • Structure service entry channels and processes to increase control over how customers connect with the Municipality, who they contact with, and how they progress through services. Leverage existing tool functionality to get the most value out of current License fees '5: Modified Service Entry / Communication Channels for Centralized Service Overview • Streamline public access from customer email. Create centralized service email / inbox and close existing "general" mailboxes of departments identified in this stage to have centralized services. — Transition mailbox provider from Outlook to Mitel MiConnect to support multi - person access to centralized email repository. • Streamline public access from customer phone calls. Create a single, centralized contact number and remove / restrict existing "general" departmental extensions of identified departments incorporated into centralization. • Reorganize online / website inquiry submission platform only send automated submissions from public to centralized service team and not the general mailbox of each department. Key Implementation Requirements • Confirm / validate general extensions, email boxes, and online / social media is removed. • Setup modified "single" entry channel into Service Clarington team and close others. Key Benefits & Value CSPn Page 257 71 • Decrease amount of employee effort / time from answering direct customer calls and emails. Minimize amount of "simple" customer contacts to department subject matter experts. Associated Costs & Savings • Cost to Implement: $10,000 - $50,000 (annually). • Cost Savings: $50,000 - $100,000. Cost savings associated with streamlined service delivery (enabled by technology) captured in individual opportunities associated with service delivery. • Resource Needs: External Vendor Resources. STAGE 3.0: COMPLEASERVICESo Recommendations within this stage are estimated to be completed and implemented over the course of or after the five-year mark. Primary focus is on the continued scale of centralization to incorporate Multi -Facility Service Clarington offerings and greater technology automation / functionality. Opportunities to support the scaling and delivery of the model have been categorized by Strategic Theme. A summary of each opportunity, the associated costs to implement and anticipated cost / efficiency savings is outlined in the table below. Details on cost / savings analysis can be found in Appendix IV. RECOMMENDATION COST TO IMPLEMENT S6 Perform Feasibility Assessment for myDurham TBD Partnership Opportunities P4 Complex Services Performed through $50,000- Centralization $100K T6 Additional Self -Service Capabilities in $50,000- Customer Portal $100K Estimated Stage Totals $100,000- $350,000 STRATEGY & PARTNERSHIP Improvement Opportunities & Considerations COST/ EFFICIENCY SAVING TBD $100K- $235K $100,000+ TBD $200,000- $335,000 Confirm up-to-date cost / benefit of partnership with myDurham to make confident and informed decision. tcspn Page 258 72 • Leverage existing resources and centralized foundation from Stage 2.0 to increase the complexity of services included in centralized team. • Leverage Customer Portal infrastructure from AMANDA system to add more functionality for services that customers are able to complete online S6: Perform Feasibility Assessment for myDurham Partnership OpportunitieF- Overview • The value of partnering with Durham for centralized service is dependent on the progress / status of Clarington's centralization transformation at the August 2023-25 timeframe. This is when Durham plans to be opening the opportunity to Municipalities. • It is recommended within this Stage (Stage 3.0) that the Municipality partner with Durham through a Model 2: Partial Service partnership opportunity. However, it is recommended that the opportunity be revisited closer to the availability date to confirm the most viable way to move forward. During this stage, key considerations to advance the partnership include: — Effectiveness of Clarington's IT Systems and Tools — Operating costs of running a Centralized Service Team — Growing skills/knowledge required for Team Members to deliver additional services — Further need for increased hours of operation to public Key Implementation Requirements • Assess the "current" state of Clarington's centralized service landscape (current refers to the timeframe of this recommended Stage in 2023-25). • Diagnose the specifics of partnership capabilities, cost / saving, implementation needs. Key Benefits & Value • Eliminate major Capital Expenditure for Enterprise Customer Relationship Management System (CRM) & Omni channel Contact Centre IT infrastructure / systems • Decrease future resourcing needs for off -hours service. This is not a reduction in any hired employees, it is in reference to the decreased need for additional new - hires. Associated Costs & Savings • Cost to Implement: TBD. Resource requirement determined when partner model selected. • Costing Savings: TBD. No cost savings associated with the analysis of opportunities. Once a partner model is selected, appropriate cost savings can be identified. csPn 73 Page 259 • Resource Needs: Internal or External Resources. P5: Comolex Services Performed Throuah Centralization • Stage 3.0 focus is the centralization of more "complex" customer services across departments. • Additional Focus is on the expansion of services to individual recreation facilities. Adding a Multi -Facility model to the Municipal service landscape will have significant costs associated with it from increasing CSR or adding Clerk positions into facilities. Therefore, the incorporation of Multi -Facility service into the Centralization Framework is not recommended within the timeline of the defined three stages. Comprehensive list of all recommended services to be centralized at this stage found in the table below. The level of detail outlined is at the Customer Touchpoint level aligned with the Service Inventory created within this project. Noncustomer service - related departments or activities are not included within the list. Key Implementation Requirements There is a potential for five years to pass from the development of this report to the implementation of these centralized services. It is recommended to validate that the services still align with any restrictions / requirements outlined in the Service Agreement. • Onboarding each identified service for centralization requires the recommendations listed in Stage 1.0 and 2.0 to be completed. Further information can be found in the high-level workplan for onboarding services on page 62. Key Benefits & Value • Decrease duplicate and redundant work effort across departments. • Increase employee uninterrupted time and productivity / efficiency. • Minimize time / effort required from employees getting involved in irrelevant service requests. Associated Costs & Savings • Cost to Implement: $50,000 - $100,000. Potential to require additional employees to service team Cost Savings: $100,000+. Savings associated with elimination of inefficiencies in delivering service. • Resource Needs: Internal or External Resources Stage 3.0 Services to be Centralized Key content found in the table includes: • Department and Business Line • Customer / Service Touchpoint K,csPn Page 260 74 • Centralized Service: Service delivery model based on a single point of entry for all service requests (centralized service). In all scenarios, The Service Team acts as the first point of contact with the customer, however the level of responsibility to process the request varies by service. A detailed list of service and service processing responsibilities is summarized below. — Full: Centralized Service Team owns all customer interactions related to the service request. — Partial: Centralized Service Team shares ownership of responsibilities to process customer service request with departments. — None: Centralized Service Team does not perform any activities related to the processing of the service request. • IT System Integration: Planned and recommended level of AMANDA integration for services — In -Scope: Service / activity included in current project plan to be incorporated in System — Recommend: Current out -of -scope service / activity recommended to be added into project plan for incorporation into System DEPARTMENT CENTRALIZE PHASE IT SYSTEM SERVICE INTEGRATION OFFICE OF THE CAO Administration Support & Coordinate Customer & Elected Officials in Resolving Partial 3.0 Recommend Complaints Communications Manage Social Media Communications & Replies to Partial 3.0 Recommend Inquiries / Issues COMMUNITY SERVICES Recreational Services Manage Resolution of Facility Partial 3.0 In -Scope Complaints CSPn 75 Page 261 DEPARTMENT LEGISLATIVE SERVICES Municipal Law Enforcement CENTRALIZE IT SYSTEM PHASE SERVICE INTEGRATION Provide Information and Support to Full 3.0 Recommend General Inquiries / Issues from Public Animal Services Manage Resolution of Departmental Partial 3.0 In -Scope Complaints Process and Manage Approval of Partial 3.0 Out -of -Scope Animal Licenses FINANCIAL SERVICES Taxation Manage Resolution of Departmental Partial 3.0 In -Scope Complaints PUBLIC WORKS Development, Infrastructure and Operations Manage Resolution of Departmental Partial 3.0 In -Scope Complaints PLANING & DEVELOPMENT SERVICES Development Review Provide Information and Support to Full 3.0 Recommend General Inquiries / Issues from Public Building Permit & Inspection csPn 76 Page 262 DEPARTMENT CENTRALIZE PHASE IT SYSTEM SERVICE INTEGRATION Provide Information and Support to Full 3.0 Recommend General Inquiries / Issues from Public Process and Manage Approval of Construction Related Permits -i-Scope • Building (Deck, Fence Dhed), Partial 3.0 Recommend Pool Enclosure, Sign, Mobile Sign, Election Sign F erform Building, Structural, Partial 3.0 Recommend lumbing, HVAC Inspections T6: Additional Self -Service Capabilities in Customer Portal Overview • Leverage centralized foundation of AMANDA to provide additional e-solutions that customers can use to complete services online (via Customer Portal design in AMANDA). • With current information from this review, it is recommended to target the following self -serve functionalities. Note: The recommendations should be revisited closer to the potential design date to confirm the most appropriate way to move forward. Target Self -Serve Functionalities: — Scheduling / booking, all payments / purchases, All approval / application activities, All documents / statements Key Implementation Requirements • There is a potential for five years to pass from the development of this report to the implementation of these self -serve digital services. It is recommended to validate the opportunities still align with any changes to the IT Systems since 2021. Key Benefits & Value • Eliminate many customer touchpoints from increased self-service capabilities. • Decrease overall service processing time / effort on internal employees. Associated Costs & Savings • Cost to Implement: $50,0004100,000 (one-time) and $10,000-$50,000 (annually). Costs reflect the additional spend required to expand AMANDA scope and annual technology fees. csPn Page 263 77 • Costing Savings: $100,000+. Cost savings associated with the reduction of staff effort to process customer requests since many can be completed direct by customers. • Resource Needs: Internal Resources Impementation Planning Overview A strong and clear project governance is necessary to ensure execution of the centralized service model has a successful outcome. The table below outlines the various project roles and responsible functions required to support the implementation of the recommendations. Role Members Sponsor CAO Steering Committee Senior Leadership Team — Across Organization Community Services Leaders - Director Implementation Community Services Team Manager & Coordinator Service Clarington Team Customer Service Committee Functions Executive Sponsorship Leadership Support Decision Making Deliverable Approval Performance Management Project Management Risk Management Financial Management Project Communications Deliverables (as described in recommendations) IT Build and IT Co -Define Build Requirements Support Vendors Manage IT Build Aligned to Service Requirements (including interm Inquiry Portal solution) Provide IT Guidance / Training (including analysis of AMANDA system) In the development of the high-level workplan, the following assumptions were made: • The recommended organizational designs are approved. • Qualified candidates can be sourced to fill open positions. ,csPn Page 264 • Implementation Team resources are available with the capacity to complete required activities for the deployment of recommendations. The Implementation Teams are established on schedule and the Senior Leadership Team is able to successfully develop an integrated project plan and manage the project effectively. The recommendations presented in this Service Delivery Review are intended to create long-term change. It is recommended that the Municipality employ change management strategies to ensure change is implemented in a sustainable way. Key considerations and "leading practices" have been provided below to support the Municipality throughout the implementation of recommendations. Components of a Change Management Plan Effective change management involves carrying out activities that deliver on each of the five change management principles: • Communication — sharing information about the change and providing opportunities for stakeholders to discuss the information and ask questions. The purpose of communication is to: o Answer people's questions. o Build understanding about what is changing. o Alleviate fears and anxieties. o Create energy and enthusiasm for the change. o Recognize stakeholders as partners in the change Key Roles to Support Change Management Stakeholder Engagement — bringing together individuals to engage in collaborating on defining objectives for the change, assessing readiness for change, and sharing their experiences and learning with one another. Sponsorship/Change Leadership — during times of change, leaders are accountable for "living the change", which means leading by example and holding oneself and others accountable for supporting the change. Leaders play an essential role in creating the conditions to help stakeholders understand change and successfully adapt. Resistance Management — fostering an environment in which there is mutual trust and respect, and in which people feel comfortable with openly sharing their concerns, asking questions, and learning new knowledge and skills. Knowledge Transfer and Training — ensuring that when the change is implemented, everyone has the knowledge they need to do things differently. Projects need to support knowledge transfer by providing people with effective training as well as resources like up-to-date policy and procedural documentation. The overall success of Clarington's centralized service model can be affected by the following risks: csPn Page 265 79 Risk Mitigation Employee resistance to Employ change management strategies to change include employees in change activities and increase overall buy -in. Shortfalls in Plan resources in advance and gain approval resourcing from the Project Sponsor and Steering Committee. Delays in critical The Implementation Teams will conduct regular milestones check -ins with the Steering Committee to report on progress. The Implementation Teams will conduct regular Pace of change check -ins with the Steering Committee to report on progress. Municipal Monitor municipal priorities and participate in pressures/ discussions to influence direction of change. priorities CSPn Page 266 :1 Centralization High -Level Workplan The following visual Workplan summarizes the cadence of implementing all recommendations in the Centralization Framework. The timeframe is aligned to specific "Implementation Requirement" activities outlined in the recommendations. Lai ACTIVITY Stage 1.0: Preparation S1 Create an Organizational "Service Excellence" Strategy S2 Define Organizational Service Level Standards & Metrics S3 Implement Durham311 Telephone Exchange Agreement R1 Develop Service Summaries for all Departments R2 Create Support Materials, Guides, & Tools P1 Create Process Maps for Service -Related Operations P2 Develop Formal Service Agreements for Impacted Departments T1 Align AMANDA Planning & Design to Centralized Service T2 Build SharePoint Site for Centralized Service Team T3 Leverage "Planning" Customer Inquiry Portal as Interim CRM System T4 Deploy Data Tracking & Management for Centralized Service CSPn 2021 2022 2023 2024 2025 2026 Page 267 ID ACTIVITY Stage 2.0: Fundamental Service S3 Operating Model of Centralized Service Team S4 Governance Structure of Centralized Service Team R3 Service Team Roles & Responsibilities R4 Skills & Knowledge of Cross -Trained Service Team Men P3 I *Fundamental Services Performed through Centralizatioi T5 Modified Service Entry / Communication Channels for Ci Service Stage 3.0: Complex Service S6 Perform Feasibility Assessment for myDurham Partnersl Opportunities P4 I *Complex Services Performed through Centralization T6 I Additional Self -Service Capabilities in Customer Portal *Further Detail to the Onboarding Activities for P3 & P4 Recommended Services to be Centralized found below on page 65 CSPn Page 268 Centralized Service Onboarding Workplan The following visual Workplan summarizes the cadence of key activities for onboarding individual services to the Centralized Model. # ACTIVITY Each Recommended Service to Be Centralized 1 Review & Finalize Departmental Service Agreement with Leader Members 2 Facilitate Training Sessions for Employees (2 — 3 90mins Sessic 4 Facilitate Internal Practice Workshops to Build Competency with Utilizing Tools 5 Pilot -Test Centralized Service During a 1-2-Week Live-Deploym 6 Debrief Pilot -Test Results, Lessons Learned and Refine Service Delivery asRequired 7 1 Go -Live with Centralized Service csPn W1 W2 W3 W4 W5 W6 W7 Page 269 Appendix Appendix I: Research Methodology Stage 2.0: Discovery & Consultation 2.1 Existing Service -Strategy Documents & Data / Insights • Performed comprehensive review and analysis of all relevant data / documents obtained 2.3 Internal Stakeholder Interviews • Facilitated (10), virtual 60-minute interviews with the Customer Service Committee, Community Services Department, Legislative Services Department, Financial Services Department, Public Works Department, Planning and Department Services, Emergency and Fire Services, Mayor / CAO Office, Communications Division, Information Technology Division. • The discussions followed the following topics: o Service Structure: What services you provide, support, and / or engage? o Service Delivery: How you and your teams execute, support, and / or engage services? o Customer Experience: How the community perceives and interacts with the services? o Challenges and Opportunities: Areas of improvement when delivering, supporting, and / or engaging services? Participant List Department Name Role Customer Justin MacLean Advisor, Corporate Policy and Strategic Service Initiatives Committee Basia Communications Manager Radomski Lee -Ann Reck Community Services Manager Kristin Bullied Continuous Improvement Representative Michelle Chambers Theresa Gamble Cindy Hammer Administrative Assistant to the Municipal Clerk Administrative Assistant to the Director of Planning Information/Communications Clerk *csP11 84 Page 270 Department Name Candice Hodgson Jessica James Erica Mittag Role Customer Services Coordinator Taxation Services Manager Community Development Coordinator Community George Acorn Director Services Candice Customer Services Coordinator Hodgson Facility Services Manager Ken Ferguson Recreation Services Manager Steve Myers Legislative Rob Maciver Director Services June Gallagher Municipal Clerk Duncan Municipal Law Enforcement Manager Anderson Financial Trevor Pinn Director/Treasurer Services Michelle Pick Accounting Services Manager/Deputy Jessica James Treasurer Taxation Services Manager Public Works Steve Brake Director Sean Bagshaw Manager of Infrastructure Brett Novak Manager of Operations Planning and Ryan Windle Director Development Faye Manager of Special Projects Services Langmaid Manager of Community Planning & Design Carlos Salazar Chief Building Official Brent Rice Office Coordinator Theresa Manager of Development Review Gamble Cindy Strike Emergency and Gord Weir Director/Fire Chief Fire Services Randy Cowan Deputy Chief Mayor/CAO Heather Office Coordinator to the Mayor Keyzers Councillors' Office Assistant Amanda Welsh CSPn 85 Page 271 Department Name Role Communications Andy Allison CAO Justin MacLean Advisor, Corporate Policy & Strategic Basia Initiatives Radomski Communications Manager IT Rob VanDyk IT Manager Brandi Carlton Business Development Supervisor 2.4 Jurisdictional Scan • Performed secondary research to gather data and best practices from similar peer regions. 2.5 Elected Official Interviews • Facilitated (6), virtual 60-minute interviews with Council Members • The discussions followed the following topics: o Introduction: Role and experience with Clarington o Common challenges / issues from an internal and external customer service focus 2.6 Community Survey — Experience and Survey Feedback • One (1) questionnaire publicly promoted to all residents in Clarington via social media, email, and outreach groups (151 responses) Community Focus -Group — Experience and Service Feedback / Improvements • Facilitated 4, virtual 2-3hr sessions with community groups to discuss the following questions: o Why do you interact with the municipality? o What is most important to you when interacting with the municipality? o How do you prefer to achieve your tasks / outcomes? • Community Groups — 5 participants, Developer Groups — 6 participants, Business Groups — 4 participants, Accessibility & Diversity — 5 participants Additional interviews • 1 individual 60-minute interview with Service Caledon representative, myDurham representative, Vision 33 representative, Planning Inquiry Portal, HR interview Stage 3.0: Analysis 3.2 Internal Customer Journey Mapping Workshop • Facilitated 8, virtual 2-3hrjourney mapping workshops CSPn Page 272 Appendix II: Community Survey Results Below are the results of the community survey based on a total response rate of 151 participants. WHERE DO YOU LIVE? M N O O O co co \�' Q CIO �P = O O O = O0 — HOW OFTEN DO YOU USE OR INTERACT WITH THE MUNICIPALITY OF CLARINGTON'S SERVICES? RARELY C MONTHLY 0 N ANNUALLY PLEASE RANK THE SERVICES ON A SCALE OF IMPORTANCE. O N PURCHASING / MAKING A PAYMENT C,) 00 N N APPLYING / REQUESTING UTILIZING / GETTING INFO / GAINING MAINTENANCE INTERACTING ADDRESSING AN APPROVAL WITH A SERVICE ISSUE uncs n Page 273 RATE YOUR LEVEL OF SATISFACTION BASED ON YOUR INTERACTION WITH THE MUNICIPAITY OF CLARINGTON. N M co ■ VERY SATISFIED SATISFIED NEITHER DISSATISFIED VERY DISSATISFIED RANK THE CHALLENGES / ISSUES YOU HAVE ENCOUNTERED WHEN USING CLARINTON SERVICES. N FINDING INFORMATION SUBMITTING A FORM CONTACTING THE RIGHT PERSON 9 COMPLICATED OR UNKNOWN PROCESSES RANK WHAT IS MOST IMPORTANT TO YOU WHEN YOU INTERACT WITH CLARINGTON SERVICES. M OJ Go P+Q P t Page 274 O M IN -PERSON HOW DO YOU PREFER TO COMMUNICATE WITH THE MUNICIPALITY? M m CM M V DIGITAL / ONLINE EMAIL TELEPHONE PAPER -BASED / PLATFORM MAIL -IN c5Pn Page 275 m Appendix III: Comprehensive Centralized Services List A comprehensive list of all recommended services to be centralized at this Stage is found in the table below. The level of detail outlined is at the Customer Touchpoint level aligned with the Service Inventory created within this project. Noncustomer service -related departments or activities are not included within the list. Key content found in the table includes: • Department and Business Line • Customer / Service Touchpoint • Centralized Service: Recommended level of centralization to be implemented for services — Full: Centralized Service Team to own all customer interactions related to the service and look to remove the service being delivered from the individual department. — Partial: Centralized Service Team to share ownership responsibilities of customer interactions related to the service (to be defined in Service Agreements) • IT System Integration: Planned and recommended level of AMANDA integration for services — In -Scope: Service / activity included in current project plan to be incorporated in System — Out -of -Scope: Service / activity not included in current project plan to be incorporated in System — Recommended: Current out -of -scope service / activity recommended to be added into project plan for incorporation into System • Cost Saving: Financial impact of centralizing service Page 276 CENTRALIZE IT SYSTEM & COST Department SERVICE STAGE INTEGRATION SAVING OFFICE OF THE CAO Administration Provide Information and Support to General Inquiries / Full 2.0 Recommend $5,000- Issues from Public $10,000 Support & Coordinate Customer & Elected Officials in Partial 3.0 In -Scope $10,000- Resolving Complaints $20,000 Communications Design / Update Website functionality and Content None N / A N / A N / A Manage Social Media Communications & Replies to Partial 3.0 Recommend $5,000- Inquiries / Issues $10,000 COMMUNITY SERVICES Facilities Services Maintain & Prepare Facilities for Formal Bookings Made None N / A N / A N / A by Customers Recreational Services Manage Resolution of Facility Complaints Partial 3.0 In -Scope $25,000 c5Pn 91 Page 277 Department CENTRALIZE STAGE IT SYSTEM & COST SERVICE INTEGRATION SAVING Deliver Formal Programs / Activities within Recreation Facilities • Aquafit, Fitness Centre, Group Fitness None N / A N / A N / A Programs, Skating Programs, Specialty Programs, Swimming Programs, Camps, Leadership, Sports & Active Play Client Services Provide Information and Support to General Inquiries / Issues from Public Triage Incoming Inquires to Other Departments / Business Lines Manage Bookings and Registration for Programs / Services / Rentals • Recreation Classes, Facility Rentals, Field / Ice Bookings Process Payments for Bookings & Registrations • Recreation Classes, Fitness Memberships, Facility Rentals, Field / Ice • Film Permitting Support Internal Teams with Coordination of Special / Corporate Events Full 2.0 Recommend $10,000- $20,000 Full 2.0 N / A $10,000- $20,000 Partial 2.0 Recommend $10,000- $30,000 Partial 2.0 Recommend $10,000- $20,000 None N/A N/A N/A I None N/A N/A N/A csPn 92 Page 278 Department CENTRALIZE SERVICE STAGE IT SYSTEM & INTEGRATION COST SAVING Manage Application & Processing of Community Grants None N / A N / A N / A LEGISLATIVE SERVICES Council Services (Clerk's) Provide Information and Support to General Inquiries / Full 2.0 Recommend $10,000- Issues from Public $20,000 Process and Manage Approval of Departmental Permits / Licenses In -Scope $5,000- • Marriage License, Burial Permit / Death Partial 2.0 Recommend $ 10,000 Registration, Pension / Life Certification, Lottery Licensing, Business Licensing Process and Manage Payments for Various Partial 2.0 Departmental Services In -Scope $20,000- • Licenses, Parking Tickets, Parking Permits Full 2.0 $30,000 Recommend In -Scope • FOI/MFIPPA Request, Cemeteries (5) None N / A N / A Recommend Perform Civil Marriage Ceremonies None N / A N / A N / A Provide Commissioner of Oaths Services None N / A N / A N / A ,,cspn Page 279 CENTRALIZE IT SYSTEM & COST Department SERVICE STAGE INTEGRATION SAVING Support Cross -Departmental Inquiries and Provide None N / A N / A N / A Requested Info / Docs Municipal Law Enforcement Provide Information and Support to General Inquiries / Full 3.0 Recommend $10,000- Issues from Public $20,000 Manage Resolution of Bylaw Related Complaints None N / A N / A Process and Manage Approval of Permits / Licenses • Refreshment Vehicles, Auctioneer's License, Peddler License, Sign Companies, Vehicle for None N / A In -Scope N / A Hire, Burning Permit, Fireworks Permit, Parking Permit, Sign Permit, Special Events Permit, Kennel License Animal Services Provide Information and Support to General Inquiries / Full 2.0 Recommend $5,000- Issues from Public $10,000 Manage Resolution of Departmental Complaints Partial 3.0 In -Scope $0 $5,000 Process and Manage Approval of Animal Licenses Partial 3.0 In -Scope $0 $5,000 FINANCIAL SERVICES CSPn Page 280 Department CENTRALIZE STAGE IT SYSTEM & COST SERVICE INTEGRATION SAVING Taxation Provide Information and Support to General Inquiries / Full 2.0 Recommend $20,000- Issues from Public $30,000 Manage Resolution of Departmental Complaints Partial 3.0 In -Scope $10,000- $30,000 Complete and Manage Customer Payments of Property Partial 2.0 Recommend $20,000- Taxes $30,000 Information Technology Lead / Coordinate the Design, Build, Implementation of None N / A N/A N / A AMANDA Initiative PUBLIC WORKS Operations Provide Information and Support to General Inquiries / Full 2.0 Recommend $10,000- Issues from Public $20,000 Manage Resolution of Departmental Complaints Partial 3.0 In -Scope $10,000- $20,000 Manage Maintenance of Roads & Parks (Seasonal None N / A N / A N / A Grass Cutting) ,,cspn 95 Page 281 CENTRALIZE IT SYSTEM & COST Department SERVICE STAGE INTEGRATION SAVING Manage Maintenance of Sidewalks (Seasonal Snow None N / A N / A N / A Removal) PLANNING & DEVELOPMENT SERVICES Community Planning & Design Process and Manage Review of Commercial None N / A N / A N / A Development Applications Development Review Provide Information and Support to General Inquiries / Full 3.0 Recommend $10,000- Issues from Public $25,000 Manage Review & Sign -Off for Zoning / Land -Use None N / A N / A N / A Aspect of Permit Approval Special Projects Support Permit Approval Process and Provide None N / A N / A N / A Information to Employees Building Permit & Inspection Provide Information and Support to General Inquiries / Full 3.0 Recommend $5,000- Issues from Public $10,000 c5Pn Page 282 CENTRALIZE IT SYSTEM & COST Department SERVICE STAGE INTEGRATION SAVING Process and Manage Approval of Construction Related Permits Partial 3.0 In -Scope $15,000- $50,000 • Deck, Fence, Pool Enclosure, Shed, Sign Perform Building, Structural, Plumbing, HVAC None N / A In -Scope N / A Inspections EMERGENCY & FIRE SERVICES Fire Suppression Provide Emergency Services in Response to Calls from None N / A N / A N / A Public Fire Prevention Provide Information and Support to General Inquiries / Partial 2.0 Recommend $10,000 - Issues from Public $30,000 Facilitate Educational Programs and Events to Public None N / A In -Scope N / A Perform and Manage Fire inspections for Permit None N / A In -Scope N / A Approval c5pn 97 Page 283 Appendix IV: Recommendations Cost & Savings Details In order to determine the costs to implement and potential cost savings, the following ranges were used: • $0 - $10,000 • $10,000 — $50,000 • $50,000 - $100,000 • $100,000+ Below is a summary of cost to implement and cost savings for each recommendation. ID Recommendation Cost to Implement STAGE 1.0: Create an Organizational S1 "Service Excellence" Strategy Define Organizational S2 Service Level Standards & Metrics c5pn Cost Cost to Implement Rational Savings *Cost figures based on INT industry averages for N / A external consultant support who deliver similar services. •Cost figures based on estimated employee effort to $0 _ complete activity •Key Calculation Criteria: N/A $10,000 Time to complete activity, average salary of employees involved Cost Saving Rational *No identified cost savings *No identified cost savings Page 284 ID Recommendation to Implement Cost st to Cost to Implement Rational Cost p Cost Savings Saving Rational •Savings estimated based on •Cost figures based on reduced time & effort estimated employee effort to associated with handling Implement complete activity transfers to Region. Reduced Durham311 S3 Telephone N/A •Key Calculation Criteria: $0 — work effort allows employees to spend time on more critical, Exchange Time to complete activity, $10,000 value -add activities for the Agreement average salary of employees Municipality. involved *Key Calculation Criteria: Time to complete activity, average salary of employees involved. *Cost figures based on estimated employee effort to Develop Service complete activity $10,000 - .Cost savings associated with R1 Summaries for all INT *Key Calculation Criteria: $50,000 this captured in R2 Departments Time to complete activity, average salary of employees involved *Cost figures based on *Savings figures based on estimated Employee Effort to estimated decrease in complete activity and create Employee effort due to Create Support learning materials $10,000 — additional work from errors / R2 Materials, Guides, INT & Tools •Key Calculation Criteria. $50,000 mistakes Time to complete activity, *Key Calculation Criteria: Time average salary of employees to complete activity, Average involved salary of employees involved ,,cspn Page 285 ID Recommendation Cost to Implement Cost Cost to Implement Rational Savings Create Process •Cost figures based on P1 Maps for Service- $10,000 — industry averages for N / A Related Operations $50,000 external consultant deliver similar services. Cost Saving Rational •Cost savings associated with this captured in R2 •Cost figures based on Develop Formal estimated employee effort to Service complete activity P2 Agreements for INT .Key Calculation Criteria: N / A *No significant savings Impacted Time to complete activity, Departments average salary of employees involved •Cost figures based on estimated external vendor Align AMANDA $10,000 — fees (current vendor and Planning & Design T1 to Centralized $50,000 industr avera y ges ) N / A *No significant savings Service .Key Calculation Criteria: consultation rate, time required to design / build *Leverage synergies with *Savings figures based on current project to design / estimated decrease in Build SharePoint build $10,000 — employee effort due to locating T2 Site for Centralized Service Team $10,000 *Cost figures based on $50,000 information, handling follow-up calls due to misinformation, estimated employee effort to and additional work from errors complete activity / mistakes 11 ,CSpn 100 Page 286 ID Recommendation to Implement Cost st to p Cost to Implement Rational Cost Cost Savings Saving Rational •Key Calculation Criteria: •Key Calculation Criteria: Time Time to complete activity, to complete activity, Average average salary of employees salary of employees involved involved *Cost figures based on *Savings figures based on estimated employee effort to estimated employee time / complete activity. Effort for effort associated with handling Leverage g activity is impacted by the "follow-up" calls, coordinating "Planning" number of departments for $50,000 — with colleagues to gather T3 Customer Inquiry q y INT creating portals (estimated to be 6) $100,000 information, and responding to Portal as Interim customers. CRM System *Key Calculation Criteria: *Key Calculation Criteria: Time Time to complete activity, to complete activity, Average Average salary of employees salary of employees involved involved •Cost figures based on increased license fees for IT systems to implement add - Deploy Data $10,000 - on functionality for tracking Tracking & T4 $50 000 desired data. N / A *No significant savings Management for g (annually) *Key Calculation Criteria: Centralized Service Mitel license fees, AMANDA license fees, number of users to system (who need license) c5Pn 101 Page 287 FID Recommendation Cost to Cost to Implement Rational Implement STAGE 2.0: • •Cost figures based on design only renovations to Operating Model of $10,000 — centralized service desk S4 Centralized Service within Town Hall and contact Team $50,000 centre room / desks within Richard Recreation Complex. •Cost figures based on estimated employee wages Governance Structure of $50,000— for 2 P/T Clerk employees S5 Centralized Service $100,000 *Key Calculation Criteria: Team Time to complete activity, Average salary of employees involved Service Team R3 Roles & INT •No significant costs Responsibilities Cost Savings N/A N/A N/A Skills & Knowledge •Cost figures based on of Cross -Trained $10,000 — industry averages for $10,000 - R4 Service Team $50,000 external consultant to deliver $50,000 � Members service specialized training , c5pn Cost Saving Rational *No significant savings *No significant savings *No significant savings *Savings figures based on 3rd party research into work productivity and engagement benefits of cross -skilled teams *Key Calculation Criteria: error - rate of employee, number of 102 ID Recommendation Cost to Cost to Implement Rational Implement Fundamental P3 Services Performed through Centralization Modified Service Entry / T5 Communication Channels for Centralized Service •No significant costs •AII related financial N / A requirements for service centralization are incorporated into other recommendations •Cost figures based on increased license fees for telephony / IT systems to implement add -on $10,000 - functionality for streamlining $50,000 service channels Cost Savings $160, 000 $285,000 $50,000 — $100,000 (annually) •Key Calculation Criteria: (annually) Mitel license fees, AMANDA license fees, number of users to system (who need license) Cost Saving Rational employees, number of tasks / contacts performed •Savings figures based on estimated Employee time / effort associated with handling transfers to Region. Streamlined process expects to simplify tasks and reduce effort. •Key Calculation Criteria: Time to complete activity, Average salary of employees involved •Savings figures based on estimated decrease in Employee time / effort associated with receiving direct contact for customer issues unrelated to their role and becoming involved in handling it. •Key Calculation Criteria: Time to complete activity, number of activities and Average salary of employees involved 103 Page 289 ID Recommendation Cost to Implement STAGE 3.0: Cost Cost to Implement Rational Savings Cost Saving Rational •Savings figures are dependent *Cost figures are dependent on how Clarington decides to Perform Feasibilityon Licence how Clarington partners Dependent partner with the Region. This can vary significantly. Assessment for fees with the Region. This can g S6 myDurham not vary significantly. on *Key Calculation Criteria: Partnershipcurrently defined -,Key Calculation Criteria: IT Partnership Level unneeded Capital expenditure, Opportunities Capital expenditure, License additional service employees, Fee decreased time /effort of employees from outsourced activities *Savings figures based on estimating weighted average of defined savings in Stage 2.0 relative to the number and Complex Services $50 _ *Cost figures based on $100K- effort needs of recommended P4 Performed through $100000 estimated employee effort to $235K services here. Centralization , complete activity. p Y Key Calculation Criteria: Stage 2.0 centralized service savings, number of centralized services recommended in this stage, employee effort / time ,,cspn 104 Page 290 to ID Recommendation Implement Cost st to p Cost to Implement Rational Cost Cost Savings Saving Rational $50,000 - *Savings figures based on $100,000 •Cost figures based on estimated decrease in increased license fees for IT Employee time / effort (one-time) systems to implement add- associated with competing Additional Self- on functionality for portal. $100,000+ activities to deliver service T6 Serve Capabilities in Customer Portal $10,000 — •Key Calculation Criteria: TBD *Key Calculation Criteria: AMANDA license fees, customer utilization rate of $50,000 consult feed for design / portal, employee Time to (annually) build. complete activity, Average salary of employees involved '4spn 105 Page 291 Attachment 2 to Report CAO-009-21 77EDD)) DURHAM REGION The Regional Municipality of Durham Office of the CAO 605 Rossland Rd. E. Level 5 PO Box 623 Whitby, ON L1 N 6A3 Canada 905-668-7711 1-800-372-1102 Fax: 905-668-5831 durham.ca Elaine Baxter-Trahair Chief Administrative Officer Sent via e-mail August 11, 2021 Andrew Allison Chief Administrative Officer Municipality of Clarington 40 Temperance Street Bowmanville, ON L 1 C 3A6 Dear Mr. Allison: RE: Request for Resolution related to 311 calls using the Municipality of Clarington Telephone Exchange Purpose: The Regional Municipality of Durham would like to request a resolution to allow 311 calls made by its customers, residents, and businesses within the Municipality of Clarington telephone exchange to be re-routed to the appropriate zone (Durham Region) for a 311 number to be generated by Bell Canada. Overview: The Region of Durham is moving forward with the implementation of a 311 service as the primary source of contact for all non -emergency information and service requests including issue reporting, issue status check and other related inquiries. As advised by Bell Canada, the Bell exchange boundaries are not precisely in -line with the actual municipal boundaries. As shown in the attached map provided by Bell Canada, there is always a common overlap in terms of 311 call routing. This means that callers located between the Bell exchange boundaries for Durham Region and the Municipality of Clarington who dial 311 can be erroneously connected to either municipal service centre. If you require this information in an accessible format, please call 1-800-372-1102 extension 2103 Page 292 The interim resolution will be for the Service Durham contact centre agent to immediately warm transfer the caller to the appropriate municipality. Conversely, calls erroneously connected to the Municipality of Clarington would be warm transferred by the municipality to Durham Region. Also, in accordance with CRTC regulation, call routing arrangements will be negotiated and approved prior to implementation by impacted local municipalities, towns, counties, and cities based on the exchange boundaries. Therefore, it is recommended that the Municipality of Clarington determine and provide a telephone number to re -direct all erroneous calls. Equally, if there are any erroneous calls in the overlap, meant for the Region of Durham, please forward those calls to: 906-668- 7711 (toll -free 1-800-372-1102). Cost Implication: There is currently no cost implication for any of the impacted local municipalities, towns, counties, or cities. Recommendation for Resolution: That the council of the Municipality of Clarington agree that there shall be no objection to the routing of 311 dialed calls originating from the overlap that exists between the Municipality of Clarington and the geographical area of the Regional Municipality of Durham, on an understanding that where callers (customers, residents, and businesses) of the Region of Durham dial 311 erroneously from within these exchanges, they will be given an option of being transferred to the contact centre of the municipality, town or county in which they reside. An approval and sign -off document will be required from every town, county, or municipality to move forward with the Region's 311 Implementation Initiative. We kindly request a response by October 1, 2021. Sincerely, , - -, (�(//J;" 0 �, -/- k t, �- Elaine Baxter-Trahair Chief Administrative Officer If you require this information in an accessible format, please call 1-800-372-1102 extension 2103 Page 293 See Appendix 1: Bell Exchange Boundary Area Map for 311 Coverage for the Region of Durham. Appendix 1 - Bell Exchange Boundary Area Map for 311 Coverage for the Region of Durham 3+11 C�o�verge� f,'o� Du�rha�m, R1egi�on,.l�M�u�n�i,�i�pl�i�t • Sw.tcermn I Lnh M"va NPAW f ❑m 311 C>t Carsn;n dnnrn Ryyon mE 7nmihri to load TMWwa Nu W Cis W2 W NPA NAX q 511 ❑ CA Cnnun A Mu Ryon hnd Tsw* on Td FM 900 NurtN ❑NmdiumwW WR CountF Plwxd nd Rdh Ord �Lryol ldrlAm:n I RyonP=4 l NU%w CN f Antn nal m*dnd far !a nnxanrmnm �, ❑Rpma'Bamdvy � l4nr i' -� end t .. .rYL wyV�• .r.wµr.� .urt..upu.ta vnlwr w-.�v~aw�iy:..- i •�..�.«tl.raw..rlwr%..r.r. PIANVIE.W If you require this information in an accessible format, please call 1-800-372-1102 extension 2103 Page 294 Municipality of Clarington Joint Committee Meeting Resolution # DATE September 13. 2021 MOVED BY Councillor Hooper SECONDED BY Councillor Anderson That Staff be directed to write and produce a one page quarterly update of local Municipal news containing Council decisions and major news stories from the Municipality, tentatively named "What's up in Clarington". That the quarterly update be distributed using Canada Post mail -drop to all residents in Clarington; and That the cost (estimated to cost $62,500 annually) be funded from the Tax Rate Stabilization Fund. Page 295