HomeMy WebLinkAboutClarington 2022 Final BudgetClari'ngton
Budget 2022
Vision for the future
Table of Contents
Introduction................................................................................................................... 5
BudgetPhilosophy........................................................................................................
5
Continuous Improvement.............................................................................................6
Operating Budget Overview.........................................................................................6
CapitalBudget Overview..............................................................................................
7
ClimateActions.............................................................................................................
7
ApprovedStaffing.........................................................................................................
8
FutureInitiatives............................................................................................................9
Significant Impacts on the 2022 Budget...................................................................10
About the Municipality of Clarington.........................................................................13
Organizational Profile.................................................................................................13
2018 to 2022 Municipal Council.................................................................................13
Council's Strategic Plan.............................................................................................15
Snapshot of our Community......................................................................................16
Impact to the Ratepayer — Municipal Taxes..............................................................
27
2022 Operating Budget Summary..............................................................................
27
2022 Capital Budget Summary...................................................................................
29
Items for Council Consideration................................................................................30
2022 Governance Summary.......................................................................................
32
Current Organizational Structure...............................................................................
33
OperatingBudget........................................................................................................34
2022 Office of the CAO Summary..............................................................................
37
Current Organizational Structure...............................................................................39
OperatingBudget........................................................................................................40
2022 Legislative Services Summary..........................................................................44
Current Organizational Structure...............................................................................49
OperatingBudget........................................................................................................50
2022 Financial Services Summary.............................................................................
57
Current Organizational Structure...............................................................................
60
OperatingBudget........................................................................................................61
Claritgon Budget 2022 1 1
2022 Public Works Summary..................................................................................... 66
Current Organizational Structure...............................................................................71
OperatingBudget........................................................................................................74
2022 Community Services Summary.........................................................................
84
Current Organizational Structure...............................................................................
89
OperatingBudget........................................................................................................93
2022 Planning and Development Services Summary............................................103
Current Organizational Structure.............................................................................107
OperatingBudget......................................................................................................108
2022 Emergency and Fire Services Summary........................................................114
Current Organizational Structure.............................................................................116
OperatingBudget......................................................................................................117
Clarington Public Library, Museums and Archives................................................122
OperatingBudget......................................................................................................124
Arts and Culture Overview.......................................................................................127
OperatingBudget......................................................................................................128
External Agencies Overview....................................................................................130
OperatingBudget......................................................................................................131
Long-term Debt Introduction....................................................................................134
AnnualRepayment Limit..........................................................................................134
ExistingDebt.............................................................................................................134
NewDebt....................................................................................................................136
Conclusion.................................................................................................................136
Capital Budget Introduction.....................................................................................138
Summary of 2022 Capital Budget............................................................................139
Capital Projects 2022................................................................................................142
Reserve and Reserve Fund Introduction................................................................158
ReserveSummary.....................................................................................................159
ReserveDefinition.....................................................................................................160
Reserve Fund Summary...........................................................................................162
Reserve Fund Definitions.........................................................................................166
Reserve Fund Contributions and Transfers...........................................................175
Claritgon Budget 2022 1 2
What is Fund Accounting.........................................................................................179
Revenue and Expense Categories...........................................................................180
FinancialPolicies......................................................................................................182
Glossaryof Terms.....................................................................................................184
Acronyms...................................................................................................................189
Claritgon Budget 2022 1 3
Executive
Summary
a
.'71 •
.4�
�; f1 ���, CEP
- � •R � r�� �... r�� - Dsk�oNrdl�dY S�L �
_ I
it J.�I-- .� l ��r [ ■ � ��� •� �, + �.
Introduction
The Municipality of Clarington is pleased to present its 2022 Final Budget to Council
and taxpayers. The Municipality's financial plan for 2022 serves as a document that
guides policy, strategic decision -making and service levels. It includes a broad overview
of the operations, current financial position and capital and operating budgets of the
Municipality.
Through Council, the Municipality delivers a wide range of services, including local
roads, recreation facilities and programming, parks and fields, municipal law
enforcement, fire and emergency services, building inspection and local planning. The
Region of Durham provides services such as regional planning, water and wastewater,
social housing and social services, regional roads, Provincial Offences Act court
services, police and ambulance services.
Budget Philosophy
The Municipality of Clarington takes the management and stewardship of public funds
seriously. Staff continually review and refine the Municipality's budget process to
provide Council with the information required to enable effective and timely decision
making.
To ensure that the budget and financial position is reasonable, various metrics are
tracked internally and compared to similar municipalities. The Municipality participates
in the annual BMA Study, a benchmarking study that has identified several key
performance indicators for municipalities. The study also provides comparative
information with similar municipalities as part of the package. Important metrics from the
Study have been included to highlight the Municipality's fiscal health.
Compiling the annual budget involves staff at various levels from across the
organization. Financial Services begins by issuing budget guidelines and base budgets
to departments. The respective managers and department heads review and amend the
budgets as required. Once Financial Services has consolidated all the information from
the various sources, the Director of Financial Services meets with each Department
Head to review the operating and capital budgets. Staff keep in mind Council guidelines,
strategic priorities and other factors in the municipal sector that may impact the
Municipality over the next several years. A significant consideration for the 2022 budget
is the impact of the COVID-19 pandemic on our ability to operate and taxpayers within
the Municipality. Once the reviews are complete, a draft budget was presented to
Council and the public for discussion and consideration at the Special General
Government Committee meetings held on January 13, February 4 and February 14,
2022 where through council deliberation the final budget was ratified and the municipal
tax rate of 2.11 per cent was approved. Meeting minutes for the Special General
Government Committee meeting for January 31 & Feb 4 and Feb 14 Update for Council
Budget Ratification Meeting are posted on the Municipality's website.
='arWou Budget 2022 1 5
Continuous Improvement
The Municipality's budget process focuses on containing costs and implementing best
practices, intending to demonstrate leadership in financial management and provide
residents with value for their property tax dollar.
This approach to the budget and operational improvement has resulted in several
specific cost savings that are reflected in the 2022 final budget, such as:
• Reduction in consulting expenses;
• Reducing travel expenses to reflect an increase in virtual meetings and learning
opportunities;
• Continued reductions in office supplies from increased electronic usage and
working from home;
• Savings in paper and printing supplies from the recent investment in digital
agendas and other paperless initiatives;
• Savings in utilities from investment in modern energy -efficient lighting and HVAC
systems.
These are a few examples of continuous improvement opportunities that have been
identified by staff.
Operating Budget Overview
Council adopted a policy in 2019 that sets out a range for the year -over -year increase in
the tax levy. The low end of the range is based on the annual Consumer Price Index
(CPI) as of July. The CPI for July 2021 was 3.5 per cent; however, this partly due to the
COVID-19 recovery and was not expected to be indicative of 2022 inflationary
pressures. Staff, similar to last year when CPI was depressed due to the COVID-19
pandemic, looked to the Bank of Canada and other economic forecasts to determine a
likely inflationary factor to use. The range prescribed in the Budget Policy, using 2 per
cent as a forecast for inflation is 2.63 per cent to 4.38 per cent with a mid -point of 3.95
per cent. This range considers the inflationary factor plus an amount for funding
infrastructure replacement through the asset management plan. Council direction for
2022 was a target increase of 3.95 per cent, council ratified an increase of 2.11 per cenl
which is 1.84 per cent less than the suggested target.
Over the past few years, the Municipality has continued to see increased growth. Since
2009, the Municipality has seen increased assessment growth averaging 6.0 per cent
annually. Assessment growth includes both new growth (i.e. brand-new development)
and market growth (i.e. increase in the value of existing properties); however, as a
result of the COVID-19 pandemic the market reassessment originally scheduled to take
='arWou Budget 2022 1 6
effect for 2021 has been postponed until at least 2024. As the market value has
increased, the tax rate has seen a decrease to reflect that the Municipality's spending
needs have increased at a lower rate than assessment growth.
To put the budget into context for the residents, every additional 1.0 per cent increase in
the property tax levy is approximately $653,685 added to the operating budget. This
increase is approximately equal to $15.44/year for the average residential assessment
of $393,443. Therefore, a 2.11 per cent increase will be $32.58/year or $2.71/month.
The Municipality's tax levy is approximately $68.2 million which includes $8.3 million to
capital projects and $5.1 million to reserves and reserve funds. The total operating
transfers from reserves and reserve funds for 2022 are $5.7 million.
The Municipality of Clarington collects taxes for the Region of Durham, as well as the
Province of Ontario to fund public education. Approximately 50 per cent of the property
tax bill relates to services provided by the Region of Durham. An additional 17 per cent
goes to the Province to fund education. The remaining 33 per cent is kept by the
Municipality to provide local services and infrastructure investment to residents in
Clarington.
Capital Budget Overview
In addition to the delivery of services, the Municipality is responsible for the
maintenance and replacement of municipal capital assets such as facilities and roads.
The value of these assets at their original cost is approximately $768.1 million. Aging
infrastructure is an issue faced by all municipalities. Often the cost of infrastructure
requiring rehabilitation exceeds available funding. This situation is referred to as an
infrastructure gap or deficit.
The Municipality's capital investment in 2022 is approximately $99 million which
includes $8.3 million directly from the tax levy, $10.4 million from development charge
reserve funds, $67.5 million from debt which will be repaid from both future
development charges and property taxes and $12.2 million from reserve funds which
includes Canada Community Benefit (formally known as Federal Gas Tax) and Ontario
Community Infrastructure funding.
Climate Actions
Since the approval of the plan by Council on March 5, 2021, staff have been diligently
working to move forward with the implementation of the Clarington Corporate Climate
Action Plan (CCCAP).
Staff have created an iterative Climate Action Implementation Guide to coordinate the
implementation of climate actions across all departments over the next five years. The
guide outlines the overall annual climate action implementation cycle, prioritizes actions
Clangors Budget 2022 1 7
for implementation by year over the next five years, and identifies responsible
departments and resource needs. In addition, staff have developed action -specific work
plans for actions identified for implementation in 2021 and 2022. These iterative work
plans will guide the performance of specific climate actions and outline responsibilities,
current practices, supporting tasks, timelines, financials, and indicators for each action.
Each departmental section below contains an overview of the actions undertaken in
2021, followed by actions planned for 2022 as prioritized by the Interdepartmental
Climate Change Working Group.
Approved Staffing
The budget includes the following approved positions:
Community Services
• Upgrade the Customer Service Assistant Coordinator from a part-time position to
full-time for a net impact of approximately $34,000
Emergency and Fire Services
• Four existing Firefighters Class 1 will be promoted to the rank of Captain, an
approximate cost is $95,500
• Four new Firefighters Class 5 will be hired to allow the existing Platoon Chiefs to
move off the active apparatus, an approximate cost is $311,100
• One Training Officer to meet the existing training needs of firefighters, improve
efficiency and reduce overtime, an approximate cost is $153,000
• $150,000 of the total cost for the new positions and promotions is funded by the
Future Staffing Reserve Fund
Financial Services
Convert a manager position in IT to a Solutions Analyst and a Support
Technician to better reflect the IT needs of the organization. Approximate cost is
$18,700
Financial Analyst position -specific for Asset Management funded by the Ontario
Community Improvement Fund to meet the changing regulatory requirements for
asset management plans. The funding for this position is limited to $80,000.
='arVou Budget 2022 1 8
Legislative Services
• HR Associate to meet ongoing and expected demands of the organization,
approximate impact of $91,100.
Two new part-time Municipal Law Enforcement Officer I to address ongoing
operational needs, funded by parking revenues, the net impact is $0.
Temporary Clerk II to meet anticipated needs of the 2022 Municipal Election.
This is funded through the Municipal Election Reserve and has a net impact of
$0.
Planning and Development Services
• Clerk II for administrative support of all divisions within the Department. A re-
allocated staff member has currently completed this work; the needs are
permanent based on the anticipated increase in workload due to development.
Net impact is $60,100, offset by budgeted increases in Planning and
Development Revenues.
Senior Planner in the Development Review Division to meet the expected
increased demand for development reviews. The expected impact is $101,100,
which is partially offset by the anticipated increase in Planning and Development
Revenues.
Plans Examiner and an additional Building Inspector to the Building Inspection
Division. These positions are legislatively funded by building permit revenues and
the Building Inspection Reserve Fund. There is no impact to the tax levy for
these positions.
Public Works
Utility Locates Technician to improve the Municipality's ability to meet locate
timelines. This position is funded by the elimination of the contract to provide
service. This position has a net savings of approximately $6,300.
Create a GIs and Asset Management Technologist to meet the ongoing needs
for asset management and mapping in the Public Works Department. Net impact
is $80,400.
Details on the needs for these positions are found within the respective departments.
Future Initiatives
Infrastructure deficits and long-term fiscal sustainability are areas of ongoing concern
for municipalities across Ontario. Staff will continue to update the Municipality's Asset
Clangors Budget 2022 1 9
Management Plan as we move towards increasingly more complex legislative
requirements for asset management. Staff will also combine the development charges
plan, asset management plan, and strategic plans into one comprehensive financial
plan, ensuring fiscal sustainability is considered when making future decisions.
Significant Impacts on the 2022 Budget
The following summarizes significant factors that have influenced the 2022 Operating
and Capital Budget. There are many changes to accounts that vary from year to year;
the following summarizes the significant impacts.
Community Services
The Community Services Department continues to be the most heavily impacted by the
COVID-19 pandemic. Expenses in 2022 have increased due to anticipated plans to
increase programming and recreation facility usage in 2022 gradually. Revenues are
lower than pre -pandemic levels as it is anticipated that capacity restrictions and demand
will continue to be lower until June 2022.;Despite reduced capacity, the expenses to run
programs will return to pre -pandemic levels and, in some cases, will be increased due
to cleaning protocols and personal protective equipment.
Emergency and Fire Services
As part of the Fire Master Plan, several investments in staffing were recommended for
long-term efficiency and effectiveness of the Emergency and Fire Services Department.
These investments are approximate $559,600.
Financial Services
The Municipality continues to see increases in the usage of technology in the delivery of
its service. As a result of using software and hardware as a service, there are increased
costs for software maintenance and hardware costs, which are also typically in US
dollars. The increase in hardware and software costs is approximately $330,000.
In 2022, the Municipality has renewed leases for land that is used for the trail network,
in the past this has been recorded as a tax write-off. Starting in 2022, these will be
shown separately as staff feel that the existing write-off provision is appropriate the split
represents an additional cost.
The Municipality continues to see reduced interest income, the budget for investment
income has been reduced and it is hoped that the increase in the economy and a shift in
the type of investment will allow the Municipality to improve its investment return.
='arWou Budget 2022 1 10
Legislative Services
The Municipal Election will be held in 2022, these costs only occur every four years and
have been offset by a transfer from the Municipal Election Reserve.
Legislative Services have included two additional Part-time Municipal Law Enforcement
Officer I to meet ongoing demand as a result of taxpayer calls, the enforcement of
Provincial emergency orders (which is outside of the control of the Municipality), and the
ability to provide additional coverage throughout the evenings and weekends.
Planning and Development Services
Planning and Development Services will assume the responsibility for the coordination
of economic development activities within the Municipality. The contract with the
Clarington Board of Trade (CBOT) has transferred from the Office of the CAO to a
newly created sub -department in Planning and Development Services to ensure that the
costs of economic development are in one area. The new Economic Development
Coordinator, approved by council in 2021, is included in the Planning and Development
budget.
Public Works
Effective January 1, 2022, changes to environmental regulations will significantly impact
how the Municipality deals with the disposal of waste collected through its street
sweeping operations. In the 2022 budget, $655,000 has been added to the Public
Works operating budget to dispose of street sweepings.
Public Works has seen an increase in contract costs for snow removal at facilities and
sidewalks, grass -cutting contracts and other service delivery areas. It is anticipated that
many of these increases are a result of COVID-19 related inflationary pressures and
may stabilize in 2022 to 2023; however, the Municipality has also assumed the
responsibility for additional winter maintenance of trails, hall boards, and other facilities
which increases the scope of the services provided.
Conclusion
The 2022 final budget holds the levy increase in line with the consumer price index level
of inflation. While significant growth in 2022 provides additional funding, the Municipality
will look ahead when prioritizing capital projects, mitigating grant reductions and closing
the infrastructure deficit gap.
The final budget attempts to maintain established service levels while allocating
additional funds to maintain our aging infrastructure and support the Municipality's
strategic priorities. 2022 is another year of unknowns. Best estimates have been used
to budget for the impacts of COVID-19; however, it continues to be a fluid situation.
Clangors Budget 2022 1 11
Overview
- V-1
ir
About the Municipality of Clarington
The Municipality of Clarington is a beautiful community that forms the eastern boundary
of the Greater Toronto Area.
Clarington is one of eight municipalities located in the Region of Durham. With an
estimated population of over 100,000 and growing, Clarington offers residents a blend
of city living and rural charm.
Clarington is a geographically large municipality, covering an area of approximately 611
square kilometres consisting of four major urban centres and 13 hamlets. Residents
enjoy waterfront trails alongside Lake Ontario, Greenbelt -protected farmlands and the
natural beauty of the Oak Ridges Moraine.
Organizational Profile
The Municipality of Clarington is a lower -tier municipality within the Region of Durham.
The Municipality is responsible for providing local roads, recreation services, stormwater
management, local planning, building code inspections, municipal law enforcement,
park maintenance, among other services that impact the daily lives of our residents.
2018 to 2022 Municipal Council
The Municipality's governance is made up of the mayor, two regional councillors and
four local councillors.
The Council for the Municipality of Clarington consists of
• Mayor Adrian Foster
• Regional Councillors Joe Neal (Ward 1 and 2) and Granville Anderson (Ward 3
and 4)
Local Councillors Janice Jones (Ward 1), Ron Hooper (Ward 2), Corinna Traill
(Ward 3) and Margaret Zwart (Ward 4)
Claritgon Budget 2022 1 13
M. Perini
Emergency and Fire
Services
� S. Brake
Public Works
Budget 2022 1 14
Council's Strategic Plan
Clarington's Council has developed a Strategic Plan to guide the Municipality and set
out its vision for the next four years. The purpose of this plan is to provide strategic
priorities and a road map for Council and Staff to determine the best way to provide
services and help the community thrive.
The Strategic Plan outlines five strategic priorities for the 2019 to 2022 term of Council:
Engaged Communities
• Enhance two-way communication with the community
• Establish and develop a unique Clarington brand for promoting our community
Strong Economy
• Complete the implementation of the Downtown Plans
• Create partnerships in broadband expansion, working towards 100 per cent
connectivity
• Create partnerships to promote investment in infrastructure to make natural gas
more accessible
• Expand our transportation network into commercial and industrial areas
• Explore an economic development strategy/ framework in collaboration with the
business community and other stakeholders
Sustainable Infrastructure Growth
• Develop an Affordable Housing Policy
• Develop strategies for infrastructure investments, including employment lands
Legacy Projects
• Clearly articulate our plans for the Courtice waterfront and Port Darlington
waterfront
• 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
• Develop the concept, financing, project plan and potential construction schedule
for the South Bowmanville Recreation Centre
• Articulate a vision of a Performing Arts space
Clangors Budget 2022 1 15
• Make a decision on Camp 30
Environmental Sustainability
Advance waste reduction initiatives by promoting the four Rs: Refuse, Reduce,
Reuse, and Recycle
Snapshot of our Community
The Municipality annually participates in the BMA Management Consulting Inc.
Municipal Study, a municipal comparative study on behalf of 110+ municipalities in
Ontario. In 2021 there were seven Durham Region participants (Scugog, Brock,
Pickering, Whitby, Oshawa, Clarington, Ajax), 24 Greater Toronto and Hamilton area
participants and 27 municipalities with populations over 100,000.
Socio-Economic Indicators
Socio-economic indicators assist a municipality by providing insight into its ability to
generate revenue compared to the municipality's demand for public services. Socio-
economic indicators also allow municipalities to be considered for their appropriateness
for comparison.
Population Density
Population density is an indicator of economies of scale in providing services to
residents of the Municipality. In densely populated areas, certain services may be
delivered more cost -efficiently. The Municipality of Clarington has the sixth -lowest
population density among the Greater Toronto and Hamilton Area (GTHA)
municipalities within the survey. With a land area of 611 square kilometres, the
Municipality of Clarington is roughly the geographical size of the City of Toronto at 630
square kilometres. However, the Municipality has a population density of 168 people
per square kilometre, which is 28 times lower than the City of Toronto's 4,708 people
per square kilometre.
Population Density per Square KM
1500
1000
500
0
2017 2018 2019 2020 2021
■ Clarington ■ GTHA Average Survey Average
C arWou Budget 2022 1 16
Population Growth
The Municipality of Clarington has experienced significant growth since 2011. This
growth puts upward movement in our assessment base as more residential, commercial
and industrial properties are built to support that population. Growth does put pressure
on municipal budgets as it increases the need for infrastructure to support the
development and correspondingly increases the demand for services required by the
increasing population.
Since 2006, a period of 16 years, the Municipality's population went from 77,820 to an
estimated 102,973 in 2021. This represents a growth of approximately 32.3 per cent.
Over the same period, population growth within the GTHA was approximately 26 per
cent, while the survey average was 22.1 per cent.
Population Growth
35.0%
30.0%
25.0%
20.0%
15.0%
10.0%
5.0%
No
..
0.0%
2006 to 2011
2011 to 2016 2006 to 2021
■ Clarington ■ GTHA Average Survey Average
Average Household Income
When determining its budget, a factor for the Municipality is ensuring taxes are
affordable. An indicator of affordability is comparing the property tax burden with the
average household income. While the Municipality has a lower average household
income than the average of the GTHA, it is higher than the average for the Province.
The municipal burden as a percentage of household income in Clarington is 4.4 per
cent, the GTHA average is 4.6 per cent. It should be noted that the total burden as a per
cent of household income in the City of Toronto, which we often hear has lower taxes, is
the same as in Clarington at 4.4 per cent.
C arWou Budget 2022 1 17
Estimated Average Household Income
$ 160,000
$ 140,000
$ 120,000
$ 100,000
$ 80,000
$ 60,000
$ 40,000
$ 20,000
2017 2018
2019 2020 2021
■ Clarington ■ GTHA Average Survey Average
The average household income has steadily increased over the past ten years as
highlighted in the following chart.
Average Household Income
2011 to 2021
$150,000
$100,000
$50,000
Average Household Income GTA Average Survey Average
As can be seen above, the gap between the Municipality's average household income
and the GTA average has shrunk over the past ten years. This could be a result of local
economic development as well as increased commuter migration from higher -cost areas
to Clarington.
Property Assessment
Municipalities raise a significant portion of their revenues by charging taxes on each
property's assessment, as provided by the Municipal Property Assessment Corporation
(MPAC). A robust and growing assessment base makes generating revenue easier for
municipalities. A declining assessment base could result in significant tax increases to
maintain revenues.
Weighted assessments consider the fact that non-residential taxpayers pay taxes as a
ratio to the residential tax rate. Weighted assessments convert the actual assessment
C arWou Budget 2022 1 18
into the equivalent value for a residential assessment. The approved tax ratios impact
weighted assessment; the Region of Durham has the authority to determine the tax
ratios for all municipalities within the Region.
Clarington has a lower assessment, the base for which property taxes are generated
compared to both the GTHA and the survey average. This reflects the assessed values
of properties being lower in Clarington than our western neighbours. The GTHA
municipalities have a higher -than -average weighted assessment. This is partly
explained by the high commercial and industrial assessments in the City of Toronto,
which pay a significantly higher portion of the property tax burden for that city.
Weighted Assessment per Capita
$ 300,000
$ 250,000
$ 200,000
$ 150,000
$ 100,000
$ 50,000
2017 2018 2019 2020 2021
■ Clarington ■ GHTA Average Survey Average
Financial Indicators
Financial indicators and some socio-economic indicators combine to provide a
foundation for a municipality to evaluate its economic outlook and performance.
Sustainability
The ability to provide and maintain service and infrastructure levels
without resorting to unplanned increases in rates or cuts to services
Financial position is the difference between the financial assets (what we own) and
liabilities (what we owe). The Municipality has a solid financial position per capita. For
the years 2016 to 2020, the Municipality has a higher financial position per capita than
both the GTHA average as well as the overall survey average. In 2021, the Municipality
had a higher financial position than the GTHA but is slightly lower than the survey
average. The financial position is also increasing, we own more than we owe, which
provides better sustainability.
C aiou Budget 2022 1 19
Financial Position per Capita
$ 900
$ 800
$ 700
$ 600
$ 500
$ 400
$ 300
$ 200
$ 100
2r' 2017 2018 2019
■ Clarington ■ GTHA Average Survey Average
ro
Capital assets are amortized, this is an accounting principle that allocates cost over
time, based on its estimated useful life. The "asset consumption ratio" measures the
amortized value of the assets versus the historical costs of the assets. It shows how
much of the useful life has been used; a higher ratio may indicate a need for significant
investment in assets to maintain service levels.
The Municipality of Clarington has a significantly lower tax asset consumption ratio than
the survey which indicates that our assets have a lower amortized value. This likely is
reflective of newer assets in our inventory and the recent growth of the Municipality,
which results in newer growth -related infrastructure. It should be noted that the trend
from 2016 has been an increasing ratio which indicates that assets are being amortized
quicker than new assets are being added; this is an indicator of a growing infrastructure
gap(deficit). A stable ratio would indicate a municipality is investing in new assets at a
rate equal to the use of assets for the year. A decreasing ratio may indicate a growing
municipality or a municipality that is investing more annually than the annual
amortization amount.
C arWou Budget 2022 1 20
45.0%
44.0%
43.0%
42.0%
41.0%
40.0%
39.0%
38.0%
37.0%
36.0%
Flexibility
11
2016
Tax Asset Consumption Ratio
2017 2018
■ Clarington ■ Survey Average
2019
The ability to issue debt responsibly without impacting the credit rating.
Also, the ability of the Municipality to generate the required revenues.
2020
Much of the revenue that the Municipality of Clarington receives is from property taxes.
Every year a portion of ratepayers do not pay their property taxes. This forms the taxes
receivable balance.
The Municipality has seen a relatively consistent level of taxes receivable as a per cent
of taxes levied. The Municipality is significantly lower than the survey average. The
Municipality has been successfully collecting on property tax arrears and does not have
a collection problem.
C arWou Budget 2022 1 21
Taxes Receivable as a % of Taxes Levied
7.0%
6.0%
5.0%
4.0%
3.0%
2.0%
1.0%
0.0%
2016 2017 2018 2019 2020
■ Clarington ■ Survey Average
The rates coverage ratio provides a measure of a municipality's ability to cover costs
through own sources of revenue such as taxation and user fees. The Ontario Ministry of
Municipal Affairs (MMAH) indicates a basic target of 40 per cent, an intermediate target
of 60 per cent and an advanced target of 90 per cent. The Municipality of Clarington has
been in the advanced range (90 per cent or higher) since 2017 and was close to the
threshold in 2016.
The Municipality does not receive operating grants from other levels of governments,
other than project specific funding and does receive capital funding from senior levels of
government.
Rates Coverage Ratio
95.0%
94.0%
93.0%
92.0%
91.0%
90.0%
89.0%
88.0%
87.0%
86.0%
2016 2017 2018 2019 2020
■ Clarington ■ Survey Average
C arWou Budget 2022 1 22
Reserves and Reserve Funds
Reserves and reserve funds are essential fiscal tools used in long-term planning,
internal financing and dealing with unanticipated situations in the municipality during the
year.
Vulnerability
Addresses a municipality's vulnerability to external sources of funding
that it cannot control and its exposure to risk
Glenn Budget 2022 1 23
Tax Discretionary Reserves as % of Own Source Revenues
100.0%
90.0%
80.0%
70.0%
60.0%
50.0%
40.0%
30.0%
20.0%
10.0%
0.0%
2018 2019 2020
■ Clarington ■ Survey Average
Debt
2021
It is important to be aware of the level of debt and the resulting debt servicing
obligations to ensure that the reliance on debt is maintained at a manageable level. The
use of debt is reasonable for many reasons, including intergenerational equity; the
taxpayer benefiting from the service is paying for it.
Tax Debt Outstanding per Capita
$600
$500
$400
$300
$200
$100 � ■ -
Clarington Survey Average
0 2016 0 2017 0 2018 0 2019 ?n?o
The Province of Ontario has regulated that municipalities are limited to debt servicing
(interest and principal) costs of 25 per cent of own source revenue. The Municipality is
currently well below this threshold at 2.9 per cent, most of which is funded from
development charges.
C arWou Budget 2022 1 24
Tax Debt Charges as a % of Own Source Revenue
5.0%
4.5%
4.0%
3.5%
3.0%
2.5%
2.0%
1.5%
1.0%
2016 2017 2018 2019 2020
■ Clarington ■ Survey Average
A general benchmark for debt to reserve ratio is 1:1; ideally, debt should not exceed the
total that is held in reserve and reserve funds. The Municipality's ratio is 0.1:1, which
means that for every $0.10 of debt the Municipality has $1.00 of reserve and reserve
funds. This is a healthy ratio and is an indication that the Municipality has available debt
capacity for future needs as a percentage of own -source revenue.
Debt to Reserve Ratio
1.2
1.0
0.8
0.6
0.4
0.
■
0.0
2016
2017
2018
2019 2020
Clarington Survey Average
Municipal Levy
While the public will often compare municipalities' tax levies, it is hard to find a true
"apples to apples" comparison as each municipality is different. The net municipal levy
per capita indicates the total net levy required to provide services; it is not necessarily
an indicator of quality or value for money. The Municipality of Clarington is below the
average levy per capita for the GTHA and the survey average. This may indicate room
within the tax levy for service enhancements or investment(s) in infrastructure.
Glawnff Budget 2022 1 25
Property Assessment
A majority of our revenue comes from property taxation. The Municipal Property
Assessment Corporation (MPAC) conducts the assessment of properties and is
independent of the Municipality. Significant growth of assessment and population has
occurred since 2008, with considerable growth in the past two assessment cycles (2012
and 2016). The following chart shows the historical and current assessments from 2012
to 2022:
Historical Assessment
2013 to 2022
20,000,000,000
15,000,000,000
10,000,000,000
5,000,000,000
2013 2014 2015 2016 2017 2018
■ Residential ■ Non -Residential
2019 2020 2021 2022
The chart demonstrates that most of the Municipality's assessment is through the
residential tax class.
The 2022 tax assessment mix is as follows:
Tax Class
Residential
2022 Assessment
$14,003,338,701
Percentage
83.4%
Farmland
561,924,730
3.3%
Multi -residential
158,158,200
0.9%
Commercial
1,080,999,088
6.4%
Industrial
118,184,200
0.7%
Large industrial
181,917,112
1.1 %
Pipeline
56,071,000
0.3%
Managed forest
42,269,100
0.3%
Budget 2022 1 26
Tax Class 2022 Assessment Percentage ,
W�$16,787,140,23
The 2022 assessment mix of residential, commercial, industrial and other property
classes is consistent with the past assessment mix of the Municipality.
Conclusion of Snapshot
The Municipality of Clarington is a financially stable, sustainable and flexible
organization. The municipal tax levy is below average for the Region of Durham and
meets indicators for being at an affordable rate. As the Municipality continues to grow
and requires replacement of existing infrastructure, there will be increasing pressures
on the Municipality's tax levy and debt capacity.
Impact to the Ratepayer — Municipal Taxes
The Municipality typically discusses the annual change in funding regarding a tax levy
increase, as opposed to a tax rate increase. The tax levy is the Municipality's amount to
charge in property taxes to fund its operating and capital needs. The target increase for
the 2022 draft budget was 3.95 per cent. This target has been met as the 2022 final
increase is well below the target at 2.11 per cent.
2022 Tax Levy
The average residential property is assessed at approximately $393,443 (2021 -
$394,000). A 1.0 per cent increase in the tax levy is an average change of
approximately $15.44. Please note that this is the average impact, individual properties
will differ based on the assessed value of that property.
The impact per $100,000 value of assessment is approximately $3.92. For example, if
your home is assessed for tax purposes at $400,000, the municipal portion of your tax
bill will increase $33.12 at the Municipality's final levy increase of 2.11 per cent.
2022 Operating Budget Summary
The Municipality completed several organizational changes in 2020 (March 6,2020
approved corporate reorganization). Administratively, changes to the general ledger
were made to minimize the required new accounts to be created and preserve as much
historical data as possible. For this document, historical information has been presented
to reflect the current organizational structure.
Glawnft Budget 2022 1 27
1 • Actuals
($100,645)
2020 Actuals
$336,553
Description
Unassigned
21 1 Budget
$0
2021••-
$0
1 ••-
$0
•-
$0
576,437
2,582,268
Financial Statement Purpose
0
0
0
0
74,302,451
75,244,576
Non -Department Accounts
75,881,769
79,044,602
76,228,656
2,815,946
1,019,593
784,658
Mayor & Council
817,063
810,336
814,956
4,620
1,736,846
1,814,960
Office of the CAO
1,791,979
1,755,525
1,397,977
357,548
4,267,010
4,812,543
Legislative Services
5,207,018
4,985,589
4,572,205
413,384
11,339,977
10,059,786
Financial Services
7,387,215
7,325,502
7,402,116
76,614
13,976,212
13,969,830
Emergency and Fire Services
13,210,861
13,524,026
14,071,167
547,141
41,189,380
40,069,420
Public Works
25,266,641
27,448,416
27,718,313
269,897
15,232,003
14,025,028
Community Services
13,672,132
13,914,614
11,640,609
2,274,005
2,466,678
2,941,275
Planning and Development
Services
3,819,557
4,474,072
3,958,021
516,051
3,876,841
3,983,364
Libraries/Museums
3,755,775
3,671,599
3,716,083
44,484
214,976
217,956
Culture
219,366
219,366
224,606
5,240
673,531
734,162
External Agencies
734,162
915,557
712,603
(202,954)
$22,166,387
$21,087,226
Total
$1
$1
$1
$1
C aiou Budget 2022 1 28
2022 Capital Budget Summary
ExternalReserve
Development
Department
Tax Levy
Financing
Reserves
Funds
Charges
DC Debt
Legislative Services
$0
$0
$0
$50,000
$0
$0
Financial Services
203,500
0
0
156,000
0
0
Emergency and Fire Services
137,000
0
0
60,000
0
0
Public Works
6,504,796
0
375,000
10,108,754
10,146,025
0
Community Services
732,500
0
200,000
1,813,500
0
67,457,550
Planning and Development
Services
646,075
0
71,765
45,000
0
0
Libraries/Museums
80,000
0
0
0
243,075
0
C arWon Budget 2022 1 29
Items for Council Consideration
Each year there are items up for consideration during the budget process which are
brought forward by a member of Council or the public. There are also items which staff
are looking for Council direction on. In 2019, the Municipality passed the Budget Policy,
which provided a target range that staff use to develop the budget. In November 2021,
Council directed a specific target amount of 3.95 per cent. The following list are items,
formerly known as the "B list" which were not included in the draft budget but were
highlighted for Council's consideration.
Operating
Description
Budget
Tax Levy
Tax Levy
Approved
SectionBudget
•,
$ Impact
Yes/No
Impact
Newcastle
Community
Hall Board
request for
Community
$23,900
0.04%
$0.55
Yes
funding above
Services
Council
directed
amount
Heritage Grant
Planning and
Incentive
Development
11,500
o
0.02 /0
0.27
Yes
Services
Proposed
increase to
Community
Services
Community
Building
Services
315,000
o
0.48 /a
7.31
Yes
Refurbishment
Reserve Fund
for arenas
ear 2 of 3
Proposed
staffing -
Financial
133,100
0.20%
3.09
No
Insurance and
Services
Risk Manager
Proposed
staffing -
Financial
89,000
0.14%
2.07
No
Solutions
Services
Analyst (IT)
Proposed
Financial
75,800
0.12%
1.76
No
staffing- Buyer
Services
Glarinon Budget 2022 1 30
Clarinnn Budget 2022 1 31
2022 Governance Summary
Overview
The Municipal Act, 2001 defines the responsibilities of the Mayor and Council. Our
Council membership includes an elected Mayor, two elected Regional Councillors and
four elected Local Councillors.
The Mayor holds dual roles as the Head of Council and the Chief Executive Officer of
the Municipality. As the Head of Council, the Mayor presides over Council meetings so
that its business can be carried out efficiently and effectively; provides information and
recommendations to Council with respect to the role of Council; and represents the
Municipality at official functions. As the Chief Executive Officer, the Mayor upholds and
promotes the purposes of the Municipality and fosters public interest and involvement in
the Municipality and its activities. The Mayor is one of three representatives of
Clarington to the Regional Municipality of Durham (the "Region") Council.
Regional Councillors have many responsibilities as elected officials. Regional
Councillors participate on Regional Council and Committees to make decisions for the
Region as well as Clarington's Council and Committees.
Local Councillors have similar responsibilities as Regional Councillors, however, do not
represent the Municipality at Regional Council. Local Councillors may sit on several
local committees as Council representatives.
C arWon Budget 2022 1 32
Current Organizational Structure
G1arinnn Budget 2022 1 33
Operating Budget
Budget Summary
2019
Actuals
020
Actuals
Description
100 Mayor
2020
Budget
Budget
Budget
Change
Revenue
Expenditures
$318,931
$263,835
Salaries, Wages & Benefits
$250,702
$249,108
$241,313
$7,795
43,647
25,619
Materials & Supplies
61,867
59,341
56,677
2,664
0
5,000
Transfers from Res / RF / Cap Fund
0
0
0
0
105 Council
Revenue
Expenditures
604,398
443,437
Salaries, Wages & Benefits
433,124
430,517
439,596
9,079
3,864
2,132
Materials & Supplies
9,070
9,070
9,070
0
106 Ward Council
Revenue
Expenditures
25,819
24,756
Materials & Supplies
38,300
38,300
42,800
4,500
107 Regional Council
Revenue
Expenditures
22,934
19,879
Materials & Supplies
24,000
24,000
25,500
1,500
C arWon Budget 2022 1 34
Budget Highlights
The following items highlight the 2022 budget for Mayor and Council (Governance):
Mayor
• Reduced budgets for Materials and Supplies by approximately $2,700 including a
reduction in advertising expenses of $2,500.
Ward Council
• Increased Materials and Supplies by $4,500 for three wards reinstating $1,500
for conferences. As this is an election year, it is recommended that these
amounts not be reduced as there is potential that incoming members of Council
would require training in November/December of 2022.
Regional Council
• Increased Materials and Supplies by $1,500 for conference expenses, per above
it is recommended that this amount remain in the budget as there could be a
desire for training in the fall of 2022.
='arVou Budget 2022 1 35
y�mtegic
Clariagton
Budget 2022 1 36
2022 Office of the CAO Summary
Department Overview
The Chief Administrative Officer (CAO) is responsible for the overall management of the
corporation. This includes policy development, staffing, communications and support for
Mayor and Council. The CAO's mandate is directed by the corporate strategic plan, as
set by Mayor and Council, which outlines their key priorities for the 2018-2022 term.
The Communications function lives within the Office of the CAO as it plays a crucial role
in organizational development and growth. It also serves an important external function
by managing all communications channels to ensure that Council priorities and key
developments are appropriately disseminated to the public.
Core Activities
Administration: Exercise general control and manage the affairs of the municipality
ensure the efficient and effective operation of the Municipality; implement
council's decisions and establish administrative practices and procedures to carry
out council's decisions; undertake research and provide advice to Council on the
policies and programs of the Municipality; execute the strategic plan and
providing oversight and leadership across the corporation.
Communications: Managing both internal and external communication channels.
Responsible for corporate branding, digital presence and customer service
excellence.
2021 Accomplishments and Success
Accomplishments
• Supported investment in high-speed internet deployment, leading to over 99%
coverage of the entire Municipality by the end of 2021.
• Implemented Council -approved recommendations in the corporate reorganization
reports — most notably a process to improve (centralize) customer service
throughout the entire corporation.
• Relaunched website with new functionality and added accessibility; the focus is
on WCAG 2.0 Level AA compliance as mandated under the Accessibility for
Ontarians with Disabilities Act.
• Leveraged social media and website communications during the COVID-19
pandemic to promote vaccination and vaccine clinics and assisted the promotion
by directly contacting vulnerable residents.
Glawnft Budget 2022 1 37
• Safely maintained service levels to the greatest extent possible across the entire
organization, notwithstanding ever -changing COVID-19 regulatory restrictions.
• We worked with the Legion to commemorate our veterans by adding biographies
of the veterans and their images to our website and launching a viral Facebook
Remembrance campaign. The web page will be continually updated to add new
banner images and biographies, www.clarington.net/Remembrance.
Climate Actions
2021 Climate Actions
• Develop a corporate Climate Action Communication Strategy (CCCAP action
1.23)
• Encourage Provincial and Federal Climate Change Funding for Municipalities
(CCCAP action 7.10)
2022 Climate Actions
• Create a corporate energy commodity policy (CCCAP action 1.20)
• Create an extreme weather policy that outlined municipal building closures
(CCCAP action 6.7)
• Encourage provincial and federal climate change funding for municipalities
(CCCAP action 7.10)
• Include climate -related risks in regular risk audits (CCCAP action 7.11)
• Educate elected officials on municipal climate change impacts with briefing
packages (CCCAP action 7.9)
C arWou Budget 2022 1 38
Non -Affiliated
Position
Affiliated
Position
Part-time
Position
Proposed
Position
Volunteer
Chief
Administrative
Officer
Councillors'
Office Assistant
Advisor,
Internal Audit Corporate Policy
Manager and Strategic
0 Initiatives
CAO Office
Coordinator
Communications
/ Social Media
Specialist
Corporate
Communications
Manager m
Communications
Coordinator (2)
Communications
/ Information
Clerk
Operating Budget
Budget Summary
2019
Actuals
020
Actuals
Description
000 Unassigned
2020
Budget
Budget
Budget
Change
Expenditures
$366,869
$360,600
Materials & Supplies
$366,600
$377,418
$6,000
($371,418)
130 Admin
Expenditures
522,673
517,608
Salaries, Wages & Benefits
508,923
562,256
568,289
6,033
43,707
42,435
Materials & Supplies
58,700
56,425
56,825
400
119,889
92,853
Contracted Services
30,000
30,000
30,000
0
16,400
116,016
Transfers from Res / RF / Cap Fund
0
0
0
0
170 communications
Revenue
(46,715)
(15,858)
User Charges
(45,000)
(15,000)
0
15,000
Expenditures
601,875
602,255
Salaries, Wages & Benefits
645,631
584,601
594,088
9,487
103,673
121,615
Materials & Supplies
124,400
104,400
104,000
(400)
88,600
66,466
Contracted Services
102,725
55,425
98,775
43,350
250 Contributions
Revenue
(78,432)
(81,310)
Transfer between funds
0
0
(60,000)
(60,000)
Expenditures
C arWou Budget 2022 1 40
2019
Actuals
2020
Actuals
Description
385 Environmental
2020
Budget
2021
Budget
2022
Budget
Change
1•User
Charges11
11
11
1
Expenditures
1Materials
& Supplies11
11
11
1
•
$1,736,846
1Contracted
$1,814,960
Services:1
Total
111
$1,791,979
:1 111
$1,755,525
:1 111
$1,397,977
1
($357,548)
Clan tg on Budget 2022 1 41
Budget Highlights
The following items highlight the 2022 budget for the Office of the CAO:
Unassigned
• Reallocated the Clarington Board of Trade from the Office of the CAO to the
Planning and Development Services Department under a newly established
Economic Development sub -department. Reduces Materials and Supplies by
$371,418.
Administration
• Nominal changes in Materials and Supplies to reflect reallocation of cell phones
to individual departments.
Communications
• That the Communications Division budget of the Office of the CAO (sub -
department 170) be adjusted to remove $15,000 in revenue (.
• Materials and Supplies reduced postage expense by $900 and increased
professional memberships and dues by $500.
• Contracted Services increased by $43,350 due to an increase in printing costs of
$60,000 based on Council direction net of reductions in outside design ($6,650)
and commission expenses for advertising ($10,000).
• Contribution from other funds represents a $60,000 transfer from the Tax Rate
Stabilization Reserve Fund to offset the additional printing costs.
Clawnft Budget 2022 1 42
Vb
Legislative
Services
::It::
Op
,or
f g '
5' INN � At
.
4
0
IN
2022 Legislative Services Summary
Department Overview
The Legislative Services Department is responsible for five distinct divisions, comprised
of Municipal Law Enforcement, Animal Services, Clerk's, Human Resources, and Legal
Services. These divisions have varied responsibilities such as upholding municipal by-
laws, care and adoption of animals, deployment and implementation of Human Capital
Management, effective administration of Council and Committee meetings, municipal
elections, records management as well as providing legal advice and support.
Core Activities
• Municipal Law Enforcement: Responsible for achieving compliance with
municipal by-laws.
• Animal Services: Operates the animal shelter and related activities.
• Clerk's: Delivers secretariat services for Council and committees, provides
records management, licensing and permitting and supports other public services
such as elections, marriages, cemeteries, lottery licenses, etc.
• Human Resources: Responsible for the Human Capital Management function,
inclusive of recruitment, retention, and training. Collective agreement
negotiations, payroll administration and health and safety are additional functions
within this division.
• Legal Services: Provides legal advice and support to Council, municipal staff
and the CAO.
2021 Accomplishments and Success
Animal Services Division
• Staff have worked together to overcome the challenges of the everyday cleaning,
feeding, intake of new animals, adoptions, with all the required PPE.
• With the public still not being able to physically visit the Animal Shelter Staff have
done an excellent job taking videos of the animals to show the residents who
were interested in adoption and addition to taking the time on the phone to
provide information and answer all their questions about these animals.
Clerk's Division
• Continued support to the Province of Ontario's enforcement of emergency
measures related to the COVID-19 State of Emergency.
Clarlwnft Budget 2022 1 44
• Made technology changes to respond to COVID-19 to allow continued service
(i.e. hybrid Council meetings, online payments for services, etc.) and other
changes (new marriage license application software and eSCRIBE
implementations).
• Preparing for the 2021 Municipal Elections
Human Resources Division
• Set up and implementation of Recruit Right, scheduled to go live January 2022
• Continuation of the facilitation of the corporate -wide initiative of the Not Myself
Today Program to promote mental health awareness within the workplace.
• Coordination of the corporate -wide Workplace COVID Vaccine policy
• Continued supporting departments through closures and re -openings of facilities
from a staffing perspective and a health and safety perspective to ensure
appropriate protocols were in place, which were confirmed through inspections
by the Ministry of Labour
Legal Division
• First successful year as a combined department due to the corporate
reorganization
• Navigated legal aspects of pandemic emergency management
• Completed the acquisition of the former Bowmanville Zoo location for future park
development
• Acquisition of land on Concession 4 in Bowmanville for a future operations centre
• Completion of land donation for new hospice
• New On -Farm Special Event By-law
• Updates to Procedure, Traffic, Road Occupancy, and Boulevard by-laws
Upcoming for 2022
• Acquisition of property located at the former Camp 30 property
• Completion of outstanding Ontario Land Tribunal appeals
Municipal Law Enforcement Division
• Continued effort in implementing the MBS Project and with the Amanda Software
set to go live in 2022. This software will provide efficiencies for the Division and
give enforcement officers the ability to operate more effectively in the field.
Clarlwnft Budget 2022 1 45
• Implementation of on-line payments and applications for on street parking
permits. This initiative significantly reduced the number of people attending the
office in person during COVID.
• Additional enforcement due to increase demand of waterfronts and beaches in
Clarington.
• Seeking a Pay by Phone App for 2022 to assist with paying for parking.
Climate Actions
2021 Climate Actions
• Onboarding of one electric vehicle (EV) for mail delivery
• Review Anti -idling By-laws (CCCAP action 1.19)
• Review Implementation of Urban Tree Preservation By-law (CCCAP action 5.1)
• Develop a Work from Home Policy (CCCAP action 6.4)
• Update Council Procedural By-law to Allow for Remote Meetings During Extreme
Weather (CCCAP action 6.6)
2022 Climate Actions
• Encourage municipal staff to choose low carbon transportation options, including
carpooling, cycling and adopting EVs (CCCAP action 1.14)
• Update Staff Safety Training to incorporate extreme weather risks (CCCAP
action 2.6)
• Expand online safety training to increase accessibility for Staff in the field
(CCCAP 2.11)
• Promote online and advanced voting during elections in case of extreme weather
(CCCAP action 6.5)
2022 New Staffing Requests
clarlwnl" Budget 2022 1 46
Human Resources- HR Associate
The Human Resources Division of Legislative Services is looking for approval to add
the Human Resources Associate position to the staffing complement. The Municipality
has seen increasing levels of recruitment and turnover in managerial staff, which has
resulted in increasing requests of the HR Division for assistance in the recruiting and
onboarding processes for all levels of hiring; historically, the HR Division would only be
involved in the hiring and recruiting process for full-time staff.
The Municipality has been involved in the Not Myself Today program to improve
employees' mental health, utilizing a secondment from Community Services. Increased
demand on providing mental health support, programs, and other HR process
improvements that were placed on hold due to COVID-19 has placed a demand on the
resources in the HR Division. A new full-time position will allow the Municipality to move
forward with these much -needed initiatives, including human capital management,
which was identified as a priority in the 2019 Organizational Review.
Overtime accumulated by the HR Manager and Compensation and Benefit Supervisor
approximate 400 hours each for a total of 800 hours, plus approximately 210 hours to
date for other HR staff (which are entitled to payment or time in lieu) equal over 1,000
hours. There have been between 107 and 152 recruitments per year since 2018,
including 107 in 2020 during the pandemic year. The Municipality has identified diversity
and inclusion as a priority; this position would facilitate the active recruitment initiatives
to support persons with disabilities and other inclusionary human resource programs.
Municipal Law Enforcement- Part Time MLEO 1 (2)
Two additional part-time officers are required to assist in the increase in call volume,
over the past four years there has been a steady increase in calls for service. In 2018,
there were approximately 2,940 calls for service (245 calls per month). In 2020, there
were 4,340 and to September 2021 there were over 3,900 (this is approximately 433
per month). These volumes show an approximate 77 per cent increase in monthly call
volumes. The past two years have included increased waterfront activity requiring
additional weekend staffing, part-time staff are utilized to cover off -hours and provide
support to the full-time staff. The increase in weekend coverage has reduced weeknight,
and overnight coverage for enforcement as staff prioritize high -demand times.
During the winter months, the existing two part-time complement assists with winter
snow clearing and overnight enforcement, however, the available hours are limited and
take away from other enforcement activities. The past two years have also seen
increases in workload related to Provincial emergency management orders and their
enforcement. The increased call volume and providing adequate coverage to
enforcement priorities support the need to increase the part-time complement.
Clangors Budget 2022 1 47
Municipal Election- Clerk II
The Clerk's Division has reviewed the 2022 Municipal Election project plan and based
on the 2014 and 2018 elections, are seeking a temporary Clerk II from May to
November. These costs are funded from the Municipal Election Reserve, which has
been receiving annual contributions to spread the cost of the election over the term of
Council.
By hiring a Clerk II, the division will have the flexibility to either have the person work on
the election or backfill one of the existing Clerk II positions, as needed depending on the
different phases of the election process.
The position is temporary and addresses a known increase in workload pertaining to the
municipal election in 2022.
C arWou Budget 2022 1 48
Director of
Law Clerk Legislative
Services /
Municipal Solicitor
Municipal Administrative
Clerk M Assistant
Manager,
human
Municipal
Resources
Deputy Clerk
Clerk II (2)
Law
Manager
Enforcement
Animal
Enforcement
Compensation
Committee
Records /
Information
Services
Coordinator
and Benefits
Supervisor
Coordinator
Services
Supervisor
Coordinator
Employee
Cemetery /
Animal Care
MLEO II (4)
MLEO 1 (4)
Relations
Records
Clerk II (2)
Attendant (2)
Rep (2)
Clerk
Animal Care
Health &
Clerk II
Attendant
MLEO I
Safety
(Temp.
Clerk I (PT)
(2 PT)
(2 PT)
Coordinator
Election)
Clerk I (PT)
PTO I ,
HR / Health
(2
& Safety Rep
Associate
Operating Budget
Budget Summary
2019
Actuals
020
Actuals
Description
000 Unassigned
2020
Budget
Budget
Budget
Change
Revenue
$0
$0
User Charges
$200
$0
$0
$0
Expenditures
090 PSAB
Revenue
Expenditures
28,461
28,948
Amortization Expense
0
0
0
0
130 Admin
Revenue
110,267
90,551
User Charges
118,800
122,800
138,800
16,000
Expenditures
1,094,665
991,220
Salaries, Wages & Benefits
1,163,744
1,008,646
1,289,515
280,869
96,472
93,244
Materials & Supplies
97,410
86,010
87,010
1,000
12,510
21,210
Contracted Services
10,800
10,800
20,800
10,000
33,415
35,532
Transfers from Res / RF / Cap Fund
19,500
73,500
15,000
58,500
160 HR/Pa roll
Revenue
385,522
(10,488)
User Charges
12,000)
0
0
0
Expenditures
C atWou Budget 2022 1 50
19
Actuals
1,529,437
2020
Actuals
1,947,958
Description
Salaries, Wages & Benefits
2020
Budget
1,542,249
2021
Budget
1,437,829
2022
Budget
1,481,872
Change
44,043
8,530
6,649
Materials & Supplies
8,050
12,600
12,600
0
102,348
58,401
Contracted Services
81,500
82,000
87,000
5,000
113,061
93,788
Rents/Financial Expenses
130,000
140,000
145,000
5,000
15,570
61,156
Transfers from Res / RF / Cap Fund
0
0
0
0
165 Health & safety
Revenue
Expenditures
6,685
13,367
Materials & Supplies
18,075
23,075
25,300
2,225
2,656
0
Contracted Services
3,000
12,000
0
12,000
4,036
13,000
Transfers from Res / RF / Cap Fund
2,500
2,500
0
2,500
190 Animal Serv.
Revenue
105,192
106,242)
User Charges
(87,800)
87,800
87,800
0
Expenditures
410,844
394,673
Salaries, Wages & Benefits
433,420
447,579
450,292
2,713
60,023
56,110
Materials & Supplies
65,825
67,925
68,340
415
60,118
78,526
Contracted Services
55,000
59,000
66,785
7,785
16,640
16,840
Transfers from Res / RF / Cap Fund
7,000
10,000
10,000
0
191 Mun. Law Enf.
Revenue
40,870
13,020
User Charges
28,000
28,000
28,000
0
32,481
18,839
Fines/Penalties on Interest
25,000
25,000
25,000
0
Expenditures
644,792
747,396
Salaries, Wages & Benefits
845,402
885,842
871,321
14,521
17,961
15,832
Materials & Supplies
33,700
21,000
21,500
500
53,554
20,666
Contracted Services
54,100
54,100
60,000
5,900
C arWou Budget 2022 1 51
19
Actuals
476
2020
Actuals
1,500
Description
Transfers from Res / RF / Cap Fund
2020
Budget
0
2021
Budget
0
2022
Budget
0
Change
0
192 Parking Enf.
Revenue
148,085
87,891
User Charges
80,000
80,000
100,000
20,000
448,535
295,182
Fines/Penalties on Interest
250,000
250,000
250,000
0
Expenditures
387,721
416,711
Salaries, Wages & Benefits
409,462
416,963
491,116
74,153
36,695
29,711
Materials & Supplies
24,840
24,840
24,840
0
8,544
8,518
Contracted Services
10,000
10,000
20,000
10,000
11,912
10,390
Rents/Financial Expenses
10,000
10,000
10,000
0
601,152
383,073
Transfers from Res / RF / Cap Fund
330,000
330,000
350,000
20,000
193 Election
Revenue
529
1,970
User Charges
0
0
4,000
(4,000)
Expenditures
271
0
Salaries, Wages & Benefits
0
0
108,549
108,549
1,735
0
Materials & Supplies
0
0
139,200
139,200
3,943
63,410
Contracted Services
69,000
4,000
208,500
204,500
1,755
0
Rents/Financial Expenses
0
0
13,250
13,250
125,000
125,000
Transfers from Res / RF / Cap Fund
125,000
125,000
125,000
0
194 Legislative Services
Revenue
66,275
60,855
User Charges
58,000
58,000
58,000
0
100,505
27,133
Transfer between funds
0
0
0
0
Expenditures
348,429
385,532
Salaries, Wages & Benefits
358,991
365,730
122,166
243,564
42,264
31,384
Materials & Supplies
37,800
37,800
37,800
0
C arWou Budget 2022 1 52
19
Actuals
74,592
2020
Actuals
35,133
Description
Contracted Services
2020
Budget
165,000
2021
Budget
75,000
2022
Budget
100,000
Change
25,000
66,145
68,542
Transfers from Res / RF / Cap Fund
0
0
0
0
230 Grants
Revenue
27,605
27,553
Grants
22,000
22,000
22,000
0
Expenditures
250 Contributions
Revenue
126,553
546,796
Transfer between funds
0
0
1,002,401
1,002,401
Expenditures
326 Cemetery
Revenue
192,660
185,455
User Charges
258,100
208,100
208,100
0
Expenditures
128
825
Materials & Supplies
1,800
1,800
1,800
0
388 Fleet
Revenue
Expenditures
28,491
30,273
Materials & Supplies
33,750
31,750
31,750
0
C arWon Budget 2022 1 53
Budget Highlights
The following items highlight the 2022 budget for Legislative Services:
Administration
• Increased revenues by $16,000 to reflect the anticipated revenue return for
weddings and marriage licences.
• Increased Materials and Supplies by $1,000 to reflect anticipated travel
expenses.
• Increased Contracted Services by $10,000 reflects anticipated costs for
accountability officers and outsourced marriage services (which is offset by
revenue).
Human Resources and Payroll
• Contracted Services increased by $5,000 for anticipated legal fees due to
contract negotiations, COVID-19 human resources advice and other required
services.
• Rents and Financial Services increase by $5,000 to reflect anticipated service
fees for ADP for payroll processing.
Health and Safety
• Materials and Supplies increased due to anticipated additional COVID-19 related
prevention supplies net of reductions in books/periodicals and memberships for
net increase of $2,225.
• Contracted Services were eliminated for a savings of $12,000.
Animal Services
• Net increase in materials and supplies of $415 reflects added cleaning costs for
COVID-19, reductions of anticipated repairs and maintenance costs.
• Contracted Services increase of $7,800 due to increased cleaning costs, due to
COVID-19, equipment maintenance requirements and fire equipment inspection.
Municipal Law Enforcement
• Increased Materials and Supplies related to anticipated postage and courier
needs, increased $500
• Contracted Services increase of $5,900 due to cleaning costs for office at Trulls
Road, related to COVID-19 protocols.
C arWon Budget 2022 1 54
Parking Enforcement
• Increased parking revenue by $20,000 is reflective of an increase in parking fees.
In 2022, due to ongoing uncertainty on parking demand due to public health
restrictions, have used a conservative estimate for parking. Parking revenues are
transferred directly to the Parking Lot Reserve Fund, therefore no impact on the
tax levy.
• Contracted Services increased by $10,000 due to the snow removal contract.
Municipal Election
• Increase in revenue due to anticipate fees from the municipal election, the
increase is $4,000
• Increase in Materials and Supplies due to the 2022 election and includes the cost
for postage ($60,000), advertising ($50,000), office supplies ($19,000) and other
costs for a total of $139,200.
• Contracted Services includes a contract for voting software, professional fees for
auditors, and printing costs for a total of $204,500.
• Rents and Financial Expenses relate to anticipated facility and equipment rentals
to provide voting locations for the election. Total increase is $13,250.
Legal Services
• Contracted Services increased by $25,000 for outside legal advice and other
professional services as required.
C arWon Budget 2022 1 55
C arWon Budget 2022 1 56
2022 Financial Services Summary
Department Overview
The Financial Services Department is responsible for the Municipality's overall financial
activities. It is responsible for all accounting services and provides financial advice to
Council and other departments. The Financial Services Department develops Municipal
budgets, collects taxes, and manages the Corporation's financial assets. Financial
Services is also responsible for processing insurance claims against the Municipality,
procurement of goods and services, and information technology services.
Core Activities
Accounting Services: The department is also in charge of all financial reporting,
including preparing mandated municipal performance measures. The department
also oversees the development charges reserve funds, used to pay for various
services to accommodate new development within the Municipality.
Taxation Services: The division is responsible for the billing and collecting property
taxes, providing assistance to taxpayers on assessment inquiries and responding
to tax appeals.
Asset Management: The division is responsible for reporting of capital assets,
corporate asset management planning, and ensuring capital project financing is
available.
Purchasing: The division is responsible for purchasing required supplies, vehicles,
equipment, products, services, rentals, consulting, construction, renovations, and
printing services. The division follows strict rules and procedures to ensure that
all business conducted with the Municipality is done in a fair and transparent
manner.
Information Technology: Provides and supports all technology services for the
Municipality, including software, hardware, network security, etc. With the rise of
digitization, IT supports several internal and customer -focused solutions that
increase municipal business's overall effectiveness and efficiency levels.
2021 Accomplishments and Success
• Electronic Invoice Workflow Approvals and records retention through SharePoint
- The benefits of this include better vendor customer service through timely and
accurate payments, better commitment tracking, reduced staff costs and lead
time, enhanced internal controls on invoice approvals and records retention
through electronic processing and storage of all invoices (and related backup)
and ease of review by external auditors.
C arWon Budget 2022 1 57
• E-commerce — a collaboration between Communications and Financial Services
(and many other departments) — development of e-commerce web pages that
allow customers to perform certain transactions on-line and pay via credit card.
Some of the services available include:
o Animal Services donations /
o Burn permits
o Sign permits
o Zoning fees
o Cemetery fees
o Senior Snow Clearing
o Fireworks permits
• Continuation of staff and providing support to organization from work -from -home
and other virtual services required to respond to COVID-19
Climate Actions
2022 Climate Actions
• Develop a Green Procurement Policy (CCCAP action 1.16)
• Include a line item in the annual budget to provide funding for studies or
components of capital projects that support the implementation of the CCAP
(CCCAP action 1.17)
• Review the establishment of a Green Revolving Fund (GRF) dedicated to funding
energy efficiency, renewable energy, and sustainability projects that generate
cost savings (CCCAP action 1.18)
• Integrate green infrastructure and Climate Change into Clarington's Asset
Management Plan (CCCAP action 1.35)
• Review the Municipal Insurance Program to ensure adequate coverage for staff
and the public during extreme weather events CCCAP action (7.7)
2022 New Staffing Approved
Clarinoon
Budget 2022 1 58
Information Technology- Solutions Analyst, Network Support Technician
As a result of a recent retirement, the Database Administrator and the Supervisor, Client
Application/Service were combined. Over the past several years the need for front-line
support has grown exponentially as more of the day-to-day functions of the Municipality
move online, and technology is more prevalent in our daily operations.
The management vacancy was converted to two affiliated positions with a net increase
of $18,700. This will provide an additional Network Support Technician to address first -
level support requests, prepare hardware for use, scrub old hardware in preparation of
disposal, assist users with troubleshooting. The second position would be a Solutions
Analyst, which provides software -specific support and second -level support to users.
The Municipality currently has a number of software solutions. This position will ensure
that the Municipality is utilizing the features of this software effectively, looking for
efficiencies in processes, and training staff on the features of the software.
Financial Analyst- Asset Management
The Municipality of Clarington is required between 2022 and 2025 to revamp its Asset
Management Plan to meet more stringent requirements mandated by the Province of
Ontario. The Province recently announced additional funding for the Ontario Community
Infrastructure Fund, which provides funding for capacity building, including up to
$80,000 for staffing related to the development of asset management plans.
A dedicated Financial Analyst to asset management planning will provide the critical
analytical support to look at financing strategies, risk and conditions assessments and
documentation/community engagement on asset management initiatives. This will also
free up existing staff, including Financial Analysts, to support the other departments,
including Emergency and Fire Services in their financial analysis needs. The net impact
in 2022 for this position is $400 as it is an eligible expense under the OCIF grant.
By July 1, 2022, Phase 1 of the regulations will require core assets to include an
updated inventory of assets, current levels of service measured by standard metrics and
the cost to maintain those levels. By July 2024, Phase 2 will roll out the Phase 1
requirements to all the Municipality's assets. Finally by 2025, the Municipality is required
to include proposed levels of service, the lifecycle management and financial strategy
for its assets. At this point the asset management plan will require to be updated on a
five-year basis. This position will also work with key departments to ensure coordinated
efforts and asset management forecasting and assessment strategies.
C arWon Budget 2022 1 59
Director of
Financial Administrative
Services / Assistant Clerk II
Treasurer E E
Accounting
Asset
Budget and
Taxation
Services
Management/
Purchasing
Financial
Internal Audit
Services
Manager /
Development
Financing
Manager
Planning
IT Mana er
g
Manager
Manager
Deputy
P
Treasurer
Manager
Coordinator
Assistant
IT Business
Client /
Network
Financial
Financial
Purchasing
Develo ment
P
Supervisor
Application
Service
Administration
Supervisor
Financial
Analyst
Analyst
Mana er
g
Supervisor
Analyst
Revenue
Accountant
Accountant
Senior
SeniorGlS
Network
Network
Coordinator
2
()
Bu er
Y
Anal st
Y
Analyst
Analyst
Tax Clerk II
Accounting
Accounting
Buyer
Solutions
Solutions
Security
Clerk II (2)
Clerk II
Analyst
Analyst
Analyst
Solutions
Network
Not- -
former positions
Revenue
Accounting
Analyst
Support
of '
' Administrator
Clerk I (3)
Clerk I (2)
Clerk II
Note 1
Technicianand
Client/Applicatio
Service Supervisor
merged and
two front
PurCchlearsk ing
support
positions
created.
Operating Budget
Budget Summary
2019 Actuals
2020 Actuals
Description
000 Unassigned
020
Budget
Budget
Budget
Change
Revenue
($20,735)
($35,470)
Fines/Penalties on Interest
($13,000)
($15,000)
($13,000)
$2,000
Expenditures
090 PSAB
Revenue
Expenditures
819,261
831,250
Amortization Expense
0
0
0
0
130 Admin
Revenue
(214,087)
(204,015)
User Charges
(178,000)
(200,000)
(400,000)
(200,000)
(1,417,469)
(1,269,120)
Fines/Penalties on Interest
(1,250,000)
(1,400,000)
(1,450,000)
(50,000)
Expenditures
6,688
5,394
Materials & Supplies
7,400
0
0
0
140 Internal Audit
Revenue
Expenditures
34
155,413
Salaries, Wages & Benefits
151,831
154,743
155,758
1,015
0
0
Materials & Supplies
300
300
300
0
162 IT
Revenue
C arWon Budget 2022 1 61
1 • Actuals
2020 Actuals
Description
2020
Bu••-
2021
••-t
2022
Budget
Change
Expenditures
1,375,049
1,415,272
Salaries, Wages & Benefits
1,417,707
1,497,831
1,546,251
48,420
6,481
3,779
Materials & Supplies
5,000
8,200
11,250
3,050
13,521
5,886
Contracted Services
15,000
15,000
55,000
40,000
116,206
670,500
Transfers from Res / RF / Cap Fund
670,500
300,600
303,500
2,900
464,133
630,697
Reclass: CF (NON-TCA) to GF
437,500
600,000
930,000
330,000
210 Finance Admin.
Revenue
Expenditures
2,947,508
2,985,408
Salaries, Wages & Benefits
3,043,962
3,082,732
3,196,859
114,127
97,117
84,470
Materials & Supplies
111,290
101,190
103,100
1,910
101,573
106,032
Contracted Services
49,000
54,000
56,000
2,000
2,296
2,931
Transfers from Res / RF / Cap Fund
0
0
0
0
211 Unclassified Administration
Revenue
(98,671)
(770,377)
User Charges
0
0
0
0
Expenditures
564,917
453,337
Materials & Supplies
615,900
705,306
551,076
(154,230)
1,455,319
1,293,846
Contracted Services
1,285,600
1,285,600
1,395,600
110,000
634,350
159,907
Rents/Financial Expenses
205,000
205,000
277,000
72,000
4,585,062
4,349,645
Transfers from Res / RF / Cap Fund
812,225
930,000
930,000
0
250 Contributions
Revenue
(98,576)
(814,999)
Transfer between funds
0
0
(246,578)
(246,578)
Clar,Wg on Budget 2022 1 62
Budget Highlights
The following items highlight the 2022 budget for Financial Services:
Unassigned
• Decrease in fines revenue of $2,000 due to anticipated revenue; prior years
included a significant receivable which has been paid.
Administration
• The 2022 Budget was amended to include user fee revenue for Financial
Services in the amount of $200,000.
• Increased Fines and Interest revenue by $50,000 based on anticipated interest
on outstanding accounts.
Information Technology
• Materials and supplies increase by $3,100 due to anticipated requirements for
repairs and maintenance on equipment, net of savings in phone and membership
costs.
• Contracted Services increase of $40,000 for independent security testing, offset
by transfer from Self -Insured Losses Reserve transfer. This testing is done every
two to three years, and with the increased cyber security threats is a vital process
in ensuring our IT security.
• Hardware ($50,000) and software contracts ($280,000) have increased by
$330,000, partly due to foreign exchange costs and increased use of software as
a service contracts.
Finance Administration
• Materials and Supplies increased by $1,900 due to postage costs and phone
lines allocated to the individual departments.
• Contracted Services have increased by $2,000 related to the printing of the tax
bills.
Unclassified Administration
• Materials and Supplies decrease of $155,100 due to removal of the contingency
(done annually), and Other Non-TCA Capital, offset by increase in phones,
membership (related to Ontario Big City Mayors).
• Contracted Services increase of $110,000 related to increasing in professional
fees ($10,000) for Building Permit Fee Revenue Study (funded by reserve funds)
and anticipated rise in insurance costs ($100,000).
G`fh9#01" Budget 2022 1 63
• Rents and Financial Expenses include a new line of $72,000 which is the lease
payments for parts of the municipal trail network. Previously, these were included
as tax write-offs; they have been separated to provide a clearer understanding of
the expense's nature.
C arWon Budget 2022 1 64
Public Works
Department
A9j
.M
JON===
2022 Public Works Summary
Department Overview
The Public Works Department is structured into three distinct Divisions- Development
Engineering, Infrastructure and Operation's that are responsible for the review and
approval of new growth applications, the planning, renewal and construction of new and
existing infrastructure and the daily maintenance requirements related to all road, park,
traffic and fleet type assets.
Core Activities
Infrastructure: Involves the development and planning of infrastructure
requirements and long-term asset management planning. The division oversees
infrastructure construction and provides technical services such as traffic
management, road signage, pedestrian safety, etc.
Roads: Maintenance of paved and unpaved roadways and sidewalks, including
snow ploughing, ditching, culvert installations and pothole patching.
Fleet: Maintain municipal fleet vehicle network, including emergency services
equipment (fire trucks).
Parks and Cemetery: Maintenance of splash pads, beaches, cemetery and sports
fields, parks and open spaces and trail. The division also has responsibility over
the forestry program, seasonal grass cutting and special event programs (e.g.
Festival setup/takedown).
2021 Accomplishments and Success
The Public Works Department continues to undergo further changes to modernize
processes, balance resources and maximize efficiencies.
The Public Works Department portfolio is widely diverse and will be extremely busy in
2022 and beyond. Staff will be engaged in the review of secondary plans, various
Council initiatives, the design and completion of numerous approved capital projects,
and the on -going provision of high levels of service.
Although Public Works experienced many challenges in 2021 related to the Covid-19
pandemic, staffing shortages and various supply chain issues, many successes were
still recognized throughout the year, including the following items:
Roads Infrastructure
• Provided High -Float resurfacing on over 35 kilometres of rural roads throughout
the Municipality.
C arWon Budget 2022 1 66
• Completed the LED conversion of over 6,800 streetlights across the Municipality,
reducing energy usage by 70 per cent and lowering our carbon footprint as a
Corporation.
• Completed accessibility upgrades and operational improvements at the
intersection of Scugog Road and King Street West in Bowmanville to meet
requirements of the Accessibility for Ontarians with Disabilities Act, 2005
(AODA).
• Installed an accessible pedestrian crossover on Baseline Road West in
Bowmanville linking the Bowmanville Valley Trail Extension.
• Completed ditch improvements in the Westlake Subdivision by restoring grades
and installing gabion stone to stabilize wet conditions.
• Installed five EV charging stations at the Division Street and Church Street
municipal parking lot to provide charging access to the Bowmanville downtown
core. Two additional charging stations were installed at Fire Station 1 to provide
charging access to the Fire Department's electric fleet vehicles.
• Paved the visitor's parking lot for the Valley's 2000 trail system off Roenigk Drive
in Bowmanville.
• Completed the Courtice Court sanitary sewer, water main and road rehabilitation
project. Several businesses fronting Phase 1 have already initiated the
connection process for services with the Region of Durham.
Parks Infrastructure
Replaced the playgrounds and upgraded existing infrastructure at Penfound
Park, West Side Park and Glenabbey Parkette to improve accessibility and
promote a more inclusive outdoor recreation environment in the Municipality.
• Provided technical support to Community Services to install Accessible Charging
Stations at Tooley's Mills, Guildwood Park, Port Darlington Each Beach, Bond
Head Parkette, Orono Park, Orono Town Hall and the Samuel Wilmot Nature
Trail.
Improved active transportation connectivity across the Municipality with the
construction of over three kilometers of multi -use paths (MUPs) and on -street
bike lanes including Bowmanville Valley Trail Extension, Bloor Street MUP,
Farewell Creek Trail Phase 2A, Nash Road Rehabilitation and Widening and the
Rhonda Park MUP connection.
Completed the installation of a new 80 niche columbarium at Bowmanville
Cemetery.
• Finalized the route of the future Phase 2B Farewell Creek Trail from the current
Phase 2A terminus to the municipal boundary approximately 400m west.
C arWon Budget 2022 1 67
• Completed the removal of Ash trees within the urban residential and park areas
of Clarington that have been affected by the Emerald Ash Borer beetle and
implemented a replanting program of approximately 650 trees.
• Developed a new Community Garden in Newcastle at the Diane Hamre
Recreation Complex. Climate Actions
Climate Actions
2021 Climate Actions
Update the Municipal Green Fleet Strategy and establish a five-year plan to
electrify municipal fleet vehicles where practicable (CCCAP action 1.30)
2022 Climate Actions
• Purchase electric tools and equipment wherever possible (CCCAP action 1.33)
• Integrate green infrastructure and Climate Change into Clarington's Asset
Management Plan (CCCAP action 1.35)
• Incorporate textured, slip -proof floor surfaces into the design of public spaces
(CCCAP action 2.22)
• Revise asset management policy and equipment repair and replacement
schedules to reflect wear from increased use due to extreme weather (CCCAP
action 4.5)
• Integrate urban heat island projections into the Clarington Urban Forest Strategy.
Plant more trees in areas with the greatest potential for becoming urban heat
islands (CCCAP action 5.2)
• Consider alternatives to conventional road salt (NaCI) to reduce the negative
impacts on the environment (CCCAP action 5.4)
• Expand municipal tree planting programs and partnerships to include urban and
rural tree planting on public and private properties (CCCAP action 5.5)
• Investigate environmentally friendly road surface treatments to control dust
(CCCAP action 5.9)
C arWou Budget 2022 1 68
2022 New Staffing Approved
GIS and Asset Management Technologist
The Public Works Department is responsible for the construction and maintenance of
municipal assets that include, amongst others, street and pedestrian facility lighting,
urban and rural grass cutting, traffic sign inventory and retro-reflectivity, daily road
patrols, traffic data collection, winter maintenance of sidewalks, municipal facilities and
parking lots, roads, trails and the seniors snow clearing program. The database related
to these tasks is constantly being developed, stored and maintained using sophisticated
GIS software.
Continuous manipulation of the databases is required due to changing conditions such
as the expansion of the road and sidewalk networks, development growth and changes
in enrollment or qualifications for services. Significant staff resources have been
required across various departments to properly maintain the respective operational and
financial records to ensure data accuracy. This historical approach has not always
provided optimal performance as staff from other departments are not familiar with the
detailed processes and needs of the Public Works Department. More recently, with the
corporate restructuring, many of the tasks and databases that were previously
incorporated into the Planning Department GIS section have been shifted to the Public
Works Department without any dedicated GIS and asset management support.
The Infrastructure GIS and Asset Management Technologist will be responsible for
tracking municipal assets and the development of inventory databases related to the
Public Works Department. They will have direct involvement in maintaining, enhancing,
correcting, editing and forecasting in real-time. This position will involve working on
updating the inventories based on new development submissions and assumptions, the
review and creation of inventory information from capital projects, maintaining and
updating the GIS traffic inventory and any other related fields that are directly impacted
such as daily road patrol routes, winter maintenance routes, grass cutting, snow
removal programs and the annual sign inventory and retro-reflectivity data as required
by the Provincial MMS regulations. The position will also be directly involved in
preparing data and maps for external contracts and tender documents. Multiple
departments rely on this information to be accurate and up to date for yearly budgeting
and forecasting purposes.
It is anticipated that without the support of a new GIS and Asset Management
Technologist, the current databases for assets and inventories in the Public Works
Department will become outdated posing inaccuracy risks both from a financial and
liability perspective.
C arWon Budget 2022 1 69
Utility Locates Technician
As mandated by the Ontario Underground Infrastructure Notification System Act, 2012
(the "Act"), the Municipality of Clarington became a member of the Ontario One Call
(ON 1 Call) corporation in 2014.
ON Call provides information to excavators about the location of underground
infrastructure. When a member of ON Call receives information about a proposed
excavation or dig, the Act requires the member to mark the location of its underground
infrastructure that may be affected by the excavation or dig or indicate that its
underground infrastructure will not be affected by the excavation or dig. The Municipality
is responsible for providing this information for our streetlight and storm sewer
infrastructure.
With this new Act came a wave of additional costs and responsibilities for the
Municipality, all of which needed to be learned and absorbed with little to no additional
financial or human resources. Over the years, there have been many adjustments to our
internal processes in response to changing requirements, increasing volumes of locate
requests, staff turnover and the municipality's reorganization. However, because these
changes were reactive and piecemeal, it has resulted in inefficiencies, higher costs and
an inability to meet minimum regulations. Currently, completing one locate request can
involve up to five staff members. If a streetlight locate request requires our infrastructure
to be marked in the field, it also involves our external locate service provider.
The number of locate requests have been steadily increasing with a five-year average
of 4,700 and a peak of over 7,300 in 2019. As the number of locate requests has
increased, the associated costs and staff time are required. While we have increased
our budget to meet demand over the years, our staffing levels have remained the same,
putting a strain on our staffing resources. The Municipality is also not meeting
regulations for storm sewer emergency locate requests. Emergency locate requests
require a response within two hours; however, because the staff that process storm
sewer locates work regular office hours, any emergency locate requests received
outside regular office hours will not be completed until regular business hours resume.
The approved Locates Technician position is responsible for receiving, responding to,
and field marking all locate requests, eliminating the inefficiencies of locate requests
being sent to up to five different staff members and free -up time for our existing staff to
take on other duties. The Municipality will have full control over our compliance rate.
Locate service providers are having difficulty meeting regulated deadlines due to the
high increase in locate requests, resulting in delays and complaints against
municipalities, resulting in fines of up to $10,000. Furthermore, the Locates Technician
would be the subject matter expert for the Municipality, allowing the opportunity to
develop and implement additional process efficiencies.
The annual budget of approximately $85,000 currently allocated to our external locate
provider would be used to offset the cost of this new position and purchase the
associated equipment.
C arWon Budget 2022 1 70
Current Organizational Structure
Public Works Summary
Claritgton Budget 2022 1 71
Manager Clerk II
Development
Project Admin
Cerk
Development
Review
Technician (2)
Utility and
Infrastructure
Coordinator
Engineering
Coordinator
Construction
Inspector
Manager of
Infrastructure
Capital Works . Asset
Supervisor Management
Supervisor
Capital Works
Engineer
Landscape
Architect
Capital 01 Infrastructure
Works Technologist
SeniorFT"echnologist
Construction
GIS
Inspector
OperationsLocate
Technician IITechnician
Supervisor
Roads (2)
Leadhand
(2 )
Heavy
Equipment
Light
Equipment
Operators (13)
Labourers
(2)
Labourer
(PT)
Supervisor
Traffic
Traffic
Coordinator
Traffic
Technician
Light
Equipment
Operators (3)
Operations
Technician
Crossing
Guards (40)
Supervisor
Fleet
Fleet Clerk
Fleet
Coordinator
Fleet
Technicians
Manager of
Operations
Operations
Equipment
Forestry
Coordinator
Arbori st
Light
Equipment
Operator
Supervisor
Parks and
Leadhand
Parks &
Cemeteries
Cemeterian
(2 )
Light
Equipment
Labourer
Labourers
(PT)
Leadhand
Special
Events
Light
Equipment
Clerk 11 (2)
Clerk I
Operating Budget
Budget Summary
2019
Actuals
020
Actuals
Description
000 Unassigned
2020
Budget
Budget
Budget
Change
Revenue
($208,672)
($32,622)
User Charges
($209,300)
($209,300)
($200,300)
$9,000
Expenditures
1,984
690
Salaries, Wages & Benefits
3,000
3,000
3,000
0
188,568
132,687
Materials & Supplies
107,400
90,834
85,500
(5,334)
3,752
9,394
Contracted Services
3,000
1,000
1,000
0
090 PSAB
Revenue
Expenditures
16,147,216
16,766,402
Amortization Expense
0
0
0
0
130 Administration
Revenue
(692,761)
(831,567)
User Charges
(175,500)
(310,800)
(433,500)
(122,700)
Expenditures
5,087,008
4,723,650
Salaries, Wages & Benefits
5,308,905
5,286,990
5,375,130
88,140
120,469
121,829
Materials & Supplies
132,650
109,050
139,965
30,915
124,539
238,489
Contracted Services
161,250
226,000
170,000
(56,000)
CiarWou Budget 2022 1 74
19
Actuals
541,802
2020
Actuals
544,417
Description
Debt Services (Principal and Interest
aid
2020
Budget
544,417
2021
Budget
546,623
2022
Budget
552,820
Change
6,197
6,857,548
7,086,609
Transfers from RES / RF / CAP Fund
6,161,636
5,723,536
5,498,796
(224,740)
250 Contributions
Revenue
(455,377)
(1,990,589)
Transfer between Funds
0
0
(1,352,820)
(1,352,820)
Expenditures
324 Street Lighting
Revenue
(4,533)
(1,802)
User Charges
(15,000)
(15,000)
(15,000)
0
Expenditures
749,920
673,244
Materials & Supplies
1,050,000
700,000
620,000
(80,000)
275,180
187,264
Contracted Services
330,000
280,000
125,000
(155,000)
224,128
220,358
Debt Services (Principal and Interest
aid
219,670
219,670
0
100,000
100,000
Transfers from RES / RF / CAP Fund
100,000
100,000
100,000
0
325 Parks
Revenue
Expenditures
932,762
1,265,176
Salaries, Wages & Benefits
1,151,057
1,193,058
1,195,951
2,893
554,299
561,986
Materials & Supplies
516,250
569,600
609,450
39,850
712,692
1,295,889
Contracted Services
1,215,760
1,489,760
1,603,210
113,450
28,984
82,269
Rents/Financial Expenses
30,000
48,000
55,000
7,000
100,443
221,527
Transfers from RES / RF / CAP Fund
225,000
1,157,900
1,421,000
263,100
326 Cemetery
C arWon Budget 2022 1 75
19
Actuals
2020
Actuals
Description
Revenue
2020
Budget
2021
Budget
2022
Budget
Change
(155,386)
(143,558)
User Charges
(143,000)
(143,000)
(146,300)
(3,300)
Expenditures
178,352
190,226
Salaries, Wages & Benefits
225,854
339,392
353,293
13,901
140,331
162,825
Materials & Supplies
95,700
98,700
107,700
9,000
50,000
5,000
Transfers from RES / RF / CAP Fund
5,000
55,000
190,000
135,000
327 Parking Lots
Revenue
Expenditures
1503793
148,257
Debt Services (Principal and Interest
paid
0
0
0
0
330 Roads & Structures
Revenue
Expenditures
24,226
9,040
Contracted Services
21,000
12,000
12,000
0
334 Safe Roads
Revenue
Expenditures
12,054
3,683
Materials & Supplies
13,500
18,500
13,500
(5,000)
32,375
51,585
Contracted Services
50,000
50,000
50,000
0
350 Waste Collection
Revenue
(29,855)
(6,183)
User Charges
(22,500)
(22,500)
(22,500)
0
C arWon Budget 2022 1 76
19
Actuals
2020
Actuals
Description
Expenditures
2020
Budget
2021
Budget
2022
Budget
Change
27,888
5,575
Materials & Supplies
22,500
22,500
22,500
0
351 Recycling Collection
Revenue
(2,782)
(443)
User Charges
(1,500)
(1,500)
(1,500)
0
Expenditures
2,348
701
Materials & Supplies
1,500
1,500
1,500
0
380 Road Maintenance
Revenue
(22,882)
(26,678)
User Charges
(19,500)
(19,500)
0
19,500
Expenditures
749,999
592,189
Salaries, Wages & Benefits
597,700
624,000
649,800
25,800
1,085,655
1,030,941
Materials & Supplies
846,275
942,775
761,750
(181,025)
948,084
479,652
Contracted Services
792,200
915,200
751,750
(163,450)
381 Hardtop Maintenance
Revenue
Expenditures
326,833
409,559
Salaries, Wages & Benefits
429,000
463,000
424,000
(39,000)
402,199
636,190
Materials & Supplies
456,100
520,500
1,191,000
670,500
95,279
132,034
Contracted Services
160,000
160,000
185,000
25,000
382 Loosetop Maintenance
Revenue
Expenditures
54,507
44,625
Salaries, Wages & Benefits
72,500
59,500
66,000
6,500
"`arWon Budget 2022 1 77
19
Actuals
271,566
2020
Actuals
322,367
Description
Materials & Supplies
2020
Budget
342,000
2021
Budget
341,000
2022
Budget
341,000
Change
0
383 Winter Control
Revenue
(81,592)
(9,506)
User Charges
(90,000)
(20,000)
(32,500)
(12,500)
Expenditures
1,153,462
892,407
Salaries, Wages & Benefits
963,250
958,600
1,034,600
76,000
2,912,295
2,077,920
Materials & Supplies
2,010,000
2,072,500
2,146,600
74,100
0
0
Contracted Services
0
0
885,000
885,000
384 Safety Devices
Revenue
Expenditures
203,275
210,037
Salaries, Wages & Benefits
188,000
228,000
370,036
142,036
342,848
300,929
Materials & Supplies
349,400
397,500
411,900
14,400
242
74,937
Contracted Services
50,000
50,000
50,000
0
386 Stormwater Management
Revenue
Expenditures
7,244
11,925
Salaries, Wages & Benefits
20,000
20,000
20,000
0
2,856
5,565
Materials & Supplies
8,000
13,000
13,000
0
0
94,957
Contracted Services
92,000
92,000
100,000
8,000
387 Regional Roads
Revenue
Expenditures
10,353
8,537
Salaries, Wages & Benefits
9,000
9,000
9,000
0
C arWon Budget 2022 1 78
19
Actuals
50,861
2020
Actuals
40,254
Description
Materials & Supplies
2020
Budget
33,500
2021
Budget
35,000
2022
Budget
35,000
Change
0
388 Fleet
Revenue
Expenditures
618,587
655,423
Salaries, Wages & Benefits
766,037
751,228
746,712
(4,516)
102,914
98,148
Materials & Supplies
97,600
109,600
119,600
10,000
134,500
185,000
Transfers from RES / RF / CAP Fund
185,000
1,085,000
1,085,000
0
C arWon Budget 2022 1 79
Budget Highlights
The following items highlight the 2022 budget for Public Works:
Unassigned
• Revenue decrease of $9,000 to reflect the historical trend.
• Decrease in Materials and Supplies of $5,300 based on anticipated needs in
connecting link traffic signals.
Administration
• Increase in revenues of $122,700 due, partially, to expected increases in
Engineering Review Fees and Administration fees as development resumes.
• Materials and Supplies net increase of approximately $30,900 includes $30,000
for emergency clean-up, including storm damage or other damage. Nominal
changes in various accounts to realign budgets to meet departmental need.
• Decrease in Contracted Services of $56,000 includes a reduction of $75,000 in
studies offset by creating unspecified construction ($5,000) to meet expected
undeterminable needs and $15,000 for contracted services related to disaster
clean-up.
• Debt Service costs related to the debt payments on existing long-term debt for an
increase of approximately $6,200.
Streetlighting
Materials and Supplies for Street Lighting were reduced by $80,000 per Council's
direction
• Contracted Services decreased by $155,000 to reflect reduced streetlight repairs
resulting from recent LED replacement initiatives and reduced utility locate costs.
Parks
Materials and Supplies have increased by $39,850, which include the separation
of splash pad maintenance into its own account (net increase $12,000), fleet
costs ($20,000) and minor miscellaneous increases ($7,850) across small
equipment and other repair accounts.
Contracted Service increase of $113,450 includes $87,600 for grass cutting due
to increases in contract costs and $25,000 in development related to
maintenance on the Green Road roundabout islands.
='arVou Budget 2022 1 80
• Rents and Financial Expenses include rental costs for portable toilets expected
to be used at facilities as a result of increased demand and public health
protocols, increase is $7,000.
Cemetery
• Revenues increase of $3,300 is based on historical trends and availability of
niches and plots across the cemetery network.
• Materials and Supplies increased by $9,000 relates to additional costs at the
Orono Cemetery for miscellaneous supplies based on anticipated demand for
services.
Safe Roads
• Materials and supplies decrease of $5,000 relates to the anticipated need for
small equipment purchases
Road Maintenance
• Decrease in revenue relates to reallocation of the Seniors Snow Clearing
program from road maintenance to winter control.
• Decrease in materials and supplies overall of $181,000 is primarily a result of
moving $195,000 for sidewalk maintenance to another sub -department to
improve financial reporting and service alignment. Entrance culverts of $46,000
were consolidated with the culvert expenses. Increased supplies for ditching to
reflect additional ditching work to be completed ($25,000) and weed control
($5,000). Removed $30,000 emergency clean-up from this sub -department and
was reallocated to the general public works area. Other changes to line items are
nominal and reflect changes to anticipated needs in 2022.
• Contracted services overall decrease of $163,450 is primarily a result of senior
snow clearing ($150,000) be moved to a different sub -department. Increase in
the contract for ditching ($30,000), weed control ($5,000), equipment
maintenance ($5,250) based on anticipated workload or inflationary pressures.
Decreases in parking meters ($2,700), unspecified contracts ($5,000 was
reallocated), emergency clean-up ($15,000 reallocated), roadside clean up
($4,000) and sidewalk maintenance ($25,000) based on needs or reallocation to
other reporting areas.
Hardtop Maintenance
• Materials and supplies increased by $670,500, including $655,000 for waste
disposal of street sweeping materials. New environmental regulations require a
change in waste disposal from street sweeping operations; a transfer from tax
Gl(V,WnIH Budget 2022 1 81
rate stabilization smooths this impact over two years. Increase in hydrant costs
for water required for street sweeping of $15,500 based on anticipated needs
and brings cost in line with historical actuals.
• Contracted services increase of $25,000 for pavement resurfacing based on
anticipated inflationary pressures and work requirements.
Winter Control
Net increase in revenues of $12,500 is based on $19,500 in senior snow clearing
being reallocated to this sub -department for better reporting less $7,000
decrease in revenue for cost recovery work (based on anticipated recoveries).
Increase in materials and supplies of $74,100 includes an increase of $77,500 for
winter control supplies based on a five-year average and anticipated needs in
2022 and a decrease of $3,400 in miscellaneous operating supplies.
• Increase in contracted services of $885,000 is due to reallocation from other
areas within Public Works. Senior snow clearing program contract of $150,000 is
moved from Road Maintenance, and better reflects the nature of these costs in
the provided service. Winter maintenance of $735,000 includes winter control
amounts from other locations consolidated into one account.
Safety Devices
• Materials and supplies have increased $14,400 due to additional guide rail work
($8,500), the Emily Project ($900) and additional railway crossing work $5,000.
Stormwater Management
• Contracted services increase of $8,000 necessary for planned work for routine
cleanout of storm water management plans to reduce risk of flooding and
improve effectiveness of overall storm water management system.
Fleet
Increase in Materials and Supplies of $10,000 for repairs and maintenance of
equipment related to the fleet. This increase brings the budget in line with
historical trends and ageing equipment needs.
C arWou Budget 2022 1 82
It
Community
r f
1 WFF,�_
1
r
f=
V_
2022 Community Services Summary
Department Overview
The Community Services Department works together with community partners to
provide a variety of fun and accessible recreation opportunities in a welcoming, safe
environment. The department has oversight and responsibility for facilities, building
services, recreational services, client services, and tourism and accessibility.
Core Activities
Facilities services: Supports recreational facilities such as pools, indoor soccer,
arenas as well as municipal -owned buildings, fire halls, operations depots, etc.
Recreational services: Manages registered programs, drop -in, public swimming
times, fitness classes, older adults programming, camps, etc.
Client services: Manages both indoor and outdoor facility allocations and
permitting. Administers ACTIVENet program for activity registrations and
memberships. Responsible for facility customer service, community
development, administration of municipal grants, sponsorships, volunteer groups
and special corporate events.
2021 Accomplishments and Successes
• Indigenous Cultural Awareness training in partnership with Trent University
provided staff and members of council an opportunity to participate in 8 hours of
training on the history of Indigenous people, including insights into the treaty
system, residential schools and how we can support Truth and Reconciliation
• Applied for and received grant funding for our Clarington Charges Forward
initiative, which saw the installation of outdoor charging stations for mobility
devices. These stations have been installed at various key locations throughout
the municipality
• Leading Equitable and Accessible Delivery (LEAD initiative) — this important
initiative has been undertaken in conjunction with the Abilities Centre. It focuses
on creating a diverse and inclusive workforce across our corporation.
• Introduction of organic waste recycling in our recreation facilities as part of the 4
R's strategic priority of Council. Facilities will maximize the volumes of waste that
will be redirected from landfill sites.
• Accessible mats for the three -stream waste and recycling receptacles have been
installed. These provide easy and accessible prompts for people with disabilities
to help them sort waste; they also help with visual impairments find the correct
receptacles
C arWou Budget 2022 1 84
• Working under strict Ministry of Health guidelines, including capacity restrictions,
our staff were able to offer several summer camps as well as operate our very
popular mobile playground program that visits a variety of local parks weekly to
offer activities to the community
• When permitted, staff were able to reopen our three indoor swimming pools and
offer public swimming and a limited lesson program
• When permitted, we were also able to re -open the fitness centre at Courtice
Community Complex and have enjoyed a steady increase in members returning
to the facility
• In the Fall, we reintroduced a variety of our skating programs, including shinny
hockey and public skating, as well as seeing an increased number of older adult
activities
The Community Services Department is looking forward to the opportunities that 2022
offers. Although we have prepared a budget that considers the ongoing impact of the
pandemic in some areas for the first six months of the year, we remain optimistic that a
return to pre -pandemic service levels will be achieved in the last six months of the year.
In addition to an expanded offering of programs and activities, as provincial restrictions
are relaxed, we will be working on a number of initiatives including the following:
• Subject to direction from Council, staff are prepared to move forward with the
next phase of our indoor recreation facility development plan, originally planned
for South Bowmanville
• Completion of other capital projects including renovations at Orono Public
Library; revised renovation plan for Shaw House (156 Church Street); and
subject to a successful funding application a major accessibility project for the
Municipal Administrative Centre
• Act as the lead department, working with Financial Services and others on the
Road Map to Sustainability Plan for Community Halls
• Our Customer Service team will play a pivotal role in the corporate -wide
customer service implementation strategy
• Post pandemic review of service delivery models considering alternatives to the
status quo to improve effectiveness and customer satisfaction
• Continue the work on the diversity and inclusion programs that were initiated in
2020/21, including reporting back to Council on recommendations to respond to
the Truth and Reconciliation Commission of Canada "Calls to Action"
• The Accessibility Coordinator will be leading a project on the development of
Universal Design Standards that, once adopted, will form a new standard for
municipal new construction and renovation projects with the goal of removal of
barriers impacting access to municipal buildings
C arWou Budget 2022 1 85
• In 2022, we will be working with our arena and hall board partners to introduce
organic waste recycling to better support the Municipality's waste diversion
objectives
2021 continued to be a very challenging year for the Community Services Department.
As the Province moved forward with the various stages of their Reopening Ontario Plan,
our staff, working within the provincial guidelines, proactively offered programs and
activities to the community, although in a much different way. In addition to the issues
the pandemic provided, the Department was able to accomplish much of our work plan
and move forward in several areas.
Following the corporate reorganization in 2020 additional work has been completed in
2021 to further refine the amalgamation of the accounts for Building Services, Tourism
and Accessibility reflected in the 2022 budget. With all municipal buildings in one
department, we are better positioned to plan our capital forecasts, manage our
infrastructure renewal program and have an in-house approach to various federal and
provincial infrastructure funding programs. Going forward it will be of increased
importance to leverage infrastructure funding to help offset the rising cost of repairs,
renewals and replacements.
Climate Actions
2021 Climate Actions
• Implementing an energy management system CCCAP action (CCCAP action
1.12)
• Ensure sunscreen and water are available to staff during outdoor summer events
(CCCAP action 2.2)
• Ensure staff access to rest areas (CCCAP action 2.5)
• Encourage weather -appropriate clothing for protection from extreme weather
conditions (CCCAP action 2.8)
2022 Climate Actions
• Encourage waste and recycling service providers to document GHG emissions
on invoices submitted to the municipality to help the municipality track its GHG
emissions more easily (CCCAP action 1.1)
• Consider building envelope upgrades, building automation and lighting upgrades
as part of all building renewal projects. (CCCAP action 1.2)
• Install/upgrade building automation systems (bas) and smart thermostats in
municipal buildings. (CCCAP action 1.3)
• Continue to convert all lighting in municipal buildings to energy -efficient LEDs
(CCCAP action 1.4)
C arWou Budget 2022 1 86
• Expedite actions outlined in the Energy Conservation Demand Management Plan
(CCCAP action 1.5)
• Explore offsetting the use of petroleum -based natural gas with renewable natural
gas in buildings through renewable natural gas purchasing agreements (CCCAP
action 1.6)
• Establish a policy to replace all appliances with energy star rated appliances
(CCCAP action 1.7)
• Conduct utility consumption audits in municipal facilities, beginning with buildings
with the highest potential for savings (CCCAP action 1.9)
• According to building assessments, continue to replace mechanical equipment
(boilers, chillers, air conditioning units) in remaining facilities with high efficiency.
(CCCAP action 1.11)
• Implement an energy management system (EMS) to track utility bills to monitor
energy consumption and GHG emissions, and inform building maintenance and
recommissioning (CCCAP action 1.12)
• Extend pool hours during extreme heat conditions (CCCAP action 2.1)
• Ensure water and sunscreen are available to staff during all municipal summer
outdoor events (CCCAP action 2.2)
• Allow outdoor events to be held at indoor rec. Facilities during extreme heat
events (CCCAP action 2.3)
• Design outdoor summer programing with consideration for extreme heat (CCCAP
action 2.4)
• Ensure staff have access to cooling rest areas for relief during extreme heat
(CCCAP action 2.5)
• Create/update workplace policies to mandate weather -appropriate clothing to
protect staff against extreme weather conditions, including heat, cold, windy and
wet conditions (CCCAP action 2.8)
• Explore credits instead of refunds for municipal programming cancelled by
extreme weather (CCCAP action 6.2)
• Establish partnerships with organizations whose facilities could be used during
extreme heat events (7.1)
C arWou Budget 2022 1 87
2022 New Staffing Approved
The 2022 final budget includes the approved request to upgrade of the Part-time
Customer Service Assistant Coordinator to a full-time position in the Community
Services Department. The estimated impact is $33,959, which includes benefits. Client
Services was created in 2018. Since that time, it has evolved as a key support to the
rest of the Department as it relates to registrations, facility permitting, POS transactions,
transfer and withdrawal support, and administration. As the other areas of the
department grow, so does the support provided by the Customer Services team.
The prime responsibility of the part-time position was to assist with the workload
associated with hiring, training, scheduling and supervision of the large number of part-
time customer service reps who staff the front desks in our recreation facilities. These
structural changes in the department have resulted in an increased demand for the
Customer Service Coordinator, resulting in the downloading of additional work to the
part-time assistant. Further, as part of the corporate reorganization, the outdoor field
allocation and permitting function has moved from Public Works to Community
Services; it is anticipated based on two years of restricted usage that in 2022 there will
be pent-up demand for sports field usage and this function will consume additional time
of the Community Services team.
In 2021, Community Services reduced the Tourism budget by $50,000. Those functions
were assumed by existing full-time clerical and part-time staff; the upgrade from part-
time to full-time will address the resourcing concerns and improve Community Services
outreach with community user groups. Looking into the next couple of years, the
approved Customer Service Review will require additional resources, which can be
assumed by this position, to train, consolidate and implement the recommendations of
the centralized customer service plan.
C arWou Budget 2022 1 88
Current Organizational Structure
Community Services Summary
G1arfttnn Budget 2022 1 89
Facilities
Manager
Building Facility
Services , Supervisors
Supervisor (2) (3)
Building Facility
ServicesIN Leadhands
Leadhands (2) (4)
Facility
Building Operators
Services (5) 11 (1 g)
HVAC Maintenance
Technician m (82)
Recreation
Manager
Aquatic
Recreation &
Older Adult
Coordinator
CoordinFitness ator
Coordinator
Aquatic
Recreation
Older Adult
Programmer
Programmer
Programmer
2 FT, 1 PT
(1 FT, 1 PT)
Aquatic
Recreation
Older Adult
Programs
Program
Programs
Fitness
Programmer
Fitness
Programs
Community
Development
Coordinator (2)
Customer
Services
Customer Service
Assistant
Coordinator
Lead
Customer
Service Rep
Customer
Service Rep
Client
Services
Manager
Recreation
S oftwa re
Clerk II (4)
Clerk I I
Tourism
Coordinator
Tourism
Programmer
Accessibility
Coordinator
Operating Budget
Budget Summary
2019
Actuals
020
Actuals
Description
090 PSAB
2020
Budget
Budget
Budget
Change
Revenue
Expenditures
$2,085,447
$2,085,100
Amortization Expense
$0
$0
$0
$0
130 Administration
Revenue
78,426
14,444
User Charges
63,500
21,500
43,500
22,000
Expenditures
871,860
758,801
Salaries, Wages & Benefits
958,743
928,606
958,416
29,810
60,756
30,711
Materials & Supplies
69,070
62,325
50,125
12,200
38,706
22,692
Contracted Services
0
0
0
0
686,028
762,863
Transfers from Res / RF / CAP Fund
816,700
1,273,700
1,734,200
460,500
250 Contributions
Revenue
0
1,735,533
Transfer between funds
0
0
2,399,282
2,399,282
Expenditures
420 Recreation Services Admin
Revenue
2,893
210
User Charges
1,230
1,230
1,230
0
C arWou Budget 2022 1 93
19
Actuals
2020
Actuals
Description
Expenditures
2020
Budget
2021
Budget
2022
Budget
Change
8879736
817,748
Salaries, Wages & Benefits
1,020,506
993,041
1,014,381
219340
22,852
13,956
Materials & Supplies
26,942
19,400
22,600
3,200
421 Facilities
Revenue
2,259,033
1,267,112
User Charges
2,357,646
1,969,479
2,205,200
235,721
Expenditures
49457,156
49045,223
Salaries, Wages & Benefits
4,5969252
4,3429760
4,5269850
184,090
3,297,451
2,774,836
Materials & Supplies
3,190,451
3,152,495
3,051,624
100,871
3839303
2529350
Contracted Services
297,259
317,107
634,788
317,681
29219,767
2,065,636
Debt Services (Principal and Interest
paid)
2,0659635
1,5149261
1,3819967
1329294
9549250
1,350,000
Transfers from Res / RF / CAP Fund
19250,000
1,144,050
360,000
7849050
423 Concessions
Revenue
43,206
79704
User Charges
669140
349990
389440
3,450
Expenditures
424 Aquatic Programs
Revenue
1,171,739
354,374
User Charges
1,172,741
776,373
798,800
22,427
Expenditures
850,225
437,705
Salaries, Wages & Benefits
912,481
705,749
854,403
148,654
58,323
13,808
Materials & Supplies
61,830
53,889
55,760
1,871
425 Fitness Programs
Revenue
515,987
197,416
User Charges
532,295
436,454
390,100
46,354
C arWon Budget 2022 1 94
19
Actuals
2020
Actuals
Description
2020
Budget
2021
Budget
2022
Budget
Change
Expenditures
350,309
185,468
Salaries, Wages & Benefits
364,173
305,547
295,348
10,199
17,716
8,963
Materials & Supplies
28,850
27,850
25,600
2,250
1,700
500
Rents/Financial Expenses
2,000
0
700
700
426 Recreation Programs
Revenue
550,463
99,986
User Charges
566,015
309,085
332,215
23,130
Expenditures
456,664
177,911
Salaries, Wages & Benefits
501,408
284,029
311,146
27,117
70,855
8,253
Materials & Supplies
68,830
37,580
42,300
4,720
50,121
13,838
Contracted Services
47,300
23,500
27,800
4,300
1,046
173
Rents/Financial Expenses
2,800
1,000
1,000
0
427 Community Development
Revenue
153,316
131,820
User Charges
191,903
164,650
138,600
26,050
Expenditures
4,752
502
Salaries, Wages & Benefits
8,448
76,209
84,146
7,937
175,546
140,904
Materials & Supplies
200,175
182,330
186,830
4,500
27,627
20,868
Contracted Services
34,700
43,000
43,000
0
428 55+ Active Adults
Revenue
127,296
52,189
User Charges
162,231
122,347
121,500
847
Expenditures
113,979
60,042
Salaries, Wages & Benefits
142,812
102,242
100,669
1,573
26,630
10,758
Materials & Supplies
25,400
12,600
10,300
2,300
C arWou Budget 2022 1 95
1 •
16,073
2020
3,665
Description
Contracted Services
U••-
16,550
lu get
5,500
2022
Budget•-
8,500
3,000
560
0
Rents/Financial Expenses
3,000
0
1,500
1,500
429 Customer Service
Revenue
16,268
22,439
User Charges
15,675
16,500
8,300
8,200
Expenditures
944,276
725,413
Salaries, Wages & Benefits
926,556
921,464
1,024,581
103,117
138,745
70,396
Materials & Supplies
132,736
93,146
90,200
2,946
430 Smallboards - Consolidated
Revenue
Expenditures
0
0
Contracted Services
0
0
17,000
17,000
431 Smallboards - Non -consolidated
Revenue
Expenditures
0
0
Contracted Services
0
0
19,500
19,500
440 Libraries
Revenue
Expenditures
6,457
2,990
Materials & Supplies
4,450
4,100
23,460
19,360
8,100
5,832
Contracted Services
7,350
6,915
14,657
7,742
78,146
78,342
Debt Services (Principal and Interest
aid)
78,342
78,466
78,702
236
450 Client Services
Revenue
C arWon Budget 2022 1 96
19
Actuals
2020
Actuals
Description
2020
Budget
2021
Budget
2022
Budget
Change
Expenditures
359,012
409,718
Salaries, Wages & Benefits
444,740
585,699
598,307
12,608
9,246
2,796
Materials & Supplies
12,840
17,650
16,800
850
451 Tourism
Revenue
(22,080)
0
User Charges
0
0
0
0
Expenditures
232,843
251,448
Salaries, Wages & Benefits
244,544
235,262
236,916
1,654
65,072
90,225
Materials & Supplies
80,750
66,500
65,800
(700
21,887
19,500
Contracted Services
32,085
24,250
21,000
3,250
460 Museum
Revenue
Expenditures
21,611
13,827
Materials & Supplies
17,800
18,700
19,600
900
6,577
8,744
Contracted Services
12,000
7,300
8,300
1,000
473 Community Grant Program
Revenue
Expenditures
60,000
58,850
External Transfers to Others
60,000
64,000
99,000
35,000
480 Municipal Sponsorships
Revenue
Expenditures
33,300
106,900
External Transfers to Others
35,000
35,000
0
(35,000)
'1 1
A M I= 1 1
I
77,118MU
• � 1 •1 •
'I 11
Claritgton Budget 2022 1 97
Budget Highlights
The following items highlight the 2022 budget for Community Services:
Administration
• Revenue increased by $22,000 to reflect expected return to pre -pandemic
advertising levels.
• Materials and Supplies decreased by $12,200, including reductions in office
supplies ($10,000), postage ($2,000) and nominal changes in phone and
memberships. The change reflects anticipated needs in 2022 and a hybrid
working arrangement.
Recreation Services Administration
• Materials and supplies nominal increase of $3,200 reflecting the allocation of
phone costs to the department ($1,100), and anticipated increase in travel costs
in 2022 as meetings and in -person training resumes.
Facilities
• Revenue increase of $235,700 results from an anticipated return to programming
in 2022. Assumptions have been that reduced capacity and demand will occur in
the first two quarters returning to a more stable level in the latter part of 2022.
• Materials and supplies overall decrease by $100,871 due to several nominal
changes at each facility. Differences greater than $10,000 include a reduction to
office equipment repairs at Courtice Community Centre ($13,460) and a
decrease in hydro at South Courtice Arena ($45,800).
• Contracted services increase by $317,700 due to an increase in snow clearing
contracts ($249,080), partly due to increase in contract cost, allocation of the
costs in cost centres, and additional anticipated needs due to operating hours
and locations.
• Reduction in debt services reflects the payment schedule for 2022 ($132,294).
Concessions
• Increase in revenues of $3,450 due to anticipated reopening of facilities during
2022.
Cl(V,W#O t Budget 2022 1 98
Aquatic Programs
• Increase in revenue relates to anticipated return to operations in 2022, partial
demand in the first half of the year, and increasing demand in the second half.
Increased revenue is $22,400.
• Materials and supplies increase of $1,900 reflects increased programming during
the year.
Fitness Programs
• Reduction in fitness programming revenue reflects anticipated demand during
the year. Of the $46,400 decrease in revenue, $49,400 relates to membership
revenue. It is anticipated that there will be increases in group fitness and squash
rentals in 2022.
• Materials and supplies decreased by $2,300, reflecting the decreased need for
supplies and equipment related to the programs planned for 2022.
• Rents and Financial Supplies relate to rental of outside facilities to provide
programming, including hall board locations, for a total of $700 which reflects
pre -pandemic levels.
Recreation Programs
• Increase in revenue of $23,100 includes the return of public skating, day camps,
summer camps and other programming that was reduced in 2020 and 2021,
subject to public health measures in place.
• Materials and supplies increase $4,700 related to anticipated programming levels
and required supplies to meet those programs.
• Contracted Services has increased $4,300, including contracted services for
summer camps ($5,000), assuming a return to camp programming in the
summer of 2022.
Community Development
• Decrease in revenue of $26,100 relates to eliminating the Sports Hall of Fame
event in 2022.
• Increase for materials and supplies of $4,500 is the net of a decrease in Hall of
Fame ($33,500 decrease) and required materials and supplies for the inclusion
services miscellaneous stores.
55+ Active Adults
• Decrease of $850 in revenue is based on several changes to programs each
nominal.
Glenn Budget 2022 1 99
• Decrease in materials and supplies relates to a reduction in special events
$2,300 based on anticipated public health measures and reduced
demand/capacity.
• Increase in contracted services of $3,000 for special events.
• Increase in rent/financial expenses of $1,500 is for external third -party facility
rentals for events, which would include events held at applicable hall boards.
Customer Service
• Decrease in revenue of $8,200 for merchandise sales, reduced capacity at
facilities has reduced demand.
• Materials and supplies decrease of $3,000 is the cost for the product that is sold
at facilities, related to the expected reduced sales revenue above.
Smallboards Consolidated
• This is a new sub -department for the hall boards that are consolidated within the
Municipality for winter control. Contracted services expense of $17,000 would
include Boards of Council such as the Tyrone Community Hall Board.
Smallboards Non -Consolidated
• This is a new sub -department for non -consolidated hall boards, such as the
Hampton Community Association. Contracted services expense of $19,500 is for
winter control costs for those boards that are not consolidated within the
Municipality, per the Community Group Roadmap approved in October 2021.
Libraries (Facilities)
• Materials and supplies increased $19,400, primarily related to repairs and
maintenance increases at both the Courtice Public Library location ($15,000) and
Newcastle Library location ($3,000).
• Contracted services have increased $7,700, including $4,900 for winter control at
the Newcastle Library and equipment maintenance of $1,100 at the Courtice
location.
• Debt services have increased by $200 based on the actual debt repayments for
the year on the Courtice Library debenture.
Client Services
• Materials and supplies have decreased $850, which includes a decrease of
$1,000 for travel based on anticipated needs in 2022.
Glawnff Budget 2022 1 100
Tourism
• Materials and supplies have decreased by $700, including the elimination of
building repairs ($6,000) and international branding ($5,000). Advertising
expenses have increased $5,300 and special events increased $5,000 based on
service delivery changes.
• Contracted services have decreased $3,250 related to design costs that have
been eliminated.
Museum (Facilities)
• Increase in materials and supplies is nominal and includes utility increases and
anticipated repair and maintenance costs for a total of $900.
• Contracted services increase of $1,000 includes contracts for fire equipment,
elevators and other miscellaneous contracts for the Sarah Jane Williams
building.
Community Grant Program
• External transfers to other of $35,000 have increased to consolidate the
sponsorship program into this program.
Municipal Sponsorships
• External transfers to other of $35,000 decrease relate to the transfer of funds to
the Community Grants Program.
C arWou Budget 2022 1 101
I
0
Nash R-d
BI or Street ip'
Fy
Highway
Clarington
Budget 2022 1 102
2022 Planning and Development Services Summary
Department Overview
The Planning and Development Services Department is responsible for managing the
growth of the Municipality. They develop planning policy, issue building permits and
provide specialized support (climate change, heritage, etc.), with a long-term focus on
the responsible management of our land and resources.
Core Activities
Community Planning: Responsible for planning policy including the official plan
and secondary plans. Manages review of commercial and mixed -use development
applications, community engagement and leads economic development for the
municipality.
Development Review: Oversees land use planning implementation, subdivision
review and approval, land division zoning and Committee of Adjustment. Respond to
general land use inquiries regarding the development potential of private property.
Building Division (Permits and Inspections): Responsible for issuing building,
renovation/addition and demolition permits and conducting building, structural,
plumbing and HVAC inspections. Interprets the Development Charges By-law and
Ontario Building Code.
Special projects: Manages municipal land acquisition and disposal, environmental
assessments affecting the Municipality, heritage, community improvement and
stewardship grant programs. Project management, mapping and geographic
information services for land use policy. Climate change and environmental
sustainability initiatives.
2021 Accomplishments and Success
Zone Clarington team prepared the second draft of regulations and mapping of
the rural area for presentation to Council and received direction from Council to
proceed with the project.
• Council approval of a Community Vision for Camp 30/Jury Lands and
complimentary Official Plan Amendment.
• Completed the Recreation Vehicle Study and provided recommendations as
input to Zone Clarington process for implementation.
C arWou Budget 2022 1 103
• Completion and adoption of Clarington Climate Change Action Plan and initiated
implementation through Inter -Departmental Working Group and via the EV fleet
and charging station implementation.
• Worked with the CAO's Office on a new service contract with the Clarington
Board of Trade (CBOT) where CBOT will focus on local business retention and
expansion and the Municipality will be responsible for the facilitation and
attraction of new businesses coming to the community. A new position of
Economic Development Coordinator (EDC) has been created within the newly
named Community Planning and Economic Development Division within the
Planning and Development Services Department. The EDC position will be
responsible for undertaking work related to economic development, including the
facilitation of the completion of an Economic Development Strategy for
Clarington.
• Streamlined the process for COVID-19 Community Improvement Plan grants.
Implementation of grants and goals of downtown Community Improvement Plans
via the completion of the Public Art projects and outdoor patio program.
• Initiated collaboration and discussion with Ministry and local industries on air
quality monitoring.
• Planning Inquiry Portal was created to track, monitor and reduce duplication of
effort between email and phone inquiries.
• Initiated population and employment projections to 2051 and commercial land
needs assessment as components of the Clarington Official Plan Review
• Developed local procedures to implement Provincial mandate that now permits
Additional Dwelling Units on most properties which is now being considered by
other municipalities as a best practice approach.
• Participated in and commented on the Region's Municipal Comprehensive
Review, including reviewing policy and technical papers, including Regional Land
Needs Assessment, Employment Land Conversions, and Urban Boundary
expansions.
• Managed multiple Secondary Plans, including holding of Public Information
Centers and Statutory Public Meetings resulting in Council adoption of two plans
(Brookhill Secondary Plan and Southwest Courtice Secondary Plan) and
approximately $4,000,000 being secured for the provision of affordable housing
in the community.
• Ongoing review of various development proposals located in hamlets,
neighbourhood centres, local corridors, gateways, as well as village and urban
centres.
Glenn Budget 2022 1 104
• Made recommendations on and/or approved various developments, including
low, medium and high -density residential developments, commercial and mixed -
use commercial/residential developments, and industrial developments.
• Received and processed over 400 new development applications ranging from
Official Plan Amendments, Zoning By-law Amendments, Plans of
Subdivision/Condominium, Site Plans, Land Divisions, Minor Variances,
Accessory Dwelling and Sign Permits. This also included over 70 Pre -
Consultation Applications to review and comment on potential future
development proposals, including a long-term care building.
• Expedited the implementation of E-PlanSoft for the electronic submission and
review of Building Permit Applications.
• Ordered six electric vehicles for Building Inspectors designed to reduce
greenhouse gas emissions and operating costs for the Corporation.
• Received and began processing over 1,100 Building Permit applications with
approximately $450 million total value.
• Over 1,200 permits issued with a value of approximately $300 million.
• Over 18,000 inspections completed.
Climate Actions
2022 Climate Actions
• Installation of 8 EV charge stations for fleet
• Onboarding of 6 EVS for building inspectors
• Investigate the feasibility of district energy incorporation into secondary plan
(CCCAP action 1.24)
• Update the Green Development Framework to include Climate Change
Considerations (CCCAP action 1.25)
• Update the Planning and Development Guidelines and Design Standards to align
with the Green Development Framework (CCCAP action 1.26)
• Complete implementation of the Green Development Program (CCCAP action
1.27)
• Establish beyond -code design standards for new buildings (CCCAP action 1.28)
• Review existing CIPs for program expansions supportive of energy efficiency
retrofits (CCCAP action 1.29)
• Work with Conservation Authorities to update flood mapping with latest climate
projections (CCCAP action 3.3)
clawnft Budget 2022 1 105
Review zoning regulations to promote ground water permeability (CCCAP action
4.9)
2022 New Staffing Approved
Full-time 14.0 1 One in Administration
One in Development Review
Two in Building Inspection
The Administration Division added a Clerk II to focus on the high volume of daily phone
calls and email inquiries coming into the department to provide timely customer service.
Based on data tracking customer inquiries, there is an estimated 1,100 planning -related
inquiries from residents, realtors, property owners/developers and home buyers in the
first 96 days of tracking. This position would allow for the appropriate time to answer
and process inquiries, follow up on responses and improve customer service. This
would take this function away from the Development Application Coordinators (DAC),
which frees up their time to process development applications and improves the
response times for applications. The position would further improve response timelines
by taking the clerical functions from the DACs, such as mail, filing, and bank deposits.
The new Senior Planner will focus on managing, processing, reviewing and providing
recommendations on all manner of development applications submitted by the
Municipality. Three of the eleven secondary plans are currently complete and awaiting
Region of Durham approval. Once approved, it is anticipated that development in these
areas will increase, resulting in the additional draft plan of subdivisions, zoning by-law
amendments, and other applications. Developers in the Courtice area secondary plans
are anxious to proceed and there is an expectation of timely responses from Staff which
will require additional resources. The expected increase in revenues offsets the cost of
the additional staff.
The Building Division added a Plans Examiner and a Building Inspector; these positions
are eligible to be covered by building permit revenues and are therefore not tax -levy
supported. The Building Division is required to meet certain legislated timeframes, with
existing and expected development meeting those timelines could become difficult
without increasing resourcing. With 13 secondary plans and recent changes to allow for
additional dwelling units and tiny homes, the demand for building inspectors is expected
to increase as housing development in Clarington increases.
C arWou Budget 2022 1 106
Director of
Development
Planning and Administrative Application
Development Assistant Co-ordinator (:
Services .1 A
Manager Clerk II
Manager Manager
Community Chief Building
Planning & Development Special y Official
Design Review Projects
Energy and Permit Clerk
Economic Climate Change (3)
Development Principal Response
Coordinator Planner (2) Coordinator
Principal Senior Senior Senior Plans Senior Plumbing/
Building Mechanical
Planner Planner InsDector Examiner Inspector
Senior Senior Building Plans Plumbing /
Planner (2) Planner (2) + Planner II Inspectors (2) Examiners (2) Mechanical
Planner II (3)
Planner I
(Contract)
Project Manager
— Community
Planning Policy
Planner II (2)
Planner 1(2)
Planner I
GIS
Technologist
GIS
Technician I
Operating Budget
Budget Summary
2019
Actuals
020
Actuals
Description
000 Unassigned
2020
Budget
Budget
Budget
Change
Revenue
Expenditures
$2,184
$4,392
Salaries, Wages & Benefits
$4,127
$4,221
$6,710
$2,489
139,146
177,628
Materials & Supplies
234,750
234,750
251,250
16,500
696,728
634,717
Transfers from Res / RF / CAP Fund
634,717
640,375
646,075
5,700
090 PSAB
Revenue
Expenditures
2,863
2,863
Amortization Expense
0
0
0
0
130 Administration
Revenue
652,118
660,160
User Charges
862,300
1,114,991
1,256,800
141,809
Expenditures
3,032,418
3,082,234
Salaries, Wages & Benefits
3,231,772
3,632,851
3,715,514
82,663
99,000
57,356
Materials & Supplies
115,750
109,550
113,350
3,800
161,570
69,830
Contracted Services
246,000
946,000
241,000
705,000
426,592
678,164
Transfers from Res / RF / CAP Fund
12,500
12,500
12,500
0
C arWou Budget 2022 1 108
19
Actuals
2020
Actuals
Description
250 Contributions
2020
Budget
2021
Budget
2022
Budget
Change
Revenue
465,089
336,717
Transfer between funds
0
0
420,716
420,716
Expenditures
321 Building Inspection
Revenue
2,194,711
2,496,222
User Charges
1,554,032
1,769,500
1,774,500
5,000
0
0
Fines/Penalties on Interest
500
500
500
0
Expenditures
1,285,583
1,254,155
Salaries, Wages & Benefits
1,329,648
1,249,151
1,570,538
321,387
88,800
67,342
Materials & Supplies
102,930
101,215
102,400
1,185
134,059
23,181
Contracted Services
199,000
199,000
304,500
105,500
0
224,225
Transfers from Res / RF / CAP Fund
0
227,950
0
227,950
385 Environmental
Revenue
1,170
585
User Charges
0
0
1,170
1,170
Expenditures
0
0
Contracted Services
123,695
0
0
0
430 Smallboards - Consolidated
Revenue
Expenditures
1,465
70
Materials & Supplies
1,500
1,500
1,500
0
C arWon Budget 2022 1 109
1•
2020
2021
Budget
2022
Budget
Change
502 Development Review
Revenue
1,671,983
988,768
User Charges
0
0
0
0
Expenditures
34,091
43,656
Materials & Supplies
0
0
0
0
1,347,250
1,104,054
Contracted Services
0
0
0
0
550 Economic Development
Revenue
Expenditures
0
0
Salaries, Wages & Benefits
0
0
120,370
120,370
0
0
Materials & Supplies
0
0
1,000
1,000
0
0
..
Contracted Services
0
0
$..($516,051)
325,000
325,000
C arWon Budget 2022 1 110
Budget Highlights
The following items highlight the 2022 budget for Planning and Development Services:
Unassigned
• Materials and supplies increase of $16,500 includes an additional $11,500 to the
Heritage Incentive Grant for a total grant of $18,000 and, an increase of $5,000
which relates to the environmental stewardship programs; this relates to the
added cost of trees for rural roads
Administration
• Revenue increase of $141,800 is based on a review of revenue levels over the
past five years and anticipated projects in 2022. It is expected that official plan
amendments and rezoning requests will increase by approximately $80,000
each, $50,000 for subdivision application fees and $30,000 for site plans.
Planning coordination fees will decrease by $112,791; other revenues will
change nominally.
• Materials and supplies increase of $3,800 includes $3,000 for furniture and
equipment related to staffing needs and established $1,000 for climate change
coordinator travel and miscellaneous expenses.
• Contracted services decrease of $705,000 mainly relates to the 2021 budget of
$900,000 for the official plan that is going to be undertaken; those funds are
being carried over. In 2022, general consulting increased by $145,000 of which
$25,000 related to heritage properties and air quality review and $120,000 for
expediting the Courtice Waterfront Design Study identified in the 2020
Development Charges Background Study. This study is funded from the
Development Charges- General Government Reserve Fund or, if not sufficient,
that Staff work with local developers on a front -ending agreement to fund the
Study. A $50,000 increase for a new separate account specifically for climate
change -related consulting and the implementation of the CCCAP.
Building Inspection
• Building inspection revenue includes an expected increase in pool permits,
based on demand, for $5,000.
• Materials and supplies increase of $1,200 includes increased memberships and
decreased office supplies and books in nominal amounts.
• Contracted services increase of $105,500 relates to consulting fees anticipated
as a result of specialized development as well as professional fees expected.
(INWOO 1 Budget 2022 1 111
Environmental
• Increase relates to lease revenue of $1,200.
Economic Development
• Newly established sub -department of Planning and Development Services.
• Materials and supplies provide a base level budget for the economic
development staff $1,000
• Contracted services of $325,000 relate to the contract with CBOT, which was
previously in the Office of the CAO.
C arWon Budget 2022 1 112
CjarWon Budget 2022 1 113
2022 Emergency and Fire Services Summary
Department Overview
Clarington Emergency and Fire Services provide professional and highly trained
emergency response, education and fire prevention services to all residents. Clarington
has a composite department made up of full-time and volunteer firefighters.
Along with emergency response, the department performs various tasks to ensure
public safety, including fire prevention inspections, issuing permits and public education
programs.
Core Activities
Fire Prevention: Responsible for various functions with one goal in mind: creating a
fire -safe community. These functions are implemented through public education
programs and fire inspections. Clarington strives to educate the public about fire
safety through various education programs, hall tours and community events,
and provide safety lectures and fire safety training to families, community groups,
schools, clubs, and businesses throughout the municipality.
Fire Suppression: Firefighters respond to various situations: medical calls, motor
vehicle accidents, check calls, fire calls, specialized rescue calls such as water
and ice rescues, rope rescue situations and others. To complete these tasks Fire
Services has a variety of tools such as extrication tools (i.e. the Jaws of Life),
defibrillators, specialized saws, rope equipment and fans. All this equipment
assists in providing an effective response in suppression.
Maintenance Division: Provides Self -Contained Breathing Apparatus (SCBA) fit
testing, repairs and maintains the SCBA and other personal protective equipment
used by the department.
2021 Accomplishments and Success
• Adopted Automated Dispatch System alerting staff of a pending emergency call.
It is anticipated that turn out times will reduce.
• As part of our cancer reduction strategy, an SCBA decontamination washer was
purchased through a Firehouse Subs grant.
• Implementing a Mobile Data Terminal (MDT) for seamless communication of
emergency call data, GPS routing and aid with incident command tasks
• Developed a fire officer development program to prepare staff to assume
leadership roles. Provided technical training in pump operations and auto
extrication to address our community risks.
C arWon Budget 2022 1 114
Climate Actions
2021 Actions
• Installation of 2 EV charge stations at fire hall one
• Onboarding of 2 EV fleet vehicles
2022 New Staffing Approved
Full-time 1 5.0 1 Four positions in Fire Suppression
One position in Training
The Clarington Emergency and Fire Services recently completed the Fire Master Plan,
highlighting several areas for staffing efficiencies within the service.
It was recommended that the existing four Platoon Chiefs be removed from the
apparatus to provide supervision across all stations during their shift. The current
service delivery model has the Platoon Chief included on the apparatus at Station 1 as
one of the four personnel assigned to the vehicle; the Fire Master Plan has identified
that this limits the Platoon Chief's ability to supervise, train and provide support to fire
prevention activities at other stations as they are required to respond to calls as part of
the crew. By removing the Platoon Chief, they are better able to supervise or attend
other calls throughout the Municipality, providing leadership and support as required.
Included in the budget are funds to increase the number of Captains from eight to 12;
this is simply an incremental increase for those four existing firefighters. Further, four
probationary officers have been included to back -fill the promotions.
The revised staffing level would see four platoon chiefs (currently four), twelve captains
(currently eight) and 48 suppression firefighters (currently 48). This would be required to
maintain the existing four per truck level once the Platoon Chiefs are removed from the
apparatus. Operational efficiencies are identified in the Fire Master Plan and include
benefits to suppression, prevention, training and community outreach initiatives that the
Service provides.
In addition to the suppression personnel, an additional Training Officer is to be hired.
This position will improve the Municipality's ratio of trainer to firefighter, ensure
consistent training, reduce overtime, and ensure that the Service receives the required
training program as mandated by the Province. Currently, one Training Officer provides
support to both full-time and part-time firefighters.
$150,000 of the total cost for the new positions and promotions will be funded by the
Future Staffing Reserve Fund.
C arWon Budget 2022 1 115
Platoon Chiefs Volunteer
District Chiefs
(4) 0 IS)
suppression Volunteer
Captai ns
�xistino +4 new) Captains (20)
Suppression ■ Volunteer
Firefighters (48) Firefighters
Director of
Emergency Administrative
Services / Fire Assistant
Chief
Clerk II (2)
Deputy Fire
Chief (2)
Chief Fire Chief Fire
Mechanical Prevention
Technician Training Officer Officer
Training Officer . Fire Prevention
(1 existing + 1 Officer
Fire Prevention
Inspectors (3)
Operating Budget
Budget Summary
2019
Actuals
020
Actuals
Description
090 PSAB
2020
Budget
Budget
Budget
Change
Revenue
Expenditures
$984,765
$1,020,653
Amortization Expense
$0
$0
$0
$0
130 Administration
Revenue
240,751
421,088
User Charges
105,000
115,000
115,000
0
Expenditures
927,665
1,002,763
Salaries, Wages & Benefits
940,149
958,880
966,524
7,644
188,937
173,253
Materials & Supplies
239,650
234,050
234,350
300
10,000
6,250
External Transfers to Others
10,000
10,000
10,000
0
841,189
776,488
Transfers from Res / RF / CAP Fund
553,925
637,500
537,000
(100,500)
250 Contributions
Revenue
0
1,500
Transfer between funds
0
0
150,000
150,000
Expenditures
280 Fire Prevention
Revenue
CiarWou Budget 2022 1 117
19
Actuals
47,793
2020
Actuals
12,159
Description
User Charges
2020
Budget
45,000
2021
Budget
44,500
2022
Budget
44,500
Change
0
Expenditures
677,210
727,448
Salaries, Wages & Benefits
735,643
796,825
807,229
10,404
37,240
17,037
Materials & Supplies
46,500
45,000
45,000
0
0
0
Contracted Services
92,700
1,000
1,000
0
281 Fire Suppression
Revenue
Expenditures
8,183,352
8,309,860
Salaries, Wages & Benefits
8,443,560
8,634,223
9,256,480
622,257
56,116
62,663
Materials & Supplies
92,500
90,000
90,000
0
69,073
71,714
Contracted Services
70,000
80,000
80,000
0
282 Fire Train/Technical Support
Revenue
Expenditures
379,914
398,238
Salaries, Wages & Benefits
350,680
364,141
509,092
144,951
5,816
3,628
Materials & Supplies
6,500
6,500
6,500
0
283 Fire Communication
Revenue
Expenditures
610,416
645,642
Contracted Services
587,000
623,000
637,000
14,000
284 Fire Mechanical
Revenue
C arWon Budget 2022 1 118
19
Actuals
2020
Actuals
Description
Expenditures
2020
Budget
2021
Budget
2022
Budget
Change
116,459
76,503
Materials & Supplies
120,000
115,000
105,000
10,000
285 All Stations - P/T Administration
Revenue
Expenditures
984,013
895,619
Salaries, Wages & Benefits
867,380
865,215
881,759
16,544
33,566
49,243
Materials & Supplies
45,700
46,700
53,700
7,000
4,918
9,070
Contracted Services
6,500
6,500
23,400
16,900
286 Municipal Emergency Measures
Revenue
10,000
0
User Charges
10,000
10,000
10,000
0
Expenditures
27,251
21,339
Materials & Supplies
26,950
26,950
5,950
21,000
0
0
Contracted Services
0
5,000
0
5,000
287 Mechanical Technical Support
Revenue
Expenditures
136,856
$13,976,212•
137,166
• 1
Salaries, Wages & Benefits
Total1
135,524
:.
147,042
1 .
140,683
$14,071,167$547,141
(6,359)
C arWon Budget 2022 1 119
Budget Highlights
The following items highlight the 2022 budget for Emergency and Fire Services:
Administration
• Nominal change to Materials and Supplies includes reductions to travel and
memberships while increases to office supplies, water/wastewater and postage
for a net increase of $300.
Fire Communication
• Increase to Contracted Services of $14,000 relates to radio equipment and would
include the operating costs for additional radios and the onboard management
systems.
Fire Mechanical
• Reduction of $10,000 in Materials and Supplies relates to vehicle repairs and
maintenance and is based on anticipated needs for the fleet.
All Stations — Part -Time Administration
• Increase in Materials and Supplies relates to building maintenance and repairs
for the volunteer halls of $7,000 based on anticipated needs for these facilities in
2022.
• Contracted Services has increased $16,900 for repairs and maintenance of the
halls, including the cleaning requirements for the facilities that are currently at an
increased level due to COVID-19 protocols.
Municipal Emergency Measures
• Materials and supplies have decreased $21,000 based on anticipated
reallocation of phone and fax lines
• Contracted Services has decreased $5,000 related to the MOU with OPG.
Cl(V,W#O t Budget 2022 1 120
Clarington
Public Library
and Museums
101
4ft rr,�aTATAT.
Clarington Public Library, Museums and Archives
Clarington Public Library, Museums and Archives enhances the community's cultural,
educational, and economic well-being. The Library, Museums & Archives are an active
connector for cultural and social interaction and learning and a leader in creating new
community partnerships.
Library services are comprised of:
• Lending collections (including books, DVDs, magazines, video games,
audiobooks, loanable technology including WIFI hotspots)
• Online resources including e-books, digital audiobooks & e-magazines
• Children's literacy programs
• Educational workshops and life-long learning
• Computer access and Wi-Fi hotspots
• Quiet study space & access to teleconferencing
• Outreach services for non-profit community partners
The Library provides service through four branch locations:
• Bowmanville
• Courtice
• Newcastle
• Orono
Museums and Archives services are comprised of:
• Artifacts and other objects of local cultural or historical significance
• Archives of correspondence, letters, diaries, memoranda, minutes, business
records, reports, plans, photographs, negatives, film, audio and videotapes, and
publications
• Resources and programs pertain to local heritage to support public study,
education, and genealogical research
The Museums provides services through three locations:
• Sarah Jane Williams Heritage Centre
• Waverley Place
• Clarke School House
Glenn Budget 2022 1 122
The Clarington Public Library Board oversees the strategic direction of the Library,
Museums & Archives under the provisions of the Public Libraries Act and the Standards
for Community Museums in Ontario.
Historical Funding
Historical Funding for Clarington Public Library
$3,300,000
$3,250,000
$3,200,000
$3,150,000
$3,100,000
$3,050,000
$3,000,000
$2,950,000
2018 award 2019 award 2020 award 2021 award 2022 award
■ Clarington Library
$330,000
$320,000
$310,000
$300,000
$290,000
$280,000
$270,000
$260,000
Historical Funding for Museum
d 1 1
2018 award 2019 award 2020 award
■ Clarington Museum
2021 award 2022 award
Gl(V,Wnll Budget 2022 1 123
Operating Budget
Budget Summary
2019
Actuals
020
Actuals
Description
440 Libraries
2020
Budget
Budget
Budget
Change
Expenditures
$0
$0
Materials & supplies
$0
$0
$12,750
$12,750
0
0
Contracted Services
0
0
4,250
4,250
3,368,585
3,593,122
External transfers to others
3,201,357
3,201,357
3,265,384
64,027
194,176
70,000
Transfers from Res / RF / Cap Fund
234,176
150,000
110,000
40,000)
460 Museum
Expenditures
308,080
314,242
External transfers to others
314,242
314,242
317,699
3,457
6,000
6,000
Transfers from Res / RF / Cap Fund
6,000
6,000
6,000
0
CiarWou Budget 2022 1 124
Budget Highlights
The following items highlight the 2022 budget for the Clarington Public Library and
Museums:
The request for the Clarington Public Library, Museum & Archives represents a
1.92 per cent increase, which is below the 3.30 per cent target set by Council.
The budget has been presented to and approved by the Clarington Public Library
Board and the Clarington Museum and Archives Advisory Committee.
Materials and Supplies expenses of $12,750 is new in 2022. The costs are a
reallocation from the Community Services department for financial reporting
purposes
• Contracted Services expense of $4,250 is new in 2022. The costs are a
reallocation from Community Services department for financial reporting
purposes
CjarWon Budget 2022 1 125
.. � .1 1�
"Amm, -- --
, N, .
Arts and Culture
Arts and Culture Overview
The Visual Arts Centre of Clarington is a not -for -profit charitable organization that
nurtures the cultural development of Clarington by encouraging creativity through arts
education, exhibition, and promotion.
The operating budget for the Visual Arts Centre in the Municipality of Clarington's
annual contribution to this organization.
Historical Contribution
230,000
225,000
220,000
215,000
210,000
205,000
200,000
Fiscal Support for External Agencies
2017 to 2022
Total
■ 2017 Award ■ 2018 Award ■ 2019 Award ■ 2020 Award ■ 2021 Award ■ 2022 Award
C arWon Budget 2022 1 127
Operating Budget
Budget Summary
Budget Highlights
The following items highlight the 2022 budget for the Visual Arts Centre:
• This request is within the 3.3 per cent target and provides ongoing support for
programs at the Visual Arts Centre.
The Visual Arts Centre (VAC) budget was reduced by $2,000 to reflect a prior
Council decision to provide funding for winter control to hall boards. As this cost
is included elsewhere in the budget it was not required as part of the operating
grant.
C arWon Budget 2022 1 128
FFF,-
CjarWon
Budget 2022 129
External Agencies Overview
External agencies operate outside of the Municipality's operational functions and are not
consolidated into the Municipality's financial statements for reporting purposes. The
operating grants provided to these organizations are presented below:
$400,000
$350,000
$300,000
$250,000
$200,000
$150,000
$100,000
$50,000
$0
Fiscal Support for External Agencies
2017 to 2022
1111
Firehouse Youth Community Care Bowmanville Older Newcastle
Centre Durham Adults Community Hall
■ 2017 award ■ 2018 award ■ 2019 award ■ 2020 award ■ 2021 award
III 1 1
Grandview Clarington Hospice
Children's Centre
2022 request ■ 2022 award
C arWon Budget 2022 1 130
Operating Budget
Budget Summary
2019
020
2020
Actuals
Actuals
Description
Budget
Budget
Budget
Change
250 Contributions
Revenue
$0
$4,500
Transfer between funds
$0
$0
$23,900
$23,900
474 Mun. Grants - others
Expenditures
673,531
738,662
External transfers to others
734,162
915,557
736,503
179,054
C aiou Budget 2022 1 131
Budget Highlights
The following items highlight the 2022 budget for the external agencies:
Unassigned
Firehouse Youth Centre (John Howard Society) asked for an increase of $12,252
(1.36 per cent) to $348,540. During council deliberations the grant request was
reduced by $58,699 to $289,841. The Firehouse Youth Centre will continue to
operate three youth centres in Clarington (Bowmanville, Courtice and Newcastle)
in 2022.
Community Care Durham - Clarington is requesting a decrease of $1,420 (-2.6
per cent) to $52,580.
Bowmanville Older Adults is requesting an increase of $10,513 (3.3 per cent) to
$329,082.
Newcastle Community Hall is requesting $45,000. In 2021, per the guideline an
adjustment of $51,340 was granted and included in the overall budget to bring
the grant from to $20,360 to $71,700. The extraordinary request from the Hall
resulted from anticipated revenue losses for the year due to COVID-19 impacts
on rentals. In 2022, included in the operating budget is $21,100, $23,927 was on
the "B list". An increase of $23,900 was approved by Council for a total of grant
of $45,000 to match their request.
Grandview Children's Centre is the fourth year of a five-year commitment
towards their capital program for a new facility that serves the Region of Durham,
including the Municipality of Clarington. The total request is $100,000.
• Clarington Hospice- one-time funding in 2021 of $115,000 was approved to
provide funding equal to the hospice's development charges for the upcoming
location in Newcastle.
C arWou Budget 2022 1 132
I
Clarinnn Budget 2022 1 133
Long-term Debt Introduction
The Municipality of Clarington currently has external debt, issued by the Region of
Durham (the Region), related to capital infrastructure. The Province of Ontario limits
municipal debt based on a maximum percentage of revenues that may be used to
service the debt costs annually. Debt servicing costs include interest and principal
payments and are currently limited to 25 per cent of the municipality's net own source
revenues.
Annual Repayment Limit
The Province of Ontario annually provides municipalities with the Annual Repayment
Limit (ARL), the Municipality's calculation of revenues and debt servicing costs. For the
year 2021, the Municipality of Clarington's ARL statement indicates that it has a
repayment limit of approximately $22,195,127 with available space of roughly
$19,355,400.
As a percentage of net revenues, the Municipality's debt servicing costs are not
projected to exceed the ARL in 2022. Council adopted a Debt Management Policy in
2021 that outlined the roles, rules, and processes of issuing debt. The Municipality
established a threshold of 10 per cent of own source revenue for debt, which is less
than the 25 per cent legislated threshold.
The Municipality's 2022 ARL statement has not been provided to the Municipality at the
time of writing. It is expected to be higher than the 2021 limit as tax revenues increased
and no additional debt was issued during 2021.
Existing Debt
The Municipality currently has external debt, issued through the Region, related to:
• Bowmanville Indoor Soccer- maturing in 2024, this debt was for constructing
the Bowmanville Indoor Soccer facility and is funded primarily through
development charges.
• Diane Hamre Recreation Complex- maturing in 2022, this debt was for the
construction of the Diane Hamre Recreation Complex and is primarily funded
through development charges.
• Green Road- maturing in 2029, this debt was for the grade separation of the
railroad track and Green Road. This debt is development charge funded.
• Courtice Library- maturing in 2031, this debt was for the Courtice Branch of the
Clarington Public Library. This debt is primarily development charge funded.
• Rickard Recreation Centre Improvements- maturing in 2032, this debt was
renovations at the RRC, including replacing Pad A arena floor, roof replacement
C arWou Budget 2022 1 134
and repainting. This debt is tax levy funded. Municipal Administration Centre
Improvements- maturing in 2032, this debt was various renovations including
main boiler replacement, roof replacement, accessibility improvements,
audiovisual system updating, lighting retrofits and building security. This debt is
tax levy funded.
The following chart shows the projected ending balances for the existing external
debentures:
Total Ending Balance for Long Term Debt
2021 to 2033
10,000,000
8,000,000
6,000,000
4,000,000
2,000,000 ' ' ■ - —
titi yti y'' ti� y`' " tiy� " tido �0 3ti 3ti
,yo T T ,yo ,yo ,yo ,yo ,yo ,yo 'p yo yo yo
■ Total
The following table summarizes the debt servicing costs for the existing debt for the
taxation year 2022:
PrincipalTotal
Debt
Loan
Payments
Payments
Costs
Bowmanville Indoor Soccer
$151,000
$14,783
$165,783
Diane Hamre Recreation Centre
1,000,000
23,750
1,023,750
Green Road
422,000
130,820
552,820
Courtice Library
63,000
15,702
78,702
Rickard Recreation Centre
Improvements
61,284
23,000
84,284
Municipal Administration Centre
Improvements
78,638
29,512
108,151
Total
•
-•0
The following chart shows the debt servicing costs for the Municipality with legislated
ARL for the years 2022 to 2033:
Clarlwnff Budget 2022 1 135
25,000,000
20,000,000
15,000,000
10,000,000
5,000,000
Debt Servicing Costs vs Annual Repayment Limit 2021 to
2033
2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033
� Total Annual Repayment Limit (2021)
New Debt
The Municipality of Clarington is proposing new long-term debt be undertaken in 2022.
Three recreation projects will be funded through debentures: Orono arena renovations,
Newcastle arena renovations and a new South Bowmanville Recreation Centre. The
three projects will require approximately $67.5 million in debenture funding and will
extend the useful life of both the Newcastle and Orono arenas by approximately ten
years as well as build a new recreation centre that will include two arenas, a pool and
other recreational amenities in the South Bowmanville area.
Conclusion
The Municipality of Clarington is within the statutory limit for debt servicing costs as
mandated by the Province of Ontario. The Municipality carries a relatively low debt load
funded mainly from development charges as the debt relates to growth -related capital
projects.
While reliance on debt is anticipated to increase in the coming years as growth -related
capital infrastructure is built, there may need consideration for long-lived replacements
being funded from debt, if appropriate. This will be the focus of the new debt
management policy being developed.
C arWon Budget 2022 1 136
Clarinnn Budget 2022 1 137
Capital Budget Introduction
A municipality's capital budget outlines the investment it will make for the year in the
creation, purchase, repair and rehabilitation of the assets that it uses to provide
services.
Infrastructure is the single largest investment that the Corporation makes and forms the
foundation of our services to stakeholders. Without infrastructure investment, economic,
population and service growth cannot occur or be sustained.
Infrastructure is costly to build, renew or replace and often takes years to plan, design
and complete. This investment of resources ensures that the Municipality can provide
services at the levels that our taxpayers have come to expect. Due to the timing
required to plan, purchase/build and operate assets, it is essential to take a long-term
view and plan accordingly.
Clarington's capital budget sets funding for:
Capital assets: The physical items that the Municipality owns or controls that
have some form of financial value, for example, the Diane Hamre Recreation
Centre; and
Municipal Infrastructure: The equipment and systems that provide the
Municipality with roads, bridges, culverts, stormwater systems, and recreation
facilities.
As further development occurs, the capital budget will become a well scheduled
process, relying heavily on the asset management plans of a municipality to help make
decisions regarding project priorities and timing.
Many municipalities face an infrastructure gap/deficit, the difference between the work
that needs to be done to keep municipal assets and infrastructure in good working
condition, and the funds available to do so. The realization of this gap has led to various
asset management changes, the most recent of which is Ontario Regulation 588/17.
Under Ontario Regulation 588/17, all Ontario municipalities are required to have:
A strategic asset management policy by July 1, 2019, reviewed and updated at
least every five years (completed).
• An asset management plan for water, wastewater, storm, roads, bridges and
culverts by July 1, 2022; and
• An asset management plan for buildings, machinery and equipment, land
improvements and vehicles by July 1, 2023
The Municipality is working towards the development of asset management plans to
meet the regulation's requirements.
C arWon Budget 2022 1 138
The following chart breaks down the cost of assets owned by the Municipality at
December 31, 2020; this chart shows that over half of the assets owned by the
Municipality relate to roads
Cost of Assets 2020
Roads & Related
Equipment 1 1%
Fleet = 3%
Buildings 14%
Land Improvements 5%
Land - 10%
Storm Sewers 14%
0% 10% 20% 30%
Summary of 2022 Capital Budget
53%
Each year, the Municipality budgets for capital projects could be as simple as
purchasing a piece of equipment or as complex as constructing a bridge. Funding for
these projects comes from various sources, such as tax levy, development charges,
external grants, or debt. The 2022 capital budget proposes an investment of
approximately $23,538,990 in assets used to provide services to taxpayers.
Sources of Financing
The following chart shows the breakdown for source of funding for the 2022 Capital
Budget. The three largest sources of financing are tax levy, development charges and
reserve funds.
C arWou Budget 2022 1 139
Sources of Funding - 2022 Capital Budget
$ 12,000,000
$ 10,000,000
$ 8,000,000
$ 6,000,000
$ 4,000,000
$ 2,000,000
Tax Levy External Reserves
Financing
2022 Capital Budget $ 8,303,871 $ - $ 646,765
Reserve Funds Development
Charges
$ 12,233,254 $ 10,389,100
Over the past ten years the Municipality has seen a continuing increase in the tax levy
support for the capital budget. This increase has often been higher than the overall
municipal tax levy increase. The tax levy support for capital over the past ten years is
shown below:
$9,000,000
$8,000,000
$7,000,000
$6,000,000
$5,000,000
$4,000,000
$3,000,000
$2,000,000
$1,000,000
01
Tax Support for Capital Budget
2013 to 2022
2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
C arWon Budget 2022 1 140
The Municipality's capital budget primarily reflects hard infrastructure assets such as
roads, bridges and buildings. The Departmental summary of the total cost for the 2022
budget is as follows:
�Department
Legislative Services
$50,000
Financial Services
359,500
Emergency and Fire Services
197,000
Public Works
27,134,575
Community Services
70,203,550
Planning and Development Services
762,840
Libraries/Museums
323,075
Total C A
The Municipality's 2022 capital budget by department is summarized as follows:
Department-
Reserves
Reserve
Development
Deb
Funds
Charges
Legislative Services
$0
$0
$50,000
$0
$0
Financial Services
203,500
0
156,000
0
0
Emergency and Fire
Services
137,000
0
60,000
0
0
Public Works
6,504,796
375,000
10,108,754
10,146,025
0
Community Services
732,500
200,000
1,813,500
0
67,457,550
Planning and Development
Services
646,075
71,765
45,000
0
0
Libraries/Museums
80,000
0
0
243,075
0
$8,303,871
$646,765
$12,233,254
$1 : • 11
$67,457,550
Claritgon Budget 2022 1 141
Capital Projects 2022
The Municipality of Clarington's capital projects vary in size and complexity from
replacing computer hardware to the complete reconstruction of segments of road -
related infrastructure.
A project may be completed with a single budget year, while larger infrastructure
projects span multiple years. The funding sources for capital projects include grants
from the Province of Ontario and the Government of Canada, development charges,
reserves and reserve funds, tax levy and debt.
Legislative Services
Legislative Services capital requests include:
• Replacement for 2012 Ford Escape (fleet ID #12-028) with an electric vehicle (as
per new policy)
Financial Services
Financial Services includes the corporate information technology requests for 2022.
• Priorities have been identified to achieve the objectives of the IT Steering
Committee and the IT Strategic Plan.
Glawnft Budget 2022 1 142
Emergency and Fire Services
Emergency and Fire Services has requests from Fire Suppression and Fleet divisions:
- •
ax LevyFunds
•-
Self -containing breathing
$40,000
$0
$0
$0
$0
apparatus
Bunker gear
$67,500
$0
$0
$0
$0
Leather bunker boots
$10,000
$0
$0
$0
$0
Fitness equipment
$3,500
$0
$0
$0
$0
Voice Enunciators
$6,000
$0
$0
$0
$0
Training aids
$10,000
$0
$0
$0
$0
Car 14 replacement
$0
$0
$60,000
$0
$0
Fire Suppression
• Replacing expired self -containing breathing apparatus (S.C.B.A)
• Replace 15 sets of worn bunker gear (over 10 years old) @ $2,000 = $30,000
and supply 15 new recruits with full PPE (helmet, balaclava, bunker gear, boots,
gloves) @ $2,500 = $37,500
• Replace existing worn-out leather bunker boots. Boots last approximately five
years. Price is approximately $500/pair
• Functional Firefighter Fitness Equipment
• Voice Audio Box for Automatic Dispatch for three full-time stations ($2,000 each)
• Props to be used for training purposes, for example, RIT PAKS, search lines,
struts, decon packs, high -risk rise kits, hydrant bags, mannequin
Fleet
• Replace 2012 Ford 4 x 4 training division vehicle (Fleet ID #52), with an electric
vehicle as per new policy Asset #679
Glf' nR Budget 2022 1 143
Public Works
Public Works capital requests include general engineering, street -lighting, parks,
bridges, roads and structures, sidewalks and walkways, traffic signals, erosion
protection and stormwater management:
. -
-
Reserves-•
ChargesFunds
Parking Lot Resurfacing
Program
$0
$0
$200,000
$0
$0
Hampton Depot
Infrastructure Improvements
74,000
0
0
0
0
Street Light Installation -
Various
100,000
0
0
0
0
Bowmanville Ave
Streetlighting (Baseline Rd
to Aspen Springs Dr)
0
0
0
330,000
0
Bowmanville Ave and Conc
Rd 8 Streetlighting
0
0
20,000
0
0
Liberty St (Reg Rd 14)
Streetlighting - Longworth to
Conc Rd 3
0
0
187,000
0
0
Various Park Upgrades
305,000
0
350,000
0
0
Brookhill Parkette
0
0
0
300,000
0
Soper Creek Trail Phase 3
0
0
0
325,000
0
Penfound Park Upgrades
75,000
0
0
0
0
Lion's Trail Rehabilitation,
Newcastle
280,000
0
0
0
0
Clarington Fields Upgrade
105,000
0
0
0
0
Optimist Park - Replace
Benches and Bleacher
30,000
0
0
0
0
Rotary Park Bridge Deck
Replacement
0
0
30,000
0
0
Splash Pad Resurfacing
100,000
0
0
0
0
Scoreboard Replacements
50,000
0
0
0
0
Bondhead Park Jetty
91,000
0
0
0
0
Columbarium
120,000
0
0
0
0
Cemetery Improvements
50,000
0
0
0
0
Bowmanville Cemetery -
Shed Demolition
15,000
0
0
0
0
Structures Rehabilitation
1,117,536
0
1,082,464
0
0
Pavement Rehabilitation
Program
23,000
200,000
1,956,000
0
0
Roadside Protection
Program
150,000
0
0
0
0
"lawool" Budget 2022 1 144
Project
Tax Levy
Reserves
Reserve
Development
Debt
FundsCharges
North Scugog Court (Dan
Sheehan Lane to Conc Rd
3)
0
0
6,527
52,973
0
Concession Rd 3
(Bowmanville Ave to Middle
Rd)
0
0
50,220
84,780
0
Odell Street Reconstruction
0
0
91,000
0
0
Lambert St Reconstruction
(King to Church
15,000
0
0
0
0
Brown St Reconstruction
Victoria St to Queen St
866,000
0
322,000
0
0
Green Rd Roundabout at
Boswell Dr/Clarin ton Blvd
0
0
0
72,450
0
* Whistle Cessation at
Cobbledick Rd and Bennett
Rd
0
0
734,000
0
0
Old Scugog Rd
Reconstruction (Edmonson
Ave to North Limit Hampton)
15,000
0
210,000
0
0
High St and Odell St Design
30,000
0
0
0
0
Pine Street Reconstruction
from Hunt St to Duke St
50,000
0
0
0
0
Albert Street Reconstruction
from Duke St to Brown St
75,000
0
0
0
0
Durham Street
Reconstruction from Duke St
to Brown St
75,000
0
0
0
0
* Courtice Shores Road
Tunnel Improvements
0
0
0
7,000,000
0
Hancock Rd Reconstruction
(Highway 2 to Nash Rd
0
0
14,417
47,458
0
Nash Rd Reconstruction
(50m east of Harry Gay Dr to
Hancock Rd)
0
0
14,462
63,288
0
Sidewalk Replacement -
Unspecified
180,000
0
0
0
0
Bowmanville Ave Multi -Use
Path (Baseline to Aspen
Springs) west side
0
0
49,504
314,496
0
Bowmanville Ave Multi -Use
Path (Aspen Springs to CPR
Bridge) west side
0
0
0
140,000
0
Bowmanville Ave Sidewalk
(Aspen Springs Dr to CPR
0
0
0
210,000
0
C arWou Budget 2022 1 145
'Reserve
•
-
--•
Development
Funds•-
Liberty Street (Reg Rd 14)
Sidewalk - Longworth to
Conc Rd 3
0
0
0
330,000
0
Prestonvale Rd Sidewalk
230m north of Bloor St
0
0
0
80,000
0
Hancock Rd Sidewalk (Hwy
2 to 275m south of Nash Rd
- West Side)
0
0
0
36,500
0
Accessible Signal Upgrade -
King St at Mearns Ave
100,000
0
0
0
0
Accessible Signal upgrades
- King St to Division St
100,000
0
0
0
0
Accessible Signal Upgrade -
King St at St. George St
100,000
0
0
0
0
Newcastle Streetscape
Improvements
577,760
0
0
207,240
0
Retaining Walls
100,000
0
0
0
0
Various Erosion Protection
Works
0
0
66,660
133,340
0
Rural Road Resurfacing
1,135,500
175,000
2,000,000
0
0
Clarington Stormwater Pond
Cleanout
100,000
0
0
0
0
Valleys 2000 Stormwater
Management Pond
0
0
700,000
0
0
Fleet Replacement - Roads
0
0
1,700,000
0
0
* Fleet New - Roads
300,000
0
176,500
346,500
0
Fleet Replacement - Parks
0
0
140,000
0
0
Fleet New - Parks
0
0
8,000
72,000
0
2022 Capital projects added during council deliberations:
The 2022 Capital Budget was amended to include $1,484,000 for Cobbledick Rd
railway crossing improvements including the $750,000 previously identified from
the Tax Rate Stabilization Reserve Fund and $734,000 to be funded from the
Road Reserve Fund, if the funding request to Transport Canada is not approved
• Courtice Shores Drive Grade Crossing Improvements in the amount of
$7,000,000 to be funded from Development Charges- Roads and Related was
added.
GlfW n" Budget 2022 1 146
• An additional $300,000 for Snow Clearing Equipment, to be financed through the
Tax Levy, was added to the 2022 Budget to provide the ability for Staff to review
bringing some sidewalk snow clearing services in house.
Unassigned
• This project is an annual program to resurface municipally owned parking lots,
including drainage improvements and minor operational improvements as
required. The budget is based on the full replacement of each parking lot surface
on a 35-year life cycle. Municipal -owned parking lots have been prioritized in
consultation with Finance, Public Works and Community Services. The lots to be
resurfaced in 2022 include the following, pending detailed design and cost
estimates: Bowmanville Creek Valley South Parking Lot
• To install a concrete drying pad for street sweeping material. Hampton Depot can
be used as a local transfer facility. The impermeable pad will allow material to dry
and provide sediment and outlet control. Drying out the sweet sweeping material
will result in a lower disposal fee due to reduced total weight
Street lighting
• The purpose of this project is to provide illumination in accordance with By -Law
#84-21, "Criteria and Warrants for Street Lighting". The work generally includes
the extension of existing lighting systems and infill of existing systems where light
levels do not meet standards
Parks
• Various Park Upgrades- the purpose of this project is to upgrade existing park
infrastructure based on safety, accessibility, user / population base and
equipment requiring replacement. Park upgrades may include playground
equipment replacements, safety surfacing, shade structure replacements,
benches, garbage cans, pathway and hard surface upgrades, fencing, court
upgrades, grading and drainage improvements, etc.: Harvey Jackson Memorial,
Burketon Park, Haydon Community Hall, Ina Brown Parkette, Peters Pike
Parkette
• Brookhill Parkette Located on Green Road between Kilpatrick Court and Quick
Trail this parkette will include a shade structure, swing set, senior play feature
and paved walkway connections.
• Soper Creek Trail Phase 3- the 650m north section will extend the trail along the
west side of the Soper Creek from the existing Camp 30 trail through the Cotton
Street subdivision extension out to Mearns Ave.
• Penfound Park upgrades- replace with granite base material and regrade. Needs
to accommodate 90ft bases and mound for hardball.
C arWou Budget 2022 1 147
• Lion's Trail Rehabilitation, Newcastle- rehabilitation, paving and widening of
Lion's Trail in Newcastle to promote accessibility and winter maintenance. Local
erosion protection works are also required for creek bank stability adjacent to the
trail. This funding will support the ICIP COVID Stream grant funding that was
received for this project in June 2020.
• Clarington Fields upgrade- Asphalt Pathway Baseline to Lacrosse - remove,
widen and repave.
• Optimist Park- replace benches and bleacher
• Rotary Park bridge deck replacement of the pedestrian bridge deck surface and
railing crossing Bowmanville Creek at the bottom of the stairs from Rotary Park.
Stairway railing from Rotary Park should be replaced as well.
• Splash pad resurfacing retrofitting of existing splash pad to meet current
standards and improve accessibility including storm sewer discharge connection,
water meter installation
• Scoreboard Replacements at Clarington Fields (northwest ball diamond)
• Bondhead Park Jetty -Detailed design for the reconstruction/repair of the
Bondhead Park Jetty to correct and address continual erosion and deposits of
debris.
• Installation of two additional Columbarium's at Bowmanville Cemetery
• Cemetery Improvements- pathway improvements at Columbarium locations to
address accessibility concerns. Three locations: Hampton/Bondhead/ Col 4 in
Bowmanville. To provide an accessible pathway to units
• Bowmanville Cemetery - shed demolition and relocate electrical mast and service
Bridges
• Structures Rehabilitation- Replacement, rehabilitation and maintenance of
structures throughout the Municipality resulting from the legislated inspections
that occur every two years on all bridges. Improvements are at various locations.
Through the Highway Traffic Act and Public Transportation and Highway
Improvement Act, Clarington ensures bridges are kept safe and in good repair.
Evaluations and priorities are assigned to bridges. Due to variables, results are
fluid from one years' inspection to another.
Roads and Structures
• Pavement Rehabilitation Program extends the life cycle of road pavement
structures with asphalt overlays in conjunction with asphalt base repairs such as
cold milling, joint sealing, and full depth crack repair. A cost -benefit analysis is
undertaken on the roads network to determine the road and treatment type that is
C arWou Budget 2022 1 148
most cost-effective. This project is funded in part by the Canada Community
Benefit (formally known as Federal Gas Tax Reserve) Fund
• Roadside Protection Program - The work includes construction of roadside safety
improvements such as installing new guide rail, upgrading of deficient roadside
protection measures, or removing hazards from the clear zone adjacent to the
road.
• North Scugog Court (Dan Sheehan Lane to Conc Rd 3)- surface asphalt
• Concession Rd 3 (Bowmanville Ave to Middle Rd)- will be reconstructed to an
urban standard, including sidewalks, underground services, concrete curb and
gutter, new road base, and base asphalt. The timing of the project is driven by
the progress of development of the adjacent subdivisions, including Abe's Auto
property and block at NE corner of RR 57 and Conc Rd 3.
• Odell Street Reconstruction- surface asphalt
• Lambert St (King to Church) reconstruction to an urban standard including storm
sewer, concrete curb and gutter, new road base and asphalt. The project is
required to renew the existing infrastructure, improve drainage, and formalize on -
street parking due to the demand for parking from the school and businesses in
the area
• Brown St (Victoria St to Queen St) reconstruction to an urban standard including
storm sewer, concrete curb and gutter, new road base and asphalt. The project is
required to renew the existing infrastructure and improve drainage
• Green Road Roundabout at Boswell Drive and Clarington Boulevard surface
asphalt
• Old Scugog Rd (Edmonson Ave to North Limit Hampton) reconstruction of Old
Scugog Road, including replacement of the granular road base and asphalt and
drainage improvements
• High St and Odell St detailed design for improvements to High St and Odell St to
improve drainage and restore the road condition
• Pine Street from Hunt St to Duke St reconstruction to an urban standard
including storm sewer, concrete curb and gutter, new road base and asphalt. The
project is required to renew the existing infrastructure and improve drainage
• Albert Street from Duke St to Brown St reconstruction to an urban standard
including storm sewer, concrete curb and gutter, new road base and asphalt. The
project is required to renew the existing infrastructure and improve drainage
• Durham Street from Duke St to Brown St reconstruction to an urban standard
including storm sewer, concrete curb and gutter, new road base and asphalt. The
project is required to renew the existing infrastructure and improve drainage
C arWou Budget 2022 1 149
• Hancock Rd (Highway 2 to Nash Rd) reconstruction to an urban standard
including storm sewer, concrete curb and gutter, new road base and asphalt. The
project is required to renew the existing infrastructure and improve drainage
• Nash Rd (50m east of Harry Gay Dr to Hancock Rd) reconstruction to an urban
standard including storm sewer, concrete curb and gutter, new road base and
asphalt. The project is required to renew the existing infrastructure and improve
drainage
Sidewalks and Walkways
• Sidewalk replacement is the annual program to replace deficient sidewalks
throughout the Municipality. Deficiencies may include cracking, trip hazards, and
excessive slopes. Annual inspections are completed to assess priorities based
on the deficiency, pedestrian usage and location
• Bowmanville Ave multi -use path (Baseline to Aspen Springs) west side
• Bowmanville Ave multi -use path (Aspen Springs to CPR Bridge) west side
• Bowmanville Ave sidewalk (Aspen Springs Dr to CPR) east side
• Liberty Street (Reg Rd 14) sidewalk - Longworth to Conc Rd 3- construction of
new sidewalk as part of the Region's roundabout project
• Prestonvale Rd sidewalk construction (230m north of Bloor St)
• Hancock Rd sidewalk (Hwy 2 to 275m south of Nash Rd - West Side)
Traffic Signals
• Accessible signal upgrade at King St at Mearns Ave, King St to Division St and
King St at St. George St - includes upgrades to the existing traffic signals,
including accessible pedestrian signals and controller cabinet modernization. The
Region of Durham maintains a database of accessible pedestrian signal
requests, and each request is given a priority ranking. This site was identified as
a priority. The improvements are in accordance with the Accessibility for
Ontarians with Disabilities Act.
Streetscape
• Newcastle Streetscape Improvements from North Street to Mill Street
Erosion Protection
• Various erosion protection work involves erosion remediation works within
watersheds impacted by increased development within the watersheds. Due to
the changing demands of this type of remedial work, a specific location has not
been identified. It allows staff to be more reactive to specific situations that may
arise after the Capital Budget has been submitted for approval. Much of this work
"lawoola tsuaget 2022 1 150
will occur along with our main creek systems, Bowmanville Creek, Soper Creek,
Farewell Creek, Tooley Creek, Oshawa Creek, Wilmot Creek and Foster Creek
and will typically be implemented to protect either infrastructure, parkland or
private property
Road Maintenance
• Rural road resurfacing provides the annual program for surface treatment within
the Municipality of Clarington. This project is funded in part by the Canada
Community Benefit (formally known as Federal Gas Tax Reserve) Fund
Stormwater Management
• Clarington stormwater pond cleanout and maintenance work to ensure older
ponds function as they were designed to reduce sediment loading in the creek
systems, reduce erosion, and protect downstream infrastructure
• Valleys 2000 Stormwater Management Pond (Spry Ave and Baseline Rd)- 50%
contribution committed towards the construction of the stormwater management
pond to service development at 200 Baseline Road West in Bowmanville
Fleet
• Fleet Replacement (Roads)- To replace equipment in accordance with
Resolution #GPS-475-93 "Criteria used to determine when to replace Vehicles
and Heavy Equipment". Infrastructure Deficit - #080513 - 2008 International
Tandem Truck $280,000; #080541 - 2008 International Tandem Truck $280,000;
#090521 — 2009 International Tandem Truck $280,000; #080586 - 2008
International Single Truck $260,000; #099590 - 2009 GMC Garbage Truck -
Haul -All #220,000; #03519 - 2003 Chevrolet 3-ton Bucket Truck $330,000;
#11571 - 2011 Chevrolet 1/2-ton Regular Cab 4x4 $50,000
• Fleet New (Roads)- As per DC Study: #5.1.4 Small Equipment Upgrades
$20,000; #5.1.4 Flusher $230,000; #5.1.26 1/2-ton Pick Up $50,000; #5.1.25
Hydro -Space Hydro -Vac $85,000 GPS - Completion - $57,000; Pick-up Brining
Equipment $17,000; Refurb. Vee Plows $10,000; Prewetting Equipment $34,000;
Plow Blade for Hampton Loader $20,000
• Fleet Replacement (Parks)- To replace equipment in accordance with Resolution
#GPS-475-93 "Criteria used to determine when to replace Vehicles and Heavy
Equipment". #07585 - 2007 Gator $30,000; #09508 - 2009 Ford 1-ton Crew Cab /
Dump $110,000.
• Fleet New (Parks)- As per DC Study: #5.1.33 - 4WD Tractor with Loader $80,000
Glen" Budget 2022 1 151
Community Services
Community Services capital relate to municipal buildings and recreational facilities:
Project
Reserves-•
FundsCharges*
Phase II South Bowmanville
Design/Construction
$0
$0
$0
$0
$61,055,550
Buildings & Property -
Accessibility Improvements
0
0
150,000
0
0
Buildings & Property - Building
Improvements
350,000
0
83,500
0
0
Buildings & Property - Interior
Improvements
10,000
0
0
0
0
Buildings & Property - Roof
Replacements
0
0
195,000
0
0
CCC - Interior Improvements
20,000
0
0
0
0
Veteran's Square
Rehabilitation
0
0
500,000
0
0
FAC Admin - Accessibility
Improvements
100,000
0
0
0
0
FAC Admin - Annual Building
Audits
100,000
0
0
0
0
FAC Admin - Interior
Improvements
0
200,000
0
0
0
ASC - Building Improvements
25,000
0
0
0
0
DHRC - Building Interiors
0
0
550,000
0
0
Buildings & Property - Interior
Improvements
7,500
0
0
0
0
RRC - Building Improvements
0
0
295,000
0
0
RRC - Interior Improvements
70,000
0
0
0
0
Building Improvements
50,000J
0
40,000
0
0
* Newcastle and Orono Arena
Improvements
0
0
0
0
6,402,000
Wta
$732,500
$11 111
$1,813,500
$ 1
$67,457,550
2022 Capital projects added during council deliberations:
• Newcastle and Orono arena improvements with funding from a debenture in the
amount of $6,402,000 was added.
The construction of a new recreation facility in South Bowmanville Arena
projected to include a pool and twin pad arena, gymnasium/walking track and
associated administrative space (exclusive of a library, well facility,
Glawooff Budget 2022 1 152
and multi -purpose community space) to be built in a single phase was approved.
This will be funded through debentures to be recovered in part by development
charges.
Facilities
• Various building improvements to comply with the AODA. The Orono Branch of
the Clarington Public Library is in a re -purposed two -storey century house, which
presents several accessibility challenges. The project addresses access into the
building and washroom facilities. Scope includes a new accessible path to the
south entrance, structural modifications including accessible entrance and
construction of universal washroom. In the 2021 budget, $245,000 was approved
for design, construction and contingency. These additional funds are required to
complete the project.
• Buildings & Property - Building Improvements
■ Community Lighting and Building Automation - MAC Lighting
Automation $60.000
■ Backflow prevention as recommended from Durham Region Report
- MAC $35,000
■ Fire/Life Safety - Various kitchen suppression systems upgraded -
Various locations $20,000
■ Replacement of old Orono Yard Septic System - $25,000
■ HVAC Installation to replace existing window units that are
inefficient and costly. Orono Library $23,500
■ Modernization to Elevator Systems and upgrades at SJWHC and
MAC as per consultant recommendations. $250,000
■ Replace Steam Humidification units as system is not in working
condition. MAC $20,000
• Buildings & Property - Interior Improvements include replacement of walk behind
floor scrubber as per capital asset program and life cycle
■ Fire Station 1 - 12,115 square feet - repaint fasteners, sealers and
accessories of a metal roof.
■ Brownsdale - 3,438 square feet - EPDM - whole replacement of a
leaking roof
■ South Courtice Arena - 1,500 square feet - EPDM - entire
replacement of the leaking roof over the Ice Resurfacing room
• CCC - Interior Improvements
C arWou Budget 2022 1 153
■ Upgrade to BAS - Building Automated System and tie in of more
systems
■ 2. Replacement of whirlpool heat exchanger - $20,000 - 2022.
■ To add additional equipment into the building automation to better
monitor for maintenance and energy management efficiencies.
Whirlpool heat
■ the exchanger has a prolonged heat recovery as it nears the end of
its life expectancy.
• Veteran's Square Rehabilitation- Within the scope of the refurbishment of
Veteran's Square will include rehabilitation of the cenotaph, improvements to the
sitting area, and relaying of all the paving stones. This will provide an improved
space for events and municipal functions
• FAC Admin - Accessibility Improvements at the Visual Arts Centre- installing new
accessible ramp and entrance doors. Upgraded LED lighting
• FAC Admin - Annual Building Audits
■ Accessibility Audits - RRC, DHRC, CCC, MAC. - $30k
■ Building Condition Audits - Various Buildings - $20k
■ Designated Substance -Various Buildings - $10k
■ Public Works Condition Audit - Various Buildings - $40k
• FAC Admin - Interior Improvements
■ Risk mitigation to reduce the chance of sprinkler release. Potential
damage to the municipal system. $125k.
■ Better manage risk by providing improved supervision by on deck
Aquatic Staff of these areas. Durham Municipal
■ Insurance Pool is supportive of these modifications - $75k
• ASC - Building Improvements- Repair portions to deteriorating brick on the east
wall of the building. Replace broken bricks, fill in areas required, and re -paint the
existing colour. This could present a risk of falling materials to public walking by
• DHRC - Building Interiors
■ Back up generator is recommended for emergency safety and the
creation of an emergency centre.
■ Benefit of continued operation in the event of a power failure. This
will assist in the betterment of emergency evacuation as per the
emergency plan to achieve continued operation
Glenn Budget 2022 1 154
• Buildings & Property (MAC) - Interior Improvements- replacing various
furnishings due to wear and accessibility requirements. Council chambers and
other meeting rooms and waiting areas for public and staff
• RRC - Building Improvements
■ purchase and install new Gas Fired Desiccant Dehumidification for
Pad A ice surface area. Achieve better building conditions for
spectators and patrons. Improve on energy efficiencies of ice and
refrigeration use. - $265k
■ Digital upgrade to existing pylon sign to enhance public
communication and information. - $30k
• RRC - Interior Improvements include Pad A lobby upgrades - including
washrooms, LED lighting and skylight repair
• CCC - Building Improvements
■ Adult 55+ hall floor is damaged due to weld joints separating,
resulting in water damage under the flooring. Existing floor lifting in
areas creating maintenance concerns. Active 55+ Hall Flooring and
Flooring in Men's Fitness Change Room - Approx. 4000 square feet
- $40k
■ Fitness area equipment upgrades to allow fitness staff and
members enhancements of virtual programs and at-home fitness
programs. Replacements of multiple pieces of exercise equipment
and moving into virtual fitness. - $50k
Planning and Development Services
Planning and Development Services have capital requests related to land acquisitions
as well as the Building Inspection Division
Glenn Budget 2022 1 155
Land Acquisition
• The annual contribution for land acquisitions in accordance with Council's
adopted land acquisition strategy. The land acquisition strategy was adopted by
Council Resolution #C-264-17 on October 10, 2017.
Building Inspection Division
To add electric vehicle to the building inspector fleet. It was previously proposed
to create a fleet of vehicles for the building inspectors. The project includes six
electric vehicles and six charging stations. This will eliminate the need for staff to
use personal vehicles and reduce mileage expenses once operational.
Library
The Library capital requests are for the Clarington Public Library and Museums.
The library/museum will continue to adopt cloud -based solutions, where available
and feasible. Not all services are available through the cloud, and some localized
applications are still required. Major technology projects for 2022 will include
Courtice branch - public computers; All branches — meeting room projectors
(some fixed; others portable); Data Backup System; All branches - public service
tablets; Newcastle Branch - children's literacy stations.
• The collection captures expenditures on multimedia information resources,
including books, magazines, CDs, DVDs, e-books, digital audiobooks, electronic
databases and other resources, specifically to meet the needs of a growing
population.
C arWou Budget 2022 1 156
0
C arWon Budget 2022 1 157
Reserve and Reserve Fund Introduction
Reserves and reserve funds allow for long-term financial planning, internal financing of
non -recurring operating or capital projects and mitigation of unknown situations that
may arise during business that could otherwise result in tax levy fluctuations. Reserves
and reserve funds are key pillars in maintaining a stable financial position. Consistent
contributions to reserve and reserve funds are crucial to preserving the Municipality's
financial stability.
Reserves
A reserve is an allocation of accumulated net revenue that makes no reference to any
specific asset and does not require the physical segregation of money. Reserves are
part of the revenue fund and do not earn interest like a reserve fund.
Reserve Funds
Reserve funds are physically segregated and restricted to meet a specified purpose.
Reserve funds are invested in accordance with the Municipality's Investment Policy,
with all earnings forming part of the reserve fund. There are two types of reserve funds:
Obligatory Reserve Funds
Obligatory reserve funds form part of the Municipality's deferred revenue. These are
funds established by legislation or as a requirement of an agreement. The funds are
segregated from the Municipality's general funds and may only be used for the purpose
as described in the applicable legislation or agreement.
Discretionary Reserve Funds
Discretionary reserve funds are established by Council and are not required by
legislation or agreement. Funds are segregated from the general funds of the
Municipality and earn interest which is applied to the balance in the reserve fund.
C arWou Budget 2022 1 158
Reserve Summary
Estimated Year
Previously
Net
Projected
Reserve Name
Opening
End Balance
Committed
Available
Transfers
Available
Balance 2021
2021
Funds
Balance 2021
2022
Balance
Self Insured Losses
($715,938)
($840,327)
$69,816
($770,511)
$200,000
($570,511)
Municipal Acquisition of
Property
518,217
755,037
0
755,037
71,765
683,272
Secondary Plans
(133,054)
(131,614)
131,614
0
0
General Capital
(2,443,283)
(2,379,896)
1,985,837
(394,059)
(394,059)
Legal Fees
(222,692)
(307,686)
84,994
(222,692)
(222,692)
Clarington Heritage
Committee
7,051
6,151
0
6,151
1,000
5,151
Consulting / Professional
Fees
1,301,443
1,019,241
654,890
364,351
364,351
Records Maintenance
88,089
98,089
30,419
67,670
10,000
77,670
Election Expenses
222,338
347,338
0
347,338
340,450
6,888
Fire Prevention Reserve
284,552
284,552
0
284,552
284,552
Pits & Quarries
420,425
615,425
0
615,425
375,000
240,425
Rural Road Rehabilitation
(52,168)
(52,168)
0
(52,168)
(52,168)
Park Development
(812)
(812)
0
(812)
(812)
Burketon Park
Improvement
(7,569)
(7,569)
0
(7,569)
(7,569)
Samuel Wilmot Nature
Area
(1,592)
(595)
546
(49)
(49)
($2,910,168'
it
G1ar,Wnn Budget 2022 1 159
Reserve Definition
The following outlines the purpose of the reserves and the anticipated activity for the
2022 fiscal year.
Self -Insured Losses
This reserve was established when the Municipality amended our insurance coverage.
The savings realized from higher deductibility levels, good claim records and other
funds unused for insurance purposes were used to establish the original reserve. In any
given year, the intention is that a department may request funds from the reserve to
cover expenditures incurred as a result of an insurable loss that the insurance provider
does not reimburse.
Municipal Acquisition of Property
The monies in this reserve are for use by Council to purchase properties that would
improve the Municipality's real property holdings and assist in fulfilling the Municipality's
long-range acquisition program. The proceeds from the sale of municipal real properties
are added to this reserve.
General Capital
This reserve was established with the approved transfer of funds to cover capital
projects in -progress at year-end. Later, the reserve definition was elaborated to provide
for contingency items of a capital nature and hold funds budgeted for capital projects
that are incomplete at year-end. Currently, unfinished capital projects remain in the
capital fund, and the reserve now houses funds that are unexpended for operating
accounts and incomplete open PO's. The expectation is that this is a short-term layover
of these unexpended funds, with a resolution within a year or two.
Legal Fees
The Municipality established this reserve to provide a funding source for external legal
specialists that may be required. The timing of these specialists may not be consistent
and is dependent on schedules outside of the control of the Municipality. Annual
contributions into the reserve mitigate fluctuations of costs from year to year.
Clarington Heritage Committee
This reserve was established to allow the committee to increase public awareness and
education, conduct research, and provide for the general education of cultural heritage
conservation issues and admiration of the committee. Funds in this reserve were
allocated through previous budget allocations and fundraising efforts of the committee.
=' r Won Budget 2022 1 160
Consulting / Professional Fees
The timing of consulting and professional work may not follow fiscal years. Unspent
funds are deposited into this reserve and may be drawn upon to fund previously
budgeted work in a subsequent year.
Records Maintenance
This reserve was established to accumulate funds for a significant records management
initiative, which included digitizing and destroying older files. This ongoing work receives
funding annually from unspent budgeted amounts for records management, spreading
the cost of major events over multiple years.
Elections Expenses
This reserve accumulates the estimated funds required to hold the municipal election
every four years. An amount is transferred into this reserve annually in anticipation of
the municipal election to reduce the impact to the operating budget every fourth year.
Expenses related to the election, including ward boundary reviews, maybe funded from
this reserve.
Fire Prevention
This reserve was originally established to maintain the operations of the Junior Fire
Fighter program. In later years, the Fire Protection and Prevention Act stated that "every
municipality shall establish a program in the municipality which must include public
education concerning fire safety and certain components of fire prevention; and provide
such other fire protection services as it determines may be necessary in accordance
with its needs and circumstances." With this shift in fire education focus from fire
suppression to fire prevention, this reserve's purpose shifted to accommodate more
public education and fire prevention awareness.
Pits & Quarries
The Municipality owns its own quarry located on Morgan Road. The establishment of
this reserve was at the advice of staff to charge the local market price per cubic yard
and any surplus realized from annual quarry operations at year-end. The logic in doing
so was to pay any claims which could result from the use of the site, rehabilitation of the
site in accordance with the Pits & Quarries Act and to purchase another site upon
depletion of the existing location.
C arWon Budget 2022 1 161
Reserve Fund Summary
Previously
Net
Projected
Opening
Year End
Committed
Available
Transfers
Available
Reserve Fund Name
Balance 2021
Balance 2021
Funds
Balance 2021
2022
Balance 2022
501 Parking Lot
$1,229,869
$1,258,661
$0
$1,258,661
186,951
$1,071,710
502 Economic
Development
556,028
609,740
0
609,740
50,000
659,740
503 Roads Capital
211,239
413,345
0
413,345
534,000
120,655
504 Parkland Cash in
Lieu
3,678,240
4,820,967
0
4,820,967
0
4,820,967
505 Engineering Fleet
127,611
133,439
0
133,439
5,000
138,439
507 Westside /
Bowmanville Marsh
2,199
0
0
0
0
0
508 Newcastle
Waterfront
44,603
44,889
0
44,889
0
44,889
510 Strategic Capital
9,964,744
9,956,957
7,744,062
2,212,894
0
2,212,894
511 Municipal Capital
Works
330,808
318,053
(3,884,450)
(3,566,397)
253,290
3,313,107)
512 General Municipal
3,313,617
3,656,478
0
3,656,478
49,200
3,705,678
513 Engineering
Inspection
(1,845,321)
(1,557,345)
12,864
(1,544,481)
460,000
1,084,481)
514 Roads Contribution
790,636
795,647
656,741
138,906
0
138,906
515 Debenture
Retirement
568,975
556,026
0
556,026
16,578
539,448
516 Facilities / Parks
Maintenance
353,956
812,864
0
812,864
5,000
817,864
G1ar,WnI1 Budget 2022 1 162
Previously
Net
Projected
Opening
Year End
Committed
Available
Transfers
Available
Reserve Fund Name
Balance 2021
Balance 2021
Funds
Balance 2021
2022
Balance 2022
517 Engineering Parks
Capital
(296,623)
(298,503
100,000
198,503)
0
198,503
518 Community
Services Capital
373,955
479,005
25,000
454,005
76,500
530,505
520 Cemeteries Capital
29,437
34,642
0
34,642
5,000
39,642
521 Computer
Equipment
186,133
147,097
0
147,097
40,000
107,097
522 Fire Equipment
(2,000,533)
(1,646,856)
775
(1,646,082)
(340,000)
(1,986,082)
523 Animal Services
Capital
91,480
102,115
0
102,115
(10,000)
112,115
524 Operations
Equipment
734,517
673,464
0
673,464
755,000
81,536
525 Clerk Fleet
39,403
49,690
0
49,690
45,000
4,690
526 Port Granby LLRW
Agreement
(306,129)
(308,061)
17,637
(290,424)
0
(290,424)
527 Municipal
Government Enterprise
26,901,998
26,901,998
0
26,901,998
30,000
26,931,998
528 Impact / Escrow
129,862
130,685
0
130,685
0
130,685
537 Clarington Station
A Account
840,375
845,703
0
845,703
0
845,703
539 Older Adults
Programming
38,278
38,521
0
38,521
0
38,521
542 Library Capital
1,213,651
1,249,813
103,188
1,146,625
120,000
1,026,625
543 Library Computer
Equipment
498,786
501,944
225,000
276,944
0
276,944
544 Museum Capital
Bowmanville
56,432
59,800
0
59,800
3,000
62,800
Clar,Wg on Budget 2022 1 163
Previously
Net
Projected
Opening
Year End
Committed
Available
Transfers
Available
Reserve Fund Name
Balance 2021
Balance 2021
Funds
Balance 2021
2022 ]t
Balance 2022
545 Museum Capital
Clarke
(76,288)
(79,783)
0
(79,783)
(3,000)
(82,7837)
547 Bowmanville BIA
15,260
15,357
0
15,357
0
5,357
548 Newcastle BIA
(107,830)
(83,383)
0
(83,383)
0
��1
(83,383)
549 Newcastle Arena
Operating
(2,530)
(2,546)
0
(2,546)
0
(2,546)
552 / 562 Cemetery
Perpetual Care,
Hampton Union, Orono
113,642
114,362
0
114,362
0
114,362
554 Rate Stabilization
(7,325,181)
(9,624,208)
1,127,591
(8,496,617)
2,533,900
(5,962,717)
556 Community
Improvement Plan
(137,941)
(151,358)
0
(151,358)
(62,500)
(213,858)
557 Canada
Community Building
Fund (CCBF)
(2,456,571)
(4,466,969)
1,803,642
(2,663,327)
1,765,794
(897,533)
558 Building Division
2,780,177
2,305,207
183,050
2,122,157
249,716
1,872,441
560 CSD Building
Refurbishment
685,534
1,264,531
0
11264,531
887,500
2,152,031
561 Beautification /
Tree Planting
9,122
9,180
0
9,180
0
9,180
563 Stormwater
Management Pond
Maintenance
(33,047)
(33,256)
0
(33,256)
0
(33,256)
564 Engineering
Review
(743,329)
(771,376)
0
(771,376)
40,000
(731,376)
565 Community
Emergency
Management
(471,540)
(439,526)
0
(439,526)
216,000
(223,526)
Clan tg on Budget 2022 1 164
Previously
Net
Projected
Opening
Year End
Committed
Available
Transfers
Available
Reserve Fund Name
Balance 2021
Balance 2021
Funds
Balance 2021
2022 ]t
Balance 2022
566 Parking Lot
Rehabilitation
(410,425)
(724,190)
0
(724,190)
(110,000)
(834,190)
567 ASO Benefits
1,158,027
1,164,227
0
1,164,227
0
1,164,227
568 Mun Gov't Ent.
Other
1,739,949
733,160
79,731
653,429
0
653,429
569 Future Staffing
544,109)
597,739)
0
597,739
100,000
(497,739
570 Provincial
Infrastructure
(2,505,444)
(2,842,763)
2,728,984
(113,779)
(1,904,384)
(2,018,163)
571 Continuous
Improvement RF
(102,113)
(152,943)
0
(152,943)
0
(152,943
575 Orono BIA
(38,676)
(38,922)
0
(38,922)
0
(38,922)
580 DC General
Government
(1,782,047)
2,022,211)
2,034,934
12,723
165,000
177,723
581 DC Public Library
1,734,117
2,189,628
702,890
1,486,738
321,778
1,164,961
582 DC Emergency
Services
6,527,965
7,091,947
98,305
6,993,641
0
6,993,641
583 DC Indoor
Recreation
1,602,877
3,286,702
0
31286,702
1,070,580
2,216,123
584 DC Engineering
Park Development and
Facilities
4,241,762
4,446,879
3,913,272
533,607
625,000
91,393
585 DC Operations
4,485,990
4,457,716
1,314,940
3,142,776
418,500
2,724,276
586 DC Roads and
Related
29,111,259
31,965,582
18,132,092
13,833,490
9,655,345
4,178,144
587 DC Parking
(529,198)
(558,543)
0
(558,543)
0
(558,543)
Clan tg on Budget 2022 1 165
Reserve Fund Definitions
Parking Lot
Funds are deposited into this reserve fund from all parking revenues. The annual
parking services cost is funded through this reserve fund. This includes operating costs
such as payroll and fleet as well as the opportunity for capital costs for parking lot
construction or reconstruction.
Economic Development
These funds are a source of financing for economic development -related initiatives or
incentives. It has been used historically to fund physician recruitment and to plan for
contract staff tied explicitly to the development of the zoning by-law.
Roads Capital
This reserve fund is a traditional capital replacement reserve fund that is monitored
annually to determine the need for increases to tax levy support. It is linked to the Asset
Management Plan.
Parkland Cash -in -Lieu
This is the Municipality's obligatory reserve fund for parkland cash -in -lieu contributions
resulting from development approval activities. The reserve fund must comply with the
requirements of the Planning Act. This includes land acquisition.
Engineering Fleet
This reserve fund is a traditional capital replacement reserve fund that is monitored
annually to determine the need for increases to tax levy support. It is linked to the Asset
Management Plan.
Westside / Bowmanville Marsh
This reserve fund stems from historical negotiations, including a land swap with St.
Mary's Cement to preserve the marsh. The remaining funds are used for the benefit of
the marsh and for studies related to flooding, through conservation authority initiatives.
Clar #oft Budget 2022 1 166
Newcastle Waterfront
These funds are remaining from old Waterfront Trail grant monies that were leftover at
the end of a project. Since they were received for that purpose, the funds remain set
aside for future projects related to that area.
Strategic Capital
Funds received from a legal settlement with the Federal Government addressing the
mitigation and clean-up of the Port Granby Low -Level Radioactive Waste site were
transferred to this reserve fund after meeting the conditions of the initial trust. The
council approved a report establishing the uses of the principal value as a strategic
capital purpose. The intent is that the principal be used for economic development
investments whereby the principal is repaid at some point in the future through
development agreements.
Municipal Capital Works
This reserve fund is linked to growth -related capital projects through the Municipality's
Development Charges Background Study and By-law. For most growth -related capital
projects, there are several types of actions that result in less than 100 per cent of the
capital costs being eligible for recovery through the development charges reserve funds.
The first is the replacement share of the new capital project and the second is the
proportion of the project relating to benefit to existing residents. This reserve fund is set
up to fund the non -growth share of growth -related capital projects.
General Municipal
This reserve fund is the depository for interest earned on the promissory notes for the
Municipality's investment in Elexicon (formerly Veridian). The balance of the funds is
eligible for use for capital projects through the budget process or Council approved
initiatives.
Engineering Inspection
The fees collected through the Engineering Department's various agreements with
developers are deposited to this reserve fund for the costs of the engineering inspection
functions provided as part of the subdivision approval process. The general intent is that
as developments are a cyclical activity tied to economic swings and outlooks, there is
still a requirement to maintain the skills and capacity to perform engineering inspections
and provide approvals regardless of whether there is a downswing in the economy. As a
result, all fees charged for this activity are transferred to the Engineering Inspection
Reserve Fund. Annually, through the budget process, a portion of the costs of the
engineering section is funded from a transfer to operating from the reserve fund.
Glawnff Budget 2022 1 167
Roads Contribution
This reserve fund is primarily established as a repository for deposits received through
development agreements as contributions for future works that will be required as other
developers come on stream in a particular area.
Debenture Retirement
This reserve fund was initially established to accumulate funds such that future debt
could be avoided. However, there are no ongoing contributions to increase this reserve
fund since most debt has pertained to growth -related projects over the last 15 years.
The current activity in the reserve fund relates to the Darlington Indoor Soccer Club.
They had committed to paying the non -growth component of the debenture for the
Bowmanville Indoor Soccer facility. The Club makes an annual contribution that goes
into this reserve fund, and then the 10 per cent share of the debt financing costs are
funded from this reserve fund.
Facilities / Parks Maintenance
This reserve fund is a traditional capital replacement reserve fund that is monitored
annually to determine the need for increases to tax levy support. It is linked to the Asset
Management Plan.
Engineering Parks Capital
This reserve fund is a traditional capital replacement reserve fund monitored annually to
determine the need for increases to tax levy support. It is linked to the Asset
Management Plan.
Community Services Capital
This reserve fund is a traditional capital replacement reserve fund that is monitored
annually to determine the need for increases to tax levy support. It is linked to the Asset
Management Plan.
Cemeteries Capital
This reserve fund is a traditional capital replacement reserve fund that is monitored
annually to determine the need for increases to tax levy support. It is linked to the Asset
Management Plan.
Computer Equipment
This reserve fund was established to fund the ongoing capital program relating to
hardware and software acquisition. It receives annual tax levy support and contributes
annually to the capital budget for IT.
G`awool" Budget 2022 1 168
Fire Equipment
This reserve fund is a traditional capital replacement reserve fund that is monitored
annually to determine the need for increases to tax levy support. It is linked to the Asset
Management Plan.
Animal Services Capital
This reserve fund is a traditional capital replacement reserve fund that is monitored
annually to determine the need for increases to tax levy support. It is linked to the Asset
Management Plan.
Operations Equipment
This reserve fund is a traditional capital replacement reserve fund that is monitored
annually to determine the need for increases to tax levy support. It is linked to the Asset
Management Plan.
Clerk Fleet
This reserve fund is a traditional capital replacement reserve fund that is monitored
annually to determine the need for increases to tax levy support. It is linked to the Asset
Management Plan.
Port Granby LLRW Agreement
Funds received from a legal settlement with the Federal Government addressing the
mitigation and clean-up of the Port Granby Low -Level Radioactive Waste site
accumulated additional interest beyond the amount transferred through the budget to
offset tax levy. It was decided to leave some funds in this reserve fund to assist with
potential implications in the future, most likely for work around future uses of the site
outside the perimeter once they are in the maintenance stage. There is a study on
future uses of the excess lands.
Municipal Government Enterprise — Other
This reserve fund originated through the Municipal Government Enterprise Reserve
Fund. When Newcastle Hydro -Electric Commission amalgamated to originally create
Veridian, through the advice of our solicitor as well as then Treasurer, it was determined
that our investment in our Government Business Enterprise (Veridian) be held in
reserve funds rather than in the general fund. This included both our equity share as
well as the promissory notes receivable. Over time, this caused complications as the
original Municipal Government Enterprise reserve fund held both the investment in
Veridian, promissory notes receivable from Veridian, and accumulated funds.
Determining for budget purposes what funds were available for council purposes
became complex, so it was decided to divide out the excess accumulated funds from
GlaWon Budget 2022 1 169
the investment and promissory notes receivable. Those excess accumulated funds and
accrued interest were transferred into the Municipal Government Enterprise -Other
reserve fund. Most often these funds are used for a purpose tied to energy savings. It
has funded energy audits as well as being energy retrofit seed money whereby the
original investment is repaid over time from estimated energy savings.
Upon the merger of Veridian and Whitby Hydro, the investment in Elexicon is included
in this fund.
Municipal Government Enterprise
As explained in the description above for the Municipal Government Enterprise- Other
Reserve Fund, this fund holds the Municipality's investment in Veridian Corporation,
including both our equity share and our promissory notes.
Impact / Escrow
This reserve fund is a legacy fund generated by the original Host Community agreement
for the first construction of OPG (then Ontario Hydro).
Clarington Station A
Like the Impact/Escrow Account, this reserve fund was established as part of the first
Host Community agreement with Ontario Hydro (prior to OPG). They are now
exclusively under the purview of Clarington Council. There is also likely no longer any
obligation as to how the funds should be used, but it is still generally understood that the
funds would be used to assist with servicing in South Courtice.
Older Adults Programming
Tax levy funds gradually accumulated when the Bowmanville Older Adults Association
was a Board of Council. When they transitioned to an independent charitable
organization, the reserve fund was split in half. The balance remaining here is intended
for the provision of older adults' services administered through the Community Services
Department.
Library Capital
This reserve fund is a traditional capital replacement reserve fund that is monitored
annually to determine the need for increases to tax levy support. It is linked to the Asset
Management Plan.
Library Capital Equipment
This reserve fund does not have direct tax levy support. It comprises funds transferred
from the library to be held for future library computer equipment needs and remaining
funds from the library's prior years' capital budgets for library computer equipment.
Glawnl" Budget 2022 1 170
Museum Capital Bowmanville
This reserve fund is a traditional capital replacement reserve fund that is monitored
annually to determine the need for increases to tax levy support. It is linked to the Asset
Management Plan.
Museum Capital Clarke
This reserve fund is a traditional capital replacement reserve fund that is monitored
annually to determine the need for increases to tax levy support. It is linked to the Asset
Management Plan.
Bowmanville BIA
This reserve fund was originally established from an OMB settlement pertaining to the
first round of development of the Bowmanville West Main Central Area. Most of the
funds have been utilized but a small balance remains available. The BIA would need to
request funds for specific purposes through the budget process or a direct request to
Council.
Newcastle BIA
This reserve fund was established in relation to principles of understanding for further
development of the Bowmanville West Main Central Area. Orono and Newcastle BIA's
received an allotment of funds to be administered through the Municipality to implement
Community Improvement Plans.
Newcastle Arena Operating
These are funds transferred by the Newcastle Arena Board to earn greater rates of
return. The fund balance is minimal, and the Arena Board has not produced a plan to
contribute to the reserve fund regularly.
Perpetual Care and Hampton Union
These are perpetual care funds held in trust for the specific cemeteries identified in our
trust statements.
Rate Stabilization
The Rate Stabilization Reserve Fund is a very active fund utilized to offset swings in tax
levy impacts year to year. Any municipal operating surplus/deficit determined after the
external audit is complete is transferred into this reserve fund or funded by this reserve
fund. The reserve fund acts as a mechanism to achieve balanced budgets in the sense
that a surplus or deficit for a particular year cannot be predicted accurately at the time of
the next year's budget approval.
c`awoola Budget 2022 1 171
Community Improvement Plan
The intent of the reserve fund links to civic improvements. It is anticipated that this
reserve fund may provide an option to maintain some features relating to the
downtowns, that would otherwise be deleted. This reserve fund has a modest annual
tax levy contribution.
Canada Community Building Fund
This reserve fund has been established to hold the Canada Community Building Fund
(formerly Federal Gas Tax) funding and meet the agreement requirements. This is an
obligatory reserve fund as the use of the funds are restricted through AMO.
Building Division
The purpose of the reserve fund is to allow reasonable funding to be set aside to
address economic fluctuations and fund multi -year requirements such as the
replacement of software required to provide planning and building services needed to
facilitate building activity.
CSD Building Refurbishment
This reserve fund was established through budget in a year where a fee increase was
established for recreational services. The value of the fee increase was set up as a
contribution to this reserve fund rather than a general fund revenue offsetting the tax
levy. The contribution has been maintained but further incremental fee increases were
not diverted to this reserve fund but rather left in the general fund to offset increased
service delivery costs.
Beautification / Tree Planting
This is a small reserve fund established from a donation. The hope is that other
donations will be received over time that will help fund small beautification projects or
tree planting to assist in maintaining tree cover as the municipality develops.
Stormwater Management Pond Maintenance
This reserve fund was established as a result of updating our subdivision agreement
templates to standardized fees for stormwater pond maintenance for the subdivision.
The fees are deposited into the reserve fund when received in compliance with the
subdivision agreement. The intent is to draw on this reserve fund annually to offset the
operating costs of stormwater pond maintenance. It has not been done to date as there
is still a small amount of funds in the reserve funds, so we are giving the fund some time
to accumulate.
Glenn Budget 2022 1 172
Engineering Review
This reserve fund was established as a result of updating our subdivision agreement
templates to standardized fees for the review of engineering drawings for the
subdivision. The fees are deposited into the reserve fund when received in compliance
with the subdivision agreement. Annually, through the budget process, a contribution is
made to the operating budget to help offset the costs of engineering division review
services.
Community Emergency Management
Under the negotiated agreements with Ontario Power Generation (OPG), funds are
received annually for several specific services provided to OPG. The funds will also be
used for the costs of specialized equipment or training to ensure appropriate response
levels. As the Municipality is required to assist and support others if a nuclear
emergency arises, these funds are deposited into this reserve fund for emergency
management issues.
Parking Lot Rehabilitation
This reserve fund is the funding mechanism for the parking lot asset management plan.
As the Municipality owns many parking lots with various purposes, a single department
did not have consistent oversight of the asset management pertaining to these lots. As
the Engineering Department oversees significant capital projects relating to paving and
stormwater needs, they were given the responsibility to assess and plan the
rehabilitation needs of municipal parking lots. The department undertook this work and
created a multi -year plan to address deficiencies and needed replacements. The fund
currently receives annual contributions from tax levy support.
ASO Benefits
This reserve fund was established with the market placement of employee benefits. The
savings from that market placement were set aside as a one-time contribution to a
reserve fund for the sole purpose of looking towards the Administrative Services Only
option for the administration of employee extended health program.
Future Staffing
Commencing in 2017, Council created this reserve fund and has contributed annually
with tax levy support. The general intent is to create flexibility in the future for new staff
requirements.
Glenn Budget 2022 1 173
Provincial Infrastructure
This reserve fund has been established to host the Provincial funding grants received
and meet the funding agreements' requirements. This is an obligatory reserve fund as
the use of the funds are restricted through the respective agreements.
Orono BIA
This reserve fund is a traditional capital replacement reserve fund that is monitored
annually to determine the need for increases to tax levy support. It is linked to the Asset
Management Plan.
Development Charges Reserve Funds
The accounts listed below are the development charges reserve funds for each service
level category identified in our development charges background study and by-law. The
reserve funds must be used to fund the growth -related costs required to meet the needs
of growth. No current -year receipts are used for current budget requirements. Balances
at December 31 st of the year prior are to be utilized for the next years' budget
requirements. Future projections are made on a regular basis to address capital budget
forecasts. The following are the current DC funds:
• General Government DC Reserve Fund
• Public Library DC Reserve Fund
• Emergency Services DC Reserve Fund
• Indoor Recreation DC Reserve Fund
• Engineering Park Development and Facilities DC Reserve Fund
• Operations DC Reserve Fund
• Roads and Related DC Reserve Fund
• Parking DC Reserve Fund
Glawnff Budget 2022 1 174
Reserve Fund Contributions and Transfers
The following outlines the contributions to the reserves and reserve funds as well as the
transfers out to the general fund.
Contributions to Reserve Funds
The following are the contributions to reserve funds for 2022:
Reserve
Computer Equipment
Purpose
Annual contribution
$ 100,000
Clerk's Fleet
Annual contribution
5,000
Animal Services
Annual contribution
10,000
Parking Lot
Budgeted meter revenue
350,000
Future Staffing
Annual contribution
50,000
Municipal Capital Works
Annual contribution
300,000
Economic Development
Reserve Fund
Annual contribution
50,000
Municipal Government
Enterprise
Energy Master Plan savings
30,000
Municipal Capital Works
Funding for Development Charge incentives
250,000
Fire Equipment
Annual contribution
400,000
Continuous Improvement
Reserve Fund
To fund KPI review and staffing reviews
50,000
Engineering Fleet
Annual contribution
5,000
Parking Rehabilitation
Annual contribution
310,000
Cemeteries Capital
Annual contribution
5,000
Facilities / Parks Maintenance
Annual contribution
385,000
Operations Equipment
Annual contribution
1,085,000
Community Services Capital
Annual contribution
425,000
Community Services Capital
Building Refurbishment
Annual contribution
887,500
General Municipal Purposes
Community Care Durham leaseholds
49,200
Community Improvement
Annual contribution (not for CIP grants)
12,500
CjarVou Budget 2022 1 175
Contributions to Reserves
The following are the contributions to reserves for the year 2022:
Withdrawals from Reserve Fund to General Fund
The following are the withdrawals from the reserve funds to fund operating expenses in
the general fund in 2022:
Reserve Fund 01�
Purpose I I
Amount 1�
DC — Roads and Related
Green Rd debenture funding
$552,820
Diane Hamre Recreation Centre debenture
DC — Indoor Recreation
funding
921,375
Bowmanville Indoor Soccer debenture
DC — Indoor Recreation
funding
149,205
DC — Library
Courtice Library debenture funding
78,703
Engineering Review
Engineering division expenses
40,000
Engineering division expenses and salary for
Engineering and Inspection
capital work coordinator
460,000
Rate Stabilization
General stabilization
150,000
To phase in impact of street sweeping costs
Rate Stabilization
due to regulation change over 2 years
300,000
Offset COVID-19 related decrease in
Rate Stabilization
revenues and extra cleaning costs
1,250,000
GlaWnn Budget 2022 1 176
7Ratetabilization
Communications- write and produce a one
page quarterly update
60,000
Request for a Full Environmental
Assessment for the Mixed Waste
Transfer/Pre-Sort and Anaerobic Digestion
Rate Stabilization
Organics Processing Facility
50,000
Bowmanville indoor soccer debenture
Debt Retirement
funding that is not DC -eligible
16,578
Parking Lot
Parking enforcement expenses
536,951
Retain a consultant to prepare an Economic
Development Strategy (50k- 90% funded by
DC — General Government
DC)
45,000
Building Division
Deficit funding for building inspections
204,716
Funding for new -Financial Analyst- Asset
Management position related to the
Provincial Infrastructure
development of asset management plans
80,000
That $150,000 of the total cost for the new
positions and promotions in Fire be funded
Future Staffing
by the Future Staffing Reserve Fund
150,000
Consulting in Planning to expediting the
Courtice Waterfront Design study as in 2020
DC — General Government
DC Study
120,000
To increase funding to the Newcastle Hall
Rate Stabilization
Board for 2022 to a total of $45,000
23,900
4 ..
In addition, Council approved $2 million to be transferred from the Rate Stabilization
Reserve Fund to capital related reserve funds at the discretion of the Treasurer. This
rebalancing will occur within 2022 upon completion of the Municipality's Asset
Management Plan.
Withdrawals from Reserves to General Fund
The following are the withdrawals from the reserves to fund operating expenses in the
general fund in 2022:
Glenn Budget 2022 1 177
C arWon Budget 2022 1 178
What is Fund Accounting
The Municipality, like every municipality in Ontario, prepares its financial statements in
accordance with Public Sector Accounting Standards (PSAS) as established by the
Public Sector Accounting Board (PSAB) of the Chartered Professional Accountants of
Canada (CPA Canada).
The Municipality follows PSAS, which is an accrual basis form of accounting. This
means revenues and expenses are recognized when the transaction, service or event
occurs rather than when payment is made or received. As allowed under Ontario
Regulation 284/09 under the Municipal Act, 2001, the Municipality does not budget for
amortization, post -employment benefits or solid waste landfill closure and post -closure
expenses.
The Municipality uses fund accounting which views each fund as its own entity, with its
own assets, liabilities, income and expenses. The use of funds helps to ensure that
dedicated or restricted funds are used for their intended purpose.
There are three basic types of funds used by the Municipality:
Operating Fund — This fund includes all the assets, liabilities, income, and
expenses not allocated to one of the other funds. Unrestricted funds such as
property taxes are recorded through the operating fund.
Capital Fund — This fund includes all capital expenditures and the method of
funding these expenditures. Funding may be from a transfer from tax revenues, a
transfer from reserves or reserve funds, receipt of grants or issuance of long-
term debt.
Reserve Funds — These funds are individually established to record the assets
which are physically segregated to meet a specific purpose.
C arWou Budget 2022 1 179
The budget process, resolutions and by-laws provide the mechanism for Council to
approve the transfer of funds between the funds. The use of interfund transfers within
the accounting system provides the necessary accounting trail to ensure that all
directions have occurred. For this reason, continuities of reserve and reserve funds are
also prepared.
Revenue and Expense Categories
Revenues and expenses are categorized throughout the budget based on their purpose
and similarities.
Revenues
Levies
Estimated taxation, supplementary taxation, and payments -in -lieu of taxation received.
These funds may be collected on behalf of the Province of Ontario or a school board
and are remitted to the specific agency.
Provincial Grants and Subsidies
Grants received from the Province of Ontario for specific functions such as the Ontario
Community Infrastructure Fund or specific grant projects.
Federal Grants and Subsidies
Grants received from the Government of Canada for specific functions such as the
Federal Gas Tax Fund or specific grant projects.
User Fees
Fees for use of service including, but not limited to, facility rentals, cemetery fees,
application for planning and building permits, recreational programming.
Licensing and Lease Revenue
Licensing fees include taxi licensing and lease revenues for the long-term lease of
municipal facilities and property.
Investment Income
All investment income earned by the Municipality through its investment holdings, bank
account balances and investment in Elexicon.
C arWou Budget 2022 1 180
Contributions from Reserves
Contributions from reserves and reserve funds for specific purposes as identified with
the budget. This is an internal source of funding and may be originally sourced from
taxation, grants or user fees.
Other Revenues
Any revenue that is not otherwise categorized.
Expenses
Salaries and Benefits
Compensation for all employees such as salaries, wages, benefits, overtime,
allowances and statutory benefits.
Materials
Includes items such as office supplies, salt and sand, gravel, insurance costs, phone
costs and other general expenses.
Rent and Financial Costs
Bank charges, debit and credit card charges, cost of rental equipment and facility
rentals for the Municipality.
Purchase / Contracted Services
Items that are outsourced, such as professional services, winter clearing and IT
software as a service.
Debt Repayment
Interest on debt repayments to external parties
Grants and Transfer Payments
Grants given to community groups, external boards and agencies and levies from other
organizations.
C arWou Budget 2022 1 181
Contributions to Reserves and Reserve Funds
Contributions from the general fund for the Municipality's reserves and reserve funds
Financial Policies
The Municipality of Clarington has approved several financial policies to provide
consistency with how financial decisions are made. The following are significant
financial policies adopted by Council.
Budget and Financial Control Policy
The budget is one of the most significant annual policy documents that Council adopts.
The budget highlights the priorities for the upcoming year and the allocated resources to
provide services to constituents. The budget is balanced with revenues equaling
expenses for the year and is tabled for Council review and approval.
The policy provides a target range, net of growth, for tax levy increases based on the
Consumer Price Index and the Asset Management Plan. The policy does require that
this range be brought to Council in September of every year for decision on a specific
target. For the 2022 budget year, the target range based on policy is between 4.13 per
cent and 6.38 per cent; the Council approved target is 3.95 per cent with a range of 3.15
to 4.75 per cent. It is noted that the target range is high this year as a result of the
impacts of COVID-19 recovery on the CPI in late 2020 and early 2021; therefore, the
CPI was not a strong indicator for the inflationary pressures on costs in 2022 and Staff
recommended a range based on economic forecasts for 2022.
Investment Policy
The policy establishes guidelines for municipal investments and ensures compliance
with applicable legislation.
The objectives, in order of importance, of the policy, are to ensure:
• Adherence to statutory requirements;
• Preservation and security of capital;
• Maintenance of necessary liquidity; and
• Realizing a competitive rate of return.
Procurement Policy
The Municipality is legislatively required to approve a procurement policy to establish
the responsibilities, controls, authorizations and procedures for purchasing goods and
services.
C arWou Budget 2022 1 182
Donations Policy
The Municipality is a qualified donee for Canadian income tax purposes which can issue
"official income tax receipts" as prescribed by the Canada Revenue Agency (CRA). To
be a donation, there must be an intention to give, delivery and an acceptance, and it
must be voluntary with no expectation of return.
Donations that qualify for an official tax receipt generally include:
• Cash;
• Capital, real or depreciable property;
• Personal -use property, works of art, jewelry, rare books, stamps or coins;
• A leasehold interest or residual interest in real property;
• Donations of life insurance properties; and
• Donations made under a will
The following items are not qualified donations per the policy:
• Contributions of skill or time;
• Payments of a basic fee for admission to an event;
• Requests by the donor that the Town pay for a portion of the donation;
• Requests by the donor that the donation be directed to a specific person or
family;
• Donations that have a direct benefit to the donor or a relative of the donor; and
• Donations made in exchange for consideration of a right, privilege, material
benefit such as promotion or advertising
Gl(V,W#nil Budget 2022 1 183
Glossary of Terms
The following terms are defined below:
• Accrual Basis of Accounting — A method of accounting that recognizes
revenue as earned and expenditures as incurred rather than waiting until cash is
exchanged.
• Actual — Actual (as opposed to budget) revenues and expenditures for the fiscal
year as indicated.
• Amortization — The gradual reduction of the value of an asset or liability by
some periodic amount. In the case of an asset, it involves expensing the cost of
the item over its useful life.
• Assessment —The Municipal Property Assessment Corporation (MPAC) is
responsible for placing an assessment value on all properties in Ontario. In 1998,
the Province of Ontario reformed the property assessment and taxation system in
Ontario with the implementation of Current Value Assessment (CVA). The CVA
of a property represents its estimated market value or the amount the property
would sell for in an arm's length, an open market sale between a willing buyer
and willing seller.
• Base Budget - In simple terms, a reflection of the budget resources (financial,
human and other) required to maintain service levels at the level provided in the
previous year.
• Budget - A financial plan for a given fiscal year showing revenues and
expenditures for different funds of the Town.
• Budgetary Basis - Refers to the basis of accounting used to estimate financing
sources and uses in the budget. This generally takes three forms: accrual, cash
or modified accrual.
• Business Improvement Area (BIA) - A Business Improvement Area (BIA) is an
association of business people within a specified district who join with the official
approval of the Municipality, in a self-help program aimed at stimulating
business.
• Canada Community Building Fund - Funding provided by the Government of
Canada as part of the New Deal for Cities and Communities. This Federal
initiative is based on a long-term vision of sustainability for Canadian cities and
communities, including four interdependent dimensions: economic,
environmental, social and cultural. The program is intended to achieve results
leading to cleaner air, cleaner water and reduced greenhouse gas emissions.
Starting in 2021, this fund was from the Federal Gas Tax Fund.
Glawnft Budget 2022 1 184
• Capital Budget - The budget that provides for the funding of the Town's
expenditures on capital assets, i.e. assets that provide benefits to the Town over
several years.
• Consumer Price Index (CPI) - A statistical description of price levels provided by
Statistics Canada. The index is used to measure the increase in the cost of living
(i.e. economic inflation).
• Current Value Assessment (CVA) — Property value set upon real estate under
direction by the Province as a basis for levying property taxes.
• Debenture — A formal written obligation to repay specific sums on certain dates.
Debentures are typically issued by the Region of Durham and are unsecured.
• Debt — Any obligation for the payment of money. Debt will normally consist of
debentures as well as short-term notes or cash loans from financial institutions or
internal borrowing from reserves.
• Deferral — The act of putting off until another time or postponing.
• Deficit — The excess of liabilities over assets or expenditures over revenues.
• Development Charges Act (DCA) — Provincial legislation provides guidelines on
funding identified growth -related projects in the Municipality from developers.
• Expenditure - The disbursement of appropriated funds to purchase goods or
services. Expenditures include current operating expenses that require the
current or future use of net current assets, debt service, and capital outlays. This
term designates the cost of goods delivered or services rendered, whether paid
or unpaid, including expenses, provision for debt retirement not reported as a
liability of the fund from which retired, and capital outlays.
• Fiscal Year - Any period of 12 consecutive months designated as the budget
year. The Town's budget year begins January 1st and ends December 31 st.
• Fleet — The vehicles owned and operated by the Municipality.
• Forecast — The projection of revenues and expenditures for future years.
• Full-time Equivalent Position (FTE) — A measure of effective authorized
positions, indicating the percentage of time a position or group of positions is
funded. FTE considers the number of hours per week and portion of the year the
position is funded. FTE = (hours worked per week/total weekly hours) x (months
funded/12). A year -around full-time position has an FTE of 1.00. A full-time
position funded for six months (1/2 year) has an FTE of 0.5.
• Fund - A set of interrelated accounts to record revenues and expenditures
associated with a specific purpose. A fund has its own revenues, expenditures,
assets, liabilities, and equity (fund balance).
Glenn Budget 2022 1 185
• Fund Balance - A term used to express the equity (assets minus liabilities) of
governmental fund types and trust funds. A fund balance is the excess of
cumulative revenues and othersources of funds over cumulative expenditures
and other uses of funds.
• Generally Accepted Accounting Principles (GAAP) - Nationally -recognized
uniform principles, standards and guidelines for financial accounting and
reporting, governing the form and content of many financial statements of an
entity. GAAP encompasses the conventions, rules, and procedures that define
accepted accounting principles at a time, including both broad guidelines and
detailed practices and procedures.
• Grant - A monetary contribution, typically from one level of government to
another, to lend support to a specific service, program or function.
• Inflation - A rise in price levels caused by general economic activity and growth.
• Infrastructure - The public works system in the Municipality, consisting of
immovable physical assets, that deliver an essential public service (e.g. road
network, water and sewer systems, and lighting).
• Interest Income - Revenue associated with the Municipality's cash management
activities of investing cash balances.
• Levy - The amount of property tax, in dollars, which is paid by the Municipality's
taxpayers. To determine the tax levy for a particular property, the property's
assessment value is multiplied by the appropriate rate for the property's tax class.
• Liability — A financial obligation of the Municipality to others.
• Long-term Debt — Debt which matures more than one year after it is issued.
• Municipal Act - Passed by the legislature in December 2001, the Act is
designed to allow municipal leaders the autonomy, power and flexibility they
need to chart their community's future in a meaningful way and react quickly to
change.
• Official Plan - A document adopted by a municipal council pursuant to the
PlanningActthat contains goals, objectives and policies to manage and direct
physical change in the Municipality. Official Plans are generally set for a planning
period of 20 years and must be renewed and updated every five years.
• One-time Item — An item only approved for the current budget which does not
form part of the base budget.
• Ontario Municipal Employees Retirement System (OMERS) — A defined
benefit plan that provides pension benefits for the Municipality's full-time
employees. Employees and employers make equal contributions to the plan.
Glen" Budget 2022 1 186
• Operating Budget — The budget provides the various departments with funding
for their annual recurring operating costs (e.g. salaries, materials and supplies,
contracted services, utilities). Compared to the capital budget, items funded in the
operating budget do not give rise to assets that are expected to provide benefits
over several years.
• Per Capita — A measurement of the proportion of some statistic to an individual
resident determined by dividing the statistic by the current population.
• Property Tax — A value -based tax levied on real and personal property
according to the property's assessed valuation and the tax rate.
• Public Sector Accounting Board (PSAB) — The body of the Chartered
Professional Accountants (CPA) that issues recommendations and guidance with
respect to matters of accounting in the public sector. Its aim is to improve the
financial and performance information reported by governments and other public
sector entities for the benefit of decision makers and other users of the
information.
• Reserve - An allocation of accumulated net revenue that is established by
Council for a particular purpose. It has no reference to any specific asset and
does not require the physical segregation of money or assets as in the case of a
reserve fund. Interest earned on the invested earnings is reported as
operating fund earnings and not accumulated in the reserve.
• Reserve Fund - An allocation of accumulated net revenue, like a reserve. It
differs from a reserve in that reserve fund assets are segregated and restricted to
meet a specific purpose. There are two types of reserve funds. Obligatory reserve
funds are required under provincial statute, while discretionary reserve funds are
created by Council for a specified future use.
• Revenue - Monies received from all sources (with exception of fund balances)
that will be used to fund expenditures in a fiscal year.
• Stakeholders - The person, group or organization that has direct or indirect stake
in the Town because it can affect or be affected by the Town's actions, objectives
and policies.
• Surplus - The excess of actual revenue over operating expenditures incurred
during a budget period.
• Tangible Capital Asset (TCA) — Non -financial assets that have a lifespan that
extends beyond an accounting period. Also known as a "fixed assets".
• Tax Rate — A percentage rate that is used to determine the property tax levy to
be paid by a taxpayer within the Town. The rate fora property depends on its tax
class, which in turn depends on the type of property (residential, commercial,
industrial, etc.). The rate is multiplied by the assessment to provide the tax levy.
Rates are established by Council by-law.
c`fW01H Budget 2022 1 187
User Fees & Service Charges - Fees paid by individuals or organizations to the
Town for the use of Town facilities (e.g. recreation fees) or for provision of
municipal services (e.g. planning).
Vital Statistics Act — Responsible for matters such as maintenance of the
municipal birth and death registry and issuance of death and burial certificates
C arWou Budget 2022 1 188
Acronyms
• AMP
— Asset Management Plan
• ARL
— Annual Repayment Limit
• ASC
— Allan Strike Squash and Aquatic Centre
• CAO
— Chief Administrative Officer
• CCC
— Courtice Community Complex
• CIP —
Community Improvement Plan
• CLOCA — Central Lake Ontario Conservation Authority
• CPA
— Chartered Professional Accountants of Canada
• CPI —
Consumer Price Index
• DC —
Development Charge
• DHRC — Diane Hamre Recreation Complex
• EA —
Environmental Assessment
• FIR —
Financial Information Return
• HR —
Human Resources
• HVAC — Heating, Ventilation, and Air Conditioning
• LED
— Light -emitting Diode
• MAC
— Municipal Administration Centre
• MPAC — Municipal Property Assessment Corporation
• MTO
— Ministry of Transportation
• OCIF
— Ontario Community Infrastructure Fund
• O Reg
— Ontario Regulation
• PSAB — Public Sector Accounting Board
• RF —
Reserve Fund
• RRC
— Garnet B. Rickard Recreation Centre
• SCA
— South Courtice Arena
Glenn Budget 2022 1 189