HomeMy WebLinkAbout01-09-2023
General Government Committee
Agenda
Date:January 9, 2023
Time:9:30 a.m.
Location:Council Chambers or Microsoft Teams
Municipal Administrative Centre
40 Temperance Street, 2nd Floor
Bowmanville, Ontario
Inquiries and Accommodations: For inquiries about this agenda, or to make arrangements for
accessibility accommodations for persons attending, please contact: Lindsey Patenaude,
Committee Coordinator, at 905-623-3379, ext. 2106 or by email at lpatenaude@clarington.net.
Alternate Format: If this information is required in an alternate format, please contact the
Accessibility Coordinator, at 905-623-3379 ext. 2131.
Audio/Video Record: The Municipality of Clarington makes an audio and/or video record of
General Government Committee meetings. If you make a delegation or presentation at a General
Government Committee meeting, the Municipality will be recording you and will make the recording
public on the Municipality’s website, www.clarington.net/calendar
Noon Recess: Please be advised that, as per the Municipality of Clarington’s Procedural By-law,
this meeting will recess at 12:00 noon, for a one hour lunch break, unless otherwise determined by
the Committee.
Cell Phones: Please ensure all cell phones, mobile and other electronic devices are turned off or
placed on non-audible mode during the meeting.
Copies of Reports are available at www.clarington.net/archive
The Revised Agenda will be published on Friday after 3:30 p.m. Late items added or a change to
an item will appear with a * beside them.
Pages
1.Call to Order
2.Land Acknowledgement Statement
3.Declaration of Interest
4.Announcements
5.Presentations/Delegations (10 minute time limit)
5.1 Lorrie Hagen Regarding Request for Funding Support for The Charles H.
Best Diabetes Centre - Building on the Best Expansion Campaign
5.2 Mark Hughey, Canadian Nuclear Laboratories, Regarding Port Granby
Project Annual Update
6.Reports/Correspondence Related to Presentations/Delegations
7.Communications
8.Staff Reports, Staff Memos and New Business Consideration
8.1 Public Works
8.1.1 PWD-001-23 Bowmanville and Courtice Leash Free Dog Park
Solar Lighting Overexpenditure Report
4
8.2 Legislative Services
8.2.1 LGS-003-23 Appointments to Various Boards and Committees 7
(Attachment 1 Distributed Under Separate Cover)
8.2.2 LGS-004-23 2022 Municipal Elections – Post-Election
Accessibility Report
24
8.3 Financial Services
8.3.1 FSD-001-23 2023 Interim Financing 41
General Government Committee Agenda
January 9, 2023
Page 2
8.4 CAO Office
8.4.1 CAO-001-23 Public Works Payroll and Job Allocation Process
Modernization Review
46
8.4.2 CAO-002-23 Corporate Risk Assessment – 2022 Findings 112
8.4.3 CAO-003-23 Outstanding Motions from Council Term 2018-
2022
127
9.Unfinished Business
9.1 Roda Muse, Secretary-General, Coalition of Inclusive Municipalities,
Regarding Designation of Member of Council as a Liaison to the
Coalition of Inclusive Municipalities (Referred from the November 28,
2022 General Government Committee Meeting)
Link to Item 7.3 from the November 28, 2022 General Government
Committee Agenda
10.Questions to Department Heads/Request for Staff Report(s)
11.Confidential Items
11.1 LGS-002-23 Compensation Review for Non-Affiliated Staff
11.2 LGS-005-23 Update - CUPE Collective Bargaining
12.Adjournment
General Government Committee Agenda
January 9, 2023
Page 3
Staff Report
If this information is required in an alternate accessible format, please contact the Accessibility
Coordinator at 905-623-3379 ext. 2131.
Report To: General Government Committee
Date of Meeting: January 9, 2023 Report Number: PWD-001-23
Submitted By: Stephen Brake, Director of Public Works
Reviewed By: Mary-Anne Dempster, CAO Resolution#:
File Number: By-law Number:
Report Subject: Bowmanville and Courtice Leash Free Dog Park Solar Lighting
Overexpenditure Report
Recommendations:
1. That Report PWD-001-23 and any related delegations or communication items, be
received;
2. That Council approve the overexpenditure incurred for the 2022 Bowmanville and
Courtice Leash Free Dog Park Solar Lighting project; and
3. That all interested parties listed in Report PWD-001-23 and any delegations be
advised of Council’s decision.
Page 4
Municipality of Clarington Page 2
Report PWD-001-23
Report Overview
The purpose of this report is to recommend the approval of $27,114.32 in additional funds
for the installation of solar lighting at the Bowmanville and Courtice Leash Free Dog Parks.
This overexpenditure requires Council approval as per Corporate Policy G5 – Capital Project
Overexpenditures.
1. Background
1.1 At a meeting held on November 1, 2021, the Council of the Municipality of Clarington
passed the following Resolution #C-355-21:
That Staff be directed to install solar lighting, as soon as possible, at the Courtice
and Bowmanville Leash Free Dog Parks with appropriate funding from the
Outdoor Recreation Misc. Upgrade Account.
1.2 Solar lighting is still considered new technology. A peer review of other municipalities
and market research of lighting suppliers did not yield expected results. As a result, only
one vendor provided a quotation for the supply and delivery of solar lighting and poles
for the two parks. Installation was coordinated through a separate purchase order and a
separate vendor. The initial quotations included $77,235.54 for the supply of solar lights
and poles and $10,396.00 for the installation.
1.3 Due to a misunderstanding between the solar lighting vendor and staff that was created
by inconsistent mapping used by each party, the initial purchase order included all solar
lights and poles for the Courtice park but only enough for a small portion of the
Bowmanville park. Public Works Staff, working with the Purchasing Division, reached
out to the same vendors and obtained additional purchase orders to complete the entire
Bowmanville park, as initially directed by Council. These purchase orders amounted to
$47,627.24 for the supply of remaining solar lights and poles and $9,040.00 for the
additional installations. This process, carried out in two phases, resulted in the
overexpenditure of the original Outdoor Recreation Misc. Upgrade budget by
$27,114.32.
1.4 The over expenditure for this project exceeds the limits set by Corporate Policy G5 for
staff approval and therefore requires Council approval.
2. Financial Considerations
2.1 The overexpenditure of the Outdoor Recreation Misc. Upgrade Account was discussed
with the Deputy CAO / Treasurer, and a recommendation was given to offset the
amount by using the Rate Stabilization Reserve Fund Account 554-00-000-00000-7418.
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Report PWD-001-23
2.2 The Council approved Capital Over expenditure Policy provides the Treasurer the
authority, in this case, to approve up to $25,000. As the required amount exceeds this
threshold, Council approval is required..
3. Concurrence
This report has been reviewed by the Deputy CAO / Treasurer who concurs with the
recommendations.
4. Conclusion
All solar lights have now been installed and are operational. Staff have also received
positive comments from the park patrons regarding the project. It is respectfully
recommended that Council approve the over expenditure as set out above.
Staff Contact: Slav Potrykus, Traffic Engineering Supervisor, 905-623-3379 extension 2315 or
spotrykus@clarington.net.
Attachments:
Not Applicable
Interested Parties:
There are no interested parties to be notified of Council's decision.
Page 6
Staff Report
If this information is required in an alternate accessible format, please contact the Accessibility
Coordinator at 905-623-3379 ext. 2131.
Report To: General Government Committee
Date of Meeting: January 9, 2023 Report Number: LGS-003-23
Submitted By: Rob Maciver, Deputy CAO/Solicitor
Reviewed By: Mary-Anne Dempster, CAO Resolution#:
File Number: By-law Number:
Report Subject: Appointments to Various Boards and Committees
Recommendations:
1. That Report LGS-003-23 and any related communication items, be received;
2. That the Terms of Reference for the Accessibility Advisory Committee, as outlined in
Section 1.3 to 1.5, updating the frequency of meetings and selection of a Secretary,
be approved;
3. That the appointment of a Municipal Liaison to the Bethesda House Board be
discontinued;
4. That Staff be directed to prepare a by-law amendment to By-law 2008-037 to
change the Terms of Reference for the Newcastle Memorial Arena Board to change
the number of Members of Council from two to one;
5. That Staff be directed to prepare a by-law amendment to By-law 2014-094 to
change the Terms of Reference for the Newcastle Village Community Hall B oard to
change the number of Members of Council from two to one, that being EITHER the
Ward 4 Local Councillor or the Regional Councillor for Wards 3 and 4;
6. That Staff be directed to prepare a by-law amendment to By-law 2008-038 to
change the Terms of Reference for the Solina Town Hall Board to change the
number of Members of Council from two to one;
7. That the Terms of Reference for the Task Force on Affordable Housing be amended
to change the minimum Council representation from “two” to “one” and to replace the
words “The Task Force will generally meet monthly” to “The Task Force will
generally meeting quarterly”;
8. That the Terms of Reference for the Tourism Advisory Committee be amended to
remove the Member of Council as part of the composition; Page 7
Municipality of Clarington Page 2
Report LGS-003-23
9. That the Committee consider the applications for appointments to the various
Boards and Committees, and that the vote be conducted to appoint the citizen
representatives, in accordance with the Appointment to Boards and Committees
Policy;
10. That Staff be authorized to advertise for any remaining vacancies; and
11. That all interested parties listed in Report LGS-003-23 and any delegations be
advised of Council’s decision.
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Municipality of Clarington Page 3
Report LGS-003-23
Report Overview
This report is intended to provide background information, regarding the vacancies on
various boards and committees to assist in the appointment process.
1. Review of Boards & Committees
General
1.1 With the start of the new Council term, Staff have evaluated the current Boards and
Advisory Committees in an effort to identify opportunities for efficiencies.
Accessibility Advisory Committee Terms of Reference Review
1.2 The Accessibility Advisory Committee’s Terms of Reference state that the Committee
must meet on the first Wednesday of the month or at the call of the Chair. Having the
Committee meet monthly was more than the requirement and not providing a lot of
value. Changing the frequency of meetings would also reduce the commitment of the
Council member. The Site Plan Review Subcommittee will remain unchanged.
1.3 Staff are recommending the following amendment to the Terms of Reference:
“The Committee will meet once per quarter or at the call of the Chair. Exceptions
may include:
July and August
During a regular municipal election, where meetings may be cancelled in the
last quarter of the year
Where a quorum is not reached, and
When circumstances warrant special consideration”.
1.4 The Committee’s Terms of Reference state that they shall select a chair and vice-chair
among its members. Currently, there is no selection of a secretary. At each meeting, the
Staff Liaison seeks a volunteer each meeting to complete the minutes. The majority of
the time, the Staff Liaison completes the duties of the secretary, which makes it
challenging to capture the minutes when steering the conversation, answering
questions, and/or sharing documents.
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Report LGS-003-23
1.5 Staff are recommending the following addition to the Terms of Reference:
“The Committee shall select a recording secretary at the first meeting. Duties of
the secretary shall include the taking of meeting minutes and providing these
minutes to the Staff Liaison for review before submitting the minutes to the Clerk
for Council’s information”.
Agricultural Advisory Committee
1.6 Staff have reviewed this Committee and recommend that one Council representative
remain. Additionally, the Terms of Reference state that “the Agricultural Advisory
Committee shall determine the location and frequency of meetings.” Currently they meet
monthly on the second Thursday of every month at 7:30 pm. Staff are recommending
that they meet quarterly. No changes are required to the Terms of Reference.
Bethesda House Municipal Liaison Review
1.7 The appointment of the Bethesda House Member of Council arose in 2002 as a request
from the Chair for a Municipal Liaison.
1.8 Staff have contacted Bethesda House for their input and found the following:
The Member of Council is not a Board Director and does not have voting rights.
The Member is usually invited to attend one board meeting a year but is welcome
to ask to attend other meetings if there is information/questions.
Bethesda House has asked, several times over the years, for a role description.
In the absence of a role description, they have informally developed their own.
They see the member as a supporter of the organization; someone who will
attend their events; will speak up on behalf of the organization if needed; and will
check in to see if anything is needed.
They were under the impression that the appointment of a Municipal Liaison was
a municipal program to support charities. In reality this is the only instance of a
“Municipal Liaison” with a charity.
Bethesda House understands that Members of Council have limited time
resources and they don’t see an overwhelming problem with not having a
Municipal Liaison.
Bethesda House believes that they currently have a “very good, and open
relationship with the Municipality”. Bethesda House would welcome
safeguards/processes to ensure a continued good relationship.
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Report LGS-003-23
1.9 Staff are recommending the discontinuation of a Municipal Liaison to Bethesda House.
To address Bethesda House’ note on a continued relationship, Staff are suggesting:
o That Bethesda House be invited to provide an annual report/update, either
in person or in writing, to a General Government Committee meeting. This
could be done at any time of the year that is convenient for the Board.
o Regular communications from Bethesda House to Members of Council to
advising of upcoming events. This communication could also include our
Communications Division so that they could support the events via social
media.
o Continue to include Bethesda House on the Clarington Connection
Newsletter organization group.
o Proactive check-ins from Clarington’s Communications Division with
Bethesda House to [in the words of Jaki Mackinnon, Executive Director]
“see if there is any way consistent communication linkages can connect
the community leaders, the people who work at the Municipality, and the
charities that contributed to the community”.
Bowmanville Santa Claus Parade Committee
1.10 Staff reviewed the Bowmanville Santa Claus Parade Committee from the standpoint of
whether it needs to remain a Committee of Council and whether a Member of Council
needs to be included. Report CLD-21-04 established this as a Committee of Council
arising out of the Committee’s need for insurance coverage. The report makes it clear
that the insurance carrier would cover them if, among other things, it was a Committee
of Council and a Member of Council sits on it. Additionally, this allows the Parade
Committee to issue tax receipts.
Staff have confirmed with the insurance company that these conditions need to remain
in place, therefore staff are recommending no change at this time.
Clarington Active Transportation
1.11 Staff have reviewed this Committee and recommend that one Council representative
remain.
Clarington Heritage Committee
1.12 Staff have reviewed this Committee and recommend that one Council representative
remain. Additionally, the Terms of Reference state that “the Clarington Heritage
Committee shall determine the location and frequency of meetings.” Currently they
meet monthly on the third Tuesday of the month (unless there is a Special Meeting),
except July, August or December. Staff are recommending that they meet quarterly. No
changes are required to the Terms of Reference.
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Report LGS-003-23
Committee of Adjustment
1.13 The Committee of Adjustment is driven by applications and legislated timeframes,
therefore Staff don’t recommend any changes at this time.
Diversity Advisory Committee Review
1.14 Staff are recommending the continuance of the Diversity Advisory Committee (DAC).
Until the Staff team is more representative of our community, the DAC has been
invaluable in providing guidance on some key sensitive discrimination/racism and
inclusion issues. Some of the Committee’s accomplishments include a Land
Acknowledgement Statement, contributing to the Inclusive Spaces Policy, developing
holidays, and recognition calendars, and assisting in hosting community events to
support diverse celebrations. Their future work plan will continue and will provide
valuable input to the development of an Anti-Racism/Anti-Discrimination strategy.
Samuel Wilmot Nature Area Management Advisory Committee (SWNAMAC)
1.15 Staff recommend the continuation of this SWNAMAC. Members include volunteers, a
Member of Council, Clarington Staff, and Conservation authorities and are very
engaged with the preservation and enhancement of the Nature Area and the
surrounding environment. Naturalist efforts include watershed protection, pollinator
plantings, butterfly conservation, and birdhouse installations. Volunteers o n the
Committee are predominantly local residents that have a mandate of improving access
and creating a connection between the lands, the local community, and for visitors to
the area. The Samuel Wilmot Nature Area is supported by funding from Municipal
Budgets, fundraisers, and grants through Ontario Power Generation (OPG).
Task Force on Affordable Housing
1.16 The current composition is:
“a maximum of 14 voting members including at least 2, but not more than 3,
members of Council. A maximum of 11 citizen members may be appointed.
Citizen appointments should represent a broad range of interests in the
community.”
1.17 Staff have reviewed the Committee composition and recommend changing the
minimum number of Members of Council from “two” to “one”.
1.18 Additionally, the Terms of Reference state that “the Task Force will generally meet
monthly. Additional meetings may be required based on the work of the Task Force.”.
Staff are recommending that they meet quarterly. Therefore a change to the Terms of
Reference is required and noted in this report’s recommendations.
Tourism Advisory Committee
1.19 Staff have reviewed the Committee composition and advised that a Member of Council
is not required. As we are moving toward an in-house model for Economic
Development, the value of this committee will be reviewed and reconsidered at that
time. Page 12
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Report LGS-003-23
Municipal Services Boards (Newcastle Town Hall, Newcastle Arena Board, Solina
Community Hall, and Tyrone Community Hall Board)
1.20 Staff have reviewed the Member of Council requirements on the boards and advised
that the majority of Boards do not have the Council representation. Staff have clear lines
of communication and are quick to respond to any concerns that may arise. Most
requests received are of a repair and maintenance nature and do not wait to receive the
requests through a Member of Council. Staff advised that they would support a
reduction in Council representation.
1.21 Clarington currently has four “Municipal Services Boards” (MSBs) which were created in
2008 and replaced the former “Community Centre Boards”: Newcastle Memorial Arena
Board; Solina Hall Board; Tyrone Hall Board; and Newcastle Community Hall Board.
1.22 In the recommendation section of this report, Staff have included recommendations for
reductions in the number of Council representatives for the MSBs (excluding Tyrone
which only has the single Member of Council). Council will need to choose whether to
change the terms of reference to appoint either the Ward 4 Local Councillor or the
Regional Councillor for Wards 3 and 4.
2. Background, Advertising, and Applications for Appointments
2.1 Most of the Municipality of Clarington Board and Committee members’ terms expire with
the term of Council.
2.2 Staff placed an advertisement in local papers and on the Municipality’s website,
www.clarington.net/Commitees.
2.3 In an effort to extend the reach of our advertisements for vacancies, Staff created a
profile on the www.claringtonvolunteers.ca website. Vacancies for the Boards and
Committee’s were listed on the Clarington Volunteers website.
2.4 The description of all committees, including terms of reference, history, and minutes are
located www.clarington.net/committees.
3. List of Applicants
3.1 In accordance with the “Appointment to Boards and Committees Policy”, a confidential
application package has been attached at the front of the applications.
3.2 Please note that an asterisk after the applicant’s name indicates that the person is
presently a member of the Board or Committee.
3.3 “Late” following the name indicates the application was received past the deadline of
December 2, 2022, at 2:00 p.m.
3.4 A space has been left to indicate the necessary Council representative appointments.
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Report LGS-003-23
3.5 Below is a listing of the various Boards and Committees and applicable information:
a. Accessibility Advisory Committee
(7 to 10 citizens of which the majority of the Committee members shall be
persons with disabilities; and 1 Council Representative)
b. Agricultural Advisory Committee
(6 citizens for a four-year term who provide an appropriate representative of
various farming interests (dairy, beef, apple, greenhouse, cash crops, hog,
poultry, etc.); and 1 Council Representative)
c. Bowmanville Santa Claus Parade Committee
(Members are nominated then appointed by Council, 1 Council
Representative)
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Report LGS-003-23
d. Clarington Active Transportation and Safe Roads Advisory Committee
(Minimum 8 up to a maximum 10 citizens; and 1 Council Representative who
represent a broad diversity of the community including cyclists, hikers,
runner, seniors, etc.)
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Report LGS-003-23
e. Clarington Heritage Committee
(Minimum 5 up to a maximum 12 citizens, including a representative from
Newcastle Village and District Historical Society and Clarington Museums and
Archives; and 1 Council Representative. Committee members shall possess
knowledge of cultural heritage issues within Clarington, relevant heritage
conservation experience, technical training in a heritage planning field, and/or
current involvement in cultural heritage community activities.)
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Report LGS-003-23
f. Clarington Task Force on Affordable Housing
(11 members and 1-3 Council Representative. Citizen appointments must
represent a broad range of interests in the community)
g. Committee of Adjustment
(6 citizens)
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Report LGS-003-23
h. Diversity Advisory Committee
(4 citizens, including 2 youth (ages 16 to 24); and 1 Council Representative)
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Report LGS-003-23
i. Ganaraska Forest Recreational User Committee
(1 member appointed annually by the Municipality of Clarington)
j. Livestock Valuer
(2 citizens for a four-year term)
k. Newcastle Arena Board
(7 citizens; 1 Council Representative)
l. Newcastle Village Community Hall Board
(3 citizens for a two-year term; 1 Council Representative)
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Report LGS-003-23
m. Property Standards Committee
(6 citizens)
n. Public Library Board
(7 citizens; 2 Council Representatives)
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Report LGS-003-23
o. Samuel Wilmot Nature Area Management Advisory Committee
(Minimum 8 up to 10 citizens; 1 Council Representative)
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Report LGS-003-23
p. Tourism Advisory Committee
(8 citizens who must be a tourism stakeholder with a tourism market-ready
business in Clarington)
q. Durham Active Transportation Committee
(1 member nominated by the Municipality of Clarington)
r. Energy from Waste – Waste Management Advisory Committee
(4 members appointed by the Municipality of Clarington, 2 year term)
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Report LGS-003-23
4. Appointments of Councillor Representatives
4.1 The following Boards/Committees of Council require Council representatives only (no
citizens are appointed from the Municipality of Clarington). NOTE: Resident members
of the CIP are appointed by the Director of Planning and Development Services.
Board/Committee # of Council Representatives Required
Bowmanville CIP 1
Newcastle CIP 2
Orono CIP 1
4.2 The following are not Boards/Committees of Council but require Council representatives
only (no citizens are appointed from the Municipality of Clarington):
Board/Committee # of Council Representatives Required
Visual Arts Centre 1
St. Marys Community Relations Committee 1
5. Financial Considerations
Not applicable
6. Concurrence
Not Applicable.
7. Conclusion
It is respectfully recommended that Committee consider the vote to make the
appointments to the various boards and committees. Regarding the lack of applicants to
some of the boards and committees, it is recommended that Staff be authorized to
advertise for any remaining vacancies.
Staff Contact: Lindsey Patenaude, Committee Coordinator, 905-623-3379 ext. 2106 or
lpatenaude@clarington.net.
Attachments:
Attachment 1 – Confidential Application Package (Distributed Under Separate Cover)
Interested Parties:
All Applicants
All Board/Committee Appointment Contacts Page 23
Staff Report
If this information is required in an alternate accessible format, please contact the Accessibility
Coordinator at 905-623-3379 ext. 2131.
Report To: General Government Committee
Date of Meeting: January 9, 2023 Report Number: LGS-004-23
Submitted By: Rob Maciver, Deputy CAO / Municipal Solicitor
Reviewed By: Mary-Anne Dempster, CAO By-law Number:
File Number: Resolution#:
Report Subject: 2022 Municipal Elections – Post-Election Accessibility Report
Recommendation:
1. That Report LGS-004-23, and any related delegations or communication items, be
received; and
2. That a copy of Report LGS-004-23 be placed on the municipal website.
Page 24
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Report LGS-004-23
Report Overview
This report is intended to provide information regarding Clarington’s 2022 Municipal
Elections, specifically as it pertains to initiatives that were incorporated into the electoral
process to provide greater accessibility and inclusivity for Clarington ele ctors.
1. Background
1.1 In February 2022, Council received Report LGS-003-22, which outlined Clarington’s
2022 Municipal Elections accessibility plan in accordance with the Municipal Elections
Act, 1996 (MEA). The following is an excerpt from the MEA:
12.1 (1) A clerk who is responsible for conducting an election shall have
regard to the needs of electors and candidates with disabilities.
12.1 (2) The clerk shall prepare a plan regarding the identification,
removal and prevention of barriers that affect electors and candidates with
disabilities and shall make the plan available to the public before voting
day in a regular election.
12.1 (3) Within 90 days after voting day in a regular election, the clerk
shall prepare a report about the identification, removal and prevention of
barriers that affect electors and candidates with disabilities and shall make
the report available to the public.
1.2 Staff provide the following report as information only, in accordance with the MEA.
1.3 Clarington’s 2022 Municipal Elections were conducted via internet and telephone voting.
Ten Election Assistance Centres (EACs) were open on Voting Day (October 24), with a
combination of those EACs and other locations being open on varying dates from
Tuesday, October 18 until Saturday, October 22. Although EACs were spread out
throughout the Municipality, voters were able to attend any EAC to receive the
assistance they needed or to vote. Clarington Municipal Library Staff were also trained
on how to assist voters, which provided additional locations and hours for voters to seek
assistance, and to vote. Clarington Election Officials also attended six Special Voting
Locations (retirement / nursing homes and the hospital).
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Report LGS-004-23
2. Election
Accessibility Review
2.1 To ensure dignity, integration, independence, and fairness, and provide an equal
opportunity for all Clarington voters, the Clerk’s Division undertook several initiatives
during the 2022 Clarington Municipal Elections.
2.2 Clarington’s 2022 Municipal Election permitted voters to vote from home, allowing
people to use their own assistive devices, as neede d.
2.3 Clarington had 1,928 more votes cast in 2022 than in the 2018 Municipal Elections.
The voter turnout percentage was slightly lower in 2022 (28% in 2022, 28.5% in
2018) because Clarington had 8,098 more voters on the Voters’ List in 2022,
compared to 2018.
2.4 The Clerk’s Division were able to meet, or exceed, the suggestions made in the
2022 Clarington Municipal Elections Accessibility Plan and all items in the 2022 Plan
will be considered for the 2026 Plan. The highlights include the following:
Action
number
from Plan
Action Details
3.2 Accessibility Advisory Committee
will review and provide input on
the accessibility initiatives.
The Committee reviewed, and
endorsed, the 2022 Clarington
Municipal Elections Accessibility
Plan and members attended the
internet / telephone voting
demonstration in June 2022.
3.3 Use an accessibility checklist for
reviewing potential EACs.
The checklist ensured that all
features of the EACs were
inspected.
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Report LGS-004-23
Action
number
from Plan
Action Details
4.5 Ensure communication material
was available in alternate formats
and free of charge.
All election forms and materials
were created in accessible formats.
Each candidate was provided with a
hardcopy of the candidate
information package. Additionally,
these materials were also posted on
the website and offered in electronic
format.
Communications were distributed
via all methods, including, print, the
website, via video, email, community
signs, etc. See below for a full list of
advertisements.
4.8 Promote the election through
various engagement
opportunities.
Clerk’s Division Staff attended,
daytime and weekend community
events and conducted revision days
at the Special Voting Locations and
at Wilmot Creek.
Clerk’s Division Staff also conducted
mock elections (allowing residents to
try the internet voting system)
4.12 Post all election information on
the Municipality’s Election
website.
All election information was posted
and maintained on the election
website Clarington.net/votes and
met the WCAG 2.0 requirements.
4.15 Municipal election website will
have a dedicated accessibility
section.
The website had a designated
“Accessibility” button at the top right
of each page, which took people
directly to the Accessibility
information.
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Report LGS-004-23
Action
number
from Plan
Action Details
4.28 Internet / telephone voting allows
voters to cast their ballot from
anywhere with an internet
connection or touch-tone
telephone, whether the voter is ill,
works days or nights, has a
disability, or has trouble travelling.
Allowing voters to vote from
anywhere allowed them to vote
using their systems and devices that
they use for everyday life. See
below for some examples of how
this helped voters.
4.32 Telephone voting was an option
for voters who could not use the
internet for any reason, including
bad eyesight.
791 voters (4%) voted via the
telephone.
4.46 A minimum of one voting booth
per EAC shall be wheelchair or
scooter accessible.
Scooters were observed using these
voting booths with some voters
commenting that they appreciated
the access.
4.56 Note pads and pens will be
available at all EACs to assist in
communicating with voters who
are deaf, deafened, or hard of
hearing.
Election Officials did assist a couple
of voters who were deaf or deafened
and used the note pads and pens
provided to communicate with them.
They were provided the assistance
they needed and voted without
issue.
2.5 The Clerk’s Division will continue to learn, develop, and adjust our approaches to
meet the needs of voters with disabilities.
Communication / Advertising Activities
2.6 As this was the first internet / telephone voting election for the Municipality of
Clarington, the Election Team decided to increase the number, and method, of
communications about the election. As a result, Election Officials, working with
Clarington’s Communications Division, released or conducted the following
communication activities.
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Municipality of Clarington Page 6
Report LGS-004-23
Newspaper Advertisements
o 33 advertisements were run from March to October 2022 in the Clarington This
Week and Orono Times (the Orono Times shuts down for two weeks during the
summer, which is why the total number of advertisements is odd). These
included several legislated advertisements about the nomination period and the
positions to be elected.
Clarington also conducted a Metroland Website Takeover on October 19 (sample
included in Attachment 1), which was a full digital takeover of durhamregion.com, where
the Clarington Election information was included on all the webpages. This resulted in
93,184 Impressions and 206 clicks.
Tax insert advertisement (Attachment 2)
o 35,512 packages containing the tax insert with the election information were
sent.
Portable Banners – 8 banners were created, displaying 3 different messages. These
banners were rotated between the following municipal facilities:
o Municipal Administrative Centre,
o Bowmanville Library Branch,
o Garnet B. Rickard,
o South Courtice Arena,
o Courtice Community Complex,
o Courtice Library Branch,
o Newcastle Library Branch,
o Diane Hamre Recreation Centre,
o Orono Library Branch, and
o Bowmanville Indoor Soccer.
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Municipality of Clarington Page 7
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Portal Banners were taken to community events that Clerk’s Division Staff attended,
including the:
o Clarington Farmers Market,
o Newcastle Harvest Festival and
o Apple Festival and Craft Sale.
Portable Banners were taken to the Special Voting Locations.
5 Arena (rink) Boards were placed in each ice pad:
o Garnet B. Rickard x 2
o South Courtice Arena x 2
o Darlington Sports Centre
Electronic (Scala TV screens) Signs
o 3 messages were created and displayed at different times (total time was from
July 1 to October 24) on the TV screens within municipal facilities.
Park / Road Billboards were placed at 4 locations from August 25 to October 25 (picture
within Attachment 1):
o Garnet B. Rickard on Bowmanville Avenue
o Courtice, Highway 2 and Trulls Road Parkette
o Newcastle – Highway 2 at the Library
o Orono – Mill Street South
Bus shelter advertisements were placed in 3 bus shelters from September 12 to
October 24 at (picture within Attachment 1):
o the Courtice Parkette / Highway 2 Westbound,
o Bowmanville – Highway 2 Eastbound, and
o the Newcastle Library.
Election Assistance Centres all had roadside signs.
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Municipality of Clarington Page 8
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An election hotline shortcut was created for Clarington’s automated telephone system.
Magnet Vehicle Signs were placed on 41 municipal vehicles .
Postcards and election-branded flying discs and pens were handed out at every event
the Clerk’s Division Staff attended.
Posters were placed in community hall boards, municipal facilities, community centres
and libraries.
All outgoing mail had the Election logo and website on the envelope.
o This began following the Provincial Election in June.
Election information was provided to long-term care homes in Clarington for inclusion in
their newsletters.
Radio Advertisements
o CKDO (107.7 FM, 1580 AM) – has 42,000 listeners tune in weekly and 63.9% of
those listeners are aged between 55 and 74.
20 commercials between August 8 to August 12, advising voters to get ready to
vote online or by telephone and to check if they are on the Voters’ List.
10 commercials between October 18 to October 22, advising voters that the
voting period was now open.
o 94.9 The Rock – has 121,900 listeners tune in weekly and 53% of those listeners
are aged between 35 and 54.
20 commercials between August 8 to August 12, advising voters to get ready to
vote online or by telephone and to check if they are on the Voters’ List.
10 commercials between October 18 to October 22, advising voters that the
voting period was now open.
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Municipality of Clarington Page 9
Report LGS-004-23
o KX96 – has 184,800 listeners tune in weekly and 27% of those listeners are aged
between 25 and 34.
20 commercials between August 8 to August 12, advising voters to get ready to
vote online or by telephone and to check if they are on the Voters’ List.
10 commercials between October 18 to October 22, advising voters that the
voting period was now open.
Advertisements on Rogers TV in collaboration with Durham Region and the Durham
municipalities (September 11 to October 23):
o TV commercial – 15 seconds
o Web commercial – 30 seconds
Created a dedicated website at Clarington.net/votes, which housed all the election
information, including Candidate information.
Clarington Website banners:
o 5 website alert banners were displayed at the top of the Clarington website.
Banners were changed depending on the information being promoted at that
time.
o Homepage banners (5 key messages throughout the election period).
o 6 news items were sent to subscribers regarding the municipal election
information from the Region of Durham.
Social Media – 106 messages between March 1 and October 31, 2022
o Facebook – 60 posts (8 paid Facebook advertisements targeted to people 18+
located in Clarington)
o Twitter – 44 posts
o LinkedIn – 2 posts
Participation in Durham Region’s Smart Home Device initiative – communications about
municipal elections could be obtained through a smart home device.
Clarington Staff corporate email signatures included Election information and the
Election logo – beginning in early July
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Municipality of Clarington Page 10
Report LGS-004-23
Booths at Community Events – Clerk’s Division Staff attended the:
o Clarington Farmers’ Market on four separate weekends,
o Newcastle Harvest Festival, and
o Apple Festival and Craft Sale
A Candidate Information Session was held in August, which was advertised Durham
wide.
Clarington held an internet / telephone voting demonstration night with Clarington’s
vendor Simply Voting on June 8, 2022.
Revision Days were held at each of the Special Voting Locations, along with one at
Wilmot Creek and the Older Adults Fall lunch at the Courtice Community Complex.
Mock Elections were held at the:
o Beech Centre during a Bowmanville Older Adults Association lunch,
o Courtice Community Complex during an Older Adults lunch, and
o Wheelhouse at Wilmot Creek.
2.7 Further to the communications activities described above, everyone on the Voters’
List was sent a Voter Information Letter through the mail, which included information
on how to vote, how to get assistance and the list of Election Assistance Centres.
2.8 A dedicated election phone line and email were also established and was available
for extended hours during the voting period.
Survey Results
2.9 Clarington’s Election Team also conducted a survey (available online and in paper
form at the EACs) to gauge the voter experience with the internet / telephone voting
system. Lots of feedback was received that was very positive.
2.10 2,859 people responded to the survey with 2,850 responding that they voted online,
3 responded via telephone and 6 responded that they didn’t vote.
2.11 85% or respondents liked how easy, fast, and convenient the voting process was,
with 5% responding that they didn’t like anything about the process.
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Municipality of Clarington Page 11
Report LGS-004-23
2.12 82% of respondents stated that they did not receive any assistance during the voting
process, 8% responding that they received the information they needed from the
Clarington Elections website.
2.13 80% of respondents heard about the Clarington online election via the Voter
Information Letter.
2.14 84% of respondents stated that they are very likely to vote online or by telephone in
future elections, with 4% responding that they are very unlikely.
2.15 The final question asked if respondents had any other comments , or concerns,
about the voting process. These comments varied wildly from people requesting a
paper ballot, not trusting online voting or concerned about the security and privacy of
online voting, to people expressing how much they loved it, how easy it was and
requesting that online voting be an option in every election.
2.16 Some comments expressed concerns about the ability for senior citizens to vote. At
the Election Assistance Centres, some senior citizens came in a little nervous,
having not participated in online voting before, but almost every one left expressing
how easy the system was. Election Officials also attend ed Special Voting Locations
where senior citizens live and an EAC was also setup at Wilmot Creek. One senior
citizen commented that “it was just like signing up for a recreation program.”
2.17 There were also comments that advertising and promotion was not sufficient and
people had no idea you could vote online. With the number and varying methods of
advertising that was undertaken (as described in section 2.6 above), the election
team is unsure of what other advertising that could have been done.
2.18 Some commented that they would like to be able to vote in person, but the EACs
were available, and setup, for people to vote in person.
2.19 Some respondents described their specific circumstances related to the accessibility
of the voting process. Here is a sample:
“Soooo thankful for this opportunity online!!!! Had planned to vote in person – but
unexpected demands filled my day. Couldn’t have done it any other way and wou ld
have been sooo disappointed as I believe in my right/duty to vote. Thank you!”
“Thank you. This service is fantastic and much appreciated as I am elderly and have
mobility issues.”
“I am a senior with mobility issues and this made it so much easier for me.”
Page 34
Municipality of Clarington Page 12
Report LGS-004-23
“Thank you for moving this online. As a mom who works full time and had a sick toddler
and was sick myself on voting day, I’m sure I wouldn’t have made it in person to vote.
This allowed me to vote online and double check my research on candidates bef ore
casting a vote. I loved it! Thanks for making this happen.”
“I prefer to vote in person, because it is nice to see other members of the community at
our rural community centre. I also like to bring my children (one who is now old enough
to vote himself) to create a sense of excitement about voting. However, due to a family
hospitalization, I was glad to have the option to vote online today. In future though, I will
resume voting in person.”
“This was very easy for a mom with a new baby and toddler, I wa s able to vote and not
worry about figuring out how to corral my children to wait in line with Mom so she could
participate in the election.”
“Voting was so easy, I have a computer and iPad. I keep up with the technology even
though I’m a senior. Love to learn keeps my brain functioning. Keep up this good work
online, as I cannot walk as good as I used to.”
“This was a great addition to the voting process. I really appreciated being able to vote
online and also my 90-year mother was able to participate with the help of a family
member to log her into the site. Without this ability, it would have been very difficult
getting her out to the voting location due to covid and her medical issues. Awesome job
Clarington!”
“My husband is disabled, and it was so much easier to voter this way. Not having to
drive there, get him in his wheelchair, hope it is accessible! and deal with bad weather is
much easier and I wish we could vote this way always! Also being older and having
other physical problems is also sometimes difficult to get out.”
“I am a senior citizen (age 70) and this process was one of the easiest websites I had to
maneuver through. A super great idea to continue this way of voting.”
“As someone who is housebound due to medical disability this was wonderful.”
“Online voting is fantastic! Thank you, Clarington!!! I hope it encourages more votes
being cast – it can’t get any more convenient and accessible than this. I am disabled
and so grateful for truly barrier-free voting.”
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Municipality of Clarington Page 13
Report LGS-004-23
3. Financial Consideration
Not Applicable.
4. Concurrence
Not Applicable.
5. Conclusion
We are confident that the accessibility initiatives undertaken by the Clerk’s Division for
Clarington’s 2022 Municipal Elections met, and exceeded, the needs within our
community. Staff will continue to monitor the technologies and processes of conducting
elections and will continue to receive feedback from our voters, to ensure that our 2026
Municipal Elections process will ensure dignity, integration, independence, and fairness,
and provide an equal opportunity for all of Clarington’s voters.
Staff Contact: John Paul Newman, Deputy Clerk, 905-623-3379 ext. 2103 or
jnewman@clarington.net.
Attachments:
Attachment 1 – Various Advertisements
Attachment 2 – 2022 Final Tax Bill Insert – Page 1
Interested Parties:
The following interested parties will be notified of Council's decision:
Clarington Accessibility Advisory Committee
Page 36
Municipality of Clarington Page 14
Report LGS-004-23
Attachment 1 to Report LGS-004-23
Various Advertisements
Metroland Takeover
Page 37
Municipality of Clarington Page 15
Report LGS-004-23
Bus Shelter Advertisement
Page 38
Municipality of Clarington Page 16
Report LGS-004-23
On-street Billboards
Page 39
Paying your Taxes:
Pre -Authorized Payment Plan Types
Monthly Plan: Payments are withdrawn
RTSYMTSYMJWrJ FH M RTSYMZR
December to November.
Instalment Plan: Instalment amounts are
withdrawn from your account on the due
dates.
Supplementary Plan: A monthly plan to
prepare for supplementary taxes on newly -
constructed homes.
Arrears Plan: A monthly payment
arrangement plan. Penalty and interest
charges will apply.
Through your Bank
RRRRTM
institutions, including online and telephone
banking.
Your account number is the 15 -digit roll
number shown on your tax bill.
Mortgage Company
If your mortgage company is responsible
for paying your taxes and is correctly
indicated on your tax bill, this tax bill is for
your records only.
If your mortgage company is responsible
for paying your taxes and is not indicated
on your tax bill, contact them immediately.
In Person
Taxes may be paid at the Municipal
Administrative Centre.
40 Temperance Street, Bowmanville.
Interac/Debit, cheque or cash are accepted.
An accessible entrance and a 24-hour drop
box is available from Church Street.
By Mail
Send cheque(s) and your bill payment stub
to Municipality of Clarington,
40 Temperance Street, Bowmanville,
ON L1 C 3A6.
Post-dated cheques are accepted.
To obtain this information in an alternate format,
please contact the Accessibility Coordinator
at 905-623-3379 ext. 2131, TTY: 1-844- 790-1599
2022
Final Tax Bill
Clarbgton
tax@clarington.net
905-623-3379 ext. 2650
www.clarington.net/taxes
Attachment 2 - Report LGS-
Page 40
Staff Report
If this information is required in an alternate accessible format, please contact the Accessibility
Coordinator at 905-623-3379 ext. 2131.
Report To: General Government Committee
Date of Meeting: January 9, 2023 Report Number: FSD-001-23
Submitted By: Trevor Pinn, Deputy CAO/Treasurer
Reviewed By: Mary-Anne Dempster, CAO Resolution#:
File Number: By-law Number:
Report Subject: 2023 Interim Financing
Recommendations:
1. That Report FSD-001-23 and any related delegations or communication items, be
received;
2. That the By-law attached to Report FSD-001-23, as attachment 1, be approved; and
3. That all interested parties listed in Report FSD-001-23 and any delegations be
advised of Council’s decision.
Page 41
Municipality of Clarington Page 2
Report FSD-001-23
Report Overview
The Municipality of Clarington is required to provide a by-law authorizing temporary
borrowing as part of its banking arrangements with TD Bank. This by-law is an annual
requirement and remains unchanged from prior years. Staff do not anticipate that the
Municipality will draw on this credit facility.
1. Background
1.1 Annually, Council is requested to grant authority to the Mayor and Treasurer to borrow,
temporarily, funds that may be required to meet current expenditures and liabilities of
the Municipality before the receipt of the Municipality's property taxes and oth er
revenues. These borrowings may be in the form of external or internal sources,
including inter-fund transactions.
1.2 The legal authority for these borrowings is under Section 407 of the Municipal Act, 2001.
It allows municipalities to borrow amounts between January 1 and September 30 not to
exceed 50 per cent of total estimated annual revenues and to borrow amounts between
October 1 and December 31 not to exceed 25 per cent of total estimated annual
revenues.
1.3 Consistent with prior years, the request for authority is $15,000,000. Under current
regulations, the upper limit would be more than $25,000,000.
1.4 Historically, it has not been necessary for the Mayor and the Treasurer to exercise this
authority. Staff do not anticipate utilizing the funds in 2023; however, the adoption of the
by-law is a requirement of our banking agreements.
2. Concurrence
Not Applicable.
3. Financial Considerations
3.1 The Municipality only pays interest expenses on the amount of funds that are borro wed
at any given time. If the Municipality does not borrow funds, there will be no interest
expense occurred.
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Municipality of Clarington Page 3
Report FSD-001-23
4. Conclusion
It is respectfully recommended that the temporary borrowing by-law be approved and
authority be provided. This authority provides the Municipality with contingency
borrowing capacity in the event of unknown circumstances related to collecting the
Municipality's revenues. The proposed 2023 limit remains unchanged from 2022.
Staff Contact: Trevor Pinn, Deputy CAO/Treasurer, 905-623-3379 x2602 or
tpinn@clarington.net.
Attachments:
Attachment 1 – Draft By-law to authorize temporary borrowing for the year 2023
Interested Parties:
The following interested parties will be notified of Council's decision:
TD Bank
Page 43
Attachment 1 to report FSD-001-23
If this information is required in an alternate format, please contact the Accessibility
Coordinator at 905-623-3379 ext. 2131.
The Corporation of the Municipality of Clarington
By-law 2023-XXX
Being a by-law to authorize the borrowing of $15,000,000 to meet, until taxes are
collected, the current expenditures of the Municipality for the year 2023.
Whereas under Section 407 of the Municipal Act, 2001, the Municipality is empowered
to borrow for current expenditures from January 1 to September 30, up to 50 per cent
and from October 1 to December 31 up to 25 per cent, of the estimate revenues for the
year;
Now therefore the Council of the Municipality of Clarington enacts as follows:
1. That the Deputy CAO/Treasurer be hereby authorized on behalf of the
Municipality to borrow from time to time by way of operating line of
credit/overdraft facility, from the Bank holding the Municipality’s banking contract,
(hereinafter called the “Bank”), a sum or sums not exceeding in the aggregate
$15,000,000 to meet until the taxes are collected the current expenditures of the
Municipality for the year, including the amounts required for the purposes
mentioned in Subsection (1) of Section 407 of the Municipal Act, 2001, with
interest at such rate as may be agreed upon from time to time with the Bank
under the banking contract.
2. That all sums borrowed pursuant to the authority of this by-law as well as all
other sums borrowed in this year and in previous years from the Bank for any or
all of the purposes mentioned in the said Section 407, shall with interest thereon,
be a charge upon the whole of the revenues of the Municipality for the current
year and for all preceding years as and when such revenues are received.
3. That the Deputy CAO/Treasurer is hereby authorized and directed to apply in
payment of all sums borrowed as aforesaid, together with interest thereon, all of
the monies hereafter collected or received either on account or realized in
respect of taxes levied for the current year and preceding years or from any other
source which may lawfully be applied for such purpose.
Page 44
Attachment 1 to report FSD-001-23
4. That the Deputy CAO/Treasurer is hereby authorized to furnish to the Bank a
statement showing the nature and amount of the estimated revenues of the
Municipality not yet collected and also showing the total of any amounts
borrowed under Section 407 of the Municipal Act, 2001, that have not been
repaid.
5. That this by-law shall become effective on the date of passage.
Passed in Open Council this ____th day of January, 2023.
_____________________________________
Adrian Foster, Mayor
_____________________________________
June Gallagher, Municipal Clerk
Page 45
Staff Report
If this information is required in an alternate accessible format, please contact the Accessibility
Coordinator at 905-623-3379 ext. 2131.
Report To: General Government Committee
Date of Meeting: January 9, 2023 Report Number: CAO-001-23
Reviewed By: Mary-Anne Dempster, CAO Resolution#:
File Number: By-law Number:
Report Subject: Public Works Payroll and Job Allocation Process Modernization Review
Recommendations:
1. That Report CAO-001-23 be received;
2. That staff be directed to review the recommendations contained in the WSCS report
(Attachment 1) and prepare a scheduled plan to implement the recommendations to
create more efficient processes;
3. That staff, as per the provincial funding agreement, post a PDF copy of the final
report on the Clarington website;
4. That staff submit the required documentation to the Province of Ontario, as per the
funding agreement; and
5. That staff report back to Council with regular updates on the status of the
implementation of the improvements.
Page 46
Municipality of Clarington Page 2
Report CAO-001-23
Report Overview
At the end of 2021, the Province of Ontario announced a third intake of the Audit and
Accountability Fund (AAF#3). Clarington applied for the Public Works Payroll and Job
Allocation Process Review. This funding requires the project to be completed by a th ird-party
consultant. WSCS Consulting Inc. was awarded the contract for the work. Findings were
bucketed into the following six categories:
- Governance, Planning and Performance, Measures and Reporting, People and
Organization, Policies and Materials, Equipment and Technology, and Methods and
Process.
The recommendations, upon full implementation could allow the Municipality to realize
significant efficiencies in Public Works, particularly from an administrative perspective.
This report seeks Council’s endorsement for staff to review the recommendations and build
an implementation plan, to be presented to Council later in 2023.
1. Background
1.1 In the first intake of the Province of Ontario’s Audit and Accountability Fund, the
Municipality applied for and were successful in obtaining funds to undertake an
organizational structure review, as conducted by Grant Thornton LLP. Staff applied for
the second intake to undertake a centralized customer service review, which was
completed in 2021 by CSPN.
1.2 For this intake, a meeting was held with the former CAO along with several directors to
review a potential pipeline of projects through which we could get immediate value. It
was decided that undertaking a review in Public Works, focused on payroll and job
costing allocation would be a viable exercise to apply for.
1.3 Eventually, the work was single sourced to WSCS Consulting Inc. who have completed
the attached review.
2. Summary of Findings
2.1 The report summarizes the findings into six main buckets, which include –
Governance, Planning and Performance, Measures and Reporting, People and
Organization, Policies and Materials, Equipment and Technology, and Methods and
Process. The high-level “opportunities” provided under each section have been
abbreviated and included below for reference.
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Report CAO-001-23
Governance, Planning and Performance
2.2 Develop a new business plan with performance plans and documented processes.
Managers and supervisors should be managing work, not performing manual
transactions.
2.3 Public Works facilities and locations should be part of a longer-term vision to become
more aligned with service needs. IT to review internet connectivity and impacts in
different locations, inclusive of need for additional mobile solutions.
2.4 Modernize processes to move towards “no paper” and e nter “one time, one place” with
a view to capture information at source.
2.5 Develop a change management strategy and assign a champion to oversee and
monitor.
2.6 Develop a LEAN Continuous Improvement program in Public Works, focused on
progress reporting against recommendations in report and ongoing modernizations
efforts (inclusive of tracking of results and changes).
Reporting and Measuring
2.7 CityWide to house all data against jobs/activities and ensure that General Ledger
information reflects only that needed for annual Provincial Financial Information Return.
Currently unnecessary data is collected and not used, thereby creating inefficiencies.
2.8 Develop regular reporting and access for supervisors to access workload and costs.
2.9 Establish and track against KPIs with associated service levels for work management,
payroll, and fleet management.
2.10 Develop performance measures based upon standard costing of jobs.
2.11 Utilizing CityWide for lifecycle costing of capital assets and explore extending the
process to Infrastructure division to capture in-house engineering costs on capital
projects.
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Municipality of Clarington Page 4
Report CAO-001-23
People and Organization
2.12 Redefine roles with a responsibility matrix that reflects process changes.
2.13 Develop a comprehensive training program that is supported by standard operating
procedures for all Public Works staff and supporting departments. Health and Safety
and other related trainings are currently in-place – this is specific to items such as
software utilization.
2.14 Implement performance management framework that is aligned with annual/multi-year
business plans (specific to entire corporation – not PW alone).
Policies and Materials
2.15 Develop policy frameworks and accompanying policies for payroll, job costing, fleet
management and inventory.
2.16 Develop standard operating procedures to support policies and controls.
Technology
2.17 Work with CityWide to develop solution to drive information (at general ledger level) to
Great Plains and ADP for timesheet information.
2.18 Explore moving from tablets to hybrid laptops (e.g., Microsoft Surface) to al low for both
desktop and mobile application or inspectors.
2.19 Work with CityWide to address fleet management deficiencies.
2.20 Work with CityWide, GPS and fuel systems to download information into CityWide
against fleet and export to Great Plains.
2.21 Consider procurement card processing and Great Plains inventory (then push to
CityWide inventory).
2.22 Create two-way integration between CityWide and AMANADA for access permits and
complaints (work currently underway for Q1 2023).
2.23 Purchase and implement CityWide Asset Collector module, to improve mobile collection
efforts.
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Municipality of Clarington Page 5
Report CAO-001-23
Methods and Process
2.24 Utilize Timesheet module within CityWide.
2.25 Staff to utilize ADP, inclusive of attendance component.
2.26 Meal tickets to be tracked through CityWide and pushed to ADP for payment.
2.27 Eliminate General Ledger accounts for fleet and utilize simple account based on the
Financial Information Return.
2.28 Undertake an Equipment Rate Study (currently charging out at 1995 rates).
3. Implementation Considerations
3.1 There are several recommendations in the report, which will require the utilization of
LEAN and continuous improvement principles in an on -going manner. Staff will need to
work through the items, prioritizing projects through a project management framework,
which will require the coordinated effort of multiple departments. It is expected that the
CAO’s Office will take the lead.
3.2 As part of the change management efforts, attention will have to be given to the
redefining of roles and responsibilities as well as implementing annual and multi-year
business planning. This will be a corporate wide effort throughout 2023 and beyond.
3.3 The report provides a roadmap for modernizing the Public Works payroll and job costing
process. This project has highlighted other areas and processes that should be
reviewed and revamped to create efficiencies and improve data collection.
3.4 The priority will be streamlining and simplifying the payroll process where the greatest
efficiency can be gained. There may be several iterations as software systems are
expanded and integrated. This would include the Timesheets module in CityWide. The
goal would be to export data from Timesheets into to ADP. Currently supervisors submit
timesheets on behalf of their staff. It would be a major efficiency gain to simply have
staff enter their own hours into ADP and have the supervisor review and approve.
3.5 All costs should be captured in CityWide against assets including both project and work
order options to provide data and lifecycle costs. This would eliminate the numerous
general ledger accounts in Great Plains and simplify the process and duplication of
work. It is recommended that staff work with the fuel vendor and the new GPS service
provider to integrate fuel and usage into CityWide.
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Municipality of Clarington Page 6
Report CAO-001-23
3.6 Currently CityWide does not have an efficient inventory module. It is recommended that
fleet utilize the Great Plains inventory system that has barcoding ability and work with
CityWide to integrate inventory from Great Plains. CityWide software is widely used
within the municipal sector. They have been advancing the functionality over the past
few years. Staff should continue to work with them to resolve some of the workorder
issues.
4. Financial Considerations
4.1 There are implementation cost considerations proposed in the report that would have to
be further reviewed. The total estimated amount is $300,000 which is inclusive of direct
and indirect costs (savings are listed at up to $695,000). Staff are submitting a 2023
budget request for a business analyst position to support the implementation of these
efforts and the broader modernization efforts required across the Public Works
department.
4.2 The real value of these changes lies beyond the numbers listed above. It is also in the
consistency and standardization of the payroll and job allocation process and the
reduction of opportunity for error. Most critically, the quality and timeliness of the data
for managing work, capturing lifecycle costs and future financial planning.
5. Concurrence
This report has been reviewed by the Director of Public Works and the Deputy
CAO/Treasurer who concur with the recommendations.
6. Conclusion
It is respectfully recommended that Council receive the WSCS Consulting report and
direct staff to begin implementation planning.
Staff Contact: Catherine Carr, Project Manger, Audit and Risk, ccarr@clarington.net or Justin
MacLean, Manager, Strategic Initiatives, jmaclean@clarington.net
Attachments:
Attachment 1 – Public Works Payroll and Job Allocation Process Modernization, WSCS
Consulting Inc.
Interested Parties:
There are no interested parties to be notified of Council's decision.
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PROCESS MODERNIZATION OF
PUBLIC WORKS PAYROLL AND
JOB ALLOCATION
DECEMBER 20, 2022
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Contents
EXECUTIVE SUMMARY 3
PROJECT OBJECTIVE 5
PROJECT SCOPE 5
METHODOLOGY 5
1 DEFINE: THE PROBLEM 7
2 MEASURE: MAP THE CURRENT STATE PROCESSES 7
3 ANALYZE: ROOT CAUSES OF THE PROBLEM 12
4 IMPROVE: RECOMMENDATIONS 18
5 CONTROL: SUSTAIN THE CHANGE 31
APPENDIX A: MINIMUM MAINTENANCE STANDARDS O.REG
239/02 33
APPENDIX B: SUGGESTED POLICY FRAMEWORK 38
APPENDIX C: PAYROLL KEY PERFOR MANCE INDICATORS 39
APPENDIX D: FLEET KEY PERFORMANCE INDICATORS 40
APPENDIX E: DETAILED IMPLEMENTATION COSTS 41
APPENDIX F: DETAILED IMPLEMENTATION PLAN/TIMELINE 50
APPENDIX G: PW INVENTORY FUTURE STATE 59
APPENDIX H: PW PAYROLL FUTURE STATE 60
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EXECUTIVE SUMMARY
The Municipality of Clarington’s Public Works (PW)
Department is responsible for maintenance of roads,
bridges, culverts, sidewalks, parks, cemeteries, trails,
stormwater management ponds, forestry services among
other services, some of which are contracted out. To pay
its employees and understand its activities and costs, PW
has put in place, a complex set of processes, of which are
time consuming and manual.
These legacy processes can be traced to former funding
requirements by the provincial government and have not
been reviewed or modernized. The true value of many of
these processes is not apparent. Most processes require
duplicate entry into mul tiple systems which is both costly
to operating and risky to manage. As with any process,
change is difficult and typically requires a burning issue to
initiate something different. Departures of seasoned staff
who had put these processes in place many years ago
heightened the need for a more streamlined, documented
approach to payroll and job allocation. With the help of
the province’s Audit and Accountability Fund, the
Municipality of Clarington was able to secure funding and
launch this service delivery review project as a way to
modernize these processes. WSCS Consulting
Incorporated was engaged to undertake a review of all PW
payroll and job allocation processes, including fleet and
asset management.
The recommendations contained in this report are
intended to eliminate non-value added activities, reduce
risk by adopting the LEAN principles of “one is best” with
processes that create flow, have limited ‘handoffs’ and are
‘error proofed’ to prevent and detect defects.
That is, information should be entered one time, in one
place with system controls to minimize risk of
over/underpayment or incorrect allocations. This can only
be achieved through a modernized work management
system whereby staff enter their time and activities
against assigned work orders which are fully integrated
with payroll. By today’s standards, this is not new. Many
organizations, including those in the municipal sector,
have had staff responsible and accountable for their time
for decades. In our world, where technology rests in small
portable smartphones, it is no longer acceptable to waste
employee time and time spent tracking employee time for
employees to get paid.
Accountability should rest with the individual employee to
ensure that their work is captured and reported
accordingly. Supervisors should be there to oversee the
work, ensure the assigned work is completed in a timely,
accurate manner and as expected by the municipality’s
customers. This, however, is not the current state in
Clarington’s PW department. Supervisors are bogged
down with outdated, antiquated processes with no
mechanism to capture work information. They are saddled
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with a complex set of manual timesheet, required daily for
every employee which is intended to capture what staff
accomplished during the day. Some supervisors enter the
time in spreadsheets, others, fill out paper versions, all of
which are re-entered into several other spreadsheets by
the administrative staff with the ultimate goal of getting
staff paid. This process is estimated to take about 45
hours, or the equivalent of approximately $55k per year in
time. It is clear that this is not only a waste of employee
talent, but it also does not add any value to the service.
Fleet management also needs an overhaul with proper
controls and system solutions to reflect the total lifecycle
costs of each unit. This includes preventative maintenance
programs with the view to ensure that the equipment is
available to deliver services, is safe and lasts its intended
useful live at the lowest possible cost. Costing and
utilization need to reflect real costs so that management
can make evidence-based decisions about fleet and its
replacement.
Complexities in these processes as well as the job
allocations have grown over time without a critical view
because ‘we have always done it this way’. It would
appear that there is job information overkill, likely as a
result of old provincial funding models. While job/activity
information is important for decision-making, particularly
the critical analysis of insourcing versus outsourcing, the
way in which data is collected at the municipality would
never yield the appropriate information or allow for critical
analysis. It would be extremely time consuming to gather
the information in a way that would allow for evidence-
based decision-making. Further, the charge out rates for
fleet are so outdated (dating back to the mid 1990’s) and
therefore, the costs are not reflective of modern day
reality. Consequently, the municipality is not in a position
to adequately assess lease/buy, insource/outsource
options.
Even though the municipality has implemented systems to
capture information, it has continued to operate as it did
more than twenty years ago. For Clarington, there needs
to be a recognition that staff time is money and it cannot
be wasted on non-value added activities. The time is now
for change so that staff talent can be utilized to better
serve the customers.
This all means that PW staff need to have the tools and
training to capture the information needed to be paid in a
timely, efficient and accurate manner. Managers and
Finance need to have the evidence and data to be efficient
and effective asset managers. The recommendations in
this report provide the roadmap to make this happen.
These recommendations require investment in
technology and training, but most importantly, a change
management strategy. Change is only successful if the
Municipality manages the ‘people side’ of cha nge.
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PROJECT OBJECTIVE
The primary objectives of this project were identified in
the Request for Proposal (RFP) as follows:
1. Create process to reduce and streamline the
administrative work for preparing payroll data submitted
by-weekly to Payroll. This applies to employees who work
under the Outside CUPE contract.
2. Improve and streamline payroll allocation to
various service areas.
3. Create a system that improves the quality of data
for better reporting and data analytics.
4. Look at process for items above that can expand on
the utilization of existing software including Citywide,
Microsoft Dynamics GP (GP), ADP Workforce (ADP).
5. Create a process that establishes stable
contributions to Public Works reserve funds for
replacement fleet equipment. The objective would be to
utilize existing software such as Citywide software for job
costing and eliminate duplication of details in financial
reporting system. Review Fleet allocation process and
develop an improved process for allocating fleet costs.
6. Provide a prioritized action plan to be implemented
in stages complete with staffing resources.
7. If it is determined that additional software is
recommended, a summary business case should be
included with the reasons, cost and benefits.
8. There must be a summary of cost savings and/or
value of efficiencies found through the recommendations
of this review process.
9. Include suggested KPIs within this service area.
PROJECT SCOPE
The scope of the project included the analysis of significant
payroll/job allocation and fleet processes in the PW
Department. Excluded from this Process Review are the
capital infrastructure and development projects managed
by the infrastructure division. However, some
recommendations are applicable to this group.
METHODOLOGY
WSCS utilized LEAN Six Sigma (LSS) tools and
methodologies to assess the municipality’s PW payroll/job
allocation and fleet management processes. LEAN SS
focuses on the customer to yield better, faster services by
identifying and eliminating waste and defects in processes.
In order to assess the current state and formulate our
recommendations for an improved future state, we
undertook included the following steps:
1. Documentation reviews including policies,
procedures, project information, procedures,
systems, procedures and reports.
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2. Interviews, focus group session with all PW
supervisors and managers.
3. Interviews and focus groups were facilitated to
develop first round of process maps. These
included Finance, Information Technology,
Infrastructure Services (Asset Management) as
well as Public Works staff.
4. System and process walkthroughs to illustrate
system functionality.
5. Develop future state recommended processes.
6. Interim report and presentation to management.
7. Draft and final reports presentation to
management and municipal Council.
Process mapping provides opportunities to increase
efficiency and effectiveness, assessment of controls, risk
identification with the view to develop response plans and
make improvements. To this end, we have mapped the
processes from work management to employee payroll as
well as fleet management and inventory.
This report contains 27 recommendations that we believe
will allow the Municipality to better leverage system
functionality, mitigate risks and eliminate non-value-
added activities.
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1 DEFINE: THE PROBLEM
The RFP outlined the problem that PW and the
Municipality was facing as follows:
“The current tracking of Public Work staff for payroll
purposes is done with a complex set of Excel spreadsheets.
The complexity of the union contract an d the numerous
service areas provided by Public Works compounds the
process. The process is extremely administratively time
consuming. This involves Public Works, Payroll and
Financial Services staff. As well, the process increases the
risk of human error and corrupt spreadsheets. The current
system does not provide easily accessible data. The
objective would be to improve payroll reporting and
allocation processes.
Another component is the use of a Fleet Allocation process
as a method for allocating fleet equipment costs over the
various services in Public Works. The larger purpose of the
Fleet Allocation is a method of funding further fleet and
equipment replacement through a net year-end transfer to
reserve fund. These details are currently posted per pa y
period in the financial reporting system and are rolled up
at year end.”
2 MEASURE: MAP THE CURRENT
STATE PROCESSES
The Municipality currently uses Microsoft Dynamics GP for
its Enterprise Resource Planning System (GP) for its
financial services such as payables and receivables. This is
a powerful product but many of its features appears to be
underutilized (such as inventory, purchasing card
integration as well as reporting).
Public Sector Digest (PSD) Citywide is utilized for Asset,
Work Management, FMW for Budgeting, Capital Planning
and Fixed Assets. The Municipality has made great strides
over the last few years in leveraging this technology by
implementing work orders for forestry, fleet, park
inspections, patrolling, patching among others. Work
orders allow for the response to service requests as well as
assigned work. CityWide allows for time and other costs
to be tracked against an asset, but this feature is only
utilized by fleet at the moment. It is important to note that
not all PW staff utilize Citywide, nor have they been
trained. In fact, many staff do not have access to
technology at all. However, those staff that do have access
and are utilizing the software, have generally been
receptive to the automation, even though the software
has some shortcomings.
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The Municipality recently launched AMANDA as its
Customer Relationship Management system and portal.
This allows for the tracking of land management
information and permits as well as customer requests and
complaints. While not fully integrated at this time,
AMANDA does ‘push’ information to CityWide and creates
a service request. These requests are analyzed by PW staff
and, if necessary, a work order is created in CityWide and
transferred to the appropriate staff. There are also road
occupancy/entrance permits that are housed in AMANDA,
that are not reflected in CityWide. There is no ‘two way’
integration between these two products. Consequently,
the feedback loop may not be there to ensure that the
service request is dealt with. We are aware that, without
integration, the customer could be left hanging without a
resolution and no mechanism to track their request. With
a focus on the customer, the municipality may wish to
resolve this in the near future to avoid t hese issues.
Since the beginning of the review, the municipality also
purchased City Wide’s Decision Support module which will
allow for the capture of condition assessment data which
is currently housed in WorkTech, an asset management
software that is being decommissioned. The Asset
Collector module would allow for mobile assessment and
capture of assets. This was in the Municipality’s budget for
2022 but not yet purchased. This would be of great
assistance to the municipality for updates to its asset
management plan in real time using mobile technology.
Payroll is processed through ADP Workforce which allows
for self service, approvals, time off requests. However, PW
does not utilize ADP like the majority of departments. This
is primarily due to the fact that PW charges its time (both
staff and machine) to ‘jobs’ for each hour. In any day, this
could involve several different jobs, particularly in the
summer months where staff could be doing a variety of
activities to maintain the municipality’s roads, bridges,
culverts, sidewalks, parks, cemeteries, trails, stormwater
management ponds, forestry services. To some extent,
Municipal staff work on capital projects but most of this is
managed by the Infrastructure Division. In winter, most of
the staff are assigned to plow routes, patrolling and snow
removal.
In PW, the payroll/job allocation process involves
manual/excel based timesheets, with a multitude of
collective agreement provisions for various rates, all of
which are entered into a complex set of excel
spreadsheets. The steps can be summarized as follows:
1. Each supervisor enters the staff time into a daily
timesheet with hours, jobs and machine time as
well as any premium pay. .
2. These are then sent to the PW Administrative
Assistant (either by email or paper) who then re-
enters every transaction in several spreadsheets
including but not limited to the following:
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a. Timesheets – a line for every date is entered
in a spreadsheet with codes and the
individual rates, adjusted for any premium
plus hours and all of which are then totalled.
While the formulas are used, they are in each
cell.
b. These are then copied and summarized on
another spreadsheet which are entered in
the pay summary.
c. Sick time and attendance are entered in
another spreadsheets.
3. Pay Summary – is manually entered from the time
sheets into another spreadsheet including rates and
hours sent to payroll.
4. Payroll reviews and uploads the payroll to ADP and
adjusts for sick time and returns the information to
the PW Administrative Assistant who adjusts the
labour distributions in another spreadsheet.
5. Pay Period Journal Entry – entered manually – all
transactions to be posted to the general ledger by
account for salaries and transformed to an upload
document that is sent to Finance for GP upload.
Spreadsheets are also used to track rosters, employee
attendance, schedules, hours of work1, time off in lieu of
overtime etc. In total, each biweekly payroll for the PW
involves twenty or more independent spreadsheets which
take approximately 45 hours to complete each pay which
1 https://www.ontario.ca/laws/regulation/060555
is $55k per year or $772 per employee. This is staggering
but the true costs are not reflective. Every manual entry
represents a chance of error and risk. Consequently, the
hidden costs of this process is much higher but not easily
measurable.
During the winter months, staff are entitled to an overtime
meal ticket of either $15 or $25 depending upon the
time/day that the overtime is worked. For each staff
member that is claiming these tickets, a new spreadsheet
is created for each month, it is signed/approved by the
supervisor and sent to Finance for payment. There were
21 separate spreadsheets for January 2021 for example.
PW also tracks ‘machine time’ against jobs in spreadsheets
based upon charge out rates for every hour that
equipment is used. These are also tracked manually
(spreadsheets) which are sent to Finance after payroll to
upload to GP which, captures every piece of equipment in
a series of four accounts. In 2022, for example, we noted
that over 350 general ledger accounts are ‘active’ for fleet.
These capture individual costs during the year but, these
are ‘reversed’ at the end of the year which renders the
accounts basically useless for life cycle costing. We are not
sure why the Municipality has implemented this process
and no one we consulted with really had an explanation
other than it was the municipality’s practice. This is unique
as we have not seen this in any other municipality and
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does not appear to add value. In fact, it is hindering the
municipalities’ ability to effectively analyze its fleet costs.
In terms of fuel, the Municipality utilizes Petrovend
software for its fuel management systems. We
understand that it is not set up to accurately record the
vehicle hours/kilometers nor is it integrated with CityWide
or GP. Consequently, the data from the system is manually
entered/uploaded into GP on a quarterly basis against the
equipment general ledger account as opposed to real
time. This is problematic as it does not allow the Fleet staff
to set up preventative maintenance schedules based upon
odometer readings or hour milestones. This represents
risk that the fleet will not be effectively managed to ensure
that the associated work is done on the vehicle at the
appropriate time, leading to downtime or safety issues.
We do note, however, that the Municipality recently
purchase Telus – Focus GPS software which would offer
some additional functionality in terms of the location of
the vehicles as well as the odometer readings. At present,
this software is not integrated with CityWide but the
opportunity is one to explore.
With respect to fleet, we also note that parts are
purchased utilizing purchasing (credit) cards and then
manually entered into CityWide inventory module. When
a part is used on a piece of equipment, it is charged to
materials/repairs and maintenance. The challenge is that
the inventory is not integrated with GP, and therefore,
must be counted at year end. As it is not truly an inventory
system, there is no bar coding and it is not clear if the
accounting policy is built into the system (eg. FIFO or
perpetual inventory). A robust inventory module would
include ‘reorder points’ with integration to purchase
orders and automation. All that being said, the process is
quite manual and time consuming.
We estimate this process to cost the organization is
approximately $7k per year between PW and finance staff
time.
Of particular concern is that the fleet rates have not been
updated since the late 1990s, prior to the elimination of
funding from the province. This has had far reaching
implications as the charge out rates are intended to reflect
the ‘true cost’ of service and allow for comparison
between insourcing and outsourcing. Clearly, rates in the
late 1990s are not reflective of costs in 2022 and therefore,
any business case to outsource service would not be
comparing appropriate costs. Further, because the rates
are significantly below actual cost, the reserves for fleet
are undervalued and is not sufficient to fund replacement.
We understand that the municipality had to levy additional
funds to ‘top up’ the reserve for fleet. We have calculated
the rates to be at least 300% below the current rates in the
market place. For example, the current rate charged for a
tandem truck is $34 per hour and the Ontario Provincial
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Standard Specification (OPSS) 127 2 rates range from $130
and $425 per hour depending upon the type and weight of
the truck. On a conservative basis, this represents about
$2.8 million per year or $14 million over 5 years.
Year Fleet
Revenue
Estimate
Revenue at
Current Rates
Sum of Estimate
Revenue/Reserve
difference
2017 1,346,235 4,038,706 2,692,470
2018 1,349,593 4,048,779 2,699,186
2019 1,475,070 4,425,209 2,950,140
2020 1,559,677 4,679,030 3,119,353
2021 1,419,615 4,258,844 2,839,229
Grand
Total
7,150,189 21,450,568 14,300,379
According to the Municipality’s Finance Department, the
current reserve balance has since 2017 (
Table 1) and has had to rely on levy in recent years to build
the fund. It a best practice to update equipment charges
on a regular basis to keep the rates current, charge out to
all jobs, allow the Municipality to assess whether it should
lease or buy. It also provides for the reserve to be
replenished so that there is ‘money in the bank’ to replace
assets when they are at the end of the useful life. This
minimizes the tax levy ‘shock’. As can be seen in
2 file:///C:/Users/tcarr/Downloads/OPSS.PROV%20127%20-
%20Apr%202022.pdf
Table 1, 2021 saw a loss in ‘revenues’ and a reduction to
the reserve fund. The year end balance or $574k represent
less than three replacements of fleet. Current costs are
approximately $200-250k per tandem truck or loaders.
This puts the Municipality in a very tenuous position as it
will likely have to levy to cover its purchases in the next
few years.
Table 1:Clarington's Operations Equipment Reserve Fund
Balances - Source: Clarington Finance
2017 2018 2019 2020 2021
Budget
Transfers
from the
General
Fund
134,500
134,500
159,500
185,000
1,085,000
Fleet Close
Out
209,047
170,038
239,391
472,752
(127,795)
Net 343,547 304,538 398,891 657,752 957,205
Budget
Capital
Expenditures
1,015,000
630,000
680,000
790,000
1,150,000
Reserve
Balance @
Year End
1,207,715
987,821
879,926
734,517
574,679
The current age of the equipment is 8.4 years but there are
18 units over the age of 13 (Table 2. In general, the useful
life of heavy equipment is generally between 12 and 15
years. Therefore, it is important that the Municipality act
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now to replenish its reserves through more appropriate
equipment charge out rates.
Table 2: Equipment Units and Average Age - Provided by
Clarington Finance
Type Number of Units Average Age
HEAVY 12 7.5
SA 2 9.5
SINGLE 13 6.7
TANDEM 18 10.1
Grand Total 45 8.4
The pandemic was a kick start to many changes in the
workplace whereby organizations have shifted to
‘reimagining or re-architecting work’ means more than
automating tasks and activities. It’s about configuring
work to capitalize on what humans can accomplish when
work is designed around their strengths. Research suggest
that transforming work requires reskilling and
technological capability in order to establish new practices
and processes. Clarington is no different. It needs to do
things differently, it needs to invest in technology, its
people to make change.
3 ANALYZE: ROOT CAUSES OF THE
PROBLEM
Our review revealed that PW payroll/job allocation and
fleet management processes have significant non-value
added activities but there are opportunities for
improvement.
In general, the staff recognize that change is needed, they
just do not know how to proceed. The fact that processes
have been in place for a very long time make it difficult for
existing staff to identify opportunities for improvement.
But, despite the fact that there is much to be done, much
has been done. In fact, WSCS had the oppo rtunity to
undertake the Forestry Service Delivery Review in 2019
where we made recommendations with respect to the
implementation of work orders and implementation of
mobile technology. These recommendations were
implemented and the rewards are being realized.
During our consultations, it became evident that staff have
made change but it is challenging. There has not been an
overall plan or direction but with new leadership and
motivated staff, there is a sense that things can and should
change. CityWide has been recently implemented for park
inspections, road patching, patrolling and fleet and the
benefits are being realized. This creates some momentum
for further changes that we have recommended in this
report.
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We have identified the following root causes of these issues:
FIGURE 1:ROOT CAUSE ANALYSIS
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1. Methods – Duplication of effort and a lack of
supporting documentation is evident. Most processes
continue to be paper based and/or captured outside
corporate systems. PW payroll processes are overly
complex and not supported with technology. There has
been no documentation to support the processes and the
chance of error is very high.
Many spreadsheets are used to track information
including outstanding work as opposed to a work planning
system resulting in duplication of effort when systems can
provide consistent, accessible information. Part of this is
due to a lack of knowledge of the systems or their potential
functionality but also “because it has always been done
that way”. Until this duplication of effort is reduced, the
Municipality will continue to spend unnecessary time on
non-value added activities and be unable to focus on
important customer service strategies that are currently
lacking.
There has not been a critical review of job activities in
some time. It would appear that jobs have been tracked
but never analyzed. As well, some are ‘one time projects’
that would be better reflected in CityWide only. The
general ledger is overly complex for no apparent value.
Capturing information on each piece of equipment has
value but only if it is based upon lifecycle and is easily
accessible to be analyzed. We suspect that the approach
to capture information in the general ledger and jobs
stems from a prior practice for provincial funding. But, if
the information is not utilized to make decisions, then it is
simply an exercise because ‘it was always done that way’.
However, it is imperative that the Municipality have
sufficient information available to demonstrate that it
meets Minimum Maintenance Standards, Hours of
Service, Asset Management Plans to name a few. This can
be achieved through activities in CityWide as opposed to
the general ledger, which is simply a financial reporting
mechanism, not for what was done, but more ‘how much
it cost’. Consequently, the general ledger should be useful
but also not so detailed that it loses its validity. At
minimum, the Municipality needs to respect the
requirements of the Provincial Financial Information
Return requirements as follows:
1. Roads - Paved
2. Roads - Unpaved
3. Roads - Bridges and Culverts
4. Roads - Traffic Operations & Roadside
5. Winter Control - Except sidewalks, Parking Lots
6. Winter Control - Sidewalks, Parking Lots Only
7. Transit - Conventional
8. Transit - Disabled & special needs
9. Parking
10. Street Lighting
11. Air Transportation
12. Urban Storm Sewer System
13. Rural Storm Sewer System
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2. Materials – There is a lack of formalized
documentation, policies are outdated or non-existent.
What is in place is not readily available to the managers
and staff. This appears to be a theme across the
Municipality based upon our other reviews. Policies are
needed to reduce risk and variation in services and provide
the support that managers need to measure performance.
Document management is problematic in the payroll/job
allocation processes as information is gathered in
spreadsheets that are not locked down nor are they
audited for proper calculations or adherence to the
contracts. It is true that staff are keenly aware of their own
pay but the other information captured, such as machine
time is clearly just captured for ‘the sake of capturing it’.
It is no longer driving decisions nor funding the
replacement of the assets. Consequently, it needs to
change or not done at all.
Policies communicate an organization’s culture, values,
and philosophy. They cover what employees can expect
from the Municipality (work management, responsibilities
and accountabilities), what the Municipality expects from
employees (code of conduct, confidentiality agreements),
and what customers and the community can expect from
the Municipality (customer service). Policies provide
consistency throughout the organization, improving
employee performance, accountability, morale, service
and reduce risk to both the organization and the
employee. However, no matter how terrific policies are,
they are no substitute for adequate employee training and
supervision, topped off with a deeply ingrained culture of
ethics and compliance. Because the Municipality does not
have a comprehensive set of policies, managers and
employees do their best and for work management,
payroll or job allocation, staff are relied upon for the
simplest of queries, all of which take time and likely result
in variation of responses.
It is also important to review policies and practices for
continued relevance and assess unintended
consequences. For example, the meal ticket ‘policy’ that
requires a monthly spreadsheet falls within the travel and
expense policy. But, for the amount of money that is paid,
it would appear to be overkill. Particularly since the much
larger expense, payroll, has limited oversight. In fact,
meal allowances account for an average of $22k per year
(or 0.1% of the annual budget) but salaries are $8.4million
(53%). The policy and procedure for meals should be
revisited and simplified.
3. Measurement – While PW does monitor its
requests and workload, there are no specific performance
measures or expectations with respect to managing
workload, except that it is bound to meet Minimum
Maintenance Standards and be able to measure its
response time. Other areas, however, there are no
performance measures to track cycle time, errors, with
respect to payroll, fleet and requests. In these areas, there
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are no specific performance expectations, nor are they
measured.
We note that, because there is no one source of
information, managers are unable to assess the
effectiveness of work management practices without a
significant amount of manual effort.
Appendix D and E provide for some recommended Key
Performance Indicators for payroll and fleet respectively.
4. Machinery/Technology – Underutilized technology
(GP and CityWide) and multitude of systems without
effective implementation and integrations. Some
technology is a complete duplication without any added
value (GP fleet). Lack of strategy nor expectations, training
of system utilization. The tendency is to utilize
spreadsheets outside of systems instead of exploring
corporate solutions. Managers/staff do not have access to
their own employee data because ADP and CityWide is not
used for PW.
Assessment of the current systems indicate that there is a
need for a long term strategy for integration and many
opportunities to reduce duplication and create one source
of truth (as articulated by Clarington’s IT).
In some cases, that source of truth should be GP as it is the
corporate financial system and ultimately, it is utilized for
financial statements and audit purposes. However, it does
not need to be the gatekeeper in all areas provided that
there is true integration and access to ‘subledgers’ needed
by departments. As explored in the prior section, there
are several systems that do not integrate such as
Petrovend, Focus GPS with CityWide or GP. There is a need
to develop an integration strategy to ensure that staff are
not entering information in multiple places or
spreadsheets and reconciling.
5. Environment – The culture has been one of reactive
approach as opposed to a more proactive one with long-
term integrated plans. Departments have made decisions
regarding information technology needs without full
consultation. To some degree, PW is an ‘island’ and that
has meant that the Information technology department
has not been as supportive as it could have been. It is
apparent that this is changing and the result is positive.
We also note that, the PW culture has generally been
change averse for many years and it has been difficult to
move things forward, particularly with respect to
technology.
6. Organization – The PW department has seen
changes in both structure and services with the recent
move of Engineering to the Infrastructure Division and
departure of several staff. This has presented both
challenges and opportunities. On the one hand, processes
were not adequately documented leaving staff to learn
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17 | P a g e
their new roles quickly. On the other hand, new
technologies and leadership provide for new ways of doing
things.
In terms of the developing a culture of learning and
development, the Municipality has undertaken many
initiatives that are moving in this direction. The LEAN Six
Sigma training demonstrates recent commitment to
professional development and continuous improvement.
Some PW staff have taken this training and is eager to
apply what they are learning. There is not, however, a
comprehensive training plan or program that aligns with a
performance management framework in place. This will
need to be a key focus over the next few years in order to
advance the recommendations in this report.
In summary, there is a need to develop a Change
Management/Training Strategy to ensure that the
Municipality is successful. The strategy should be to
always opt for the ‘source of truth’ in systems. In some
instances, GP should be the ‘keeper’ of the information
such as inventory, in other cases, CityWide should capture
‘subledger’ information. However, it is of utmost
importance that everyone understands the source of truth
and the processes are well documented through a clear
accountability framework and responsibility matrix that all
agree upon.
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4 IMPROVE: RECOMMENDATIONS
1 Governance, Planning and Performance
Rec
#
Opportunity Findings Opportunity Detailed Description Effort,
Impact
Start
1.1 Develop a new business
plan with performance
plans and documented
processes. Managers
and supervisors should
be managing work not
performing manual
transactions.
Business plans with performance
expectations are not in place and reactive
work planning. The focus is on transactions
not long term plans or strategies. The
unionized environment seems to be the
crux but we are personally aware that
unionized staff can be held accountable
through appropriate workplans and
performance agreements.
As part of the long term strategic plan,
PW should develop a business plan with
goals and expected outcomes. This
should drive the jobs/activities that it
tracks as opposed to being focused on the
past. Asset management should be the
underlying driver with the goal to capture
lifecycle costs for better long-term
planning.
HIGH
EFFORT,
HIGH
IMPACT
2023
1.2 PW facilities and
locations should be part
of a longer-term vision
to become more
aligned with service
needs. IT to review
internet connectivity
and impacts in different
locations. There is
limited space available
for technology.
Additional mobile
solutions may help.
We note that PW is to some degree 'an
island' and often lacks support of corporate
services. There is a need to review how
services are provided. As well, the facilities
are aging and not conducive for growth. We
understand that a facility strategy is
underway. Internet connectivity at depots is
problematic to the point that the staff at
Orono often physically bring their payroll
information to the Hampton garage.
There is a need to better service PW
including IT, finance. In future, facilities
should be better developed to handle
inventory, systems.
HIGH
EFFORT,
HIGH
IMPACT
2023
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19 | P a g e
Rec
#
Opportunity Findings Opportunity Detailed Description Effort,
Impact
Start
1.3 Modernize – processes
to ‘no paper’ and enter
‘one time, one place’
with the view to
capture information at
source.
There is a culture of manual processes,
paper and spreadsheets. This represents
waste, duplication, and risk of errors.
PW should move to the concept of
entering information one time, one place,
right the first time in 'corporate' systems.
HIGH
EFFORT,
HIGH
IMPACT
2023
1.4 Develop a change
management strategy –
PROSCI ADKAR
evaluation. Assign a
Change Management
Champion to oversee
and monitor.
Old school approaches – change averse.
Staff have had little training in technology
with a few exceptions. Recent
organizational changes provide some
opportunities.
Change management strategy is needed
to ensure that the people side of change
is managed. With 50-95 potential full
time and part time staff involved, the
Municipality must ensure that all are
involved and have the knowledge and
ability to make the change.
LOW
EFFORT,
LOW
IMPACT
2023
1.5 Develop a LEAN
Continuous
Improvement Program
in PW focused on
progress of the
recommendations in
this report and ongoing
modernization with
tracking of results and
changes.
Currently there is a CityWide working group
to identify ongoing changes. This doesn't
necessarily reflect the entire set of
recommendations in this report.
Continuous improvement program
should start with the initiatives in this
report. The Team should involve IT,
Finance, Payroll, Asset Management, PW
supervisors and staff. Goal should be to
reduce process costs by 1% annually (for
example). Suggest additional front line
PW staff enrol in Lean Six Sigma Training.
HIGH
EFFORT,
HIGH
IMPACT
2023
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2 Reporting
Rec
#
Opportunity Findings Opportunity Detailed Description Effort,
Impact
Start
2.1 Once all data in
CityWide, prepare
monthly reports against
plans (budgets in
CityWide). Work with
FMW to reflect jobs and
fleet. Develop regular
reporting and access for
supervisors to assess
workload and costs.
Currently, all tracking of activities and
progress is contained in spreadsheets that
are not accessible to the supervisors. There
is no follow-up to ensure that the data sent
in timesheets are properly captured and
costed.
Provide regular reporting and access to
information in CityWide based upon KPIs
to supervisors. Require a review and 'sign
off' that the data is accurate.
HIGH
EFFORT,
HIGH
IMPACT
2023
2.2 Reduce number of jobs
to ‘real needs’. Change
GL to reflect only that
needed for Financial
Information Return. All
detail to reside in
CityWide against
jobs/activities – will
require a revamped set
up.
There are too many jobs that are not
required and are not used.
Move to eliminate jobs that are 'one time'
in the General ledger such as fleet,
projects in favour or capture in CityWide.
This will require a change to CityWide and
GP. Move GP to the Financial Information
Return lines.
LOW
EFFORT,
HIGH
IMPACT
2023
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21 | P a g e
Rec
#
Opportunity Findings Opportunity Detailed Description Effort,
Impact
Start
2.3 Set up and Track KPIs
with service levels for
work management,
Payroll and Fleet
Management. This may
require work orders
and activity changes
(e.g. Downtime which is
currently not captured)
There are currently no metrics utilized for
these processes nor expectations.
Suggested KPIs contained in the Appendix
- include: Response time between
request/resolution, Payroll Cost per
Employee, Number of errors per
employee, Hours assigned to Work
Orders/Number of available staff hours,
Number of outstanding service
requests/FTE, Downtime per unit, Cost
per Unit, Number of hours
utilized/available hours
LOW
EFFORT,
HIGH
IMPACT
2023
2.4 Performance measures
should be developed
based upon standard
costing of jobs.
Once all data is captured in CityWide,
information on standard activity costs
would be available which will allow for
better work planning and performance
metrics.
In 2025, undertake a standard costing
analysis to determine how much typical
jobs cost on an hourly or per request
basis. This should then formulate the
performance plans and reporting.
Regular variance analysis should be
undertaken to understand impacts and
sources of variation.
HIGH
EFFORT,
HIGH
IMPACT
2025
2.1 Once CityWide is
utilized for work
management and
payroll, explore
lifecycle costing
approach with
Infrastructure Division.
With the implementation of AMANDA,
there does not seem to be a strategy to
reflect lifecycle costs of assets. Recent
acquisition of Citywide decision, support
seems to indicated that Engineering will be
using CityWide for asset condition
assessments but the actual capturing of
costs and reporting has not been
determined.
As required by O.Reg 588/17, Asset
Management Planning regulation, there
is a need to capture lifecycle costing,
associated levels of service and financing
strategies for proposed levels of service.
Both Engineering and PW contribute to
the lifecycle costs. Engineering is
responsible for most capital costs
whereby PW is responsible for
maintenance. There is a need to ensure
that a strategy is in place to gather all
information for decision making.
HIGH
EFFORT,
HIGH
IMPACT
2024
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22 | P a g e
3 Organization
Rec
#
Opportunity Findings Opportunity Detailed Description Effort,
Impact
Start
3.2 Develop a
comprehensive training
program supported by
standard operating
procedures for all PW
staff and supports.
There has been some training provided to
staff utilizing CityWide but the expansion
will require a comprehensive set of training
guides.
Create a training program for CityWide,
time entry with short videos to support.
Identify the key contact for any questions
as changes are introduced.
HIGH
EFFORT,
HIGH
IMPACT
2023
3.3 Implement
performance
management
framework aligned with
an annual/multi-year
business plan with
reduced jobs/activities.
Performance management should be
implemented with goals, objectives in line
with the performance metrics.
Performance plans with workplans are
needed with metrics and expectations. It
is important to streamline jobs and
activities before rolling this out for
simplicity.
HIGH
EFFORT,
HIGH
IMPACT
2024
3.4 Assign IT Staff to
facilitate integrations
and testing.
IT has been very effective in implementing
AMANDA and other priorities over the last
year. The recommendations in this report
will require significant resources.
There may be a need for additional
resources to support this project in IT.
This will need to be assessed based upon
other priorities. Additional outside
support may be required.
HIGH
EFFORT,
HIGH
IMPACT
2023
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4 Policies and Materials
Rec
#
Opportunity Findings Opportunity Detailed Description Effort,
Impact
Start
4.1 Develop a Payroll/Job
Costing/Fleet
Management/Inventory
Policy Framework with
accompanying policies.
Payroll/Job Costing and Fleet/Asset
Management/Inventory policies do not
exist. We noted that interpretation of
collective agreements and job allocations is
left with staff and no guidance.
A policy framework should be put in
place and, to build new skills in the PW
department, assign policy development
to staff with associated consultations.
Delegation of authority for Payroll should
also be developed (see Appendix B for
suggested list of policies). As they are
completed and adopted, all policies
should be posted on the website for easy
access.
HIGH
EFFORT,
HIGH
IMPACT
2023
4.2 Develop standard
operating procedures
to support policies and
controls.
The only documentation we received were
individual notes on 'how to do' things in GP.
These do not have business rules or
associated policies to support what is being
done.
Documentation is needed to support
policies and reduce variation in service
delivery. Easy access will be essential for
front line staff
HIGH
EFFORT,
HIGH
IMPACT
2024
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5 Technology
Rec
#
Opportunity Findings Opportunity Detailed Description Effort,
Impact
Start
5.1 Work with CityWide to
export information at
GL level to GP and ADP
for timesheet
information.
Currently, all tracking of activities and
progress is contained in a multitude of
duplicate spreadsheets. Time and rate
information for staff is sent to payroll for
upload into ADP which then creates a
journal entry for GP. This is also adjusted by
PW to reflect sick time. No hours are
reflected in GP. Similarly, for machine time,
the hours and rates are captured in
spreadsheets only. The General Journal
simply is the total. Consequently, there is
no easy way to determine how many hours
are spent on each job or equipment utilized.
All of these processes are disjointed,
duplicated and run the risk of error. Rates
are manually entered each pay period
including all 'odd' situations contained in
the collective agreement. ADP has limited
ability for job costing which is apparently
why it is not utilized. The challenge is that
staff are not responsible for their own time
in ADP as other departments are.
CityWide has the ability to capture time
(through Timesheets) and costs (Parts
and Materials) as well as machine time.
This would allow for one entry, against a
work order (which can include assets)
and push to ADP. There will be a need for
use of an API to achieve this push but the
savings are significant. The integration is
one element, but set up in CityWide
would also be required (pay codes, rates,
machines etc.). As well, training will be
required as will smartphone/tablet
technology.
HIGH
EFFORT,
HIGH
IMPACT
2023
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25 | P a g e
Rec
#
Opportunity Findings Opportunity Detailed Description Effort,
Impact
Start
5.2 Consider moving from
‘tablets’ to hybrid
laptops (2 in 1s e.g.
Microsoft Surface) to
allow for both desktop
and mobile applications
for inspectors.
Operations staff simply
need smartphones or
tablets for work orders
and time capture.
In some situations, staff have the need to
download a significant number of work
orders when they go on the road. The
tablets do not allow for the numbers
needed for staff and therefore, they must
go back to the office to work on their
computers in these cases. The Fleet staff
currently utilized desktops but have tablets
for some items. It would be more efficient
to be able to access information at the
location. Other staff, currently not using
CityWide will also need technology to
capture their work and time.
By moving from tablets + a
desktop/laptop to a 2in1 tablet such as
Microsoft Surface, the Municipality will
save on multiple devices while improving
service and reducing the need to go to
the office. While a Surface is more
expensive than a tablet, it is cheaper than
having two devices to manage and
purchase. Some of these tablets can be
repurposed to staff currently not utilizing
CityWide but all staff would need access
in order to update their work orders and
add time, machine utilized in the field.
HIGH
EFFORT,
HIGH
IMPACT
2023
5.3 Work with CityWide to
address Fleet
Management
deficiencies.
Fleet has identified several issues the
CityWide including the ability to have more
than one work order item per vehicle.
Preventative Maintenance is also an issue
as the system does not have an easy way to
collect the hours/odometer readings.
Inventory is manually entered into the
system and there is no parts scanner.
Work with CityWide to address the issues
with respect to Fleet Management. We
understand that CityWide is aware of
these issues as other municipalities have
raised these.
LOW
EFFORT,
HIGH
IMPACT
2023
5.4 Work with CityWide,
GPS (Focus Telus) and
Fuel (Petrovend)
systems to download
information into
Citywide against fleet –
export to GP.
Currently, the fuel management system is
not integrated with CityWide or GP and fuel
is reflected in GP for each piece of
equipment through a journal entry every
quarter. The system has issues in that the
odometer reading can be overridden and
therefore, is risky. The new GPS system may
provide some options.
Work with CityWide and PetroVend to
provide for a download to CityWide
against each vehicle. There will likely
require a mapping of each field.
LOW
EFFORT,
HIGH
IMPACT
2023
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26 | P a g e
Rec
#
Opportunity Findings Opportunity Detailed Description Effort,
Impact
Start
5.5 Consider procurement
card processing and GP
inventory – push to
CityWide inventory.
Inventory and parts are currently
purchased, mostly via purchasing cards and
then manually entered into CityWide.
When used the item is attached to the
equipment. However, there is no inventory
captured in GP and therefore, there is a year
end process to reconcile the inventory. The
purchasing card process requires
intervention as well.
Purchase the procurement card
processing module which allows for the
download of the transactions from the
bank without intervention. The coding
occurs in the module - it is 'smart' in that
it recognizes the card number and typical
general ledger codes associated with the
card and auto populates for ease of
coding. For inventory items, these could
be transferred into GP inventory which
allows for property inventory policies
(FIFO or perpetual) and its costs. This will
solve the year end issue as the value of
the inventory will always be available.
This would require a 'push' to CityWide
and then, as push to GP when utilized.
The Municipality would have to work
with CityWide to identify the appropriate
tables. GP also has many options for bar
coding but would have to be explored
with CityWide. See Appendix G for
Future State.
HIGH
EFFORT,
HIGH
IMPACT
2023
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27 | P a g e
Rec
#
Opportunity Findings Opportunity Detailed Description Effort,
Impact
Start
5.6 Work with CityWide
and AMANDA to
integrate work orders
(two way).
Currently there is only one way integration
between AMANDA and CityWide whereby
service requests and permits are pushed to
the service request module in CityWide.
This means that those accessing AMANDA,
including Service Clarington, will not have
access to the request. Public Works would
have to close the request in AMANDA.
Work with AMANDA and CityWide to
incorporate two way integration and
reduce duplication of effort.
HIGH
EFFORT,
HIGH
IMPACT
2023
5.7 Purchase and
implement Asset
Collector to improve
mobile collection
efforts.
Asset Collector is an asset management tool
available on the CityWide mobile app, that
enables users to download and visualize
assets in the field, collect new assets,
update asset attribute data, and record
condition assessments to optimize lifecycle
event strategies in CityWide Asset Manager
(AM)
We understand that Asset Collector was
in the 2022 budget but not purchased or
implemented. This will benefit the entire
organization as assets will be captured at
source and update the asset inventory.
LOW
EFFORT,
HIGH
IMPACT
2023
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28 | P a g e
6 Processes
Rec
#
Opportunity Findings Opportunity Detailed Description Effort,
Impact
Start
6.1 Implement Timesheets
with CityWide. Will
require set up and
integrations. Jobs to be
captured in CityWide
and sent to GP.
Possible use of
Timesheets for
schedules and hours of
work. Work with ADP
to capture exported
time data. Staff to
finalize and submit
timesheets for
approvals by
supervisors.
As discussed above, CityWide Timesheets
will eliminate approximately 130
spreadsheets per pay and approximately 45
hours per pay. It will free up supervisors to
manage work and analyze results.
Timesheets in CityWide would be
populated by the information in the work
order as well as machine time against the
equipment. Time would be entered,
then approved by supervisors.
Additional approvals are possible
through workflow but all information
would pass directly to payroll. The GL
should only reflect what is needed for the
Financial Information Return lines. All
other job information and fleet can
reside in CityWide. See Appendix H for
Future State.
HIGH
EFFORT,
HIGH
IMPACT
2023
6.2 Provide self service for
ADP to all staff –
attendance to be
updated in ADP.
PW is the only department that does not
have self service to ADP. We understand
that there may be vacation entitlement
challenges in ADP. These likely should be
addressed before going live.
Provide access to ADP for PW staff and
work with ADP to resolve entitlements.
LOW
EFFORT,
HIGH
IMPACT
2023
6.3 Move meal tickets to
CityWide Timesheets
and paid through ADP
payroll.
Meal 'tickets' is a time consuming manual
process for staff to claim overtime meals.
The process appears to be a legacy issue
requiring many unnecessary steps with
individual spreadsheets. In one payroll,
there was 21 separate spreadsheets that
are signed off for $15 and $25 items.
Create a paycode for meal tickets in
CityWide and push to ADP for payment.
Ensure that the paycode is set up to
capture the HST rebate.
LOW
EFFORT,
LOW
IMPACT
2023
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29 | P a g e
Rec
#
Opportunity Findings Opportunity Detailed Description Effort,
Impact
Start
6.4 Eliminate General
Ledger accounts per
fleet in favour of
CityWide – currently
reversed so information
is ‘gone’ anyway!
Simplify all job codes to
those actually used and
needed.
Currently, there are 4 general ledger
accounts for each piece of equipment to
charge salaries, materials, maintenance and
machine rentals to each. In 2022, there
were over 350 accounts created for this
purpose. For reasons unknown to
everyone, these charges are 'reversed' at
the end of the year in favour of an overhead
account. This basically means that all
transactions made are no longer in the
balance and are 'credited'. Therefore, the
information about the equipment is
essentially 'gone' without going to the
individual account. We also noted that
many GL accounts created for jobs are for
one time projects and jobs.
Eliminate the individual general ledger
accounts for fleet and opt for simple
accounts based upon the Financial
Information Return (FIR). All other
information can be reflected in CityWide
and accessed by PW.
HIGH
EFFORT,
HIGH
IMPACT
2023
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30 | P a g e
Rec
#
Opportunity Findings Opportunity Detailed Description Effort,
Impact
Start
6.5 Undertake an
Equipment Rate study
and compare
Equipment rates to
OPSS 127 standards
where available.
Others to 2022 rates.
This will require a
phase in as this would
be a significant impact
on the budget. At
minimum, an increase
by an inflationary
amount should be built
into the rates.
The current equipment rates utilized by PW
are from the mid 1990s. These rates are
approximately 300 to 800% below the
current Ontario Provincial Standards for
fleet (e.g. Clarington's rate for a dump truck
is $27 per hour and the OPSS rate is $251).
This means that the expenses charged to
each job is significantly lower than real cost.
That is reflective of the fact that the reserve
funds are insufficient for replacement.
By moving to new fleet rates, there will
be an impact on the budgets.
Consequently, there should be a rate
study based upon lifecycle cost of fleet.
This was not possible based upon the
manner in which fleet information is
captured and reversed. In the interim,
increase rates by 20% per year for then
next five years to increase the reserve.
HIGH
EFFORT,
HIGH
IMPACT
2023
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31 | P a g e
5 CONTROL: SUSTAIN THE CHANGE
In order to provide the Municipality with priorities,
anticipated investment and savings, we have provided our
estimate of the investment required and anticipated
capacity savings over a three-year period. We recognize
that the Municipality has limited capacity to make change
and therefore, recommend a staged approach to
transformation.
Table 3 below shows that, our recommendations will
require approximately $308k in investment with a payback
period of 2 years and resulting capacity and direct savings.
The savings will extend past this period, particularly once
the recommendations are fully functional. It is important
to note that the savings are shown for the full three years
based upon the start date for implementation, not
expected to be saved in the year of implementation.
Appendices E and F provide the details by
recommendation and the spreadsheet has been provided
to the Municipality to develop its own workplan.
Table 3:Summary of Investments and Savings
Category One Time
Costs
Estimated Net
Operating Costs
(Savings) Year of
Implementation
Estimated Net Productivity/
Capacity Costs (Savings) - Year
2 and 3
Total with Savings
1 Governance, Environment 30,000 -121,250 -121,244 -212,494
2 Measures, Reporting 10,000 1,104 3,312 13,312
3 People, Organization 125,000 -25,000
125,000
4 Policies and Materials 15,000
15,000
5 Equipment, Technology 123,000 -119,900 -249,800 -246,700
6 Methods, Processes 5,000 -21,000 -42,000 -58,000
Grand Total 308,000 -286,046 -409,732 -363,882
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CONCLUSION
In conclusion, the PW department has seen many changes
over the years with new leadership, staff and
organizational change. This, however, was not supported
with the required policies and documentation nor system
integrations. As a result, the department suffers for
processes that do not utilize their talents in the best way.
These processes have been in place for decades without
review. While it is true that the Municipality must adhere
to its collective agreements and regulatory environment,
systems can help. Integrations and new approaches are
needed to eliminate duplication and risk in favor of one
source of truth. Data needs to be entered in one place,
one time and any requirement for data in subsidiary
systems need to be technologically driven as opposed to
staff driven.
The next step is a strategy to fully utilize the functionality
in CityWide to collect data that reflects work undertaken
by staff, provide real time access to managers/supervisors
so that PW can better plan work and make evidence-based
decisions. There will need to be a concerted effort to work
with the vendors to get the appropriate integrations in
place and working effectively and efficiently. This needs
to be a partnership with the IT and Finance departments
so that everyone is moving in the same direction and
understand responsibilities and accountabilities.
The Municipality should consider a comprehensive
training program in CityWide to leverage its functionality
with the view to eliminate all outside tracking. Perhaps
forming a working group with all partners is important to
build and monitor the plan. We are confident the
Clarington has the leadership and commitment to make
the changes that are required to improve these processes.
ACKNOWLEDGEMENT
We wish to express our appreciation for the cooperation
and assistance afforded WSCS Consulting Inc. by staff and
management at the Municipality during this review.
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APPENDIX A: MINIMUM MAINTENANCE STANDARDS O.REG 239/02
FIGURE 2:CLASSIFICATION OF HIGHWAYS
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MINIMUM MAINTENANCE STANDARDS - O.REG 239/02 - LEVELS OF SERVICE – PATROLLING &
WINTER CONTROL
CLASS OF
HIGHWAY
PATROLLING
FREQUENCY
SNOW
ACCUMULATION
- ROADWAYS
(CM)
SNOW ACCUMULATION
RESPONSE TIME -
ROADWAYS (HOURS)
ICE FORMATION
PREVENTION
RESPONSE TIME
(HOURS)
TREATMENT OF ICY
ROADWAYS RESPONSE
TIME (HOURS)
1 3 TIMES EVERY 7
DAYS
2.5 4 6 3
2 2 TIMES EVERY 7
DAYS
5 6 8 4
3 ONCE EVERY 7
DAYS
8 12 16 8
4 ONCE EVERY 14
DAYS
8 16 24 12
5 ONCE EVERY 30
DAYS
10 24 24 16
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MINIMUM MAINTENANCE STANDARDS - O.REG 239/02 - LEVELS OF SERVICE – POTHOLES
PAVED
SURFACE
PAVED
SURFACE
PAVED
SURFACE
NON-
PAVED
SURFACES
NON-
PAVED
SURFACES
NON-
PAVED
SURFACES
SURFACE OF
SHOULDER
SURFACE
OF
SHOULDER
SURFACE
OF
SHOULDER
CLASS OF
HIGHWAY
SURFACE
AREA
(CM²)
DEPTH
(CM)
RESPONSE
TIME
(DAYS)
SURFACE
AREA
(CM²)
DEPTH
(CM)
RESPONSE
TIME
(DAYS)
SURFACE
AREA (CM²)
DEPTH
(CM)
RESPONSE
TIME
(DAYS)
1 600 8 4
8 7
2 800 8 4
1,500 8 7
3 1,000 8 7 1,500 8 7 1,500 8 14
4 1,000 8 14 1,500 10 14 1,500 10 30
5 1,000 8 30 1,500 12 30 1,500 12 60
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MINIMUM MAINTENANCE STANDARDS - O.REG 239/02 - LEVELS OF SERVICE – SHOULDER
DROP OFFS, CRACKS, LUMINAIRES AND SIGNS
SHOULDER
DROP-OFFS
CRACKS> 5CM WIDE
AND 5CM DEEP > 3
METRES
LUMINAIRES - INSPECT
EVERY 12 MONTHS - NO
MORE THAN 16
MONTHS
REGULATORY AND
WARNING SIGNS
CLASS OF HIGHWAY RESPONSE TIME
(DAYS)
RESPONSE TIME
(DAYS)
RESPONSE TIME (DAYS) RESPONSE TIME (DAYS)
1 4 30 7 7
2 4 30 7 14
3 7 60 14 21
4 14 180 14 30
5 30 180 14 30
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MINIMUM MAINTENACE STANDARDS - O.REG 239/02 - LEVELS OF SERVICE – BRIDGES
BRIDGE DECK
SPALLS
BRIDGE DECK
SPALLS
BRIDGE DECK
SPALLS
SURFACE
DISCONTINUITIES
SURFACE
DISCONTINUITIES
CLASS OF HIGHWAY SURFACE AREA
(CM²)
DEPTH (CM) RESPONSE TIME
(DAYS)
HEIGHT (CM) RESPONSE TIME
(DAYS)
1 600 8 4 5 2
2 800 8 4 5 2
3 1,000 8 7 5 7
4 1,000 8 7 5 21
5 1,000 8 7 5 21
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APPENDIX B: SUGGESTED POLICY FRAMEWORK
Area Policy
Asset/Work Management Asset Inventory
Asset/Work Management Patrolling
Asset/Work Management Work Order Management
Asset/Work Management Service Levels/Performance
Asset/Work Management Proactive Maintenance
Asset/Work Management Fleet Management
Asset/Work Management Inventory
Asset/Work Management Fleet Replacement Policy
Asset/Work Management Equipment Charge Out Policy and Reserves
Asset/Work Management Service Levels and Priorities
Payroll Scheduling
Payroll Timesheets and Machine Time Policy
Payroll Payroll Processing
Payroll Vacation Requests
Payroll Meals and Travel
Payroll Personal Information
Administration IT Policies
Administration CityWide Security Profiles
Administration ADP Security Profiles
Administration Purchasing Cards
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APPENDIX C: PAYROLL KEY PERFORMANCE INDICATORS
• Absenteeism Rate: Evaluate the engagement of your employees
• Cost of Absenteeism: Cost per employee
• Overtime Hours: Monitor your employees' workload in detail
• Training Costs: Analyze the investments in your employees
• Employee Productivity: Track the overall effectiveness of your workforce
• Talent Satisfaction: Ensure your employees are satisfied in the long run
• Time to Recruit: Monitor how long you need to find a new employee
• Employee Turnover Rate: See how your retention efforts work
• Talent Turnover Rate: Evaluate how many talents you continually change
• Turnover Rate By Group: Monitor if your diversity groups are satisfied
• Part-Time Employees: Watch the evolution of part-time workers over time
• Average Time Stay: See how long your employees stay
• Cost of Turnover: Total cost of hiring + training
• Payroll Performance Metrics: Number of Errors/Accuracy Rate
• Payroll Performance Metric: Time to Run Payroll
• Payroll Performance Metric: Cost of Payroll/Cost per Payroll Payment
• The number of payments processed outside of the normal payroll cycle.
• The number of retroactive payments/employee.
• The time it takes to resolve input that contains unclean data.
• Accuracy of time tracking for hourly compensation.
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APPENDIX D: FLEET KEY PERFORMANCE INDICATORS
• Fleet asset utilization rate
• Vehicle availability/total availability
• Preventative maintenance frequency
• Maintenance technician productivity and efficiency scores
• Repeat repairs percentage
• Scheduled maintenance and repair work
• Reduce EV breakdowns and reduce cost and waste
• Parts availability
• Idling time
• Vehicle maintenance completion rate
• Customer and employee satisfaction
• Cost per km operations and maintenance
• Downtime per year
• Fuel economy – litres/100 kms or per hour
• Total cost of ownership
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APPENDIX E: DETAILED IMPLEMENTATION COSTS
Rec
#
Opportunity Start One
Time
Costs
Estimated Net
Operating Costs
(Savings) Year
of
Implementation
Estimated
Net
Productivity/
Capacity
Costs
(Savings) -
Year 2 and 3
Total
including
savings
Comments/ Assumptions
regarding costs and savings
1.1 Develop a new business plan
with performance plans and
documented processes.
Managers and supervisors
should be managing work
not performing manual
transactions.
2023 $0 $0 Internal
1.2 PW facilities and locations
should be part of a longer
term vision to become more
aligned with service needs.
IT to review internet
connectivity and impacts in
different locations. There is
limited space available for
technology. Additional
mobile solutions may help.
2023 $0 $0 Internal
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Rec
#
Opportunity Start One
Time
Costs
Estimated Net
Operating Costs
(Savings) Year
of
Implementation
Estimated
Net
Productivity/
Capacity
Costs
(Savings) -
Year 2 and 3
Total
including
savings
Comments/ Assumptions
regarding costs and savings
1.3 Modernize – processes to
‘no paper’ and enter ‘one
time, one place’ with the
view to capture information
at source.
2023 -$31,250 -$31,248 -$62,498 Document management
options already available.
Savings estimated at 1/2 hour
per day per supervisor,
administrative staff.
1.4 Develop a change
management strategy –
PROSCI ADKAR evaluation.
Assign a Change
Management Champion to
oversee and monitor.
2023 $2 $2 Internal resources are
required to oversee the
change.
1.5 Develop a LEAN Continuous
Improvement Program in
PW focused on progress of
the recommendations in this
report and ongoing
modernization with tracking
of results and changes.
2023 $30,000 -$90,000 -$89,998 -$149,998 Assuming that 1% of staff
time could be saved each year
which will allow for increased
capacity to fulfill other roles
and improve service response.
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Rec
#
Opportunity Start One
Time
Costs
Estimated Net
Operating Costs
(Savings) Year
of
Implementation
Estimated
Net
Productivity/
Capacity
Costs
(Savings) -
Year 2 and 3
Total
including
savings
Comments/ Assumptions
regarding costs and savings
2.1 Once all data in CityWide,
prepare monthly reports
against plans (budgets in
CityWide). Work with FMW
to reflect jobs and fleet.
Develop regular reporting
and access for supervisors to
assess workload and costs.
2023 $5,000 $0 $5,000 Training will be required but
savings will be realized
annually - Payback of 2 years.
2.2 Reduce number of jobs to
‘real needs’. Change GL to
reflect only that needed for
Financial Information
Return. All detail to reside
in CityWide against
jobs/activities – will require
a revamped set up.
2023 $5,000 $0 $5,000 Training will be required but
savings will be realized
annually - Payback of 2 years.
2.3 Set up and Track KPIs with
service levels for work
management, Payroll and
Fleet Management. This
may require work orders and
activity changes (eg.
Downtime which is currently
not captured)
2023 $1,104 $3,312 $3,312 2 hours per month to set up
and capture.
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Rec
#
Opportunity Start One
Time
Costs
Estimated Net
Operating Costs
(Savings) Year
of
Implementation
Estimated
Net
Productivity/
Capacity
Costs
(Savings) -
Year 2 and 3
Total
including
savings
Comments/ Assumptions
regarding costs and savings
2.4 Performance measures
should be developed based
upon standard costing of
jobs.
2025 $0 $0 Internal analytics required.
2.1 Once CityWide is utilized for
work management and
payroll, explore lifecycle
costing approach with
Infrastructure Division.
2024 $0 $0
3.1 Redefine roles with a
responsibility matrix –
reflect changes in processes.
2024 $0 Internal
3.2 Develop a comprehensive
training program supported
by standard operating
procedures for all PW staff
and supports.
2023 $25,000 -$25,000 $25,000 Internal cost but savings in
improved services and
processes will offset
3.3 Implement performance
management framework
aligned with an
annual/multi-year business
plan with reduced
jobs/activities.
2024 $0 Internal
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Rec
#
Opportunity Start One
Time
Costs
Estimated Net
Operating Costs
(Savings) Year
of
Implementation
Estimated
Net
Productivity/
Capacity
Costs
(Savings) -
Year 2 and 3
Total
including
savings
Comments/ Assumptions
regarding costs and savings
3.4 Assign IT Staff to facilitate
integrations and testing.
2023 $100,000 $100,000 Support for this project is
estimated at 1 FTE for a one
year period.
4.1 Develop a Payroll/Job
Costing/Fleet
Management/Inventory
Policy Framework with
accompanying policies.
2023 $15,000 $15,000 Internal costs to develop
policies and consultation with
staff managers (5 days work x
5 staff and council time) -
Likely need external
consulting assistance.
4.2 Develop standard operating
procedures to support
policies and controls.
2024 $0 Documentation will reduce
errors, and speed up
processes.
5.1 Work with CityWide to
export information at GL
level to GP and ADP for
timesheet information.
2023 $30,000 -$113,500 -$227,000 -$310,500 An investment of $30k is likely
required for integration costs.
Savings is estimated at 1 hour
per supervisor plus 45 hours
per payroll cycle.
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Rec
#
Opportunity Start One
Time
Costs
Estimated Net
Operating Costs
(Savings) Year
of
Implementation
Estimated
Net
Productivity/
Capacity
Costs
(Savings) -
Year 2 and 3
Total
including
savings
Comments/ Assumptions
regarding costs and savings
5.2 Consider moving from
‘tablets’ to hybrid laptops (2
in 1s eg. Microsoft Surface)
to allow for both desktop
and mobile applications for
inspectors. Operations staff
simply need smartphones or
tablets for work orders and
time capture.
2023 $50,000 $5,000 $10,000 $65,000 Investment in technology will
not only allow for better real
time information, it will allow
for enter in one time one
place. It is estimated that 50
devices will be required plus
ongoing services. The savings
are reflected above.
5.3 Work with CityWide to
address Fleet Management
deficiencies.
2023 -$10,000 -$10,000 Improved ability to report and
utilize work orders.
5.4 Work with CityWide, GPS
(Focus Telus) and Fuel
(Petrovend) systems to
download information into
Citywide against fleet –
export to GP.
2023 -$1,200 -$2,400 -$3,600 Currently this is a manual
process done quarterly in GP
only.
5.5 Consider procurement card
processing and GP inventory
– push to CityWide
inventory.
2023 $20,000 -$5,200 -$10,400 $4,400 There will be some
configuration and possible
vendor assistance with this
implementation but it will
result in significant savings
over time.
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47 | P a g e
Rec
#
Opportunity Start One
Time
Costs
Estimated Net
Operating Costs
(Savings) Year
of
Implementation
Estimated
Net
Productivity/
Capacity
Costs
(Savings) -
Year 2 and 3
Total
including
savings
Comments/ Assumptions
regarding costs and savings
5.6 Work with CityWide and
AMANDA to integrate work
orders (two way).
2023 $10,000 $0 $10,000 Likely requires some
consulting assistance to
resolve but will result in cost
avoidance (duplication).
5.7 Purchase and implement
Asset Collector to improve
mobile collection efforts.
2023 $13,000 -$5,000 -$10,000 -$2,000 Anticipated that asset
collection currently takes
about 100 hours per year
manually updated.
6.1 Implement Timesheets with
CityWide. Will require set
up and integrations. Jobs to
be captured in CityWide and
sent to GP. Possible use of
Timesheets for schedules
and hours of work. Work
with ADP to capture
exported time data. Staff to
finalize and submit
timesheets for approvals by
supervisors.
2023 $0 Savings contained above.
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48 | P a g e
Rec
#
Opportunity Start One
Time
Costs
Estimated Net
Operating Costs
(Savings) Year
of
Implementation
Estimated
Net
Productivity/
Capacity
Costs
(Savings) -
Year 2 and 3
Total
including
savings
Comments/ Assumptions
regarding costs and savings
6.2 Provide self service for ADP
to all staff – attendance to
be updated in ADP.
2023 $5,000 $5,000 May require some vendor
costs to address entitlements.
6.3 Move meal tickets to
CityWide Timesheets and
paid through ADP payroll.
2023 -$8,400 -$16,800 -$25,200 This is not a large item but is
time consuming for very little
value - Likely 30 minutes per
person per pay during the
winter for small amount of
expenses.
6.4 Eliminate General Ledger
accounts per fleet in favour
of CityWide – currently
reversed so information is
‘gone’ anyway! Simplify all
job codes to those actually
used and needed.
2023 -$12,600 -$25,200 -$37,800 Estimated that 3 days per
month are saved through a
reduced job costing approach.
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49 | P a g e
Rec
#
Opportunity Start One
Time
Costs
Estimated Net
Operating Costs
(Savings) Year
of
Implementation
Estimated
Net
Productivity/
Capacity
Costs
(Savings) -
Year 2 and 3
Total
including
savings
Comments/ Assumptions
regarding costs and savings
6.5 Undertake an Equipment
Rate study and compare
Equipment rates to OPSS
127 standards where
available. Others to 2022
rates. This will require a
phase in as this would be a
significant impact on the
budget. At minimum, an
increase by an inflationary
amount should be built into
the rates.
2023 $0
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APPENDIX F: DETAILED IMPLEMENTATION PLAN/TIMELINE
Rec
#
Opportunity Start 2023
1Q
2023
2Q
2023
3Q
2023
4Q
2024
1Q
2024
2Q
2024
3Q
2024
4Q
2025
1Q
2025
2Q
2025
3Q
2025
4Q
2026+
1.1 Develop a new business
plan with performance
plans and documented
processes. Managers
and supervisors should
be managing work not
performing manual
transactions.
2023 X X
1.2 PW facilities and
locations should be part
of a longer term vision
to become more
aligned with service
needs. IT to review
internet connectivity
and impacts in different
locations. There is
limited space available
for technology.
Additional mobile
solutions may help.
2023 X X
1.3 Modernize – processes
to ‘no paper’ and enter
‘one time, one place’
with the view to
capture information at
source.
2023 X X
Page 101
51 | P a g e
Rec
#
Opportunity Start 2023
1Q
2023
2Q
2023
3Q
2023
4Q
2024
1Q
2024
2Q
2024
3Q
2024
4Q
2025
1Q
2025
2Q
2025
3Q
2025
4Q
2026+
1.4 Develop a change
management strategy –
PROSCI ADKAR
evaluation. Assign a
Change Management
Champion to oversee
and monitor.
2023 X X X X
1.5 Develop a LEAN
Continuous
Improvement Program
in PW focused on
progress of the
recommendations in
this report and ongoing
modernization with
tracking of results and
changes.
2023 X X
2.1 Once all data in
CityWide, prepare
monthly reports against
plans (budgets in
CityWide). Work with
FMW to reflect jobs and
fleet. Develop regular
reporting and access for
supervisors to assess
workload and costs.
2023 X X X X
Page 102
52 | P a g e
Rec
#
Opportunity Start 2023
1Q
2023
2Q
2023
3Q
2023
4Q
2024
1Q
2024
2Q
2024
3Q
2024
4Q
2025
1Q
2025
2Q
2025
3Q
2025
4Q
2026+
2.2 Reduce number of jobs
to ‘real needs’. Change
GL to reflect only that
needed for Financial
Information Return. All
detail to reside in
CityWide against
jobs/activities – will
require a revamped set
up.
2023 X X X X
2.3 Set up and Track KPIs
with service levels for
work management,
Payroll and Fleet
Management. This may
require work orders
and activity changes
(eg. Downtime which is
currently not captured)
2023 X X X X
2.4 Performance measures
should be developed
based upon standard
costing of jobs.
2025 X X X X
Page 103
53 | P a g e
Rec
#
Opportunity Start 2023
1Q
2023
2Q
2023
3Q
2023
4Q
2024
1Q
2024
2Q
2024
3Q
2024
4Q
2025
1Q
2025
2Q
2025
3Q
2025
4Q
2026+
2.1 Once CityWide is
utilized for work
management and
payroll, explore
lifecycle costing
approach with
Infrastructure Division.
2024 X X X X
3.1 Redefine roles with a
responsibility matrix –
reflect changes in
processes.
2024 X X X
3.2 Develop a
comprehensive training
program supported by
standard operating
procedures for all PW
staff and supports.
2023 X X X
3.3 Implement
performance
management
framework aligned with
an annual/multi-year
business plan with
reduced jobs/activities.
2024 X X X
Page 104
54 | P a g e
Rec
#
Opportunity Start 2023
1Q
2023
2Q
2023
3Q
2023
4Q
2024
1Q
2024
2Q
2024
3Q
2024
4Q
2025
1Q
2025
2Q
2025
3Q
2025
4Q
2026+
3.4 Assign IT Staff to
facilitate integrations
and testing.
2023 X X X
4.1 Develop a Payroll/Job
Costing/Fleet
Management/Inventory
Policy Framework with
accompanying policies.
2023 X X
4.2 Develop standard
operating procedures
to support policies and
controls.
2024 X X X X X X X X X
5.1 Work with CityWide to
export information at
GL level to GP and ADP
for timesheet
information.
2023 X X X X X X
Page 105
55 | P a g e
Rec
#
Opportunity Start 2023
1Q
2023
2Q
2023
3Q
2023
4Q
2024
1Q
2024
2Q
2024
3Q
2024
4Q
2025
1Q
2025
2Q
2025
3Q
2025
4Q
2026+
5.2 Consider moving from
‘tablets’ to hybrid
laptops (2 in 1s eg.
Microsoft Surface) to
allow for both desktop
and mobile applications
for inspectors.
Operations staff simply
need smartphones or
tables for work orders
and time capture.
2023 X X X X X X
5.3 Work with CityWide to
address Fleet
Management
deficiencies.
2023 X X X
5.4 Work with CityWide,
GPS (Focus Telus) and
Fuel (Petrovend)
systems to download
information into
Citywide against fleet –
export to GP.
2023 X X X
5.5 Consider procurement
card processing and GP
inventory – push to
CityWide inventory.
2023 X X X
Page 106
56 | P a g e
Rec
#
Opportunity Start 2023
1Q
2023
2Q
2023
3Q
2023
4Q
2024
1Q
2024
2Q
2024
3Q
2024
4Q
2025
1Q
2025
2Q
2025
3Q
2025
4Q
2026+
5.6 Work with CityWide
and AMANDA to
integrate work orders
(two way).
2023 X
5.7 Purchase and
implement Asset
Collector to improve
mobile collection
efforts.
2023 X X X
6.1 Implement Timesheets
with CityWide. Will
require set up and
integrations. Jobs to be
captured in CityWide
and sent to GP.
Possible use of
Timesheets for
schedules and hours of
work. Work with ADP
to capture exported
time data. Staff to
finalize and submit
timesheets for
approvals by
supervisors.
2023 X
Page 107
57 | P a g e
Rec
#
Opportunity Start 2023
1Q
2023
2Q
2023
3Q
2023
4Q
2024
1Q
2024
2Q
2024
3Q
2024
4Q
2025
1Q
2025
2Q
2025
3Q
2025
4Q
2026+
6.2 Provide self service for
ADP to all staff –
attendance to be
updated in ADP.
2023 X
6.3 Move meal tickets to
CityWide Timesheets
and paid through ADP
payroll.
2023 X
6.4 Eliminate General
Ledger accounts per
fleet in favour of
CityWide – currently
reversed so information
is ‘gone’ anyway!
Simplify all job codes to
those actually used and
needed.
2023 X
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58 | P a g e
Rec
#
Opportunity Start 2023
1Q
2023
2Q
2023
3Q
2023
4Q
2024
1Q
2024
2Q
2024
3Q
2024
4Q
2025
1Q
2025
2Q
2025
3Q
2025
4Q
2026+
6.5 Undertake an
Equipment Rate study
and compare
Equipment rates to
OPSS 127 standards
where available.
Others to 2022 rates.
This will require a
phase in as this would
be a significant impact
on the budget. At
minimum, an increase
by an inflationary
amount should be built
into the rates.
2023 X X X
Page 109
59 | P a g e
APPENDIX G: PW INVENTORY FUTURE STATE
Page 110
60 | P a g e
APPENDIX H: PW PAYROLL FUTURE STATE
Page 111
Staff Report
If this information is required in an alternate accessible format, please contact the Accessibility
Coordinator at 905-623-3379 ext. 2131.
Report To: Select a Meeting
Date of Meeting: January 9, 2023 Report Number: CAO-002-23
Reviewed By: Mary-Anne Dempster, CAO By-law Number:
File Number: Resolution#:
Report Subject: Corporate Risk Assessment – 2022 Findings
Recommendation:
1. That Report CAO-002-23 be received for information; and
2. That staff initiate the workplan and report back to Council as projects are completed.
Page 112
Municipality of Clarington Page 2
Report CAO-002-23
Report Overview
Staff have undertaken a high-level corporate risk assessment, having met with staff in all
departments over the course of several months.
The aggregated findings are included in this report under the following categories:
• Cyber
• Growth
• Human Capital
• Communication – Internal & External
• Economic & Financial
• Legislative & Political
Based on the findings, a repository of projects has been provided, and it is expected to grow.
The Project Manager – Audit and Risk will pull from this repository throughout the year to
deliver on the workplan associated with the position. It is expected that other staff will also
work on projects within this repository.
1. Background
1.1 In May 2022, the Internal Audit function moved from Financial Services to the Office of
the CAO, where an amended workplan was created that saw the traditional scope of the
internal audit function expanded.
1.2 The amended workplan, as endorsed by the former Audit and Accountability Committee,
has been structured as follows (further explanation can be found in Report CAO-008-22,
listed as Attachment 1):
1.2.1. Risk Assessment – Annually
1.2.2. Internal Audits – Twice per year
1.2.3. Value for money Audit – Once per year
1.2.4. Service Delivery Reviews – Twice per year
1.2.5. Undertake LEAN Initiatives across the organization – ongoing
1.3 To build a program that can deliver results for the Municipality, it is critical th at a
comprehensive corporate risk assessment be undertaken. The risk assessment will
provide a baseline through which insights can be gained as to where resources should
be allocated to make the most efficient use of the workplan. Essentially the risk
Page 113
Municipality of Clarington Page 3
Report CAO-002-23
assessment will drive the work. Due to the critical nature of the risk assessment, it will
be completed annually to ensure that it provides as accurate of a picture as possible. It
is expected that as the program develops over time, the outputs of the subseque nt
pieces (audits, service reviews, etc.) will drive efficiencies for the corporation.
1.3.1. Undertake an annual corporate risk assessment, through which the following set
of initiatives would be the move of Internal Audit to the office of the CAO, there is
now a requirement for an annual corporate risk assessment. This assessment
would look at various layers within the municipality and not be exclusively financial
risks.
2. Risk Assessment
Overview
2.1 The risk assessment involved confidential one-on-one interviews with all departments –
inclusive of both senior leadership and other critical staff. The interviews were
conducted over several months and culminated in a significant amount of insightful
material, which has been aggregated for the purposes of this report.
2.2 It is important to note that Health and Safety risks were not included in the scope of this
assessment. The municipality has a dedication of resources to health and safety as well
as a Joint Health and Safety Committee that meets regularly.
2.3 In reviewing the responses, risks were reviewed and classified into broad categories,
which can be found below. Reputational risk was not included as a category as it is
impacted by each listed. The categories are:
• Cyber
• Growth
• Human Capital
• Communication – Internal & External
• Economic & Financial
• Legislative & Political
2.4 Each of these segments is expanded with some specific examples and the potential
impact of the risks. Each segment will lend itself to projects that can be undertaken by
staff (project types listed in Section 1.3). Staff have pulled out critical projects from this
risk assessment and populated a table at the end of this document to showcase items
that will inform the Project Manager – Audit and Risk’s workplan for 2023. It is expected
that this list will continue to grow and act as a repository of work for other staff members
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to pull from as well (e.g. Manager of Corporate Performance and Innovation, Business
Performance Specialist [in 2023 budget], staff trained with Lean Green Belt certification,
etc.).
Cyber
2.5 With the increased reliance on the Internet, online platforms and software solutions,
cyber risk is a critical component of any municipal risk assessment. Cybercrime
continues to increase and become more sophisticated, inclusive of ransomware attacks.
In 2022 there were several cyber attacks at public sector organizations across Durham
Region, most notably in November at the Durham District School Board which severely
impacted critical operations.
2.6 Our IT division has initiated sourcing software to manage business continuity and
disaster recovery, but further coordination outside of IT, stretching to managing
physical, staffing, and cyber business operations more broadly is critical. This requires
continued focus on coordination between all departments.
2.7 As part of business continuity planning, IT is looking to increase redundancies in terms
of cellular service providers. For example, when the Rogers outage took place, several
staff were obviously unable to connect to the network. There are technology solutions to
allow for the ability to switch between networks (e.g., Rogers and Bell). This would
ensure the ability to provide continuity in service delivery in several areas. This will be
seriously pursed in 2023.
2.8 The overall staffing compliment in IT is quite lean. According to the IT Strategic Plan
(completed in 2017), it had a built-out staffing plan that should see us at a structure of
17 positions. We are at 11 as of the end of 2022.
2.9 The utilization of an IT Steering Committee was identified several years ago through the
IT Strategic Plan and was formed in 2018. Upon reflection it became increasingly clear
that further consideration had to be given to membership. Having S enior Leadership
Team members on it, simply because of title was not necessarily the most effective
approach. Earlier this year the structure was revamped, inclusive of implementing a
more robust intake for IT related initiatives through this Committee. The Committee and
its effectiveness will be monitored throughout 2023 and reported back on through the
next annual risk assessment.
Growth
2.10 Growth in the Municipality can be viewed as a double-edged sword, bringing with it both
opportunity and risk. Clarington has been undergoing relatively significant growth for a
number of years and is preparing itself for an even greater growth rate. This is
compounded by the housing targets, and fee claw-back provisions included in recent
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Provincial legislation. There is considerable pressure on the Planning and Infrastructure
Department as they work through the flurry of changes, many of which have not been
fully fleshed out by the government.
2.11 Beyond the immediate pressures on planning services, increased growth creates
demands and pressures on existing municipal services. More growth increases traffic
and demands on infrastructure, demand for recreation services, and increased in
resident inquiries and complaints. This will force staff to look at our processes,
particularly related to how we accept, track, and execute against inquiries and
complaints. Our previous processes may no longer be viable due to the sheer volume
we are currently experiencing, let alone against the projected growth.
2.12 Aging infrastructure limits our ability to meet increased demand. A key example of this
would be the Hampton Operations Centre. The facilities available are significantly
constrained. The structure is aging, there is not enough space to store equipment
(reducing useful life), internet connectivity is weak, limited washing facilities (garden
hose used for outdoor washing), lack of potable water, and lack of space to undertake
larger training efforts. The list is quite long, but not comprehensive, and ultimately
underscores a need to match growth with investment in services. Any net level of
growth would create a significant strain. Seriously consideration needs to be given to
the long-term viability of the Centre, and potential future options.
2.13 The population growth and changing demographics have and will continue to have an
impact on any customer facing service we provide. Ranging from the type of services
residents are interested in, to the level of service expected.
Human Capital
2.14 The challenges related to the recruitment and retention of staff is a commonplace
across the province. Clarington, like other municipalities, is feeling this and it has
impacted our ability to provide the level of service in certain areas that we would hope
to. For example, the limited ability to recruit lifeguards has resulted in a reduction in the
amount of aquatic programming that can be offered.
2.15 More broadly, hiring managers have found themselves in situations where they receive
no applications or those who do apply are severely underqualified – leading them to
have to re-tool and eventually go back to market. Sometimes still with no success. All of
these delays in the filling of positions puts additional pressure on existing staff. There
are some cases where this dynamic has led to those existing staff then leaving. Hiring
managers often seem not build in overlap, particularly with known retirements, whereby
the new employee could shadow the former one for a period, providing invaluable on-
the-job training.
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2.16 The aging workforce has brought with it a wave of senior retirements, leading to the loss
of a considerable amount of institutional knowledge. This happens in any industry, but in
our case, there is limited succession planning in place, which further amplifies the issue.
2.17 When hiring new staff or promoting others, despite candidate skillset and experience,
there is increased pressure on hiring managers, and direct supervisors to ensure the
quality of the work. This requires dedicated time to train and in some-cases up-skill. This
can be true even in cases when experienced staff are moving into a new position, time
must be dedicated to appropriately onboard and set expectations. In some areas this
causes re-work or corrective action.
2.18 Consideration should be given on significant projects, particularly things like an IT
system roll-out where existing staff, often subject matter experts, are utilized to test and
validate new systems/programs. This can create gaps when staff are essentially
seconded to these projects but there is no one to back fill their existing responsibilities.
Project management of such initiatives should take these resourcing challenges into
account.
2.19 The pandemic has had a significant impact on employee mental health. There were
efforts to roll-out a comprehensive program corporate-wide but anecdotally the uptake
was there at the beginning, but the momentum was not sustained. References were
made generally around mental health and supports. Further consideration could be
given to enhance or shift resources within the employee benefit plan to better support
access to mental health services.
2.20 Staff have been involved in several corporate initiatives that adjust how and where
services are offered (customer-centric ground floor, shared offices, online service
offerings). This changing environment has left an impact on some people as the
changes are over and above their current workload, leaving them with limited capacity
to adapt.
2.21 The pandemic did affect many departments and their service delivery. The Municipality
did adapt frequently, and many staff were able to work from home. Increased staff
absences due to illness was also a factor. In some departments, training programs
slowed or were delayed. Some training is still constrained as external training services
are working on meeting the backlog and increased demand. Departments are working
towards increasing their training, but this is an ongoing challenge. Fire Services has a
software solution that is used to track and document staff’s training and compliance with
new policies. Due to the nature of Fire Services work they have an established system
in place. They are working at having staff meet new certification requirements. The
other departments would benefit from a learning management system to better
document staff training, certification and awareness of new policies. This would certainly
be an asset for Health and Safety systems as well.
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2.22 Overall, Clarington is a lean organization. Using data from 2021 Financial Information
Return comparing the full-time staff per capital and full-time staff per household
Clarington is one of the lowest. Fire staff numbers are excluded as Clarington has a
composite fire service model. See the chart below (*Pickering 2021 data unavailable).
Municipality* Population Households FT
Fire
FT
Fire
PT
FT Staff
per capita
(excluding
Fire)
FT Staff per
household
(excluding
Fire)
Clarington 105,000 38,000 359 74 125 0.27% 0.75%
Ajax 131,700 39,310 422 113 1 0.23% 0.79%
Oshawa 183,800 66,847 768 208 0 0.30% 0.84%
Whitby 138,500 46,628 580 141 1 0.32% 0.94%
Communications – Internal and External
2.23 Communication is an integral part of adapting to change and ensuring there is a clear
understanding of expectations. While there have been some changes within the
Communications division, communication is part of everyone’s job. There is a need to
have a clearly articulated internal communications protocol on key issues – utilizing a
variety of mediums. This is particularly true in terms of the reliance on filter down
communications from senior leaders to staff. It was apparent that staff in different
departments were not privy to the same information, particularly as it related to strategic
corporate initiatives. This can leave staff feeling overwhelmed and not appropriately
engaged in change. There were also considerations related to the delay in bringing key
staff or services into projects early on, at a point where potential problems could be
identified before they happen.
2.24 External communication is an important part of informing and managing expectations
related to municipal services and their delivery. New residents may not understand the
large geographical area of Clarington. Often the Municipality is the first choice for
inquiries, despite the request potentially not being within our jurisdiction (e.g., school
bussing issues, information on easements, insurance inquiries, etc.). Communication
with the public on the services that we do (and don’t) offer should be looked at in the
future.
Economic and Financial
2.25 Inflation has been significant in the last year. This impacts both operating and capital
budgets. For municipal capital budgets the non-residential building consumer price
index (NRBCPI) is a relevant guide. From Statistics Canada the NRBCPI shows
significant increases. The base year is 2017 at 100 and the third quarter of 2022 for
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Toronto area at 180.2, an 80 per cent increase. These inflationary pressures make it
challenging to complete existing capital projects.
2.26 There has been challenges in securing consultants for several projects. The Provincial
funding and short timelines have created shortages for some consulting services. Also,
there has been a consolidation of firms in some industries that reduces the pool of
vendors.
2.27 Contract management has been a challenging in some areas, where the contractor
does not meet all of the terms of their obligation, but due to the limited number of firms,
staff feel they have reduced leverage in addressing poor workmanship, or lack thereof.
2.28 Ontario One Call, who are responsible for proving clearance before any digging can
begin on a project, are often slow in their turnaround. These delays cascade into
extended municipal led project timelines. This can be particularly problematic when it
delays initiation of work.
Legislative and Political
2.29 The Province has introduced significant legislative changes with shortened transition
times. Certainly, this is evident with respect to Planning Services. These changes place
immense pressure on the staff and resources of the municipality.
2.30 Other areas have also been affected by legislative and regulatory changes. Changes to
the Building Code previously occurred every few years. Building officials are now seeing
changes in the Building Code several times a year. These changes must all be
understood and put into practice, despite overall challenges on the recruitment of
qualified building inspectors.
2.31 Many of the legislative and regulatory changes are happening fast and come out with
limited detail, making it hard to plan and then interpret what is expected of us.
2.32 There are several significant changes to Public Sector Accounting Standards (PSAB)
coming into place over the next few years. This puts additional demand on staff to set
up new processes to meet these new reporting requirements.
3. Workplan – Audits and Reviews
3.1 As discussed, the finding from the risk assessment will inform the audit workplan
through 2023, as well as provide an ongoing repository or projects that can be
completed by other municipal staff members.
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3.2 The chart below summarizes some of the proposed projects in the three categories:
Internal Audit Value for Money
Audit
Service Delivery Reviews &
LEAN Projects.
Inventory Review (Public
Works)
Includes fleet parts, fuel, salt
and sand, paper and
Community Services products
for sale.
As follow up from Audit and
Accountability Intake #3 and
Purchasing Card internal audit
Corporate Cell
Phone Usage
Compliance with
corporate policy,
usage and
appropriate staff
allocation.
Business Continuity Plan (BCP)
and Disaster Recovery Plan
(DRP).
CAO office to oversee this project
as it a corporate wide scope.
As determined by risk
assessment.
Letters of Credit – Securities
held for development and
other projects.
Due to the value of securities
held, the recent
implementation of AMANDA
and the number of new staff
handling Letters of Credit.
Capital Project
Process
Specifically change
orders and overages,
process for project
management.
Municipal Law Enforcement
Service Delivery (Customer
Journey)
This would be a follow up on
Animal Services service delivery
review 2017 and the transfer of all
enforcement to MLE. Also,
implementation of AMANDA
Review of a completed
capital project. Include
compliance with municipal
policies and contracts.
Form the value of large
infrastructure projects.
Building Inspection Services
Service Delivery (Customer
Journey)
Due to staff turnover, introduction
of AMANDA system, rapid growth
and the potential risks.
Corporate Succession Planning
Program
As per risk assessment – critical
to long-term human capital
planning.
3.3 Staff will report back to Council on projects as they are completed.
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Report CAO-002-23
4. Financial Considerations
Not Applicable.
5. Concurrence
Not Applicable.
6. Conclusion
It is respectfully recommended that Report CAO-002-23 be received for information and
that staff begin implementing the workplan.
Staff Contact: Catherine Carr, Project Manager – Audit and Risk, ccarr@clarington.net or
Justin MacLean, Manager – Strategic Initiatives, jmaclean@clarington.net
Attachments:
Attachment 1 – Report CAO-008-22 (Strategy, Intergovernmental Affairs, Transformation (SIT)
Division
Interested Parties:
There are no interested parties to be notified of Council's decision.
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If this information is required in an alternate accessible format, please contact the Accessibility
Coordinator at 905-623-3379 ext. 2131.
Report To: Audit and Accountability Committee
Date of Meeting: August 3, 2022 Report Number: CAO-008-22
Reviewed By: Mary-Anne Dempster, CAO By-law Number:
File Number: n/a Resolution#:
Report Subject: Strategy, Intergovernmental Affairs and Transformation (SIT) Division
Recommendation:
1. That Report CAO-008-22 be received for information.
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Report Overview
In May 2022, the Strategy, Intergovernmental Affairs and Transformation Division was
created within the CAO Office. Internal Audit has moved from Financial Services to this new
division. The Internal Audit Manager is now the Project Manager, Audit and Risk. This report
highlights the general workplan of this position with a focus on internal audit, service delivery
reviews, value for money audits and LEAN initiatives.
1. Background
1.1 In May 2022, there were some staffing changes to the Office of the CAO with the
creation of the Strategy, Intergovernmental Affairs and Transformation (SIT) Division.
The Internal Audit Manager, Catherine Carr, has moved from Financial Services to the
new division as the Project Manager, Audit and Risk. Samantha Gray is the Project
Manager, Strategic Priorities, one of the key responsibilities of this new division.
2. Work Plan
2.1 The Project Manager, Audit and Risk has been working with the CAO and Manager of
SIT to develop an amended workplan that will see the traditional scope of the internal
auditor function expanded. The contents of the workplan will still fit within the original
Terms of Reference of the Audit and Accountability Committee (AAC) and report to the
Committee accordingly.
2.2 It is the intention of the revised workplan to provide the following outputs, which will be
discussed below in greater detail.
• Risk Assessment – Annually
• Internal Audits – Twice per year
• Value for money Audit – Once per year
• Service Delivery Reviews – Twice per year
• Undertake LEAN Initiatives across the organization
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2.3 To build a program that can deliver results for the Municipality, it is critical that a
comprehensive corporate risk assessment be undertaken. The risk assessment will
provide a baseline through which insights can be gained as to where resources should
be allocated to make the most efficient use of the workplan. Essentially the risk
assessment will drive the work. Due to the critical nature of the risk assessment, it will
be completed annually to ensure that it provides as accurate of a picture as possible. It
is expected that as the program develops over time, the outputs of the subsequent
pieces (audits, service reviews, etc.) will drive efficiencies for the corporation.
2.4 There will then be two internal audits conducted per year, the intention of which is to
ensure that said processes have the proper controls in place to mitigate risk. The results
of these assessments will provide important insights in determining the area(s) of focus
for future internal audits. An example of these compliance style audits would be the
recent purchasing card audit, which looked at transactions and compliance with
municipal policies.
2.5 Value-for-money audits are evidence-based exercises that examine and report on fund
expenditures and if they are being done in an effective and efficient manner. One of
these audits will be done annually. An example of this would be reviewing the corporate
cell phone program and gaining an understanding of things like usage, which positions
have access to a phone, etc.
Risk
Management
Framework
Risk
Assessment
Internal
Audits
Service
Delivery
Reviews
Value-for-
money
Audit
LEAN
Initiatives
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2.6 Service delivery reviews have been undertaken in the past, and that will continue under
this new program. These reviews are a systematic evaluation of a municipal service with
the intention to find efficiencies within the current delivery model and make
recommendations for change. The current provincial government has provided three
intakes to its Audit and Accountability Fund (AAF), which provides municipalities like
Clarington the opportunity to apply with specific efficiency style projects to obtain
financial support. We have successfully applied to this fund three times.
• Organizational Structure Review (completed)
• Centralized Customer Service Review (completed)
• Process Modernization of Public Works – Payroll and Job Allocations (currently
underway)
2.7 The current project (Process Modernization of Public Works) as listed above, is focused
on reviewing the administrative process of managing payroll and then being able to
determine how wage cost can be attributed to services. Having an accurate picture of
this will allow management to be able to clearly articulate and understand costing per
service area. The results of this work will be presented to the Audit and Accountability
Committee in early 2023. As per the terms of the funding, this project must be
conducted by a third-party provider and a final report must be posted by February 1,
2023. Due to the tight timeline, the municipality has single sourced a consultant to start
the project this July. The Project Manager, Audit and Risk will oversee the project. To
date, Clarington has received approximately $336,000 in funding to support these
projects plus a commitment for additional funds to be received upon the completion of
the current project.
2.8 It is also important to note that in the past, after a service delivery review was
undertaken, the responsible department did not always report the implementation
results/status. It is the intention of the new program that as these reviews are completed
that the implementing department(s) provide appropriate updates that can be t aken
back to this committee. This will allow for better tracking of results including appropriate
metrics.
2.9 As a final component of this new program, there will be a renewed focus on LEAN
initiatives. LEAN initiatives are the identification, reduction, and elimination of waste
within suboptimal processes - thereby creating efficiencies. In July of this year, seven
municipal staff have begun working towards obtaining their LEAN Green Belt
certification. This initiative will have two expected outcomes. The first being a greater
bench of staff who have formal LEAN training, which can be utilized in the future. The
second being that as part of obtaining the certification, each participant must be
involved in a real-world LEAN project at their workplace. It is expected that once these
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projects are completed later this year, that the results will be reported to this committee
in early 2023.
3. Concurrence
Not Applicable.
4. Financial Considerations
Not Applicable.
5. Conclusion
It is expected that this updated program will play a critical role in the transformation and
modernization of municipal services into the future. It is respectfully recommended that
the committee receive this report for information.
Staff Contact: Justin Maclean, Manager, Strategy, Intergovernmental Affairs and
Transformation, 905-623-3379 ext 2017 or jmaclean@clarington.net.
Attachments:
Not Applicable
Interested Parties:
There are no interested parties to be notified of Council's decision.
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If this information is required in an alternate accessible format, please contact the Accessibility
Coordinator at 905-623-3379 ext. 2131.
Report To: General Government Committee
Date of Meeting: January 9, 2023 Report Number: CAO-003-23
Reviewed By: Mary-Anne Dempster, CAO Resolution#:
File Number: By-law Number:
Report Subject: Outstanding Motions from Council Term 2018-2022
Recommendations:
1. That Report CAO-003-23 and any related delegations or communication items, be
received;
2. That Council support continued resources to fulfill Resolution # GG-426-21, # GG-
254-21, #C-344-21, # JC-073-21, # GG-023-22, # GG-018-22, # GG-227-22;
3. That Council direct staff to close Resolution # GG-066-21 and # GG-112-22 with no
further action;
4. That the CAO report semi-annually a status update on outstanding Resolutions of
Council; and
5. That all interested parties listed in Report CAO-003-23 and any delegations be
advised of Council’s decision.
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Report Overview
At the end of the 2018-2022, staff had received 632 resolutions of Council on various
matters to action; 9 resolutions remained outstanding. This report provides a complete list of
the outstanding resolutions with recommendations on moving forward. Many of the
outstanding resolutions are in progress and are recommended to remain. Two are
recommended to be closed with no further action due to the rationale provided within this
report. With staff work plans for 2023 in draft with some capacity remaining for items
identified as part of the 2022-2026 strategic plan, it is important to ensure that the current
Council wants to dedicate staff resources whether human, financial or both to these items.
1. Background
1.1 Over the 2018-2022 Council Term 632 Council resolutions were passed providing
direction to Council.
1.2 At the end of the 2018-2022 Council Term, 9 (1.4%) outstanding resolutions remain
outstanding.
1.3 This report identifies the outstanding resolutions of the previous Council term, a status
update for each, scheduled timeframe for completion and recommendations for Council
consideration.
1.4 In addition to the motions/resolutions passed by Council that require action by staff in
the form of reports and meetings, we also receive daily requests from individual
Councillors on different topics raised by their constituents that require a formal reply.
Council motions/resolutions and requests from citizens through Councillors are given a
priority; given the increasing number of requests, staff may need to delay work on other
projects and applications.
2. Outstanding Motions, Status Updates and Recommendations
2.1 CAO-001-21 Strategic Plan Update
At the January 25, 2021 General Government Committee, the following motion was carried:
Resolution # GG-066-21
That Report CAO-001-21 be received;
That the Municipality of Clarington advertise for a Steering Committee regarding
municipal branding strategies;
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That the Steering Committee be composed of local individuals who have a
connection to branding and marketing;
That the Steering Committee work in conjunction with the Tourism Advisory
Committee, Clarington Board of Trade, and Business Improvement Areas, to
assist in achieving a branding identity.
At the March 29, 2021 General Government Committee, the following motion was carried:
2.3 Memo from Stephen Brake, Director of Public Works Regarding Granville Dr. /
William Ingles Dr. – Courtice – Three Way Stop Control Investigation
At the June 21, 2021, General Government Committee, the following motion was carried:
Resolution # GG-426-21
That Unfinished Business Item 19.1, Memo from Stephen Brake, Director of Public
Works, Regarding Granville Dr./William Ingles Dr. - Courtice - Three Way Stop Control
Investigation, be received; and
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That the speed limit on Granville Drive be reduced to 40 km/hour.
2.4 Council Request for Staff Report - Toolbox to Address Traffic Issues
At the October 18, 2021, General Government Committee, the following motion was carried:
Resolution #C-344-21
That Staff be requested to prepare a report on a toolbox to address traffic issues, based
on Mr. Brake’s report he had previously prepared for the City of Pickering.
At the October 25, 2021, General Government Committee, the following motion was carried:
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2.6 Council Request for Staff Report - Exploring Paid Parking at Waterfront Municipal
Lots
At the January 10, 2022, General Government Committee, the following motion was carried:
Resolution # GG-023-22
That the Director of Public Works report back on the possibility of installing paid parking
meters at the municipal waterfront parking lots.
This resolution has been transferred to Legislative Services (Municipal Law Enforcement) to
conduct a review of costs and benefits, as well as the overall feasibility of paid parking in our
waterfront lots. The review is underway and preliminary results should be available by the end
of the second quarter 2023.
Recommendation: That Council support the resolution and Staff report back to Council in
2023.
2.7 FSD-003-22 Obtaining Valuation of Elexicon Investment
At the January 10, 2022, General Government Committee, the following motion was carried:
Resolution # GG-018-22
That Report FSD-003-22 and any related communication items, be received;
That Staff be directed to procure the services of a business valuator for the purposes of
determining an En Bloc Fair Market Value of the equity of Elexicon Corporation
provided that the cost is equally shared between the Town of Ajax, Town of Whitby and
the City of Belleville; and
That all interested parties listed in Report FSD-003-22 and any delegations be advised
of Council's decision.
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Baker Tilly has been contracted to conduct the valuation as a cost shared initiative with the
other municipal shareholders of Elexicon.
Recommendation: That Council support the resolution and Staff report back to Council in
2023.
2.8 Council Request for Staff Report - Trudeau Drive Walkway
At the February 28, 2022, General Government Committee, the following motion was carried:
Resolution # GG-112-22
That Item 8.1.6, regarding New Business - Trudeau Walkway, be referred to Staff to
report back at the April 11, 2022, General Government Committee meeting, for options
on how to proceed on addressing the issues with the Trudeau Drive Walkway.
The following is the referred motion, Resolution# GG-106-22: That Report PWD-013-22,
and any related communication items, be received;
That Staff prepare a written notice, with input from the Ward 3 Local Councillor and
Regional Councillor for Wards 3 and 4, for delivery to all residents who l ive on Trudeau
Drive, Marchwood Crescent, and surrounding areas, advising of a public meeting to be
held via Microsoft Teams to address long-term solutions for the issues arising from the
Trudeau Drive Walkway;
That based on the outcome of the Public Meeting, Clarington Staff including Public
Works and By-Law, the Local Councillor for Ward 3, the Regional Councillor for Wards
3 and 4 and the Local Councillor for Ward 2 meet with the Bowmanville High School
Principal to discuss future steps and report back to Council before the summer recess;
and
That all interested parties listed in Report PWD-013-22, and any delegations, be
advised of Council’s decision.
Staff provided Report PWD-013-22 included in GGC April 11, 2022 meeting, the following
Resolution #GG-192-22 was carried:
That Report PWD-013-22, and any related communication items, be received;
That Staff prepare a written notice, with input from the Ward 3 Local Councillor and
Regional Councillor for Wards 3 and 4, for delivery to all residents who live on Trudeau
Drive, Marchwood Crescent, and surrounding areas, advising of a public meeting to be
held via Microsoft Teams to address long-term solutions for the issues arising from the
Trudeau Drive Walkway;
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That based on the outcome of the Public Meeting, Clarington Staff including Public
Works and By-Law, the Local Councillor for Ward 3, the Regional Councillor for Wards
3 and 4 and the Local Councillor for Ward 2 meet with the Bowmanville High School
Principal to discuss future steps and report back to Council before the summer recess;
and
That all interested parties listed in Report PWD-013-22, and any delegations, be
advised of Council’s decision.
Staff were not able to schedule a meeting with the schools due to timing constraints and the
Municipal Election in the fall. The motion left questions concerning what would be in the written
notice and communicated as part of the public meeting, it was decided that the meetings
should occur prior to any public communication on the matter. In addition, Counc il did not
provide a budget to have this work conducted, which is required to do the public consultation
piece. Staff continue to not support closing this pedestrian walkway between Trudeau Drive
and the Bowmanville High School. The Municipality has not received any complaints in recent
years and due diligence would require a public consultation and meetings with the schools,
police, and other interested parties. This would put a strain on our limited financial and human
resources in multiple areas. At this time, staff would prefer to track any complaints/concerns
identified to the municipality from residents to evaluate the extent of the issue and address
accordingly.
2.9 New Business - Newcastle Service Club Sign (Councillor Zwart)
At the June 6, 2022, General Government Committee meeting, the following motion was
carried:
Resolution # GG-227-22
Whereas the four Newcastle “service club” main signs are in need of replacement;
And whereas the main part of the sign is municipally-owned, but the individual service
club signs are the responsibility of each service club;
And whereas the replacements were not part of the Clarington 2022 budget;
And whereas the Council of the Municipality of Clarington wishes to present Newcastle
at its best;
Now therefore be it resolved that Staff be authorized to replace, in 2022, the four
municipally-owned Newcastle “service club” main signs at an approximate total cost of
$15,000 to be funded from the Tax Rate Stabilization Reserve Fund account.
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Municipality of Clarington Page 8
Report CAO-003-23
Vendor is currently mobilizing to install the new Service Club Signs. Work is expected to be
completed by the end of 2022.
Recommendation: That Council support the original motion as this is expected to be complete
prior to January 9, 2023 but remains outstanding at the timing of drafting this report.
3. Financial Considerations
No additional financial resources are being requested.
4. Concurrence
This report has been reviewed by the applicable Directors who concur with the
recommendations.
5. Conclusion
It is respectfully recommended that staff recommendations contained within this report
are supported by Council to provide direction on these matters as we begin the new
term of Council.
Staff Contact: Mary-Anne Dempster, CAO, mdempster@clarington.net.
Attachments:
Not Applicable
Interested Parties:
There are no interested parties to be notified of Council's decision.
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