HomeMy WebLinkAboutFSD-004-23Staff Report
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Report To: General Government Committee
Date of Meeting: January 30, 2023 Report Number: FSD-004-23
Submitted By: Trevor Pinn, Deputy CAO/Treasurer
Reviewed By: Mary-Anne Dempster, CAO
File Number:
Resolution#:GG-070-23
By-law Number:
Report Subject: 2023 Operating and Capital Budget
Recommendations:
1.That Report FSD-004-23 and any related delegations or communication items, be
received;
2.That the 2023 Draft Budget Book be amended to reduce the transfer from the Tax
Rate Stabilization Reserve Fund by $835,000;
3.That the 2023 Draft Budget Book be amended to reflect the required tax levy request
from the Historic Downtown Bowmanville Business Improvement Area, and that
Council approves the 2023 Budget for the Bowmanville BIA outlined in Report FSD-
004-23;
4.That Council approves the 2023 Operating and Capital Budgets, as amended
including "external agencies", reserve and reserve fund contributions and the
financing of capital projects as outlined in the 2023 Draft Budget Book (Attachment
#1), as directed in FSD-004-23;
5.That Staff be directed to request the 2023 budgets for the Orono BIA and the
Newcastle BIA for approval at a subsequent meeting prior to the striking of the tax
rates;
6.That any cash flow shortfall in the Development Charges Reserve Funds be interim
financed by the Municipal Capital Works Reserve Fund and General Municipal
Reserve Fund, to be repaid with interest, as cash flow permits;
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Report FSD-004-23
7. That Report FSD-004-23 be adopted by resolution in accordance with provisions of
Ontario Regulation 284/09 of the Municipal Act, 2001;
8. That the Deputy CAO/Treasurer is authorized to fund projects which have been
previously approved in the 2019 to 2022 budgets and not completed with funding to
be from the appropriate reserve or reserve fund;
9. That the appropriate by-laws to levy the 2023 tax requirement for Municipal, Region
of Durham and Education purposes be forwarded to Council for approval, once final
tax policy information is available;
10. That Financial Services review the current Budget Control Policy and provide
recommendations, if applicable, to Council including the development of multi -year
budgets and a dedicated infrastructure levy; and
11. That all interested parties listed in Report FSD-004-23 and any delegations be
advised of Council's decision.
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Report FSD-004-23
Report Overview
This report aims to provide the necessary information to Council to approve the 2023 Capital
and Operating Budgets. The report includes several important components, and the Budget
Book provides specific details. Significant capital considerations for 2023 further enhance
the Municipality's capital infrastructure. The Budget continues carrying out the principles and
objectives of these important Council priorities.
The Draft Budget was prepared following the direction of Council to present a Budget with a
target 2.50 per cent tax levy increase. The 2023 Draft Budget, Attachment 1, has been
prepared per this direction. Given the current economic factors such as high inflation,
changes in legislation (Bill 109 and Bill 23) and anticipated growth over the coming five
years, Staff recommends that the draw from the Tax Rate Stabilization Reserve Fund to
bring the Budget to 2.48 per cent be reduced by $835,000 for a tax levy increase of 3.75 per
cent.
1. Background
Economic Factors Impacting the 2023 Budget
1.1 The Canadian economy in 2022 saw a significant rise in inflation resulting from several
factors outside the Municipality's control. The recovery from the COVID-19 Pandemic,
supply chain disruptions and the Russian invasion of Ukraine are factors impacting the
6.8 per cent (November) Consumer Price Index increase from 2021. At its peak, the
Canadian economy saw an increase of 8.1 per cent for CPI in June 2022.
1.2 The non-residential building construction price index has also seen significant increases
in 2022. The year-over-year increase started in the first quarter above 17 per cent and
moved to 15.6 per cent by the third quarter. The Municipality's capital program aligns
more with this inflationary index than the consumer price index.
1.3 A shortage of skilled labour, supply chain issues and inflation have resulted in added
costs to capital projects or have delayed projects in 2022. To mitigate this, the
Municipality has used internal staffing resources for several projects and will continue to
do so in 2023 where feasible. The 2023 capital investment plan also includes requests
for additional funds for projects approved in prior years.
1.4 The continued growth in the Region of Durham and the Municipality of Clarington
impacts our budgets. As the population increases, the resources to provide services at
existing levels increase, as does the required infrastructure investment. Over the next
30 years, the Municipality expects to grow by 115,700 new people with 40,400 new
jobs. To meet this growth, investment in resources is required.
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1.5 Legislative Factors
1.6 Starting on January 1, 2023, all part-time employees are eligible to enroll in the Ontario
Employee Retirement System (OMERS). The 2023 Budget includes an estimate for 25
per cent of the part-time workforce opting into the OMERS Plan. The impact of the
change in eligibility will be assessed throughout 2023, and changes to this assessment,
if necessary, will be made in future budgets.
1.7 The More Homes for Everyone Act, 2022 (Bill 109) received Royal Assent in April 2022.
This Act provides for the requirement of a Municipality to refund prescribed fees if the
Municipality does not meet statutory timeframes. In 2022, Planning and Infrastructure
Services reviewed its processes and resource requirements and proposed additional
staff requirements for 2023.
1.8 The More Homes Built Faster Act, 2022 (Bill 23) received Royal Assent in November
2022, with parts to be enacted at a future date. The Act makes significant changes to
the Development Charges Act, which will impact the revenue generated for growth-
related capital. As the Municipality's Development Charges By-law was approved in
2021, changes to eligible costs and phased-in charges are not applicable in 2023.
1.9 Staff continue to monitor proposed regulations and will provide Council with appropriate
updates as the information becomes available.
2023 Draft Budget and Levy Impact
1.10 This year's "Clarington Budget 2023: Investing in The Future" was released to Council
on January 14, 2023, and the Municipality's website the following week. This year's
budget book takes on the same format as the 2022 budget, continuing our movement
towards creating a budget document that is easier to understand and clear for
stakeholders.
1.11 The Budget looks to prioritize services and resources and continue to invest in our
capital assets as the Municipality moves forward in 2023 in preparation for future growth
and a recovering economy.
1.12 The Budget has consolidated all the accounts to reflect the current organizational
structure of the Municipality following the approved corporate reorganization in 2020
and the realignment of infrastructure services into Planning and Infrastructure Services
in the fall of 2022. Historical actual and Budget information in the budget book has been
realigned to the 2023 general ledger areas. Historical accounting information has not
been modified; this is a presentational change only.
1.13 In September 2022, Council directed Staff to bring forth a budget for 2023 with a target
municipal levy increase of 2.5%. Staff worked diligently to meet that target. The draft
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budget, including proposed new staffing, increased reserve fund transfers and
maintaining service levels was reached with a 2.48% municipal levy increase. To meet
this target while meeting the community's growing needs, a draw of $5.4 million from the
Tax Rate Stabilization Reserve Fund was required.
1.14 Staff recommends reducing the draw from the Tax Rate Stabilization Reserve Fun d by
$835,000. A reduction of the draw would bring the draft tax levy to 3.75%, which better
reflects the current cost of service, and staffing needs and provides future flexibility by
ensuring that reserve funds are available.
1.15 The average residential property assessment for 2022 is approximately $395,586 (2022
- $393,400). A 1.0% increase in the tax levy would be approximately $15.84 annually on
the property tax bill on the average assessment. As a result of the proposed Budget, the
average municipal increase is $39.29 per year. If Council approves the reduction in the
draw from the Tax Rate Stabilization Reserve Fund the increase would be
approximately $59.00
1.16 A 1% increase in the levy translates into approximately $681,700 additional revenue to
the Municipality.
1.17 Since the 2020 taxation year, there have been no reassessments of properties ; the
increase in the average assessment is therefore related to the value of new growth
rather than market value growth. The assessed value of properties continues to be
based on the fair market value on January 1, 2016. A date for the resumption of the
reassessment cycle has not yet been announced.
1.18 The Region of Durham's Budget will be presented to Regional Council later this winter.
It is anticipated that the impact on the Clarington taxpayer will be lower than the average
Durham resident as the assessment base in the other municipalities is higher than in
Clarington. It is anticipated that approximately 50% of the total property tax bill will still
be related to the Region of Durham; however, it cannot be confirmed at this time.
1.19 To be consistent with the presentation of information, area treasurers a lso agreed to
provide the blended rate for taxes. The Municipal portion of 2.48% represents a total
increase of approximately 0.83% on the total tax bill, there is 0% increase related to the
education portion of the taxes, and the Region is proposing an increase of 2.47% (a
target of 5.0% with an impact to 49.3% of the overall tax bill). Therefore, the blended
increase is, subject to change, 3.31%.
1.20 If Council approves the change to the levy to increase it to 3.75%, this would represent
an impact to the tax bill of 1.24% for an overall blended increase of 3.71%.
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2. Tax Rate Stabilization
2.1 In 2023, the Rate Stabilization Reserve Fund has been used to offset unusual, non -
recurring or one-time expenses to stabilize the tax levy requirements. It has also been
used to meet the desired target of 2.5 per cent. This represents a draw of $4.5 million in
2023.
2.2 A draw from the reserve equal to 50 per cent of the new, non-planning staff positions
was included. This is used to smooth the impact of these positions over two years,
recognizing that there will be additional staff in both 2024 and 2025. This is a draw of
$900,000.
3. Tax Policy Changes
3.1 A long-term strategic tax policy plan was initially approved in 2002 by the Region of
Durham (who has legislative authority over tax policy), which may impact final tax rates.
The 2022 update was presented to Regional Finance and Administration Committee in
February 2022. Any tax ratio changes impact the relative share of the total taxes each
property class pays.
3.2 The impact of the reassessment cannot be determined at this time as no date has been
announced. It should be noted that an increase in market value does not necessarily
increase taxes; for example, if all property values increased equally, the tax burden
would not change. However, as residential market values appear to be increasing
higher than commercial values, there may be a shift in the tax burden from commercial
to residential; this would be minimal as the residential tax class already accounts for
approximately 90% of the weighted assessment in Clarington.
4. Staffing Requests
4.1 The 2023 Budget includes the cost of proposed positions. The Draft Budge t Book has
included staff requests in a separate section, with a business case for each position.
4.2 Staff have also included a three-year staffing plan to meet the current needs of the
Municipality while phasing in the impacts. In 2023, 24 new full -time positions are
included, with 12 being in the Planning and Infrastructure Services Department. As the
Municipality grows, and as the Province of Ontario has indicated its desire to meet
streamline housing development timeframes, the resources required to meet the
legislative timeframes and demand will be in the Planning and Infrastructure Services
Department.
4.3 There are several positions which are not tax-supported. The Emergency and Fire
Services position, Business Continuity and Emergency Management Planner, is funded
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through the partnership with the Ontario Power Generation memorandum. The annual
funding from OPG will be sufficient to support this position in the future.
4.4 Three positions in Planning and Infrastructure Services, Building Inspection, are also
funded from building permit fees. The Plumbing/Mechanical Inspector, Upgraded
inspector to a Senior Building Inspector, and Building Engineer, are all supported by
building permit revenues. These positions facilitate the mandatory building inspection
services the Municipality must meet.
5. Operating Budget Commentary
5.1 The 2023 Draft Budget Book provides summary information for all the operating and
sub-departments changes. This information was provided to ensure that Council was
aware of the projected change from 2022.
5.2 Significant changes to operations include the return of complete programming and
facility operations for Community Services following the 2021 and 2022 Budgets, which
included reduced revenues and expenses due to public health restrictions and facility
closures due to the COVID-19 Pandemic.
5.3 We have reviewed revenue accounts and adjusted to reflect better what the Municipality
estimates to be achievable. This includes increasing investment income to better reflect
the interest earned on our investments. In 2023, reserve fund investment revenue is
included in the Budget with a corresponding transfer to the reserve funds. This improves
transparency and better reflects the overall revenue generated by investments .
6. Capital Budget Commentary
6.1 The total capital budget investment of $27.7 million utilizes approximately $5.9 million of
development charges and $21.4 million from reserve and reserve funds. Tax levy
support for capital this year is in the form of increased contributions to the reserves and
reserve funds.
6.2 The capital budget recommendations are incorporated in the Draft Budget Book, under
the section "Capital Investment," starting on page 310. A description of the project is
included for each capital budget item.
7. Debt Status
7.1 Current projected annual debt repayment obligations for 2023 Budget purposes total
$3,295,533 (2021 - $1,987,009). Existing debentures include those issued for:
Bowmanville Indoor Soccer, Green Road grade separation, Courtice branch library, the
Diane Hamre Recreation Complex, South Bowmanville Recreation Centre as well as
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retrofits for the Municipal Administration Centre and Pad A of the Garnet B. Rickard
Recreation Complex.
7.2 In 2018, two debenture projects were funded internally and will be repaid through
transfers between Reserve Funds. The Garnet B. Rickard Recreation Complex, parking
lot refurbishment, will be repaid through a portion of the annual contribution to the
Parking Lot Rehabilitation Reserve Fund. The LED light retrofit will be repaid through
savings in electricity and maintenance costs for streetlights.
8. Municipal Grant and Sponsorship Programs
8.1 The Municipal Grant Program and the Municipal Sponsorship Program underwent a
revision in 2021, as approved by Council in the fall of 2020. In 2022, the $35,000
previously included as part of the sponsorship program was combined with the grant
program's funding. The total program is $99,000 in 2023; this includes $69,500
unallocated and available for eligible community groups.
8.2 As hall boards and horticultural societies are ineligible for the new grant program,
funding for these boards has been separately budgeted and accounts for $29,500. Each
of the three horticultural societies has been budgeted $500 , and the hall boards are
between $3,000 and $5,000 each.
9. Reserve and Reserve Fund Contributions
9.1 Consistent with past practice, increases in reserve and reserve fund contributions are at
times deemed appropriate to bolster balances in depleting reserve funds or to begin to
put aside funds for an identified need. This is an essential part of our asset
management strategy.
9.2 For 2023, reserve funds that are not funded by revenues (parking and building
inspection) have no changes in the tax levy contribution .
9.3 In 2023, contributions for reserve and reserve funds which support capital replacement
have been increased based on an amount similar to the tax levy support of capital in
prior years.
10. External Agencies
10.1 The 2023 budget includes requests from external agencies, including the Clarington
Public Library Museums and Archives, Visual Arts Centre, Bowmanville Older Adults
Association, Community Care Durham, Newcastle Community Hall and Grandview
Children's Centre. These requests have been included on the agenda for the Special
General Government Committee meeting of January 27, 2023.
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10.2 The 2023 budget guidelines adopted by Council provided a 2.5 per cent increase cap
for external agencies to be included in the Budget. In addition to regular increases,
Community Care Durham is requesting additional financial support for a capital
replacement project. A request for funding to replace the current bus has been included
as correspondence on the February 27, 2023 agenda but has not been included in the
2023 Draft Budget.
10.3 The Newcastle Community Hall request of $50,000 in 2023 includes consideration of
$15,000 towards its 100th Anniversary Celebration. In 2022, Council provided support in
principle to this initiative. The base level support for the Hall in 2023 is $35,000 , a
decrease from 2022.
11. Business Improvement Areas
11.1 The Municipality has three business improvement areas which are to provide their
budgets to the Treasurer on an annual basis. These requests are for the Municipality to
levy a tax and forward it to the applicable board of management.
11.2 The Municipality has received the Budget from the Historic Downtown Bowmanville
Business Improvement Area (Attachment 2), indicating an increase of approximately 2.5
per cent. When the draft budget was produced the Municipality did not have these
figures.
11.3 The Municipality received correspondence from the Orono BIA indicating that the levy
will remain the same as in 2022. Staff will be following up to request the proposed
Budget for the 2023 year.
11.4 The Municipality has been informed that the Newcastle BIA will maintain their levy at the
same level as in 2022. Staff will be following up to request the proposed Budget for the
2023 year.
11.5 The Draft Municipal Budget does not include the levy requests from the business
improvement areas, similarly, it does not include the amounts that are levied and
collected on behalf of the Region of Durham or the Province of Ontario for education
purposes. The final Budget will be updated to reflect these amounts as they become
known. This will be part of the 2023 Tax Rate By-law.
12. 2023 Accrual Based Budget for PSAB per Ontario Regulation
284/09
12.1 Public Sector Accounting Board annual reporting requirements for municipal Budgets
require that certain accrual-based items be reported to Council in conjunction with the
Budget for 2011 onwards.
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12.2 Accrual-based expenses that are excluded from the 2023 tax-based budget include
post-employment benefits and amortization of capital assets. Other items to transfer to a
PSAB Budget include tangible capital asset acquisitions and accounting treatment of
debt principal payments.
12.3 There is no immediate financial impact of these PSAB additions or reductions since the
tax-based Budget approves the necessary funds to provide municipal services for 2023,
but there are longer-term implications.
12.4 The estimated change to the accumulated surplus at the end of 2023 resulting from the
above items is as follows:
PSAB Additions to the 2023 Budget
Adjustment 2023 Dollar Amount
Tangible capital asset amortization $27,762,570
Post-employment benefit estimate 1,005,200
Total PSAB Additions $28,767,770
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PSAB Reductions to the 2021 Budget
Adjustment 2023 Dollar Amount
Tangible capital asset acquisitions $(27,665,205)
Debt principal payments (1,975,103)
Total PSAB Reductions $(29,640,308)
Total PSAB Impact
Adjustment 2023 Dollar Amount
(Increase) / Decrease in Accumulated Surplus ($872,538)
13. Continuous Improvement
13.1 Staff continuously review the budget process to identify process improvements in timing,
presentation, and philosophy.
13.2 In 2023, Financial Services will be working with Departments to prepare a three -year
(2024 to 2026) budget for Council's consideration. Moving to a multi-year budget will
provide residents with an expected level of service, tax levels, and capital investments
over the remaining term of Council. A multi-year budget will also allow staff to make
longer-term decisions based on approved budgets, known resourcing levels, and
reduced time preparing annual budgets. A Multi-Year Budget Policy will be presented to
Council at the beginning of the second quarter.
13.3 Staff are also reviewing the timeframe for the development of the budget process.
Moving the Budget from January to November/December provides several advantages,
including the ability to start the capital procurement processes early in the year. Starting
the procurement process earlier in the year is anticipated to result in more respondents
to bids, which will result in better cost competitiveness. Earlier procurement also allows
for a longer construction period.
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13.4 Staff are also reviewing the Budget Policy which will include changes to the way that the
target is determined as well as outline the process to determine the annual
Infrastructure Levy. Staff recommend that a dedicated infrastructure levy be included i n
the annual budgeting process to reduce the infrastructure funding gap identified through
the Asset Management Plan.
14. Financial Considerations
The financial considerations of this report are identified throughout the previous
sections. The Report sets the 2023 Operating and Capital Budgets, which provides the
financial resources to meet the service expectations and infrastructure investments
required in the 2023 fiscal year.
15. Concurrence
Not Applicable.
16. Conclusion
It is respectfully recommended that Council approve the recommendations as outlined
in this report to set the 2023 Operating and Capital Budgets.
Staff Contact: Trevor Pinn, Deputy CAO/Treasurer, 905-623-3379 x2602 or
tpinn@clarington.net.
Attachments:
Attachment 1 – Draft 2023 Operating and Capital Budget (Hard Copy Previously Distributed)
Attachment 2 – Draft 2023 Historic Downtown Bowmanville Business Improvement Area
Budget
Interested Parties:
The following interested parties will be notified of Council's decision:
a. Clarington Board of Trade
b. Historic Downtown Bowmanville Business Improvement Area
c. Orono Business Improvement Area
d. Newcastle Business Improvement Area
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e. Clarington Public Libraries, Museums and Archives
f. Visual Arts Centre of Clarington
g. John Howard Society of Durham
h. Community Care Durham
i. Bowmanville Older Adults Association
a. Newcastle Community Hall
Clarington Budget 2023
Investing in the future
If this information is required in an
alternate format, please contact the
Accessibility Coordinator at
905-623-3379 ext. 2131.
Budget 2023 | 2
Table of Contents
Introduction ................................................................................................................... 4
Staffing Requests ........................................................................................................ 30
Mayor and Council .................................................................................................... 151
Office of the CAO ...................................................................................................... 157
Legislative Services .................................................................................................. 180
Financial Services ..................................................................................................... 193
Emergency and Fire Services .................................................................................. 203
Public Works ............................................................................................................. 210
Community Services ................................................................................................. 240
Planning and Infrastructure Services ...................................................................... 255
Clarington Public Library, Museums and Archives ................................................ 283
Arts and Culture ........................................................................................................ 298
External Agencies Overview .................................................................................... 301
Long-term Debt.......................................................................................................... 305
Capital Investments .................................................................................................. 310
Reserves and Reserve Fund .................................................................................... 323
Supplemental Information ........................................................................................ 343
Budget 2023 | 3
Budget 2023 | 4
Introduction
The Municipality of Clarington is pleased to provide its 2023 Operating and Capital Draft Budget. The Municipality’s
financial plan for 2023 serves as a document that guides policy, strategic decision-making and service levels. It includes a
broad overview of the operations, current financial position and capital and operating budgets of the Municipality.
The Municipality of Clarington is a beautiful community that forms the eastern boundary of the Greater Toronto Area.
Clarington, a lower tier municipality, is one of eight municipalities located in the Region of Durham. Clarington offers
residents a blend of city living and rural charm. Geographically large the municipality, covers an area of approximately 611
square kilometres consisting of four major urban centres and 13 hamlets. Residents enjoy waterfront trails alongside Lake
Ontario, Greenbelt-protected farmlands and the natural beauty of the Oak Ridges Moraine.
According to the 2021 census population has exceeded 100,000 and will continue to grow exponentially over the
foreseeable future. It is expected that over the next five years the Municipality will grow to approximately 124,000 people.
This level of growth will require investment in our infrastructure and services to meet the needs of a growing community.
Through Council, the Municipality delivers a wide range of services, including local roads, recreation facilities and
programming, parks and fields, development and maintenance municipal law enforcement, fire and emergency services,
building inspection and local planning.
The Region of Durham provides services such as regional planning, water and wastewater, social housing and social
services, regional roads, Provincial Offences Act court services, police and ambulance services.
Highlights of 2023 Budget
The annual budget is the most critical policy document for the Municipality, as it is a blueprint for staff and Council. Each
year, as staff begin to prepare the budget, consideration is given to the different fiscal priorities, the projects that need to be
completed, the community’s interests and Council’s Strategic Plan. The result is a document to guide future transactions,
operations and decisions.
Clarington’s budget consists of two main components, the operating budget and the capital budget. Each section has its
special purpose for guiding staff and Council in their decision-making throughout 2023 and into the future.
Budget 2023 | 5
Determining the change in net levy required from property taxes is a combination of both the operating and capital budgets,
including any contributions to and from reserves and reserve funds.
Starting in 2023, the capital budget is funded fully from reserves and reserve funds with significant increases to the reserve
and reserve funds included in the operating budget. The Municipality will be transitioning to a fall capital budget for 2024
which will allow for earlier procurement and project start dates. This approach will also facilitate asset management
planning, long-term financial planning as an annualized contribution can be included in the annual budget which will
smooth fluctuations from year to year based on timing of capital projects.
Net Levy Required
The following table shows the net levy required for the 2023 Fiscal Year. The budget increase represents a 2.48 per cent
increase in tax levy from the 2022 Budget (this is below the target of 2.50 per cent):
Description 2023 Budget
Net Levy $71,492,999
Adjustments
2022 Levy (68,174,213)
Assessment Growth (1,500,000)
Items not included in Budget
Additional Planning and Infrastructure revenues (500,000)
Contingency for market review 300,000
Implementation of Public Works Modernization Review 135,000
Camp 30 Funding, request from the Jury Lands Foundation 325,000
Additional transfer from Tax Rate Stabilization Reserve Fund (Public Works Business
Analyst and Camp 30 operational funding) (160,000)
Additional transfer from Municipal Capital Works Reserve Fund (Camp 30) (300,000)
Budget increase $ 1,618,786
Budget 2023 | 6
Impact to the Ratepayer – Municipal Taxes
The Municipality typically discusses the annual change in funding regarding a tax levy increase, as opposed to a tax rate
increase. The tax levy is the Municipality's amount to charge in property taxes to fund its operating and capital needs. The
target increase for the 2023 Budget was 2.50 per cent. This target has been met as the proposed increased is 2.48 per
cent; however, to reach this target over $5.9 million from the Tax Rate Stabilization Reserve Fund ($5.4 million included in
the Reserve Fund section plus $460,000 identified above) is being utilized.
2023 Tax Levy
The average residential property is assessed at approximately $395,586 (2022 - $393,443). A 1.0 per cent increase in the
tax levy is an average change of approximately $15.84 (2021 - $15.44). The average residential property will see a $39.29
increase in the municipal portion of their tax bill at the draft rate of 2.48 per cent. Please note that individual properties will
differ based on the assessed value of that property.
The impact per $100,000 value of assessment is approximately $4.00.
The Municipality’s proposed tax levy is approximately $71.3 million. This includes a transfer to reserves and reserve funds
to smooth the financial impact of capital programming as well as operating requirements that would otherwise cause
significant variances in the annual amount required from the tax levy increase. The total operating transfers from reserves
and reserve funds for 2023 are $10.5 million (2022 - $5.2 million). The total capital investment from reserve funds in 2023
is $26.9 million (2022 - $99.0 million, including $67.5 million for South Bowmanville Recreation Centre).
The Municipality of Clarington collects taxes for the Region of Durham, as well as the Province of Ontario to fund public
education. Approximately 50 per cent of the property tax bill relates to services provided by the Region of Durham. An
additional 17 per cent goes to the Province to fund education. The remaining 33 per cent is kept by the Municipality to
provide local services and infrastructure investment to residents in Clarington.
Budget 2023 | 7
2023 Operating Budget Summary
2021 2022 2023
Description Actuals Final Budget Draft Budget Change
Mayor and Council $707,771 $814,956 $972,953 $157,997
Office of the CAO 1,645,028 1,397,977 2,783,394 1,385,417
Legislative Services 4,642,956 4,572,205 5,359,677 787,472
Financial Services 12,740,448 7,402,116 8,348,849 946,733
Emergency and Fire Services 14,301,345 14,071,167 14,588,345 517,178
Public Works 41,958,389 27,718,313 22,335,809 (5,382,504)
Community Services 14,968,831 11,640,609 14,528,420 2,887,811
Planning and Infrastructure Services 3,741,570 3,958,021 7,302,723 3,344,702
Clarington Public Library and Museums 4,014,674 3,716,083 3,850,148 134,065
Art and Culture 222,223 224,606 230,221 5,615
External Agencies 803,557 712,603 816,989 104,386
Less Non-Departmental Revenues: Municipal Taxation 71,397,905 74,079,556 77,196,312 3,116,756
Grants 3,105,674 0 0 0
User Fees / Fines 663,221 669,100 599,000 (70,100)
Investment Income 1,824,506 1,480,000 3,122,216 1,642,216
Contributions / Other Revenues 2,577,595 0 200,000 200,000
Total $20,177,891 $0 $0 $0
In September 2022, the Municipality reorganized several departments to better streamline the delivery of services. The
Office of the CAO added the Corporate Performance Division which includes several staff and services which were
formerly in the Client Services Division of Community Services. The Infrastructure Division which is responsible for the
engineering of road projects, infrastructure needs for developments, park development and other services was moved
from Public Works to the Planning and Infrastructure Services Department. Planning and Development has been renamed
Planning and Infrastructure to better reflect the services that they provide. Economic Development, which includes
Tourism (formerly in Community Services) have also moved to Planning and Infrastructure Services.
Budget 2023 | 8
The 2021 actuals and 2022 budget for Community Services reflect a decreased level of service as a result of actual and
anticipated impacts from the COVID-19 Pandemic. Community Services in 2021 was impacted by facility closures and
programming restrictions to meet the public health guidelines in place; the 2022 budget assumed a gradual return to a full
level of service. The 2023 budget for Community Services includes a full level of service for community programming and
overall facilities throughout Clarington.
2023 Capital Budget Summary
The following summarizes the Municipality’s investment in capital assets for 2023. This table shows the budget by asset
type, this method of presentation better aligns with asset management requirements as well as a service delivery
approach where the focus on the type of asset rather than the department that may have responsibility for it.
Asset Type Gross Cost Revenue
Fund Reserves Reserve
Funds
Development
Charges
Bridges & Culverts $2,500,000 $0 $0 $2,500,000 $0
Buildings 4,810,600 76,600 2,251,500 2,482,500
Cemeteries 575,000 0 0 575,000 0
Fleet 6,747,500 0 0 4,829,500 1,918,000
Information Technology 482,700 0 0 482,700 0
Miscellaneous Equipment 678,175 40,000 0 395,100 243,075
Parking Lots 330,000 0 0 330,000 0
Parks 2,712,000 0 0 1,902,000 810,000
Roads and Related 8,324,230 0 240,000 7,728,230 356,000
Storm Water and Erosion 505,000 0 0 371,660 133,340
Total $27,665,205 $40,000 $316,600 $21,365,690 $5,942,915
Fleet primarily includes Emergency and Fire Services as well as Public Works. The larger specialized vehicles, such as
emergency response or winter control, typically require 18-months lead time from time of order to delivery. With the
current supply-chain issues, these timeframes may be extended which increases the risks of vehicle failures as existing
assets age.
Budget 2023 | 9
Budget Process
•Receive direction from Budget Committee
•Issue budget guidelines, timelines and base budgets to departments
•Departments review and amend based on operational needs.
Pre-draft budget
preparation
•Financial Services consolidates all financial details to create a draft budget.
•CAO and Treasurer meet with each Department to review the proposed budget.
Budget
preparation
•Draft Operating and Capital Budgets are presented to Council and public for consideration.
•Upon adoption the Operating and Capital budgets are finalized.
•Staff are permitted to access their approved budgets, new hires are posted and new programs are finalized and communicated.
Budget adoption
and
implementation
Budget 2023 | 10
Accomplishments
We want to take time to recognize just a few of the great steps forward that were made this year, including:
• Creating a citizen-centric ground floor to better serve residents.
• Successfully conducting Clarington’s first internet/telephone Municipal Election.
• Installing additional road speed cushions, radar boards, and flex signs to address community traffic concerns and
resurfaced 38 kilometres of rural roads.
• Implementing energy management software to track all utility consumption, waste production and GHG
(greenhouse gas) emissions across all municipal operations.
• Providing addresses for 811 new residential properties, approving plans for more than 1,000 residential units and
starting to process more than 70 development applications.
• Continuing to support Durham Region Public Health by hosting a COVID-19 vaccination and testing clinic at the
Garnet B. Rickard Complex.
• Successfully facilitating a strong post-pandemic return in our service areas, including facility rentals, recreation,
fitness and aquatic programs and activities.
• Addressing the rising cost of construction and renovation projects by creating an in-house team of staff to complete
small to mid-size projects, beginning with the creation of the citizen-centric ground floor at the MAC.
Budget 2023 | 11
Climate Actions
The Clarington Corporate Climate Action Plan (CCCAP) contains specific actions that the Municipality will take to reduce
greenhouse gas emissions, and adapt corporate assets, operations, and services to limit the negative impact of climate
change. This is a 5-stage plan. The first 3 stages: Initiate, Research, and Plan have all been completed. Staff are currently
working on Phase 4: Implementation.
The Climate mitigation and adaptation team is comprised of one full-time Climate Response Coordinator and one summer
student. The Action plan relies heavily on participation and collaboration across the various departments to complete
projects identified by the Interdepartmental Climate Change Working Group.
Budget 2023 | 12
The implementation plan is a five-year plan that focuses on action-specific items, and measures program implementation
success by identifying key performance indicators, department leads on projects, funding needs, and timelines for
implementation. In 2022, there were 42 action items noted on the work plan. Completed items including work on utilities
both in reducing consumption through smart meters, systems to track consumption for long-term monitoring of
improvements, implementing practices to reduce service interruptions in our community programming due to inclement
weather, development of a flexible work policy that reduces commuting, fuel consumption and a reduction in service-
related interruptions due to inclement weather. Staff continues to work through the remainder of the items, including
working through the budget process to identify items for funding considerations to be completed on the 2023 work plan.
The 2023 work plan has identified 45 action items to be prioritized and accomplished throughout 2023. There are 23
short-term goals to be accomplished in 2023, with the remainder being medium and long-term goals that will take multiple
years to fully accomplish. These include actions to address flood concerns, improvements to trail systems, upgrades, and
retrofits continuing within our facilities which includes building re-commissioning to optimize building operations where
applicable. The Climate Coordinator will work towards the development of a climate capital reserve to complete future
projects, work with Planning and Infrastructure Services to develop a green development framework to include
considerations for climate change mitigation and adaptation, and provide oversight to capital projects within various
departments, pending approval of the 2023 operating and capital budgets. Climate mitigation and adaptation initiatives
total approximately $548,300, $274,300 of the capital budget and $274,000 operating was included based on the
proposal.
2023 Climate Action Plan
Action Budget Estimate Operating Capital
Clean Air Partnership Annual Membership Fee (an invaluable knowledge
sharing resource for sustainability staff.) $3,000 $3,000 0
Quest Canada (an invaluable knowledge sharing resource for energy
management professionals) 5,000 5,000 0
Energy Cap energy management software annual service fee. (Ongoing
operational cost) 6,000 6,000 0
Budget 2023 | 13
Action Budget Estimate Operating Capital
Environmental Summer Student (to support climate action
implementation as part of the Federal Youth Employment program) 15,000 15,000 0
Leaf Backyard Tree Planting Program 2023 15,000 15,000 0
Continue to convert all lighting in municipal buildings to energy efficient
LEDs (Clarington Climate Change Action Plan (CCCAP) Action 1.4) 30,000 0 30,000
Establish a sustainability construction and efficiency standards for new
municipal buildings. (CCCAP 1.28) 30,000 30,000 0
Establish Beyond-code sustainability design standards for all new
municipal buildings and policy (CCCAP 1.28) 30,000 30,000 0
Identify options for a Corporate Energy Commodity Policy that prioritizes
energy savings, locally produced energy, and low carbon energy options
(CCCAP 1.20)
50,000 50,000 0
Create an urban forest strategy that integrates urban heat island
projections. Plant more trees in areas with the greatest potential for
becoming urban heat islands. (CCCAP 5.2)
50,000 50,000 0
Explore options to expand corporate waste reduction and diversion
initiatives to further reduce waste and promote recycling and composting
(CCCAP 1.15 (Expansion based on pilot that was started in 2021)
60,000 0 60,000
Budget 2023 | 14
Action Budget Estimate Operating Capital
Complete a net zero pathway study to update the Energy Conservation
and Demand Management (ECDM) and establish pathway to eliminate
Greenhouse Gas (GHG) emissions and save energy (CCCAP actions
1.2, 1.3, 1.5, 1.11, 1.22, 1.31, 2.22, 3.1, 4.3, 4.4). (Funding is available
though Federation of Canadian Municipalities (FCM) for to create a net
zero pathway study for community buildings and our ECDM is due for an
update in 2023. FCM retrofit capital funding is only accessible with a
completed net ZERO pathway study).
70,000 70,000 0
Electric Vehicle (EV) Charge Station Equipment Installation Municipal
facilities as per the Clarington 5-year EV transition Plan. (As per CAO
letter of commitment to participate in the ZEVIP program in 2023)
184,300 0 184,300
Total $548,300 $274,000 $274,300
Budget 2023 | 15
Organizational Profile
The Municipality of Clarington is a lower-tier municipality within the Region of Durham. The Municipality is responsible for
providing local roads, recreation services, stormwater management, local planning, building code inspections, municipal
law enforcement, park maintenance, among other services that impact the daily lives of our residents.
Mayor and Council
Chief Administrative Officer
M. Dempster
Deputy CAO/ Treasurer
Financial ServicesT. Pinn
Community Services
G.Acorn
Public Works
S. Brake
Deputy CAO/ Solicitor
Legislative Services
R. Maciver
Planning
C. Salazar
Emergency Services/ Fire
Chief
R. Cowan (A)
Budget 2023 | 16
Snapshot of our Community
The Municipality annually participates in the BMA Management Consulting Inc. Municipal Study, a municipal comparative
study on behalf of 110+ municipalities in Ontario. In 2022 there were seven Durham Region participants (Scugog, Brock,
Pickering, Whitby, Oshawa, Clarington, Ajax), 24 Greater Toronto and Hamilton area participants and 29 lower or single
tier municipalities with populations over 100,000. Financial information is based on the 2021 year-end, while current tax
information and demographic information for 2022 is used to assist in forecasting future needs for the community.
Socio-Economic Indicators
Socio-economic indicators assist a municipality by providing insight into its ability to generate revenue compared to the
municipality’s demand for public services. Socio-economic indicators also allow municipalities to be considered for their
appropriateness for comparison.
Population Density
Population density is an indicator of economies of scale in providing services to residents of the Municipality. In densely
populated areas, certain services may be delivered more cost-efficiently. The Municipality of Clarington has the seventh-
lowest population density among the Greater Toronto and Hamilton Area (GTHA) municipalities within the survey. With a
land area of 611 square kilometres, the Municipality of Clarington is roughly the geographical size of the City of Toronto at
631 square kilometres. However, the Municipality has a population density of 177 people per square kilometre, which is 26
times lower than the City of Toronto’s 4,640 people per square kilometre.
Budget 2023 | 17
0
200
400
600
800
1000
1200
1400
2018 2019 2020 2021 2022
Population Density per Square KM
Clarington GTHA Average
Population Growth
The Municipality of Clarington has experienced significant growth since 2001, this growth puts upward movement in our
assessment base as more residential, commercial and industrial properties are built to support that population. Growth
does put pressure on municipal budgets as it increases the need for infrastructure to support the development and
correspondingly increases the demand for services required by the increasing population. Based on the previous census
cycle, the Municipality grew at a higher rate than the rest of the Greater Toronto and Hamilton Area (GTHA).
Clarington has not only been a growing community for the last 20 years, it is expected to continue in the coming five years.
This will be supported by recent Provincial priorities around housing growth and affordable housing development. It is
anticipated that Clarington will grow to 124,200 people by 2027, a 78% increase from the 2001 population of 69,834.
Budget 2023 | 18
Average Household Income
When determining its budget, a factor for the Municipality is ensuring taxes are affordable. An indicator of affordability is
comparing the property tax burden with the average household income. While the Municipality has a lower average
household income than the average of the GTHA, it is higher than the average for the Province.
The municipal burden as a percentage of household income in Clarington is 3.7 per cent (2021 - 4.4 per cent), the GTHA
average is 4.7 per cent (2021 - 4.6 per cent). It should be noted that the total burden as a per cent of household income in
the City of Toronto, which we often hear has lower taxes, is the higher than in Clarington at 4.6 per cent.
2001 2006 2011 2016 2021 2022 2027
Clarington 69,834 77,820 84,548 92,013 101,427 109,400 124,200
-
20,000
40,000
60,000
80,000
100,000
120,000
140,000
Population Actuals 2001 to 2021
And Growth Forecast to 2027
Budget 2023 | 19
The average household income has steadily increased over the past ten years as highlighted in the following chart.
$105,000
$110,000
$115,000
$120,000
$125,000
$130,000
$135,000
2018 2019 2020 2021 2022
Estimated Household Income
2018 to 2022
Average Household Income GTA Average
$-
$50,000
$100,000
$150,000
2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
Average Household Income
2013 to 2022
Average Household Income GTA Average
Budget 2023 | 20
As can be seen above, the gap between the Municipality’s average household income and the GTA average has shrunk
over the past ten years. This could be a result of local economic development as well as increased commuter migration
from higher-cost areas to Clarington.
Property Assessment
Municipalities raise a significant portion of their revenues by charging taxes on each property’s assessment, as provided by
the Municipal Property Assessment Corporation (MPAC).
Clarington has a lower assessment, the base for which property taxes are generated compared to both the GTHA and the
survey average. This reflects the assessed values of properties being lower in Clarington than our western neighbours.
The GTHA municipalities have a higher-than-average weighted assessment. This is partly explained by the high
commercial and industrial assessments in the City of Toronto, which pay a significantly higher portion of the property tax
burden for that city.
Financial Health
Financial indicators and some socio-economic indicators combine to provide a foundation for a municipality to evaluate its
economic outlook and performance. These financial indicators form the basis for developing a financially sustainable
municipality.
$ -
$ 100,000
$ 200,000
$ 300,000
2018 2019 2020 2021 2022
Weighted Assessment Per Capita
Clarington GHTA Average
Budget 2023 | 21
There are three key financial pillars: Sustainability, Flexibility and Vulnerability.
Sustainability
The ability to provide and maintain service and infrastructure levels without resorting to unplanned increases in rates or
cuts to services
Flexibility
The ability to issue debt responsibly without impacting the credit rating. Also, the ability of the Municipality to generate the
required revenues.
Vulnerability
Addresses a municipality’s vulnerability to external sources of funding that it cannot control and its exposure to risk.
The above financial pillars are considered when assessing the overall health of the Municipality and the development of
our operating budget and capital investment plan.
Budget 2023 | 22
Financial Planning Tools
Reserves and Reserve Funds
Reserves and reserve funds are essential fiscal tools used in long-term planning, internal financing and dealing with
unanticipated situations in the municipality during the year.
Reserves
and
Reserve
Funds
Provides
stability for tax
rates
Financing of
one-time or
short-term
needs
Reduces
reliance on
long-term
borrowing
Source of
internal
financing
Ensures
adequate cash
flows
Provides
flexibility for
managing debt
levelts
Provisions for
future
replacements/
acquisitions
Budget 2023 | 23
Debt
It is important to be aware of the level of debt and the resulting debt servicing obligations to ensure that the reliance on
debt is maintained at a manageable level. The use of debt is reasonable for many reasons, including intergenerational
equity; the taxpayer benefiting from the service is paying for it.
The Province of Ontario has regulated that municipalities are limited to debt servicing (interest and principal) costs of 25
per cent of own source revenue. The Municipality is in compliance with this legislation.
$173
$142
$116
$93
$71
$-
$20
$40
$60
$80
$100
$120
$140
$160
$180
$200
2017 2018 2019 2020 2021
Tax Debt Outstanding per Capita
Clarington
Budget 2023 | 24
Property Assessment
A majority of our revenue comes from property taxation. The Municipal Property Assessment Corporation (MPAC)
conducts the assessment of properties and is independent of the Municipality. Significant growth of assessment and
population has occurred since 2008, with considerable growth in the past two assessment cycles (2012 and 2016). The
following chart shows the historical and current assessments from 2012 to 2022:
-
2,000,000,000
4,000,000,000
6,000,000,000
8,000,000,000
10,000,000,000
12,000,000,000
14,000,000,000
16,000,000,000
18,000,000,000
2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023
Historical Assessment
2013 to 2022
Residential Non-Residential
Budget 2023 | 25
The chart demonstrates that most of the Municipality’s assessment is through the residential tax class.
The 2023 tax assessment mix is as follows:
Tax Class 2023 Assessment Percentage
Residential $14,270,046,028 83.4%
Farmland 558,354,116 3.3%
Multi-residential 173,766,700 1.0%
Commercial 1,129,908,694 6.6%
Industrial 119,211,400 0.7%
Large industrial 181,170,712 1.1%
Pipeline 56,191,000 0.3%
Managed forest 43,300,000 0.3%
Exempt 584,186,405 3.4%
Total $17,116,135,055 100%
The 2023 assessment mix of residential, commercial, industrial and other property classes is consistent with the past
assessment mix of the Municipality. The approximate 1.96 per cent increase in assessment from 2022 is new growth,
market value assessments have been frozen since 2020 as a result of the COVID-19 pandemic.
Economic and Legislative Impacts for 2023
The preparation of the 2023 Budget is impacted by factors outside of the control of the organization such as local
economy, the Ontario economy, and legislative changes. The following highlights key impacts to the 2023 Budget from
these factors.
Economic Impacts
During the year, the Canadian economy saw a significant rise in inflation as a result of a number of factors including
COVID-19 recovery, supply chain issues and geo-political conflicts (Russian invasion of Ukraine). The Consumer Price
Index (CPI) peaked in June 2022 at 8.1 per cent year over year, it has since decreased to 6.8 per cent for November.
Budget 2023 | 26
While the Municipality does not necessarily follow the purchasing patterns that are used for the CPI, it is not immune to
inflationary impacts. The Toronto non-residential building construction price index has seen a third quarter year-over-year
increase of 15.6 per cent. This is indicative of the price impacts for capital projects that the Municipality has seen come in
over 20 per cent or higher than budget in 2022.
Another impact on the capital budget is the availability of skilled labour, this has added costs to projects or have delayed
projects as suppliers were unavailable. To mitigate this, in 2022 the Municipality started to do more capital projects in
house; this will be continued in 2023 for facility repair projects to mitigate the construction price inflation. Several funding
requests in the 2022 Capital Investment plan are for additional funds for projects from 2020 and 2021. These projects
could not be completed in 2022 as a result of price escalation and the availability of supplies/labour; these projects cannot
be completed in house due to the nature of the project.
The Region of Durham is a growing community on the east side of the City of Toronto. The Region undertook a study in
2022 for its official plan, Envision Durham. It is expected that in the next 30 years the Region of Durham will see population
growth of 576,700 people and 218,500 jobs. In Clarington, this growth is expected to be 115,700 new people and 40,400
new jobs. This amount of growth provides opportunities for our community but will require resources in the form of
additional staff and capital investment during this time.
The 2023 Budget proposes to update our Development Charges Study to update our capital investment and growth
projections to ensure that growth pays for growth and the infrastructure that we need to meet our growth will be in place.
As a result of the population growth over the past twenty years, the Municipality has grown to a population estimated to be
109,400. The Ontario Community Infrastructure Fund has been a steady source of infrastructure funding for road and
bridge infrastructure replacement. As this grant is for municipalities with populations below 100,000, the Municipality will be
phased out of the fund over the 2023 and 2024 fiscal years. The 2023 Budget includes $3.3 million from OCIF which will be
reduced to $2.8 million in 2024. By 2025, this source of funding will need to be replaced with other sources of funding, this
represents a tax levy impact of approximately 5.0 per cent.
Legislative Changes
Part time employee pension eligibility
Effective January 1, 2023, the Ontario Municipal Employee Retirement System (OMERS) has changed their eligibility rules.
Prior to the change, part time employees were eligible to enroll in OMERS after 700 consecutive hours (approximately two
Budget 2023 | 27
years), with the change part time employees are eligible to enroll in OMERS immediately. There are no rate differences
between full time (mandated enrollment) and part time employees. The 2023 Budget has included an estimate of
enrollment at 25 per cent of employees, this will be reviewed during the year to determine if the estimate is reasonable.
More Homes for Everyone Act, 2022 (Bill 109)
The More Homes for Everyone Act, 2022 received Royal Assent in April 2022. Changes resulting from this Act include the
requirement for municipalities to refund site plan, zoning by-law amendment and official plan amendment fees to an
applicant if a decision is not made within the legislated timelines. To meet these legislated timelines, process
improvements within the Planning and Infrastructure Services Department have been proposed and additional resources
will be required.
More Homes Built Faster Act, 2022 (Bill 23)
On October 25, 2022 the Province introduced Bill 23 the More Homes Built Faster Act, 2022. The bill received Royal
Assent on November 28, 2022, with parts of the bill being enacted on proclamation at a future date.
The Act makes significant changes to the Development Charges Act which is a source of revenue for growth-related capital
investment. The major changes are:
• Additional statutory exemptions for additional residential units, affordable units, attainable units and non-profit
housing.
• Discounted development charges for rental housing development.
• Mandatory phase-in for all development charge by-laws passed after January 1, 2022 (this does not affect the
current by-law but will affect future by-law).
• Extension of the historic level of service calculation period from 10-years to 15-years (this provides the Municipality
additional revenue).
• Removal of studies from eligible costs.
• By-laws would expire ten years after the in-force date.
Budget 2023 | 28
Staff are not, at this time, able to comment on the financial impact of the exemptions for affordable and attainable units as
the regulations defining these exemptions have not yet been proposed.
The major changes to the Planning Act through the More Homes Built Faster Act impact parkland dedication:
• Additional residential units, affordable units and non-profit housing will be exempt from parkland dedication.
• The determination of parkland dedication for a building permit issued within two years of a Site Plan and/or Zoning
By-law Amendment approval would be subject to the requirements in the by-law as at the date of the planning
application submission.
• Reduced alternative requirements
o The requirement for 1 hectare per 300 dwelling units is reduced to 1 hectare per 600 units.
o Payments-in-lieu for the alternative requirement of 1 hectare per 500 dwelling units is reduced to 1 hectare
per 1,000 units.
o Parkland dedication is capped at 10 per cent of the land area, or land value, for developments of five
hectares or less, and 15 per cent for development greater than five hectares.
• Owners will be allowed to identify lands to meet parkland conveyance requirements, including those encumbered
and privately owned public space.
The impacts of the More Homes Built Faster Act, 2022 have not been included in the Draft 2023 Budget as the major
financial impacts are related to parts not yet enacted. As the current Development Charges By-law was approved in
January 2021, the mandatory phase-in, and removal of studies from eligible costs are not applicable at this time. Staff will
be working throughout 2023 to determine the financial impacts and include in the 2024 budget. Changes to parkland
dedication will have impacts on future acquisition of land for park development or for the design of park space that has
been conveyed to the Municipality. The Municipality will be including these impacts in development of a Parks Plan, which
is now required in for a parkland dedication by-law.
Budget 2023 | 29
Budget 2023 | 30
Staffing Requests
2023 Staffing Summary
The Municipality of Clarington is a growing community, with a current population of approximately 109,400 growing to
124,200 within the next five years. This growth, along with recent changes in legislation aimed at expediting development
over the next ten years, necessitates additional resources.
Since 2011, the Municipality has gone from 306 full-time staff and 511 part-time staff to 359 full-time and 572 part-time in
2021. This represents an increase of 17 percent in our full-time compliment, while the Municipality has grown by 29 per
cent over the same time. With growth expected of over 13 per cent over the next five years, additional resources are
required to meet the growing demand on services.
For 2023, included in the proposed budget are 24 new full-time positions, 12 of these new positions are in Planning and
Infrastructure Services (three are fully funded by Building Permit Fees). Each position has a business case to describe the
financial impacts and justification of the request. The Business Analyst in Public Works was a late addition to the budget
request and is recommended based on the approval of the Public Works Payroll and Job Allocation Process
Modernization Review.
The following table summarizes the new full-time equivalents (FTE) for each department and the 2023 budgetary impact.
Department New Requests
(FTE)
Mayor and Council 1
Office of the CAO 2
Legislative Services 2
Financial Services 1
Public Works 4
Community Services 3
Budget 2023 | 31
Department New Requests
(FTE)
Planning and Infrastructure Services 12
Emergency and Fire Services 1
Forecasted Staffing Needs 2023 to 2025
The following table shows the expected staffing needs (compensation and benefits), rounded and annualized, for the
following three years 2023 to 2025:
Department / Division Position 2023 2024 2025
Mayor and Council /
Office of the Mayor Policy and Communications Advisor $115,100 $0 $0
Office of the CAO /
Administration CAO Executive Assistant 115,100 0 0
Office of the CAO /
Corporate Performance Business Performance Specialist 102,600 0 0
Legislative Services /
Human Resources Health & Safety Associate 106,800 0 0
Legislative Services /
Legal Services Associate Solicitor 173,600 0 0
Legislative Services /
Animal Services Convert part time Clerk I to full time 0 14,500 0
Financial Services /
Information Technology Chief Information Officer 217,900 0 0
Budget 2023 | 32
Department / Division Position 2023 2024 2025
Financial Services /
Information Technology Solutions Analyst 0 106,200 0
Financial Services /
Information Technology Applications Analyst 0 106,200 108,300
Financial Services / Asset
Management Financial Analyst 0 0 101,000
Financial Services /
Accounting Services Accounting Clerk I 0 0 85,500
Financial Services /
Purchasing Services Buyer 0 0 105,500
Emergency and Fire
Services / Administration
Business Continuity and Emergency
Management Planner 73,700 0 0
Public Works / Operations Heavy Equipment Operator – Roads 101,500 0 0
Public Works / Operations Heavy Equipment Operator - Parks 101,500 0 0
Public Works / Operations Permanent Part time Labourers –
Roads 32,700 0 0
Public Works / Operations Permanent Part time Labourers-
Parks 32,700 0 0
Public Works / Operations Manager 0 201,700 0
Public Works / Operations Arborist 0 96,100 0
Public Works / Operations Light Equipment Operators 0 172,000 175,400
Public Works / Operations Business Analyst 115,100 0 0
Public Works / Fleet Fleet Technician 0 0 118,000
Budget 2023 | 33
Department / Division Position 2023 2024 2025
Community Services /
Administration Community Development Assistant 108,400 0 0
Community Services /
Building Services Part-time Building Services II 47,100 0 0
Community Services /
Recreation Services Part-time Assistant Coordinator 48,800 0 0
Community Services /
Recreation Services Recreation Programmer 0 92,700 94,500
Community Services /
Recreation Services Clerk II 0 0 69,100
Community Services /
Recreation Services Aquatic Programmer 0 0 94,500
Community Services /
Facilities Plumbing Technician 0 0 117,100
Community Services /
Facilities Facility Supervisor 0 0 144,800
Community Services /
Facilities Lead Hand 0 0 110,700
Community Services /
Facilities Facility Operator II (eight) 0 0 548,900
Planning and
Infrastructure Services /
Infrastructure Division
Capital Works Engineer 146,800 0 0
Budget 2023 | 34
Department / Division Position 2023 2024 2025
Planning and
Infrastructure Services /
Infrastructure Division
Construction Inspector 97,100 0 101,000
Planning and
Infrastructure Services /
Infrastructure Division
Asset Management Technologist 0 106,200 0
Planning and
Infrastructure Services /
Development Engineering
Transportation Engineer 146,800 0 0
Planning and
Infrastructure Services /
Development Engineering
Water Resources Engineer 146,800 0 0
Planning and
Infrastructure Services /
Development Engineering
Construction Inspector 0 0 101,000
Planning and
Infrastructure Services /
Development Engineering
Development Review Technician 0 0 101,000
Planning and
Infrastructure Services /
Community Planning
Principal Planner – MTSA Secondary
Plans 135,000 0 0
Planning and
Infrastructure Services /
Community Planning
Senior Planner – Secondary
Plans/Policy 135,000 0 0
Budget 2023 | 35
Department / Division Position 2023 2024 2025
Planning and
Infrastructure Services /
Community Planning
Principal Planner – Secondary Plans 135,000 0 0
Planning and
Infrastructure Services /
Community Planning
Senior GIS Analyst 0 121,700 0
Planning and
Infrastructure Services /
Community Planning
Senior Planner – Active
Transportation/Parks 0 118,700 0
Planning and
Infrastructure Services /
Community Planning
Senior Planners (2) – Secondary
Plans 0 237,300 0
Planning and
Infrastructure Services /
Community Planning
Senior Planners (2) – Policy 0 237,300 0
Planning and
Infrastructure Services /
Community Planning
Senior Planners (2) - Zoning 0 237,300 0
Planning and
Infrastructure Services /
Community Planning
Planner II (2) 0 212,400 0
Planning and
Infrastructure Services /
Community Planning
Planner II - Heritage 0 106,200 0
Budget 2023 | 36
Department / Division Position 2023 2024 2025
Planning and
Infrastructure Services /
Development Review
Planner I 87,900 0
Planning and
Infrastructure Services /
Development Review
Principal Planner 135,000 0
Planning and
Infrastructure Services /
Development Review
Senior Planner 0 118,700 0
Planning and
Infrastructure Services /
Building Inspection
Plumbing/Mechanical Inspector 97,100 0 0
Planning and
Infrastructure Services /
Building Inspection
Upgrade Building Inspector to Senior 7,000 0 0
Planning and
Infrastructure Services /
Building Inspection
Building Engineer 146,800 0 0
Planning and
Infrastructure Services /
Building Inspection
Building Inspector 0 0 101,000
Planning and
Infrastructure Services /
Building Inspection
Supervisor of Inspection 0 0 152,800
The above is a current estimate of staffing needs over the next three years. These are subject to change as a result of a
change in levels of service (for example, performing sidewalk clearing in-house), or changes in legislation (for example
Budget 2023 | 37
additional resources may be required to meet changes in Planning Act requirements or changes to minimum maintenance
standards).
2023 Staffing Request Business Cases
The following section includes the business cases for each requested position for the 2023 Budget.
Policy and Communications Advisor
Overview
Executive Summary
• The Office of the Mayor is requesting additional support to be able to focus on policy review and analysis,
community outreach, and communications management.
Background
The Office of the Mayor currently has one dedicated staff member, despite the Municipality having over 100,000
residents. The staffing compliment in this office was previously two dedicated resources, before the reduction. It is
imperative that the Office of the Mayor be appropriately staffed to address the volume and complexity of the files that it
deals with on a daily basis.
Risks to the Municipality and Other Departments
• Reduced ability for the Office of the Mayor to stay abreast of impending legislative changes
• Inability to proactively undertake outreach efforts to enhance and sustain community relationships and partnerships
• Reduced time to spend on strategic priorities
Program Description
Timeline
This position would be required as soon as feasibly possible.
Budget 2023 | 38
Position Summary
Reporting to the Executive Assistant to the Mayor, this position would be responsible for providing professional assistance
and support to the Office of the Mayor on a wide range of complex, sensitive and confidential topics; researching,
analyzing and providing recommendations regarding difficult, important and wide-ranging policy areas; managing all
communications and correspondence out of the Office of the Mayor.
Key Duties and Responsibilities
• Collaborate with Mayor and Council and senior staff to ensure coordination of efforts to address municipal priorities
and issues
• Prepare communications on behalf of the Office of the Mayor; inclusive of social media monitoring and posting
• Build relationships with other levels of government and monitor legislative/policy developments
• Support the Mayor on external committees and organizations (Ontario Big City Mayors, Association of
Municipalities of Ontario, Canadian Association of Nuclear Host Communities, and various other groups)
• Research and policy development
• Support the management (design and delivery) of Mayor’s Office strategic priorities
• Other duties as assigned
Relationship to Council’s Strategic Priorities
N/A
Climate Change Considerations
N/A
Comparative Analysis
Lower-tier municipalities across Durham Region, all have more than one staff member dedicated to supporting the Office
of the Mayor.
Budget 2023 | 39
Analysis of Alternative Approaches
Alternative approaches were evaluated and ruled out.
Cost and Benefit Analysis
The compensation for the Policy and Communications Advisor is Non-Affiliated Grade 5.
Compensation Benefits Total
$83,889 $27,555 $111,444
Budget 2023 | 40
CAO Executive Assistant
Overview
Executive Summary
• The CAO has always had administrative support. In 2022, the need for project management to move priorities
forward in a timely manner without the use of consultants was deemed a higher priority and the CAO Office
Coordinator position was changed to a project manager. The employee had the necessary education and
background to fulfill this role.
• This was made possible by the underutilized Council support administrative position, who was reassigned to
support the administrative needs of the CAO. This was not a long-term solution as not all administrative tasks have
been assigned.
• As the Municipality grows the demands on the CAOs office intensifies.
• It is not appropriate for the CAO to remove Council’s administrative support position permanently without input from
Council. With a new Council the need for this support may be greater, especially in the current environment and
expectations from other levels of government for exponential growth.
• All CAO’s require and have an executive assistant to support the administrative needs of the office. The Office
Coordinator was fulfilling this role, but titles of positions should remain consistent with other municipalities to avoid
any confusion. Standardization where possible is a staple of continuous improvement.
Background
In January 2022, the CAO had an Office Coordinator (executive assistant) position. In early Spring, after a preliminary
assessment had been made it became clear that there were a significant number of projects underway, including a
reliance on consultants for work that could have been completed internally, if resources were allocated.
The initial review showcased that despite the growing demands on the Municipality, including more strain on services and
added complexity, staffing resources were not provided to accommodate the many changes required to modernize and
standardize operations. As a first step, effort was made to create a foundation to support our rapidly growing municipality,
with a focus on ensuring that services remain current and that internal capacity be utilized where possible, instead of
hiring consultants.
Budget 2023 | 41
The Office Coordinator had the educational background required to be moved into a project manager role, under a newly
created division (utilizing existing staff). To date, the Project Manager – Strategic Priorities has been working on several
corporate strategic initiatives that largely would have required consultants to help complete (e.g., Customer Centric First
Floor, space planning, remote work policy, and the non-affiliated pay equity review [coordination aspects]).
This position is part of a larger structure encompassing strategic priorities, intergovernmental affairs, internal audit, and
grant funding – built based on best practice in larger municipalities. This division is in its infancy but has an increasingly
aggressive workplan to move the municipality closer to increased levels of modernization in our service delivery.
In the interim, it was apparent that the Councillors’ Office Assistant had capacity to fill the gap left by the CAO Office
Coordinator and began supporting the CAO, in addition to their prescribed duties. This arrangement has worked well, but
with a new council and possibly heavier reliance on administrative support, this dual arrangement would not be feasible to
continue. There are also several administrative tasks the CAO has retained that should be completed by administrative
staff. At the time it was felt that the administrative needs of the CAO were second to the corporate needs, with a focus on
moving strategic priorities forward in a timelier manner – with a reduced reliance on outside consultants.
2023 will bring additional growth and complexity and more robust workplans for staff, making the CAO Office more
constrained, which has become clear as more projects are added to the Office.
Given that this is a new Council, which will have to review and set their expectations of support, the Councillors’ Office
Assistant remains in the budget, however, the staff person in the position would be reclassified as, CAO Executive
Assistant. The needs of Council’s administrative support can be assessed in an on-going manner, and Council may
determine how to fully utilize the position.
Risks to the Municipality and Other Departments
• Inability for the CAO’s office to respond to the multiple requests received in a timely manner.
• CAO time inefficiently spent on administrative tasks, limiting ability to focus on value-add strategic priorities.
Budget 2023 | 42
Program Description
Timeline
The position has been fulfilled by the underutilized Councillors’ Office Assistant throughout 2022, but not all administrative
tasks have been assigned due to workload pressures of supporting both offices. The position is required immediately.
Position Summary
Reporting to the CAO, the Executive Assistant is responsible for research, report preparation, and administrative
assistance to the Chief Administrative Officer as well as the Managers of Strategic Initiatives and Corporate Performance.
The position will respond to corporate and local municipal priorities. The position plays a key role in professional support
to the Office of the CAO and will be a corporate ambassador, reflecting positively on the image of the Municipality.
Key Duties and Responsibilities
• Researching and preparing reports on current and emerging municipal issues, including Provincial, Federal and/or
Regional projects and initiatives.
• Preparing speaking notes and briefing notes.
• Engaging and interacting with residents and key stakeholders in a professional and knowledgeable manner.
• Liaising on behalf of the CAO with the Mayor’s Office, Members of Council, and all levels of the corporation.
• Maintaining keen awareness of municipal responsibilities, council proceedings and current political issues while
acting with discretion on all confidential matters.
• Effectively responding to inquiries, calls, emails, and other correspondence with clear prioritization in terms of
importance and urgency.
• Preparing annual budget support documents and reconciling monthly account activities.
• Updating, maintaining, and distributing corporate policies and providing advice and assistance on policy application
as required.
Budget 2023 | 43
• Maintaining keen awareness of local and municipal matters, corporate priorities and issues, current social and
political issues and other matters regarding the Municipality that may affect or impact the Municipality or the
reputation, brand, or integrity of the Municipality.
• A full range of administrative support including calendar coordination, meeting management, document creation,
and maintaining records.
Relationship to Council’s Strategic Priorities
The position is integral to the CAO’s ability to focus on delivering on Council strategic priorities in a timely, efficient, and
effective manner.
Climate Change Considerations
N/A
Comparative Analysis
All Municipal CAOs have administrative support so that they can focus on leadership for the organization and strategic
planning and delivery.
Analysis of Alternative Approaches
Alternative approaches were evaluated and ruled out.
• During 2022, the administrative needs of the CAO has been completed in part by the Councillor’s Office Assistant,
however, time did not permit for all duties to be assigned or completed in a timely manner. This is not a reflection of
the employee’s ability; it is strictly related to time constraints with conflicting priorities.
Cost and Benefit Analysis
The compensation for the CAO Executive Assistant is Grade 5 based on the 2022 salary estimates are below:
Compensation Benefits Total
$83,889 $27,555 $111,444
Budget 2023 | 44
Business Performance Specialist
Overview
Executive Summary
• With the creation of the Corporate Performance Division, Office of the CAO in the Fall of 2022, work planning and
goal setting for the division have started, including the required resources to achieve the set targets
• Based on the goals and metrics of achievement associated with the new division, a new resource to support the
development and ongoing support for Continuous Improvement and Project Management requirements is being
proposed
Background
The CAO has identified the need to develop and support a culture of Continuous Improvement, which includes the
development of a process-oriented workforce knowledgeable in continuous improvement and project management.
This aligns with the Grant Thornton report, adopted by Council on December 19 through report CAO-016-19. Specifically,
recommendation 29 spoke to the need to continue with process improvement initiatives using Lean Methodology.
Recommendation 30 spoke to Workflow automation, which also lends to process improvement. Both recommendations
site that implementing these would result in improvements in Purpose and Strategy and Performance and Management.
The main purpose of the proposed Business Performance Specialist position would be to work collaboratively with staff
across the Municipality and stakeholders to develop, cultivate and strengthen a process-oriented and sustainable
continuous improvement (CI) mindset.
Lean (Six Sigma) is a technique that brings together numerous proven business practices with the aim of adequately
matching customer expectations with the delivery of a high-quality product. It aims to enable enterprises to cut back on
business processes to leave only those that offer direct value to both the customer and the business itself. Lean brings
together the following business methods to create a new way of working: statistical control, failure prevention, and
analysis, reproducibility, gage repeatability, reducing and eventually eliminating defective procedures and products,
maximizing customer satisfaction, increasing productivity and yield, work towards endless improvement, maximize
Budget 2023 | 45
efficiency by reducing waste, minimize variation where possible. Applying these philosophies to process and service
reviews across the municipality will be the focus of the Business Performance Specialist.
Risks to the Municipality and Other Departments
• Maintain current processes by maintaining dated, inefficient/manual process methodologies, staff capacities are
not maximized, potentially leading to increased pressures on the budget
• No internal resource to deliver training and change management planning for new initiatives: lack of
opportunity to advance CI capacity across the organization unless hiring external providers
• Project Management Development: development of project management skills, including work plan development,
offers people the ability to achieve and report on predetermined outcomes in a quantitative and qualitative way,
without the development of this skill, business cases, and improvements are less strategic, and data driven
• Financial Pressure: CI and Lean look at eliminating waste, thereby alleviating financial pressure either by cost
savings or cost avoidance. Without developing the culture and skill set to embed the CI mindset into the
organization, financial pressures in a growingly complex municipality continue to increase by way of underutilizing
resources
Program Description
Timeline
If approved, a recruitment for the position will commence post budget approval with identified candidate in March 2023.
Position Summary
Reporting to the Manager Corporate Performance, the position will identify and provide ongoing support, completion, and
coordination of a system of continuous and process improvement initiatives. This role provides strategic and specialized
technical advice to support the Municipality’s outcomes to improve client satisfaction, service delivery efficiencies, and
continuous improvement of core business processes. The role will work closely with SLT, management, and front-line
staff to identify, define, measure, and lead internal process improvement initiatives in accordance with Lean and Project
Management principles. This position will proactively engage with internal and external stakeholders to identify areas for
improvement and facilitate the change activity by modernizing processes (inclusive of digitization) to support greater
Budget 2023 | 46
transparency and streamlined service delivery. Overall, this position will act as a change agent and ensure training is
performed across the corporation so that the Municipality embraces a sustainable culture of Continuous Improvement.
Key Duties and Responsibilities
• Process Improvement – lead and manages project working groups including the development and management of
scope, scheduling, and monitoring deliverables, participates in process mapping exercises
• Training – assess and identifies training needs for various groups of stakeholders and an implementation plan to
deliver trainings to advance CI capacity across the organization
• Risk and Issue Management – receives, trouble shoots and responds to inquiries, requests, or complaints from
internal and external stakeholders regarding Lean and CI matters
• Assists in the ongoing development, implementation, and reporting for the corporate Continuous Improvement
Framework, development of a Project Management support framework, including process improvement, reporting
of metrics, providing, and tracking training, and establishing a repository for Lean tools, templates, and reference
materials
• Reporting – prepares reports, project documentation, policies and procedures, training materials as required.
Reporting will include key metrics around elimination of waste, value added processes and cost avoidance/savings
measures, making budget recommendations based on process reviews
Relationship to Council’s Strategic Priorities
Lean methodology is rooted in understanding the voice of the customer. Improvement projects require engagement with
customers, both internal and external to achieve sustainable and meaningful process improvement, thereby enhancing
two-way communication with the community. A CI mindset also supports a culture of fiscal responsibility by reducing
waste and maximizing talent and internal resources.
Climate Change Considerations
N/A
Budget 2023 | 47
Comparative Analysis
The Ontario Lean Community Of Practice is a collaborative of representatives from various Ontario Municipalities that
have leveraged the benefits of a Continuous Improvement Framework. There is representation from 15 municipalities, all
at varying stages of implementation, some implementing the program as early as 2013. Representation from Guelph,
Hamilton, Kawartha Lakes, Kitchener, London, Mississauga, Vaughn, Peel, Oakville, and Richmond Hill. Success in
implementing this type of CI program has included reducing the need to hire external consultants to conduct core services
reviews as the skill set exists in-house, in some of the larger corporations (i.e., Region of Peel), Continuous Improvement
initiatives have achieved $4.31 million in combined cost savings and cost avoidance and saw a reduction in client wait
times, improved client experience, and an improvement in employee engagement. Often in organizations committed to a
CI mindset, Lean methodologies are seen embedded into their financial and business planning processes, including
achieving predetermined budget targets.
Analysis of Alternative Approaches
Alternative approaches were evaluated and ruled out.
• Continue to hire external consultants to conduct service-level reviews
Cost and Benefit Analysis
The compensation for the Business Performance Specialist is Grade 7 on the Non-Affiliated Grid. The proposed job
responsibilities and description were reviewed by the Manager of HR against the current Pay Equity Evaluation and
compared to other internal positions to identify the appropriate Pay Grid placement.
Considering the focus of the position, the Business Performance Specialist, applying a CI approach will concentrate on
process improvement resulting in reportable cost avoidance, or cost savings. These metrics will lend to offsetting the cost
of the position’s salary. Further, reducing the reliance on consultants to perform service level reviews would see a
reduction in those costs to the municipality. Since 2018, the municipality has invested approximately $380,000 in
consultants to conduct service-level reviews.
Lean Methodology was introduced to the Municipality in 2018 mainly comprised of training a small portion of the staff
receiving introductory training. With minimal effort and no dedicated resources, by December 2019, there were a total of
28 Small Improvements reported, resulting in reinvesting over 744 hours of staff time into higher-value activities, and over
Budget 2023 | 48
$50,000 in cost avoidance measures. Given those metrics, and the introduction of a dedicated staff position to identify and
complete process review projects of larger complexity, these cost avoidance measures will increase, and cost savings will
start to be realized. The output cost of the position would be recovered based on efficiencies across the organization.
Budget 2023 | 49
Health & Safety Associate
Overview
Executive Summary
The Human Resources Division is seeking to add the position of Health and Safety Associate to our staffing complement.
While we have a great Corporate Health and Safety program currently, we would like to implement additional health &
safety initiatives to ensure the health & safety of our staff stays to the forefront, improve upon our health & safety culture,
and to create a health & safety strategic plan that aligns with Clarington’s vision and goals.
The Human Resources/Health & Safety portfolio has also been expanded over the last few years to include mental health
and wellness. The seconded resource to assist with the mental health initiative of “Not Myself Today” is no longer
available. Without additional resources, it will be difficult to maintain any type of continued efforts on this front without
diverting resources from other on-going efforts.
An additional health & safety professional would assist in all aspects of the Corporate Health & Safety program. This role
would provide support in researching, creating, arranging for various health & safety training initiatives (this may include
arranging external vendors to facilitate and facilitating internal training), assist in the roll out of eLearning as it pertains to
health & safety, assist in the corporate orientation and onboarding program improvements, research on policy
development, create and maintain health & safety messaging, assist with both JHSCs within the Municipality, and provide
health & safety administrative support to all departments across the Municipality.
Background
Review of previous years incident statistics indicates that there has been an increase in incidents reported, which is likely
due to an increase in incidents but also an increase in communication and promotion of the importance of reporting
incidents and near misses. In 2020, there were a recorded 36 incidents/near misses, in 2021, there were 41
incidents/near misses, and as of September 16th, 2022, there have been 88 incidents/near misses that have been
reported. Approximately 15 claims went to WSIB in both 2021 and 2020 (approximately 30 in total) and as of September
16th, 2022, there have been 24 injuries/illness that have been reported to WSIB.
Budget 2023 | 50
With the establishing of the Collision Review Committee in late 2018 there is increased focus on ensuring authorized
drivers for the Municipality have the knowledge and tools necessary to perform their required job functions. As a result of
an increase in motor vehicle/equipment incidents over the years, this Committee reviews each incident to determine the
hazard(s), if the incident was preventable or not, and to establish corrective/preventative measures to reduce the risk of
injury and future occurrences. The Health and Safety Coordinator is a contributing member in each review and provides
administrative support. Additional administrative support would allow the coordinator to focus solely on the incident review
and investigation without getting bogged down with the administrative requirements of this committee.
In recent years, the Emergency Service department created their own JHSC, branching off from the existing multi-
workplace JHSC, requiring additional meetings and support from health & safety as required. While best practice is that
the health & safety professional is an advisor on the JHSC, the current set up for the multi-workplace JHSC is the health &
safety coordinator is the management co-chair and completes many of the administrative duties of the JHSC Secretary.
The current minute taker resides in the CAO’s office. With additional support in Health and Safety, this function would no
longer require support from another department. Historically, this support has always been provided from another
department.
In 2018 the Human Resource/Health and Safety Representative was hired. Due to the job demands, the position could
not fulfill many of the expectations outlined in the job description for health and safety. In 2022, this role was repurposed
to focus on the HR needs of the division.
Commitment and additional resources to support employee mental health and wellness has been demonstrated to
increase productivity, reduce employee turnover, and improve overall job and workplace satisfaction. Continuing to
provide and add supports such as “Not Myself Today,” FSEAP, etc. demonstrate commitment to employee wellness,
which can improve employee productivity and attendance, reduce turnover, and improve job satisfaction.
Risks to the Municipality and Other Departments
• Not meeting applicable health and safety legislation: With many different departments and widely varying
positions within the Municipality, the application of the OHSA varies widely but must be met or exceeded. The
consequences of not providing a healthy and safe workplace has the potential to be damaging both financially and
to our greatest resource (people).
• Lack of health & safety visibility and support: With limited health & safety resources, time is currently juggled
between providing support and visibility for each Municipal department, improvement and creation of various
Budget 2023 | 51
policies and procedures, development of a strategic initiatives, offering internal and external training opportunities,
and creation/maintenance of various health & safety initiatives.
• Increased number of WSIB claims: With limited resources, the current approach is reactive to WSIB claims. In
the future, the Municipality will need to prevent WSIB claims or reduce the impact of WSIB claims, specifically lost
time claims. To do this, dedicated time and resources are required for an effective return to work program and the
ability to set up a modified work plan easily and quickly. With WSIBs updated rate framework, these WSIB costs
shall continue to impact our current and future WSIB Rate Framework premiums for up to six years.
• Backup for critical and time sensitive tasks: Having another staff member dedicated to Health and Safety to
complete time sensitive and critical tasks such as dealing with a WSIB claims, modified work requirements, or
critical injury investigations should the Health & Safety Coordinator be unavailable. This will eliminate a single point
of failure and ensure legislative compliance and reduce reliance on others withing the department who may not
have the expertise to deal with all situations.
Program Description
Timeline
First quarter of 2023.
Position Summary
Reporting to the Health & Safety Coordinator.
Key Duties and Responsibilities
• Assist with developing and implementing corporate health, safety, and wellness programs and strategies to ensure
the fostering of a healthy workplace, a strong safety culture, and ongoing compliance with applicable legislation
and guidelines.
• Researching, formulating, and providing direction for safety-related policies and procedures based on industry-best
practices and legislation.
Budget 2023 | 52
• Responsible to review and research legislative requirements for compliance under Occupational Health and Safety
Act, regulations, Workplace Safety and Insurance Act, and First Aid Regulation.
• Assisting with JHSCs within the Municipality – provide support for regular health and safety meetings, review and
follow up with departmental workplace inspection reports, and provide information to health & safety
representatives.
• Responding to employee concerns and providing confidential support to employees at all levels.
• Assisting in responding to, investigating, and reporting workplace injuries and illnesses, including the tracking, and
analyzing of injury/illness data.
• Responsible to research, create, update corporate health & safety training programs and coordinate instruction or
personally instruct staff training.
• Assist with providing reports and information to leaders on upcoming and required non-department specific training.
Registering, scheduling and/or assigning training, as required, for all employees including new hires.
• Assisting in researching, developing, and coordinating various mental health and wellness initiatives and
communications.
• Providing wellness-related statistics and reports as needed.
• Assisting in workplace violence prevention initiatives.
• Conducting site visits to meet with employees and promote safe work practices.
• Ensuring all corporate health and safety data is “audit” ready by maintaining accurate and updated information,
including document filing/storage (electronic and paper), policy/procedure/record keeping, and health & safety
employee records.
• Assisting in the roll out of eLearning as it pertains to health & safety.
• Assisting with creating and maintaining health & safety messaging for all staff.
• Providing health & safety administrative support for all departments.
Budget 2023 | 53
Relationship to Council’s Strategic Priorities
As per H13 – Health & Safety Policy Statement:
Municipality of Clarington is committed to the protection of our employees and property from accidental loss. We
believe that this is critical to the success of our business and our goal is zero incidents of injury, illness, or damages.
We continue our commitment to providing a workplace free of accidents, violence, and harassment and to ensure
workplace mental health is a priority.
The Health and Safety of our employees is of the utmost importance in all of our operations, and is a shared
responsibility, which must be accepted by everyone in our workplace.
A successful safety program and a safe workplace depends on concern and commitment from all personnel. The
responsibility for Health & Safety ultimately rests with senior management, but managers and supervisors at all levels
will be held accountable for the safety performance of their employees. However, all employees have the
responsibility of working safely and protecting the lives and health of themselves and their fellow workers. Being alert
to unsafe conditions or practices, looking out for fellow employees and reminding them when they do something
unsafe, as well as reporting unsafe conditions is imperative, if we are to achieve our goal.
In support of these beliefs, we must accept our responsibilities to minimize risk and injuries to our fellow workers, the
public we proudly serve, and to ourselves. Health & Safety must be in our thoughts 24 hours a day, seven days a week.
We must meet, and wherever possible exceed, the requirements of all applicable health and safety
legislation/regulation, our own standards and work procedures, along with applicable industry standards.
Contractors will be held accountable for all infractions of their workers. Contractors and their workers who do not follow
the Health & Safety program of the Municipality of Clarington will be asked to leave the work site.
By accepting these responsibilities and through active participation and co-operation we will together achieve our goal
for a safe, healthy, and productive work environment. Our Health and Safety Program Manual and policies will be
subject to annual review.
Budget 2023 | 54
Comparative Analysis
County of Northumberland – has a Health, Safety, and Emergency Risk Manager and a Health & Safety Coordinator (2
positions).
Town of Whitby - has a Senior Health & Safety Specialist and Senior Health, Wellness and Attendance Specialist (2
positions).
Town of Ajax has 1 Health & Safety position.
Analysis of Alternative Approaches
Alternative approaches were evaluated and ruled out.
• Not applicable
Cost and Benefit Analysis
The compensation for the Health & Safety Assistant is anticipated to be Grade 4, $68,922 - $83,776 based on preliminary
review of position qualifications.
Budget 2023 | 55
Associate Solicitor
Overview
Executive Summary
• Significant increased duties and responsibilities added to the role of the Municipal Solicitor since 2018 have
strained the ability for one person to meet the growing legal demands of the Corporation.
• Upcoming legal needs in connection with changes to the land development approval process will accentuate the
problem.
• A review of similarly situated municipalities indicates a comparatively understaffed legal team Clarington.
Background
The Municipal Solicitor position was created in 2010 at which time it was entirely devoted to the provision of legal services
and advice to Council. Since 2017, the job responsibilities have been expanded extensively, which has resulted in the
requirement for additional technical skills, and a major increase in managerial responsibility. Whereas the position initially
was responsible for the supervision of one legal clerk, it now requires the direct supervision of 5 staff, and the indirect
supervision of an additional 39 staff. The managerial duties that were formerly the responsibility of three department
heads (Clerks, Corporate Services, Legal), are now concentrated into one department head position. Simultaneously, the
corporate demand for legal services continues to increase and there have been indications from the CAO and other senior
staff that their legal needs are not being fully met. These factors have strained the ability for the Municipal Solicitor to
respond effectively to all of the Corporation’s needs.
Risks to the Municipality and Other Departments
• Demand for legal services within the corporation greatly exceeds ability for the Municipal Solicitor to provide alone.
Recent changes related to the job description of the CAO/Solicitor have exacerbated the problem.
• Risk of inadequate legal representation and services to address strategic and operational matters than are
increasing in frequency and complexity.
• If the Municipal Solicitor is absent or unavailable, the corporation would currently be without a lawyer to respond to
legal issues.
• There is a risk related to succession planning with the present structure of the Legal Services Division (i.e. legal
services are concentrated in one staff position).
Budget 2023 | 56
Program Description
Timeline
The position is required immediately. Recruitment would begin upon approval of the position in the 2023 budget.
Position Summary
Reporting directly to the Deputy CAO/Solicitor, the incumbent would work within the Legal Services Division of the
Legislative Services Department. The incumbent would be responsible for the delivery of a wide range of legal services to
meet the growing legal needs of the Municipality.
Key Duties and Responsibilities
• Provides professional legal advice, services and recommendations to Council/Committees, Department Heads,
and departmental staff on a wide range of matters affecting the Municipality including litigation, real estate,
administrative law, commercial law, construction, land use planning, procurement, and risk management.
• Drafts and reviews contracts, agreements, by-laws, land use planning instruments, pleadings, Court forms, and a
legal correspondence.
• Provides representation on behalf of the Municipality before the courts and administrative tribunals.
• Preparation of reports and memoranda to Council.
• Legal research and writing.
• Analysis of new and proposed legislation, regulations, policies, guidelines and directives from all levels of
governments which have implications for the Municipality.
• Consults with and advises senior departmental staff on a broad range of matters including participating in the
development of corporate policies and directions.
• Assists with supervision of external legal counsel retained by the Municipality for specialized or complex matters,
including inter-departmental co-ordination as required to achieve intended outcome.
Budget 2023 | 57
• Attends Council and other meetings as required to provide verbal responses to questions, as well as the
presentation of reports or other information to Council in a public or closed session meeting environment.
• Superior communication, negotiation, research, conflict management and interpersonal skills.
• Provides coverage for the Municipal Solicitor during absences.
• Supervision of Legal Clerk.
• Other duties as assigned.
Relationship to Council’s Strategic Priorities
The relationship of this request to Council’s strategic priorities is undetermined until such time as new strategic priorities
have been identified in the new term of Council.
Climate Change Considerations
N/A
Comparative Analysis
Comparisons among different municipalities are imperfect due to the unique features of each workplace. However,
comparisons are a tool to measure capabilities across different organizations. The most suitable comparators for
Clarington have historically consisted of other Durham lakeshore municipalities, as well as municipalities with similar
geographic/demographic profiles. The comparator municipalities selected for analysis reflect these criteria.
One popular metric for comparing legal service level across municipalities is to divide the total census population for the
municipality by the number of staff lawyers. The higher this number, the lower the service level, assuming there is a
proportionality between the population size of a municipality, and the volume of legal work required to property administer
the organization. Based on this metric, Clarington has a significantly lower service level for legal services than the chosen
comparators.
Municipality # of Lawyers 2021 Census Population / # of Staff Lawyers
Innisfil 3 14,442
Budget 2023 | 58
Municipality # of Lawyers 2021 Census Population / # of Staff Lawyers
Caledon 4 19,145
Pickering 2 49,593
Oshawa 3 58,461
Whitby 2 69,251
Clarington 1 101,427
Another metric that can be used to estimate a legal department’s responsiveness to the organization is to divide the total
staff compliment by the number of staff lawyers. The quotient represents an estimate of the volume of legal work required
from each lawyer, assuming there is a proportionality between the number of staff supported per lawyer, and the work
demand. The higher this number, the higher the estimated workload Based on this metric, Clarington has a significantly
higher workload than the chosen comparators.
Municipality # of Lawyers Total Staffing / # of Staff Lawyers
Innisfil 3 127
Caledon 4 151
Pickering 2 354
Oshawa 3 396
Whitby 2 504
Clarington 1 933
Analysis of Alternative Approaches
Alternative approaches were evaluated and ruled out.
• The Deputy CAO/Solicitor has been testing different methods of external service delivery to meet the Municipality’s
demand for legal services.
• In February 2022, a retainer agreement was signed with the Region of Durham to provide legal services.
• Although the arrangement with the Region has been helpful, there are some drawbacks to this approach.
Budget 2023 | 59
• The Region’s legal staff are not as familiar with the people and programs within Clarington, and it is time
consuming to provide the Region’s lawyers with all the necessary contextual information. A dedicated staff lawyer
would have an opportunity to build relationships with staff and to understand the business needs in a more
comprehensive manner.
• There is potential for conflicts of interest to arise when utilizing Region Staff to perform Clarington legal work.
Issues of confidentiality and solicitor-client privilege must be managed closely to prevent information transfer where
the Region and Clarington may have adverse interests.
• The managerial time demands placed on the Deputy CAO/Solicitor have reached a point where it is more efficient
to hire additional staff resources in the Legal Services Division to have independent carriage of a variety of legal
files.
• The Deputy CAO/Solicitor would remain the corporation’s senior legal officer, with supervisory responsibility for the
new staff lawyer as well as the law clerk.
Cost and Benefit Analysis
The compensation for the Associate Solicitor is Grade 10, commensurate with other Durham lakeshore municipalities, and
subject to a formal pay equity review.
Should the position be declined for the 2023 budget, external legal costs can be anticipated to escalate and/or service
level response can be expected to decrease.
Budget 2023 | 60
Chief Information Officer (CIO)
Overview
Executive Summary
• The role of technology in the day-to-day operations of the Municipality has grown exponentially over the past five
years. Since 2020, the Municipality has grown the use of technology in providing front-line service and improving
the efficiency of service delivery; however, there remains a significant gap when we compare to municipalities our
size in the Greater Toronto and Hamilton Area.
• The Information Technology (IT) Division has been minimally resourced for years and this has reduced our ability
as an organization to make proactive, strategic investments and in improvements in our information technology
processes.
• The position will oversee the infrastructure and support of existing systems as well as the development of
innovative solutions for the delivery of municipal services.
Background
The current Information Technology Division consists of the IT Manager, Network Administration Supervisor,
Client/Applications Supervisor and Information Technology Business Development Supervisor and nine unionized
analysts and technicians. In 2017, an IT Strategic Plan was adopted for the 2017 to 2022 period. This plan identified
several critical issues including pent-up demand for technology solutions (both new and replacement of legacy solutions),
lack of formal process for prioritizing projects, lack of resourcing to provide advice to departments as a service partner,
and reliance on low/no cost solutions.
Since 2017, the Division has grown from a team of nine to the current complement of 13, the strategy recommended by
2022 a complement of 17 staff. In spite of this, the team has continued to be able to move forward on several initiatives
including the roll-out of the AMANDA system to replace LDO, improved help-desk system, intranet refresh, purchasing
workflow solution, staff scheduling, Microsoft 365 adoption, supporting a work-from-home infrastructure (deploying laptops
to staff, docking stations, remote access and security protocols) and increasing cyber security measures.
The COVID-19 Pandemic highlighted the need to be able to provide services electronically as staff were required to work
remotely (previously not supported), increasingly provide services electronically (through portals, virtual meetings, e-
Budget 2023 | 61
commerce). The in-house creation of an invoice approval workflow and a planning inquiry portal were significant
advancements in the use of technology to improve existing processes.
There continues to be processes that are heavily reliant on manual processes which requires proactive steps to improve.
This requires resources to identify, prioritize and project manage the implementation of improved technology. Many
municipalities have resourced a Chief Information Officer (or alternatively name Chief Technology Officer) to be the
strategic leader in using technology to provide innovative solutions and continuous improvement. The current structure of
the IT Department is focused on service delivery on existing infrastructure and solutions, the CIO will be responsible for
shifting this focus and assigning resources to proactive development of solutions. The CIO will also develop the next
Information Technology Strategic Plan and provide support to other departments in the development of their long-term
plans from an IT solution perspective.
Risks to the Municipality and Other Departments
• Current resourcing provides for reactive approaches to technology issues, this could result in lost opportunities for
other departments to improve their processes and gain efficiencies
• Current processes result in competing requests for assistance which inadvertently promotes departments sourcing
technology solutions independently. This can create redundancies, inefficiencies and added costs.
• Cyber security is increasingly becoming a risk to all municipalities. Increased resources overall to the IT Division
allows for the ability to provide more time and energy to securing our technology.
• The current IT Manager provides significant support to front-line issues including infrastructure placement and
troubleshooting which takes away from their ability to provide strategic direction and proactive solutions. Separating
the roles will provide the opportunity to focus on both strategic innovations and infrastructure management.
Timeline
If approved, a recruitment for the position will commence post budget approval with identified candidate in April 2023.
Position Summary
This position will report to the Deputy CAO/Treasurer and will have supervisory responsibilities of the Information
Technology Manager.
Budget 2023 | 62
The key role and function of the position will be to provide strategic guidance on technology and innovative solutions to
service delivery within the Municipality. The CIO will prepare the updated IT Strategic Plan and other related technology
planning needs. The CIO will become a strategic partner with departments to find innovative solutions to current and
future technology needs to meet the corporate goal of continuous improvement.
The position will supervise the IT Manager and provide support and managerial guidance to the division. Working with the
IT Manager, the CIO will develop the strategic long-term investment needs for the Municipality to ensure that we are on
the front-edge of investment in technology.
The position will oversee corporate IT projects, providing support for project managers and act as the project sponsor.
Comparative Analysis
The CIO role is a position which is evolving in growing municipalities. Many growing and larger municipalities have
identified the role as a necessity for strategic decisions in technology and innovation.
The Town of Ajax has a Manager of Technology and Innovation who supervises 21 full-time staff including: a Supervisor,
Infrastructure and Service Desk, Supervisor IT Projects, Supervisor, Business Solutions and a part-time technology and
innovation associate.
The City of Richmond Hill has their team split into Applications Services Section, Client Services Section, Technology
Infrastructure Section, IT Project Management Office and Geographic Information Systems (GIS) Section. The CIO is
responsible for IT Department.
The City of Oshawa’s IT team reports to the Commissioner of Corporate and Finance Services. The Director ITS/CIO has
five managers reporting to them including: Manager, GIS & Data Services; Manager, Business Applications; IT Project
Planning & Portfolio Manager; Manager, Cybersecurity & Infrastructure Operations; and Manager, Client Services. There
are 17 positions reporting to the management team for a total of 24 staff.
The Town of Whitby has moved Technology and Innovation Services into the Office of the Chief Administrator as part of
the Organizational Effectiveness portfolio (HR, Corporate Communications, Corporate Initiatives Project Management).
There are 28 full time staff in IT which includes a Director and administrative support (two), Infrastructure Services (five),
Business Solutions (eleven), Enterprise Solutions (five), and Client Services (five).
Budget 2023 | 63
Analysis of Alternative Approaches
Alternative approaches were evaluated and ruled out.
• A new position in the Office of the CAO under Corporate Performance for Technology Innovation was considered
but was ruled out as the synergies are considered to be stronger as a member of the IT Team. This would provide
close working relationship with those responsible for IT infrastructure, customer support and business
development.
Cost and Benefit Analysis
The proposed compensation for this position is Band 11 (Non-Affiliated).
Budget 2023 | 64
Business Continuity and Emergency Management Planner (CEMC)
Overview
Executive Summary
• The role of emergency planning currently rests within the portfolio of the Fire Chief. This role has expanded over
the years and has become a higher profile position since COVID-19. Moreover, this role will be of greater
importance as our climate changes and weather events become more common and their impact more significant.
The role of the emergency planner for the municipality will also have a greater focus on Continuity of Business
Operations for the corporation, risk associated with cyber attacks and other IT communications, supporting the
nuclear emergency portfolio and Regulatory compliance.
• The emergency planner will oversee the municipal emergency plan and coordinate with our regional, provincial,
and nuclear partners. The expansion of OPG nuclear generation capacity and long-term commitment to the
Darlington facility, this role will contribute to the coordinated planning of nuclear emergencies. Unlike the current
generating process, the new generation process is significantly different which, in turn, will require new prevention,
response and mitigation planning. The role will also be responsible for public education, training of municipal staff
and ensuring Regulatory compliance.
Background
The current emergency planning responsibilities rest with the fire chief, the time allocated competes with other
responsibilities and daily functions. The emergency plan is a living document and requires consistent attention to assess
the changing municipal risk, consequences of the risk and to ensure continuity of operations for the corporation as a
whole is developed and maintained.
The environment post Covid has identified opportunities to address municipal emergencies and risk, this emergency event
highlighted the speed in which an emergency can occur and impacts to the municipality. Pre Covid, emergency planning
focused on weather impacts, natural disasters as an example. Covid identified other aspects of emergency planning,
specifically continuity of operations. There is now a greater reliance on remote work which requires a greater focus on
cyber security to ensure that municipal services are maintained coupled with identification of new technologies to support
an effective emergency planning process
Budget 2023 | 65
The emergency planner will collaboratively with the SLT to develop, implement, test and maintain continuity of operations
plan for all corporate and municipal services.
The emergency planner will also act as the municipal Community Emergency Management Coordinator (CEMC).
Risks to the Municipality and Other Departments
• An emergency plan that examines municipal risks from a larger corporation perspective.
• A continuous evaluation of consequences associated with the identified risks.
• An ongoing evaluation of the municipality’s ability and capacity to respond to identified risks.
• Evacuation plans and validation of the plans.
• Continuity of municipal operations in a weather event, electrical outage, staffing shortage or events relating to
Information Technology/Communications.
• A greater focus on the nuclear plan with external stakeholders.
Timeline
If approved, a recruitment for the position will commence post budget approval with identified candidate in April 2023.
Position Summary
This position will report to the Director of Emergency and Fire Services and will not have supervisory responsibilities.
The key role and function of the position will be to oversee the municipal Emergency Plan, testing our plan our municipal
risks and measuring the consequences. The role will expand to include a vital function of corporate continuity of
operations.
The position will ensure compliance with the Emergency Management and Civil Protection Act that is overseen by
Emergency management Ontario. Compliance with the Act and Regulation requires annual updates to the emergency
plan, relevant municipal by-laws, public education programs and annual emergency exercise and training members of the
Emergency Control Group.
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This position will be responsible for maintaining the Emergency Operations Center (EOC), ensuring the EOC remains in a
state of readiness and relevant materials to support an incident.
This position will play an important role with our provincial, municipal partners as well as maintaining a strong relationship
with OPG. This will include the development and delivery of public education programs, maintaining and testing of public
alerting systems.
A corporate focus to ensure the municipality develops and maintains a strong continuity of operations plan. This basis of
the plan will ensure the municipality can provide essential services in the event of a significant weather event, staffing
shortage or incident relating to IT / communications. This role will also work closely with departments the event of a labour
disruption.
The preparation of an annual report to Council, through the CAO on the municipality’s critical infrastructure, identified risks
to the corporation and overall report on the readiness of our emergency operations.
Comparative Analysis
The Emergency Manager role is a position which is evolving in growing municipalities. Many growing and larger
municipalities have identified the role of emergency planning as full time position. In conducting a comparative analysis,
Clarington is unique in the perspective that we a significant nuclear footprint in our municipality which will be increased in
the coming years.
Analysis of Alternative Approaches
Alternative approaches were evaluated and ruled out.
• In order to allow the fire chief to dedicate greater focus on emergency planning a share of his daily responsibilities
will need to be reassigned to other fire management staff. Currently, with the only 2 management staff, the capacity
is not available and therefore a third Deputy Chief or an Assistance Chief would need to be added. The salary for
this position would be significantly greater than an emergency manager. Although some daily functions of the
CEMC would be removed from the fire chief’s portfolio, many of the department’s functions will still require the fire
chief’s attention.
Budget 2023 | 67
Cost and Benefit Analysis
The proposed compensation for this position is Band 6 (exempt).
In determining the salary range various reviewed various municipal comparators
Norfolk County - $46.08/hour (approximate salary of $95,846 based on 40 hour week)
Region of Durham - $96,000- $103,000 – CUPE
City of Burlington – $92,766-$115,958 – Exempt
The salary for this position will be funded through the Ontario Power Generation Agreement
Budget 2023 | 68
Heavy Equipment Operator (Roads)
Overview
Executive Summary
The Heavy Equipment Operator staffing request is based on the existing and forthcoming needs of the Department to
effectively maintain the road network and associated infrastructure. There is a need for an additional Heavy Equipment
Operator in the Roads section to assist in the ongoing maintenance of our road network for summer and winter
operations.
Background
The Public Works Department is responsible for the daily operation and maintenance duties such as street sweeping,
pedestrian facilities, rural roadside mowing, patching, refuse collection, roadside ditching, culvert installation, stormwater
maintenance, daily road patrols, winter patrol, on-call emergency response and winter maintenance of roads, municipal
facilities, parking lots and trails. For example, some of the assets needing continuous maintenance include the following:
• 1900 lane kilometers of roads
• 31 Assigned plow routes
• 57 kilometers of guiderail
• 354 kilometers of sidewalks
The Public Works Department Roads section requires an additional Heavy Equipment Operator and is most apparent
during winter maintenance. Currently snowplow route B1 does not have a dedicated staff member and is being filled by
utilizing auxiliary staff who normally perform alternate duties such as Forestry, Cemetery and Streetlight maintenance
duties. Although the alternate staff are qualified to perform winter maintenance, the main duties associated with those
positions are neglected and create a backlog of work orders that result in a decrease in level of service for those core
duties.
The Heavy Equipment Operator will be responsible for winter maintenance of a designated route assigned during winter
control operations. When winter maintenance is not required or during summer maintenance the heavy equipment
operator will be utilized for other roads related maintenance duties that are assigned by the corresponding supervisor.
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The primary focus during summer maintenance will be roadside mowing, particularly guiderail trimming. This is an
important road maintenance task as not only does it improve sightlines it also allows for proper inspection of existing
guiderail systems for repairs and drainage issues. The current resources for guardrail trimming require four to five staff
with traffic control setup and the manual trimming around guiderails as per the below images.
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As part of the 2023 equipment budget submission, Public Works will be requesting an additionall Agriculture type tractor
with boom and a mower cutting head purpose built to cut around steel beam guiderails and guideposts. This additional
piece of equipment will require one Heavy Equipment Operator to complete the guiderail trimming, allowing the exisitng
compliment of staff to focus on other core duties throught the summer months such as walkway maintenance and BIA
cleanup.
Risks to the Municipality and Other Departments
• It is anticipated that without the support of the additional Heavy Equipment Operator in the Public Works
Department Roads section, there will be struggles to complete winter maintenance within the timelines dictated by
Minimum Maintenance Standards. Continuing to utilize auxiliary staff will result in workorder backlog that will
decrease our level of service in other core duties.
Budget 2023 | 71
Program Description
Timeline
The position would be required as soon as possible to assist with the upcoming winter control season. If the previously
noted equipment is also approved, it is anticipated that this would be procured in the first quarter of 2023 with delivery
anticipated for the upcoming roadside mowing season.
Position Summary
Reporting to the Public Works Supervisors, the Heavy Equipment Operator is responsible for the general operation and
maintenance of heavy equipment throughout Municipal Roads and Right-of-ways.
Key Duties and Responsibilities
• Operating all heavy equipment in the Department in accordance with approved levels of service.
• Performing routine maintenance on roads, parks, cemeteries and construction equipment.
• Operating snowplow and sand equipment; responding to a high level of after hour call-ins for these activities.
• Recommending appropriate equipment utilization and setting up equipment and work sites in accordance with
construction safety standards and Municipal Policy.
• Providing direction and guidance to staff on work sites.
• Adhering to prescribed safety practices while operating equipment to ensure the safety of the traveling public and
co-workers.
• Performing duties in accordance with the Occupational Health and Safety Act, Highway Traffic Act, Minimum
Maintenance Standards, Municipal policies, and procedures.
• Other duties as assigned.
Relationship to Council’s Strategic Priorities
The addition of the Heavy Equipment Operator and specialized equipment will allow us to optimize staff resources and
increase service levels to our connecting paths, walkways, downtown cores, and trails.
Budget 2023 | 72
Climate Change Considerations
Not applicable.
Comparative Analysis
Many Municipalities currently perform guiderail trimming the same as we do, traffic control and manually trimming each
location. In the past some have utilized a pesticide spray to control roadside growth, but this is no longer an acceptable
practice.
Public Works staff attended a demonstration hosted by Northumberland County as they are currently renting the guiderail
mowing attachment noted above and are having great success. It has allowed them to re-direct staff and equipment
resources to other duties. With the task now being considered a mobile operation under Book 7, temporary traffic control,
it allows a single operator to perform the task with a single piece of equipment while increasing overall efficiency and
frequency of regular maintenance.
Analysis of Alternative Approaches
Alternative approaches were evaluated and ruled out.
• Alternative approach would be to continue with the same compliment of staff and equipment with its current
inefficiencies and potential service level disruption with winter control, roadside mowing, and guiderail trimming.
• Another alternative approach would be to increase our compliment of staff to perform guiderail trimming but has
been ruled out as that would require multiple additional staff versus one additional staff member to perform the
task. This would also fail to address the current vacant snowplow run that is performed by auxiliary staff who have
to put their core functions on hold.
Cost and Benefit Analysis
The compensation for the Heavy Equipment Operator is Code 5, $28.22 - $34.93 per hour (2021 rate) of the Outside
Collective Agreement.
Budget 2023 | 73
The cost benefit of this additional position will reduce the use of staffing resources by a ratio of 4:1 to perform the same
task while also increasing our frequency of roadside mowing, particularly guiderail cutting. This will also increase our level
of service for other core functions throughout the Municipality.
Heavy Equipment Operator (Parks)
Overview
Executive Summary
The Heavy Equipment Operator staffing request proposed by the Public Works Department is based on the existing and
forthcoming needs of the Department to effectively maintain the trails, parks, open spaces, and associated infrastructure.
There is a need for an additional Heavy Equipment Operator in the Parks section to assist in the ongoing maintenance of
our public spaces in summer and winter operations.
Background
The Public Works Department is responsible for the daily operation and maintenance of duties such as trail sweeping,
pedestrian facilities, rural roadside mowing, refuse collection, on-call emergency response and winter maintenance of
roads, municipal facilities, parking lots and trails. For example, some of the assets needing continuous maintenance
include the following:
• 35 Kilometers of trails
• 60 Parks & Playgrounds
• 16 Splash pads
• 54 Sports fields
The Public Works Department Parks section requires one Heavy Equipment Operator to assist with the ongoing
maintenance of trails, parks, and open spaces. The primary tasks during summer maintenance will be trail
cutting/brushing and sweeping. Sweeping will be performed on trails, parks, downtown cores, and parking lots. This is an
important maintenance task as it not only improves sightlines on trails it also allows for proper inspection to identify
potential hazard and drainage issues. The current resources for trail trimming require multiple staff members manually
Budget 2023 | 74
trimming around and along trail sides. As part of the 2022 budget, an appropriate sized tractor with reach mower
attachment has been procured to perform these tasks.
The Heavy Equipment Operator will also be responsible for winter maintenance of a designated route assigned during
winter control operations. When winter maintenance is not required, or during summer maintenance, the Heavy
Equipment Operator will be utilized to continue trail maintenance duties as assigned by the corresponding supervisor.
As part of the 2023 equipment budget request, Public Works will be requesting an EV mini sweeper designed for smaller
spaces compared to existing street sweepers. This additional equipment and Heavy Equipment Operator will allow the
exisitng compliment of staff to focus on other core duties throughout the summer months such general parks and
sportsfiled maintenance.
Risks to the Municipality and Other Departments
• It is anticipated that without the support of the additional Heavy Equipment Operator in the Public Works
Department Parks Section, there will be struggles to complete trail and parks maintenance to an acceptable level of
service. By continuing to utilize our current staff compliment it will likely result in workorder backlog that will
decrease our level of service in other core duties.
Program Description
Timeline
The position would be required as soon as possible to assist with the upcoming winter control season. If the previously
noted equipment is also approved, it is anticipated that this would be procured in the first quarter of 2023 with delivery
anticipated for the upcoming summer season.
Position Summary
Reporting to the Public Works Supervisors, the Heavy Equipment Operator is responsible for the general operation and
maintenance of heavy equipment throughout Municipal Parks, trails, open spaces, and Right-of-ways.
Budget 2023 | 75
Key Duties and Responsibilities
• Operating all heavy equipment in the Department in accordance with approved levels of service.
• Performing routine maintenance on roads, parks, cemeteries and construction equipment.
• Operating snowplow and sand equipment; responding to a high level of after hour call-ins for these activities.
• Recommending appropriate equipment utilization and setting up equipment and work sites in accordance with
construction safety standards and Municipal Policy.
• Providing direction and guidance to staff on work sites.
• Adhering to prescribed safety practices while operating equipment to ensure the safety of the traveling public and
co-workers.
• Performing duties in accordance with the Occupational Health and Safety Act, Highway Traffic Act, Minimum
Maintenance Standards, Municipal policies, and procedures.
• Other duties as assigned.
Relationship to Council’s Strategic Priorities
Active transportation continues to be in the spotlight for Council and promote the use of our parks, trails and opens
spaces during the winter months. As those facilities continue to grow and expand so will the need service those locations.
With having those staff resources re-assigned to other core functions, it will allow an increase in service level to our
connecting paths, walkways, downtown cores, and trails.
The procurement of an EV mini sweeper would be in line with the council adopted EV strategy and further assist lowering
the Municipalities overall carbon footprint.
Climate Change Considerations
The position supports the use of an EV mini sweeper compared to traditional internal combustion equipment.
Budget 2023 | 76
Comparative Analysis
Many Municipalities currently utilize smaller specialty equipment to perform trail maintenance. A small tractor with boom
mower attachment is in line with neighboring Municipalities equipment compliment. The same is also true with the
utilization of a mini sweeper for trails, downtown cores, parks, and open spaces. This specialized equipment allows us to
maintain public areas we currently don’t have the ability maintain to the same service level as other locations. The
proposed Heavy Equipment Operator would be utilized to operate each piece of equipment during the corresponding
season and assist with winter control activities.
Analysis of Alternative Approaches
Alternative approaches were evaluated and ruled out.
• An alternative approach would be to continue with the same compliment of staff and equipment with its current
inefficiencies and potential service level disruption with trail maintenance, parks upkeep, and debris.
Cost and Benefit Analysis
The compensation for the Heavy Equipment Operator is Code 5, $28.22 - $34.93 per hour (2021 rate) of the Outside
Collective Agreement.
Budget 2023 | 77
Two (2) Permanent Part-Time Labourers
Overview
Executive Summary
Over the past two years, especially with the Covid-19 Pandemic, we have experienced an increase in the usage of our
parks, recreational outdoor space and trail systems. This has increased our requirement to collect refuse during the winter
control season. During our regular summer operations, we utilize seasonal labourers to perform this task. There is
shortage of staff availability to perform this task throughout the winter control season as all current available staff are
utilized to perform winter control.
Background
As the municipality has increased the number of trails we maintain in the winter to encourage active transportation and
physical activity, there is also an expectation to keep our parks and trail system clean and presentable. When staff are
assigned to winter control other tasks often must be rescheduled until resources allow them to be completed. This can
lead to refuse collection being postponed for long periods of time which is unsightly as well as a public health concern.
During the winter months, all Public Works staff are required to perform winter control as their primary function, this
includes our parks staff as well as Cemetery and Forestry staff. The two permanent part time staff requested would be
scheduled to provide refuse collection in our trails, parks, and assist with cemetery interments. These additional staff are
needed to help provide the appropriate level of service as all current available staff are assigned to winter control to meet
our obligations under the Minimum Maintenance Standards for Ontario Highways.
Risks to the Municipality and Other Departments
• The potential risk is failing to meet desired service levels throughout the Municipality consistently. The public have
an expectation for parks and open spaces to be maintained to a desired standard including refuse collection.
Budget 2023 | 78
Program Description
Timeline
This position would be required as soon as possible to help ensure we continue to meet our intended level of service for
refuse collection throughout the Municipality.
Position Summary
The position will be responsible for the general maintenance of parks, trails, sports fields and in a part-time capacity. The
proposed shifts will be scheduled between Friday to Monday.
• Key Duties and Responsibilities
• To provide maintenance, including but not limited to; garbage pickup and removal at Municipal Park properties,
trails, open spaces and cemeteries to ensure safe use by public winter operations, lawn, and sports field
maintenance,
• Planting and maintenance of Municipal flower and shrub beds
• Operate basic machinery, motor equipment and commercial power tools such as grass trimmers, blowers, lawn
mowers
• Provide road maintenance and repair such as patching, litter and garbage pick-up, traffic control
• Required to be available for afterhours call in
• Adhere to prescribed safety practices while operating equipment to ensure the safety of the traveling public and co-
workers
• All duties must be performed in accordance with the Occupational Health and Safety Act, municipal policies and
procedures
• Must uphold the Municipality’s commitment to providing a high level of customer service
• Other duties as assigned
Budget 2023 | 79
Relationship to Council’s Strategic Priorities
Active transportation continues to be in the spotlight for Council and promote the use of our parks, trails and opens
spaces during the winter months. As those facilities continue to grow and expand so will the need service those locations.
These additional positions will allow the Municipality to ensure adequate refuse collection and general maintenance to
those locations during the winter control season.
Climate Change Considerations
These positions will ensure that refuse it collected in a timely fashion year-round to prevent refuse cans from overflowing
and littering our parks, trails, and open spaces.
Comparative Analysis
Most Municipalities service refuse collection using seasonal or part-time staff throughout the year for trails, parks, and
open spaces.
Analysis of Alternative Approaches
Alternative approaches were evaluated and ruled out.
• Alternative approach is to continue to utilize fulltime staff to complete refuse collection during winter control months
but with the understanding that with single or multiple day snow events a disruption in refuse collection will be
experienced throughout parks, trails, and open spaces. This could result in poor service levels and concerns from
the public and external stakeholders.
Cost and Benefit Analysis
The compensation for the Permanent Part Time Labourers is Code 1, $21.36 per hour, maximum of 24 hours per week of
the Outside Collective Agreement.
Budget 2023 | 80
Business Analyst
Overview
Executive Summary
• A study was completed on Payroll and Job Allocation Process review. This makes 28 recommendations focused on
creating stable contributions to the reserve fund for the replacement of fleet equipment, cost savings, the
establishment of key performance indicators, and optimizing process efficiencies.
• Based on the report and successful implementation through 2024, there is upwards of $500,000 of cost avoidance
and cost savings based on improvements outlined in the recommendations. Securing this position ensures those
cost avoidance measures, and further operational improvements are continued and sustained over time.
Background
In the Fall of 2022, funding was provided through the Audit and Accountability Fund to undertake a study to review the
Public Works Payroll and Job Allocation processes. The results of this report were provided to the Internal Auditor for the
Municipality on December 20, 2022.
This report clearly outlines 28 recommendations that are aimed at improving the administrative and operational
components to payroll and job allocation processes within Public Works. The main goal of these recommendations is to
develop a plan to achieve long-term continuous improvement and implement change to achieve efficiencies. These
practices lead to long-term cost avoidance and/or cost-savings for the operating budget, and increased contribution to the
reserve fund to assist in the fleet replacement of vehicles and equipment within the department. There are
recommendations made in 6 key areas: Governance/Environment, Measures/Reporting, People/Organization, Policies
and Materials, Equipment/Technology, and Methods/Processes.
The report further breaks down action items under the 6 areas of focus. The report lays out a proposed timeline to
complete the work and implement the recommendations. Implementation items start as early as Q3 2023 and carry
through to 2025.
The main purpose of the proposed Business Analyst position is to work towards the implementation of the Payroll Job
Allocation Report within the first two years. Subsequently, the position would focus on supporting a long-term continuous
improvement (CI) mindset that supports change within the Department. This will happen by building sustainability around
Budget 2023 | 81
KPIs and developing work plans to drive ongoing process reviews. Further to the above, this position will ensure the long-
term success of the Public Works Department in strategically leveraging software and technology, ensuring KPIs are
sustained, providing data analytics allowing the PW Leadership team to make data-driven decisions, and ensuring
appropriate linkages are maintained to the Asset Management plan, support the development of accurate lifecycle
replacement, and the Corporate Continuous Improvement efforts.
Risks to the Municipality and Other Departments
• Maintain current processes by maintaining dated, inefficient/manual process methodologies, staff capacities are
not maximized, potentially leading to increased pressures on the budget, increased staff burnout, and increased
errors
• Decreased Reliance on statistical and data-driven decisions: lack of KPIs, associated statistical analysis and
recommendations, the operation would continue to run inefficiently with challenges in reporting on
• Project Management Development: development of project management skills, including work plan development,
strategic planning, and linkages to corporate priorities. Reporting outcomes would not include quantitative and
qualitative data, and business cases and improvements remain anecdotal and less data driven.
• Financial Pressure: Continued resource shortages and outdated overly burdensome processes would continue to
tax the service delivery of the department, increasing costs to the taxpayers. Issues with truly evaluating the cost of
service without significant manual calculations would continue, thereby reducing the effectiveness of evaluating in-
house vs. contracted-out services.
Program Description
Timeline
If approved, a recruitment for the position will commence post-budget approval with identified candidate in March 2023.
The position would be required during Quarter 1 of 2023, with an aim to have the person in place by March 20, 2023. This
position would be able to start at the beginning and roll out of the Payroll and Job Allocation Project Implementation and
continue to work through the recommendations to completion while supporting and developing ongoing work plans within
the Public Works Department.
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Position Summary
Reporting to the Director of Public Works the successful candidate will be part of the department’s management team and
will be responsible for assisting in providing strategic direction to the department through business management, project
planning, and Continuous Improvement initiatives. They will represent the department on corporate committees and
initiatives.
Key Duties and Responsibilities
• Data Analytics, Performance Measures, and Business Planning – creating performance benchmarks, and KPIs to
measure and report on departmental performance. Identifying and implementing performance benchmarks,
standards, and measurement tools through all business units. Analyzing data and statistical trends and reporting
through quarterly reports. Utilize analytics and metrics to develop department strategies to prepare business plans
and reports. Identify efficiencies to support business cases, including return on investments, gap, and risk analysis
• Administration and Compliance – Assist the director with sensitive correspondence and documentation, Support
report writing for the director through research and background information, including compiling, and analyzing
statistical and financial information. Manage and develop work plans to implement fulsome e-solutions and
integrations including scheduling software, and integrations between current and future systems.
• Project Management – leads departmental projects and teams to achieve continuous improvement. Evaluate
programs and processes by conducting workflow analysis, lead service delivery reviews for various business units
and ensure effective change management practices are applied. Ensure appropriate project charters, work plans,
and reporting requirements are identified and delivered in each project.
• Human Resources and Labour Management – develop feedback and continuous improvement program for staff to
submit ideas and identify challenges with process, respond to submissions in conjunction with the management
team. Strategize and support the director with staff planning and forecasting Facilitate meetings with staff to
discuss challenges, address conflicts, resolve problems, and increase process improvement. Assist director in
monitoring staffing trends including monetary trends compared to other departments, attendance management
data and trends. Support promotional campaigns and liaise with communications for staff recruitment. Direct
supervision of Operations Process Coordinator.
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• Risk and Issue Management – receives, troubleshoots, and responds to inquiries, requests, or complaints from
internal and external stakeholders
• Identifies the ongoing development, assessment, and implementation of training, specifically in administrative and
technology components, work in conjunction with the Departmental Ops Equipment Training Coordinator.
• Budget and Financial Management – provide budget recommendations for the department based on business
plans, service delivery reviews, and strategic planning. Monitor and identify budget variances and issues following
up with financial analysts on discrepancies. Prepare costings for projects and developing annual operating and
capital budgets in collaboration with the management team.
Relationship to Council’s Strategic Priorities
Continuous improvement, strategic planning, and data-driven decision link to financial sustainability. This aligns with the
strategic plan’s goals of a strong economy and sustainable infrastructure. Focusing on modernization in operational
efficiencies ensures route optimizations, job allocation optimizations, and lifecycle replacement optimizations lend to a
fiscally responsible operation that optimizes the value of our service delivery to the customer.
Climate Change Considerations
Increased efficiencies lend to route optimizations, fleet optimization, and efficiently running machines all lend to lower fuel
consumption, and less driving, thereby supporting our Climate Action Goals of reduction of Green House Gas emissions.
Comparative Analysis
Business Analysts exist in many municipalities within Departments, so they are focused on a clearly defined set of
responsibilities. They are responsible for ensuring financial considerations are coordinated with financial analysts to
ensure the alignment of budgetary requests. Areas, where business planning and analytics are at the core of decision-
making, lend to the overall operational success and prudent fiscal management in the delivery of services.
An example of a continuous improvement service review led through a continuous improvement and business analyst
lens that achieves these results is the garbage route optimization that was undertaken in Oshawa in 2017-2018. This
route optimization project resulted in increased garbage collection locations, a more fuel-efficient route with less cross-
over, a reduction in overtime, and increased staff capacity to address other items that were “falling behind.” The project
Budget 2023 | 84
resulted in better customer service and service delivery, cleaner parks, less staff burnout, and increased happiness and
engagement. An example of what can be accomplished and positively impact many areas.
Analysis of Alternative Approaches
Alternative approaches were evaluated and ruled out.
• Continue to hire external consultants to conduct service-level reviews
• Continue overly burdensome manual processes which exasperate resource pressures and inefficient use of
available technology.
Cost and Benefit Analysis
The compensation for the Business Analyst is Grade 5 on the Non-Affiliated Grid. The proposed job responsibilities and
description were benchmarked with the comparable Business Coordinator position in Emergency and Fire Services,
landing it within the same job grid. A full pay equity evaluation would be completed within the first year of approval for the
position.
Considering the focus of the position, the Business Analyst, applying a CI approach will concentrate on process
improvement resulting in reportable cost avoidance, or cost savings. These metrics in years one and two could lead to
approximately $500,000 in cost avoidance and savings as per the report conducted on the Payroll and Job Allocation
review. With continued oversight, ensuring effective contributions to the reserve fund, and linkages with strategic priorities,
this position stands to increase efficiencies and neutralize much of the salary cost to the operating budget.
Budget 2023 | 85
Capital Works Engineer
Overview
Executive Summary
• New position to support capital infrastructure program planning and implementation in the Infrastructure
Engineering Division of the Planning and Infrastructure Services Department.
• Manage and coordinate capital infrastructure projects being completed in-house or by third party consultants.
• Support the Development Engineering Division and ensure that capital planning is aligned with current and future
Development needs.
• Represent and support the Municipality on external projects / initiatives for various stakeholders such as Metrolinx,
MTO, Region of Durham, surrounding area municipalities, conservation authorities, etc.
Background
Currently, the Infrastructure Engineering Division consists of six main staff members responsible for the design,
coordination and implementation of a $27M annual capital budget. These staff members are as follows:
• Capital Works Supervisor
• Capital Works Engineer
• Landscape Architect
• Capital Works Coordinator
• Construction Coordinator
• Senior Construction Inspector
Of these six, only three are involved in the design and project management of civil infrastructure projects.
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With the rapid projected growth in the Municipality of Clarington over the next two decades, the Infrastructure Division
would like to expand our team to keep up with the demand for infrastructure growth and need for continual and increasing
infrastructure replacement and upgrade.
The Municipality of Clarington has a unique mixture of an older historic core in downtown Bowmanville and Newcastle as
well as continuous expanding development in all three main urban centres. This combination puts a large demand for
infrastructure maintenance / upgrades / improvements as well as expansion to support growth. As this demand continues
to rise, the workload of the Infrastructure Division increases through the addition of new projects.
The engineering industry is also experiencing a labour shortage in both the public and private sectors. This shortage is
driving up salaries and consultants are forced to pay more to retain staff and provide the required services to their clients.
As a result of this, consultants in the private sector must increase their fees to cover costs and make a profit. The
Municipality of Clarington is experiencing these increases which makes it more difficult to procure Consultants to complete
our work within budget. With the addition of a Capital Works Engineer, the Municipality will be able to complete more
projects in-house at a lower project cost. This also supports Council’s direction to complete more work in-house as
opposed to hiring third party consultants.
For the complexity of projects that are typically completed in-house, the average cost to hire a consultant is approximately
$60,000 per project. The current salary range of a Capital Works Engineer is $97,000 to $118,000. If a Capital Works
Engineer can complete two in-house projects per year their salary would be accounted for through our capital budget. The
current Capital Works Engineer’s portfolio consists of the following project load:
• 7 in-house construction projects
• 3 Consultant led construction projects
• 5 Region of Durham led construction projects
• 2 Consultant led environmental assessments
• 1 Consultant led feasibility study
• Technical lead for GO Expansion
• Clarington Liaison for MTO highway projects
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With rising costs in a very competitive market, the Infrastructure Division is looking for ways to improve project schedules,
be more cost effective and increase the number of projects completed in order to keep up with the rapid growth that the
Municipality of Clarington is experiencing and address future growth projections.
Risks to the Municipality and Other Departments
• Economic Impacts: Continually increasing workload for the Infrastructure Division due to demand for new
infrastructure to support growth poses a risk with the current number of staff. Critical path projects to support
developments may experience delays which could result in negative economic impacts related to bringing
residents, services, businesses and jobs to the Municipality.
• Public Safety: Continually increasing workload for the Infrastructure Division due to deteriorating assets poses a
risk with the current number of staff. Critical projects to improve capital infrastructure may experience delays which
could result in safety risks to the public due to reduced level of service, poor condition, or failure of infrastructure.
• Operational Impact: With the increased workload of the Infrastructure Division comes the potential for significant
delays to the rehabilitation of our infrastructure. These delays will have a direct impact to the quality of services
received by residents and the ability of Operations staff to keep up with the additional maintenance needs.
• Financial Impact: Project delays will result in higher costs as inflation continues to rise at an unprecedented rate.
• Financial Impact: With increasing workload and current staff, the Infrastructure Division will have to procure
consultants to manage and complete more capital projects. This will result in higher project costs and therefore
higher budget requests.
Program Description
Timeline
Filling this position as soon as possible in 2023 will be critical to the successful implementation of the Capital
Infrastructure program.
Position Summary
Reporting to the Capital Works Supervisor in the Infrastructure Engineering Division, this position leads, manages,
designs, and executes major public infrastructure projects in the Municipality’s Capital Works Program from initial project
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conception, budgeting, Environmental Assessments, etc. through to detailed design and construction for projects related
to transportation, servicing, stormwater management, active transportation, recreational / parkland development in
addition to various atypical projects such as shoreline remediation, green initiatives, and railway safety infrastructure.
This position liaises and coordinates with Municipal, Regional, Provincial, and Federal agencies for joint execution of
major public infrastructure projects related to transportation and servicing infrastructure.
Furthermore, this position undertakes technical evaluation of industry advancements, performs independent research of
initiatives, authors reports for Council consideration, and trains/mentors subordinate staff in technical and managerial
capacities.
This position plays a critical role in supporting and encouraging growth in accordance with the Municipality’s Strategic
Plan through the implementation of major public infrastructure projects and maintenance of the Municipality’s
infrastructure assets for long term sustainability.
• Key Duties and Responsibilities
• Assist in the preparation, scheduling and implementation of the Departmental 9-year Capital Budget and the
forecasting of long-range infrastructure improvements.
• Independent professional design and co-ordination of various municipal infrastructure works including roads, storm
drainage works, sidewalks, street lighting, or other specialized multi-disciplinary projects as assigned.
• Apply advanced expertise in the review of submissions of engineering drawings or technical reports on municipal
projects including working knowledge of regional water and sanitary sewer systems.
• Designs and develops engineering plans, drawings and specifications, cost estimates and contract provisions,
ensuring compliance with Municipal, Provincial or Federal design criteria, regulations, and standard drawings.
• Develops annual and long-range maintenance programs for municipal infrastructure to assist the Municipality of
Clarington in managing their assets.
• Provide the Municipality of Clarington input to infrastructure projects undertaken by adjacent municipalities,
regional and provincial government agencies.
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• Provide input related to municipal infrastructure as it relates to development proposals for both site plans and
subdivisions.
• Preparation of various reports including reports to Council and interdepartmental reports and to external agencies.
• Negotiate at senior level with agencies, developers, and consultants.
• Liaise with other Municipal departments, consultants, residents, special interest groups and regulatory agencies.
• Attendance at public, committee and council meetings as required.
• Ability to conduct independent research to problem solve, develop strategies, and implement innovative solutions
technologies in performing the above noted tasks.
Relationship to Council’s Strategic Priorities
This position plays a critical role in supporting and encouraging growth in accordance with the Municipality’s Strategic
Plan through the implementation of major public infrastructure projects and maintenance of the Municipality’s
infrastructure assets for long term sustainability.
Climate Change Considerations
The addition of a new Capital Works Engineer will help support Clarington’s Corporate Climate Action Plan by
implementing adaptive and innovative designs into the Municipality’s infrastructure. This position can also support the
long-term management of municipal infrastructure and provide input into long-term land-use and infrastructure planning.
Comparative Analysis
Other Area Municipalities within the Region of Durham have multiple Project Managers / Engineers for infrastructure
project planning and delivery.
Analysis of Alternative Approaches
• Alternative approaches were evaluated and ruled out.
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• Approach #1: Hiring of Consultants to complete more capital infrastructure projects. This approach would result in
substantially higher project costs with less control over project schedule and budget. Due to a financially restricted
consultant procurement process, producing formal Requests for Proposals is very time consuming as well.
• Approach #2: Reducing the number of projects that get completed annually. This approach would result in
development delays, reduced level of service and further deteriorated infrastructure that in turn costs more to
maintain or replace.
Cost and Benefit Analysis
The compensation for the Capital Works Engineer is recommended based on the estimate below:
Compensation Benefits Total
$107,258 $36,108 $143,366
As mentioned above, at a top annual salary of $118,000, this position would only have to complete two in-house design
assignments per year to cover their salary. The current staff at this position is managing 10+ projects on behalf of the
Municipality of Clarington.
Budget 2023 | 91
Construction Inspector
Overview
Executive Summary
• New position to support capital infrastructure program implementation in the Infrastructure Engineering Division of
the Planning and Infrastructure Services Department.
• Provide inspection services for capital infrastructure and development related construction projects.
• Respond to complaints and inquiries related to construction, grading / drainage issues and traffic related issues.
• Represent the Municipality on third-party construction projects.
• Support the Development Engineering Division and ensure that construction is in compliance with Municipal
standards.
Background
The municipality has seen a considerable demand for both new and upgraded / replacement of infrastructure due to the
significant growth we are experiencing and the age of some of our existing infrastructure. This has resulted in a large
increase to the Municipality’s capital construction program. With only one Construction Inspector currently on staff in the
Infrastructure Engineering Division, a request for a second Inspector would help support on-going and future project load.
The Senior Construction Inspector in the Infrastructure Division currently provides these services for a large variety and
capital and development related projects providing support to both the Infrastructure Engineering and Development
Engineering Divisions. Additional staff support will help spread the workload and provide a higher level of service to the
Municipality and the public.
The Municipality is also currently experiencing a steep increase in fees for contract administration and construction
inspection services from third party consultants. Below is a list of projects awarded to consultants providing these services
through our engineering roster over the past two years.
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Date Project Fee
August 2020 2020 Pavement Rehabilitation $27,000
July 2021 2021 Pavement Rehabilitation 25,100
September 2021 Parkway & Flett Reconstruction 37,600
December 2021 Westlake SWMP Cleanout 21,375
July 2022 Bowmanville Cemetery Expansion 50,600
August 2022 Old Scugog Road Reconstruction 68,500
Additional staff at this position will allow the Municipality to complete more of this work internally. This will also help reduce
the impact if there is a change of scope during construction. Typically, scope changes require additional time and effort
which result in revised fees when consultants are hired.
• Risks to the Municipality and Other Departments
• Quality Control: A Construction Inspector’s main role and responsibility is to ensure that hired contractors are
completing their work in accordance with the contract documents, codes and municipal standards / specifications.
Without additional support at this position, the Municipality is at risk have a lower level of QA/QC on capital
infrastructure projects. This could result in sub-standard assets and future issues / costs.
• Public Safety: Construction Inspectors also ensure that Contractors are working safely and not putting themselves
or the public at risk during construction. Increased presence on site also ensures that the work is being completed
properly which avoids safety risks due to premature failure of assets in the future.
• Financial Risk: Reduced presence on construction sites may result in increased construction costs if the
Construction Inspector is not available on-site to verify quantities and work being completed. Negotiation and
mediation is also often required to ensure that the best interest of the Municipality is being protected.
• Financial Risk: Hiring consultants for an increased number of construction inspection assignments will increase
project costs and therefore increase budget requests.
Budget 2023 | 93
Program Description
Timeline
It is being requested that this position be filled as soon as possible to assist with the increasing construction inspection
workload in the Infrastructure Engineering Division.
Position Summary
Under the supervision of the Capital Works Supervisor, the Construction Inspector will be responsible for, but not limited
to, performing inspection services for construction of subdivision and capital works projects, and the review of municipal
engineering designs and development proposals.
Key Duties and Responsibilities
• Provide inspection and surveying services for subdivisions and capital works projects, including municipal and
regional servicing works, to ensure compliance with Municipal contracts, engineering drawings, development
agreements and construction safety regulations.
• Assist Management with the administration of complex municipal capital contracts, including the enforcement of
contract specifications, conducting site meetings, and ensuring deficiencies are corrected.
• Review engineering designs and development proposals and provide written recommendations and expertise to
ensure compliance with general engineering principles, Municipal policies, procedures and by-laws and applicable
Provincial legislation.
• Attend design and construction meetings and provide guidance to contractors, consultants, agencies and
authorities on issues relating to construction or design.
• Provide mediation and negotiation when conflicts arise, ensuring appropriate decisions are reached on behalf of
the Municipality.
• Liaise with the general public in a professional, courteous manner.
• Co-ordinate third party inspections with testing firms.
• Prepare cost estimates and provide recommendations relating to municipal or development projects.
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• Review Municipal Consent requests and recommend approvals to the Manager of Construction, ensuring all
requests comply with the Municipal Access Agreements, and tracking of all works and inspections.
• Calculate and process Development performance guarantees, Engineering Inspections fees, and Development
review fees.
• Review and recommend the reduction and/or release of securities being held by the Municipality.
• Provide and maintain accurate record keeping.
• Assist management with the review of site alteration applications; processing, and inspection of approved sites.
• Review all Utility Coordination Plans to ensure compliance with Municipal standards and attend all Utility pre-
construction meetings.
Relationship to Council’s Strategic Priorities
This position will help the sustainable long-term growth of our municipal infrastructure and support continued growth
across the Municipality.
Climate Change Considerations
N/A
Comparative Analysis
Town of Whitby – 12 full-time construction staff
Analysis of Alternative Approaches
Alternative approaches were evaluated and ruled out.
• Increase project costs by contracting construction inspection services
• Increase workload which may lower the ability to maintain adequate quality control on our construction sites.
Budget 2023 | 95
Cost and Benefit Analysis
The compensation for the Construction Engineer is recommended based on the estimate below:
Compensation Benefits Total
$67,203 $24,542 $91,745
• Consultant Inspection Service fees = $20,000 - $40,000 per project
• To cover position salary, a Construction inspector would only have to complete 2-3 projects per year.
• The current Senior Construction Inspector in Infrastructure Engineering has a vast portfolio of projects equaling
over $100,000 in consulting fees.
• The Construction Inspector can also provide cross-over support to Development Engineering as projected growth
and number of construction projects will increase drastically over the next 5 years.
Budget 2023 | 96
Transportation Engineer
Overview
Executive Summary
• New position to support planning, review, implementation and maintenance for transportation projects and
improvements resulting from ongoing development in the Engineering Development Division of the Development
and Planning Services Department.
Background
As the Secondary Plans go through the planning process and development moves forward, transportation planning and
implementation is becoming one of the vital components. This position would review and provide comprehensive
comments on all Transportation Master Plans and Transportation Impact Studies required as part of the Secondary Plans
ongoing within the Municipality. At the detailed design stage of development, this position would review all reports, models
and detailed engineering plans with respect to proposed transportation systems and improvements. This position would
also implement the Active Transportation Master Plan within Draft Plans and all new development opportunities. In
addition, the expertise from this position would provide input on the maintenance and operation of existing transportation
facilities in the Municipality.
Risks to the Municipality and Other Departments
• Liability: Without a comprehensive and complete review of all proposed transportation improvements, the
Municipality may become responsible for deficient facilities resulting in increased traffic congestion and conflict.
This position would have the expertise to do a comprehensive review to satisfy all Municipal requirements now and
in the future.
• Workload: The review of Transportation Impact Studies is currently shared between three staff members. With
increasing workloads as Secondary Plans are approved, the risk of introducing errors into all job responsibilities of
each staff member increases.
Budget 2023 | 97
Program Description
Timeline
Due to the number of Secondary Plans ongoing within the Municipality, this position should be filled as early as possible.
Position Summary
Reporting to the Manager, Development Engineering, the Transportation Engineer would review and approve all
Transportation Master Plans and Impact Studies required for new development applications to the Municipality. The
Transportation Engineer would also monitor existing traffic systems and make recommendations for improvements and
upgrades.
Key Duties and Responsibilities
• Review and approve Transportation Master Plans including but not limited to Transportation Impact Studies.
• Update and maintain Municipal Traffic Impact Study design guidelines.
• Implement and maintain transportation improvements within all development applications.
• Represent Department on any committees associated to Transportation.
• Train staff on current transportation strategies and design.
• Update Clarington Transportation Master Plan and Active Transportation Master Plan as required.
• Provide input to Official Plan review and update.
Relationship to Council’s Strategic Priorities
This position plays a critical role in supporting and encouraging the expansion of our transportation network growth in
accordance with the Municipality’s Strategic Plan for a Strong Economy.
Climate Change Considerations
The implementation of low impact development within the Municipal Right-of-Ways has many benefits to climate change
such as mitigation for heat islands and maintaining water balance.
Budget 2023 | 98
Comparative Analysis
Many Municipalities have a Transportation Engineer specifically responsible for the review of proposed improvements and
the maintenance of existing facilities.
Analysis of Alternative Approaches
Alternative approaches were evaluated and ruled out.
• Alternative 1: Work referred to consultant for review. This process would increase the costs as each development
has a transportation component that would need to be reviewed. The Municipality would be dependent on the
workload of the consultant which may interfere with our review schedule.
• Alternative 2: Train current staff at an external course. The available training courses are very broad and not
always applicable to the Municipality’s needs. It would require staff to be away from office to complete training
which would affect our resources significantly.
Cost and Benefit Analysis
The compensation for the Transportation Engineer is recommended based on the estimate below:
Compensation Benefits Total
$107,259 $33,635 $140,893
This position will improve review efficiencies by reducing the workload of the Development Review Technicians,
Engineering Co-Ordinator, Asset Management Supervisor and Capital Works Supervisor. It will create more resource
capacity within the Development Engineering Team to complete comprehensive development application reviews.
Budget 2023 | 99
Water Resources Engineer
Overview
Executive Summary
• New position to support planning, review, implementation and maintenance for stormwater management facilities,
including Low Impact Development in the Engineering Development Division of the Development and Planning
Services Department.
Background
As the Secondary Plans go through the planning process and development moves forward, stormwater management
planning and implementation is becoming one of the vital components. This position would review and provide
comprehensive on all Subwatershed Studies and Master Drainage Plans required as part of the Secondary Plans ongoing
within the Municipality. At the detailed design stage of development, this position would review all reports, models and
detailed engineering plans with respect to proposed stormwater management facilities. This position would also
implement low impact development within Draft Plans and all new development opportunities. In addition, the expertise
from this position would provide input on the maintenance and operation of existing stormwater facilities in the
Municipality.
Risks to the Municipality and Other Departments
• Liability: Without a comprehensive and complete review of all proposed stormwater management facilities, the
Municipality may become responsible for a deficient facility resulting in increased maintenance and operation costs.
This position would have the expertise to do a comprehensive review to satisfy all Municipal requirements.
• Workload: The review of stormwater management is shared between three staff members. With increasing
workloads as Secondary Plans are approved, the risk of introducing errors into all job responsibilities of each staff
member increases.
Budget 2023 | 100
Program Description
Timeline
Due to the number of Secondary Plans ongoing within the Municipality, this position should be filled as early as possible.
Position Summary
Reporting to the Manager, Development Engineering, the Water Resources Engineer would review and approve all
proposed stormwater management facilities within new development applications to the Municipality.
Key Duties and Responsibilities
• Review and approve Stormwater Management Reports including but not limited to Subwatershed Studies and
Master Drainage Plan Studies.
• Update and maintain Municipal stormwater management design guidelines
• Implement and maintain low impact development within all development applications.
• Represent Department on any committees associated to Stormwater Management and Flood Mitigation
• Train staff on current stormwater management strategies and design.
• Research, evaluate and present new stormwater management strategies to the Municipality
Relationship to Council’s Strategic Priorities
Stormwater Management is directly related to Environment Sustainability as it promotes water balance with low impact
development. Water balance helps to protect and sustain our existing Natural Heritage Systems.
Climate Change Considerations
The implementation of low impact development has many benefits to climate change such as mitigation for heat islands
and maintaining water balance.
Budget 2023 | 101
Comparative Analysis
Many Municipalities have a Water Resources Division specifically responsible for the review of proposed design and the
maintenance of existing facilities.
Analysis of Alternative Approaches
Alternative approaches were evaluated and ruled out.
• Alternative 1: Work referred to consultant for review. This process would increase the costs as each development
has a stormwater management study that would need to be reviewed. The Municipality would be dependent on the
workload of the consultant which may interfere with our review schedule.
• Alternative 2: Train current staff at an external course. The available training courses are very broad and not
always applicable to the Municipality’s needs. It would require staff to be away from office to complete training
which would affect our resources significantly.
Cost and Benefit Analysis
The compensation for the Water Resources Engineer is recommended based on the estimate below:
Compensation Benefits Total
$107,259 $33,635 $140,893
This position will improve review efficiencies by reducing the workload of the Development Review Technicians,
Engineering Co-Ordinator, Asset Management Supervisor and Capital Works Supervisor. It will create more resource
capacity within the Development Engineering Team to complete comprehensive development application reviews.
Budget 2023 | 102
Principal Planner-MTSA Secondary Plans, Community Planning
Overview
Executive Summary
Reporting to the Manager of Community Planning and Design, the Principal Planner MTSA is responsible for planning
policy development, management of Municipal Planning projects such as Secondary Plans and their related public
engagement programs.
Generally, Secondary Plans in Clarington are paid for by contributing Landowner Groups. Through Council endorsement,
the Municipality has entered into a funding agreement with a Landowner group to finance the Secondary Plan program
including additional funds to support the administration of the Secondary Plan. Given that the landowner groups have
financed the completion of the Courtice Transit Oriented Community Secondary Plan it is imperative that the Corporation
has the staff to support them. The update to the Bowmanville West Urban Centre Secondary Plan is financed by the
Municipality.
The completion of these two Secondary Plans are crucial to our efforts to bring the GO train to Bowmanville in a timely
manner.
Background
Currently, the CP Division is managing 11 Secondary Plans: four in Courtice, five in Bowmanville and two in Newcastle.
Budget 2023 | 103
Two of these Secondary Plans, Bowmanville West Urban Centre Secondary Plan (BWUC) and Courtice Transit Oriented
Community (CTOC), contain the two GO station sites and the surrounding Major Transit Station Areas. The Municipality is
very supportive of bringing the GO Train to Clarington. MTSAs are a significant focus for mixed use and higher density
growth. The Secondary Plans that are creating the land use plans for the MTSAs are key drivers for economic growth in
Clarington.
Budget 2023 | 104
Both the BWUC and CTOC Secondary Plans will incorporate housing affordability and sustainable design to promote
vibrant and complete communities. Both MTSAs are being planned to achieve a minimum density target of 150 people
and jobs per hectare, accommodating approximately 19,000 people and jobs and 18,000 people and jobs respectively.
Each secondary plan requires superior skills in negotiation, project management, and community relations as well as very
good understanding of land use plan concepts and development processes such as the specifics of site plans and
subdivision layouts proposed by the developers.
Secondary Plans are generally either led directly by Principal Planners or Senior Planners with direct oversight by a
Principal Planner.
Risks to the Municipality and Other Departments
• Financial: Contractually obligated to complete the CTOC Secondary Plan in a timely manner as outlined in the
Funding agreement.
• Council: Committed to Council to complete the Secondary Plans
• Planning Act: Planning Act requires 3-year supply of land available for development. As land is developed,
without new Secondary Plans completed we will no longer be in compliance with the Planning Act.
• DROP Policy: Region of Durham Official Plan policy requires Secondary Plans to be completed as a means to
plan land uses.
• Clarington Policy: OP policy requires land uses to be established through Secondary Plan program. Without the
Secondary Plan, Clarington will quickly run out of land available for development
• Public engagement: Public is aware of the ongoing Secondary Plan program as the means to plan land uses.
• Reduced lands available for Development: See above bullets
Budget 2023 | 105
Program Description
Timeline
The position is required immediately to support the existing Secondary Plan program.
Position Summary
Reporting to the Manager of Community Planning and Design, the Principal Planner – MTSAs will be responsible for
planning policy development including the management of the two MTSA Secondary Plans and their related public
engagement programs. Policy development helps guide Council to make decisions regarding key corporate functions
including open space and facilities planning and infrastructure investment.
The Principal Planner liaises with senior levels of government staff (Provincial, Regional and Conservation Authority).
The Principal Planner provides leadership and direction in Policy Planning in accordance with various statutory
regulations, policies and procedures to a variety of customers including the public, individual Councilors, Council (as a
whole), as well as to Planning Services and other municipal departmental colleagues.
Key Duties and Responsibilities
• Represent the Municipality in meetings with Landowner Groups, agencies, senior Provincial Government staff and
the public involved with these projects.
• Develop project Terms of Reference, advise Planning Management about the Project and guide the Purchasing
and Engineering Departments trough evaluation and recommendation of the award of the project to a consulting
team.
• Negotiate with the Landowners Groups regarding the project parameters including the process, technical studies
and timing.
• Responsible for advising the Manager of Community Planning and Design, regarding the budgets, including
financial verification of documents and the evaluation of invoices.
• Consult with Agencies and the public, including making presentations to the Planning and Development Committee
and hosting public information sessions.
• Assist the legal department with the preparation of funding and development agreements.
Budget 2023 | 106
Relationship to Council’s Strategic Priorities
The MTSA Secondary Plans will not only implement the Clarington Official Plan, but the Municipality’s Strategic Plan as
follows:
• to facilitate job creation in the Urban Centres and Employment Areas.
• to facilitate key projects such as the GO Rail stations.
• to manage growth through walkable neighbourhoods.
• to support affordable housing.
• to investigate further downtown revitalization programs.
• to promote resident engagement; and
• to enhance access to the natural environment.
Climate Change Considerations
Clarington Council adopted a sustainable, “green lens” approach to development
throughout the Official Plan. Secondary Plans, by design, will address the criteria
developed for Secondary Plans in Clarington’s Green Development Program and
will be guided by the Priority Green Development Framework.
It is intended that sustainable development principles and practices shall be
infused into every part of the Secondary Plan, including the design of
neighbourhoods and arrangement of land uses.
Comparative Analysis
All lower tier municipalities in the Region of Durham are preparing Secondary Plans as the means to establish land uses.
Staff at the Senior Planner or higher level, lead Secondary Plans throughout the Region.
Budget 2023 | 107
Analysis of Alternative Approaches
Alternative approaches were evaluated and ruled out.
• Consultants are already completing all tasks appropriate for non-staff.
• Less Senior staff do not have the expertise to lead Secondary Plan programs although are key to the completion of
daily activities.
Cost and Benefit Analysis
The compensation for the MTSA Principal Planner is recommended based on the estimate below:
Compensation Benefits Total
$97,952 $32,238 $130,190
Budget 2023 | 108
Two (2) Principal Planners- Secondary Plans, Community Planning
Overview
Executive Summary
Reporting to the Manager of Community Planning and Design, the Principal Planners are responsible for planning policy
development, management of Municipal Planning projects such as Secondary Plans and their related public engagement
programs.
Generally, Secondary Plans in Clarington are paid for by contributing Landowner Groups. Through Council endorsement,
the Municipality has entered into 9 funding agreements with Landowner groups. These funding agreements finance the
Secondary Plan program including additional funds to support the administration of the Secondary Plan. Given that the
landowner groups have financed the completion of these Secondary Plans it is imperative that the Corporation has the
staff to support them.
Background
Currently, the CP Division is managing 11 Secondary Plans; four in Courtice, five in Bowmanville and two in Newcastle.
Budget 2023 | 109
Two of these Secondary Plans, BWUC and CTOC, contain the two GO station sites and the surrounding Major Transit
Station Areas. The Municipality is very supportive of bringing the GO Train to Clarington. MTSAs are a significant focus
for mixed use and higher density growth. The Secondary Plans that are creating the land use plans for the MTSAs are key
drivers for economic growth in Clarington. In addition to these two Secondary Plans, the Bowmanville East Secondary
Plan (BEUC) will re-shape the east end of Bowmanville to include a potential medical campus to support the Bowmanville
hospital and mixed-use development on the former Goodyear lands.
The other eight secondary plans are largely residential. The population allocated to Clarington (to 2031) will be
accommodated in these Secondary Plan areas.
Budget 2023 | 110
Secondary Plans are generally either led directly by Principal Planners or Senior Planners with direct oversight by a
Principal Planner.
Risks to the Municipality and Other Departments
• Financial: Contractually obligated to complete the Secondary Plan in a timely manner as outlined in the Funding
agreement.
• Council: Committed to Council to complete the Secondary Plans
• Planning Act: Planning Act requires 3-year supply of land available for development. As land is developed,
without new Secondary Plans completed we will no longer be in compliance with the Planning Act.
• DROP Policy: Region of Durham Official Plan policy requires Secondary Plans to be completed as a means to
plan land uses.
• Clarington Policy: OP policy requires land uses to be established through Secondary Plan program. Without the
Secondary Plan, Clarington will quickly run out of land available for development
• Public engagement: Public is aware of the ongoing Secondary Plan program as the means to plan land uses.
• Reduced lands available for Development: See above bullets
Program Description
Timeline
These positions are required immediately to support the existing Secondary Plan program.
Position Summary
Reporting to the Manager of Community Planning and Design, the Principal Planners are responsible for planning policy
development, management of Municipal Planning projects such as Secondary Plans and their related public engagement
programs. The policy development helps guide Council to make decisions regarding key corporate functions including
open space and facilities planning and infrastructure investment.
Budget 2023 | 111
The Principal Planners liaise with senior levels of government staff (Provincial, Regional and Conservation Authority).
The Principal Planners provides leadership and direction in Policy Planning in accordance with various statutory
regulations, policies and procedures to a variety of customers including the public, individual Councilors, Council (as a
whole), as well as to Planning Services and other municipal departmental colleagues.
Key Duties and Responsibilities
• Represent the Municipality in meetings with Landowner Groups, agencies, senior Provincial Government staff and
the public involved with these projects.
• Develop project Terms of Reference, advise Planning Management about the Project and guide the Purchasing
and Engineering Departments trough evaluation and recommendation of the award of the project to a consulting
team.
• Negotiate with the Landowners Groups regarding the project parameters including the process, technical studies
and timing.
• Responsible for advising the Manager of Community Planning and Design, regarding the budgets, including
financial verification of documents and the evaluation of invoices.
• Consult with Agencies and the public, including making presentations to the Planning and Development Committee
and hosting public information sessions.
• Assist the legal department with the preparation of funding and development agreements.
Relationship to Council’s Strategic Priorities
A.1 Enhance two-way communication with community.
Each Secondary Plan includes a robust Public Engagement Program.
B.1 Complete the implementation of the Downtown Plans.
The Bowmanville West and MTSA Secondary Plan is an ongoing Secondary Plan. The Bowmanville East
Secondary Plan will support the implementation of Medical Cluster around the Bowmanville Hospital and the
Redevelopment of the Goodyear site.
C.1. Develop an Affordable Housing Policy.
Budget 2023 | 112
In support of the Affordable Housing Task force and Affordable Housing policies in the Official Plan, Secondary
Plans have including policies that require either financial or land donations upon approval.
Climate Change Considerations
Clarington Council adopted a sustainable, “green lens” approach to development
throughout the Official Plan. Secondary Plans, by design, will address the criteria
developed for Secondary Plans in Clarington’s Green Development Program and
will be guided by the Priority Green Development Framework.
It is intended that sustainable development principles and practices shall be
infused into every part of the Secondary Plan, including the design of
neighbourhoods and arrangement of land uses.
Comparative Analysis
All lower tier municipalities in the Region of Durham are preparing Secondary Plans as the means to establish land uses.
Staff at the Senior Planner or higher level, lead Secondary Plans throughout the Region.
Analysis of Alternative Approaches
Alternative approaches were evaluated and ruled out.
• Consultants are already completing all tasks appropriate for non-staff.
• Less Senior staff do not have the expertise to lead Secondary Plan programs although are key to the completion of
daily activities.
Cost and Benefit Analysis
The compensation for each of the Principal Planners is recommended based on the estimate below:
Compensation Benefits Total $97,952 $32,238 $130,190 - First Position
$97,952 $32,238 $130,190 - Second Position
Budget 2023 | 113
Planner I
Overview
Executive Summary
Planning Application activity has remained strong in 2022 and continues growth in anticipated for the coming years. It is
anticipated in the coming years Clarington will see development that far exceeds an additional 42,000 units in Clarington
as well as 40,000 jobs. To be prepared for this level of growth, and the customer service challenges that come with it, it is
crucial that our Development Review Division is equipped with the personnel with the capacity to process the anticipated
volume of applications and inquires.
Background
Centralized Customer Service
A large component of the Planner I role is to ensure the Municipality is providing excellent customer service. With over
1,800 inquiries to date in 2022,
Existing Development Applications
In 2021, the Planning and Infrastructure Services Department received 165 new development applications. Together, the
applications are proposing a total of 2146 new housing units and over 50,000 square metres of industrial and commercial
space. In addition to receiving new applications, open application from previous years continue to be processed by
Planning Staff. In 2021, approvals resulted in the approval of 2056 new housing units and nearly 30,00 square metres of
industrial and commercial space.
Expected Development Applications
Secondary Plans detail policies, in conformity with the Official Plan, to guide growth and development in defined areas of
the municipality where major changes are expected. Currently there are 11 ongoing Secondary Plans within the
municipality, and 1 Regionally adopted. Two of the Secondary Plans encompass Major Transit Station Areas, where
extensive growth and density will be allocated. It is anticipated in the coming years these Secondary Plans will result in an
additional 42,000 units in Clarington as well as 40,000 jobs. Once these long-term planning documents are approved, the
Development Review Division will be inundated with Development Application to implement the plans.
Budget 2023 | 114
Bill 109, More Homes for Everyone Act
On April 14, 2022, Bill 109, the More Homes for Everyone Act was approved. Notable amendments to the Planning Act
include requiring municipalities to provide refunds for zoning by-law amendment and site plan application fees where no
decision is made during the statutory timeframe. Changes to the approval process for zoning by-law amendment and site
plan applications will require municipalities to refund application fees if a decision is not made within the legislative
timelines. Refunds will be calculated on a graduated basis (i.e. 50%, 75% or 100%) depending on the number of days
following the application. This change will apply to applications made on or after January 1, 2023. The intent of this
change is to expedite the approval process by facilitating faster decisions on applications.
Risks to the Municipality and Other Departments
High Staff Turnover Rate: excessive workloads and pressures due to lack of staffing can cause staff turnover.
• Stressed Employees: Excessive workload will not only decrease the quality of work, but it also puts an extreme
amount of pressure on employees. Many may become overwhelmed with this extra work, struggling to get it all
finished on time and due to this become stressed. Stress can lead to mental health issues, which may force
employees to take numerous days off to recover.
• Decreased Work Quality: With more projects to manage and less time to work on each project, the quality of work
will inevitably decrease.
• Brand Damage: Brand damage can come from poor customer service, which can derive from the smallest of
factors. For example, applicants waiting extended periods of time for the applications to be processed and
reviewed. This can cause applicants to become frustrated.
Program Description
Timeline
The timeframes imposed by Bill 109 come into effect on January 1, 2023. Further, with the Regional Adoption of the
Southeast Courtice Secondary Plan as well as the pending approval of the Southwest Courtice Secondary Plan as well as
the Brookhill Secondary Plan we can anticipate numerous forthcoming development applications to implement these
Budget 2023 | 115
Secondary Plans. As a result, the position would be required as soon as possible, should the budget for the position be
approved.
Position Summary
The Planner I will report to the Manager of Development Review. The successful applicant will be responsible for carrying
out planning assignments. This position will focus on facilitating development applications in an efficient and timely
manner, carrying out research and assisting other branches with ongoing projects.
Key Duties and Responsibilities
• Assessing all pertinent information and preparing reports on development applications.
• Facilitating public consultation and responding to inquiries.
• Conducting site inspections and assisting with the enforcement of commitments, agreements and zoning by-laws.
• Making presentations to Council, at public information centres and to resident groups as required.
• Undertaking or reviewing studies, research projects and data analysis related to land use, environmental impacts,
feasibility and market studies, urban design reports and similar planning studies.
• Representing the Municipality and the Department in a variety of settings with other municipalities, agencies,
developers, citizen groups, residents and other departments.
• Appear before the OLT on minor variance applications.
• Daily contact with the public will require excellent customer service skills.
• Performing research tasks that will support the Department’s work program including the collection and analysis of
data and regular maintenance of departmental databases.
Relationship to Council’s Strategic Priorities
Councils Strategic Priorities include Engaged Communities, Strong Economy and Sustainable Infrastructure Growth. With
an additional principal level position, we can ensure current and upcoming projects are processed in a timely manner to
achieve these priorities.
Budget 2023 | 116
Climate Change Considerations
Principal Planners work on major and complex development applications. It is within these major and complex
development applications that we can incorporate climate change considerations. The more complex development
applications processed, the more ability we will have to achieve the municipalities goals.
Comparative Analysis
The Municipality of Clarington is the fastest growing Municipality in the GTHA. With ongoing projects such as Envision
Durham, which is currently evaluating Settlement Area Expansion Requests, which will increase development interest
significantly within the Municipality.
As is stands, the Municipality of Clarington is lacking in size and resources in comparison to neighbouring Municipalities.
Approving an additional Principal Planner would be a proactive approach to deal with the existing and expected volume of
development application anticipated in the coming years.
Analysis of Alternative Approaches
The following alternative approach was evaluated and ruled out.
• Reliance on Senior Staff: Currently, we are relying on senior staff to assist the entry-level positions. This is
reducing the amount of time they have to process larger more complex development applications. This is not a
sustainable approach moving forward.
Cost and Benefit Analysis
The compensation for the Planner 1 is recommended to be Code 12, 12 months based on the estimate below:
Compensation Benefits Total
$60,149 $22,179 $82,328
Hiring an additional Principal Planner will allow for an efficiency in processing applications internally. This efficiency will
save the municipality in current outsourcing of applications and overtime being paid to senior staff currently inside the
Collective Agreement.
Budget 2023 | 117
Principal Planner
Overview
Executive Summary
Planning Application activity has remained strong in 2022 and continues growth in anticipated for the coming years. The
processing of the eleven Secondary Plans and planned GO Stations will continue to lead development interest within the
Municipality. It is anticipated in the coming years these Secondary Plans will result in an additional 42,000 units in
Clarington as well as 40,000 jobs. To be prepared for this level of growth, it is crucial that our Development Review
Division is equipped with the personnel with the capacity to process the anticipated volume of applications.
Background
Existing Development Applications
• In 2021, the Planning and Infrastructure Services Department received 165 new development applications.
Together, the applications are proposing a total of 2146 new housing units and over 50,000 square metres of
industrial and commercial space. In addition to receiving new applications, open application from previous years
continue to be processed by Planning Staff. In 2021, approvals resulted in the approval of 2056 new housing units
and nearly 30,000 square metres of industrial and commercial space.
Expected Development Applications
• Secondary Plans detail policies, in conformity with the Official Plan, to guide growth and development in defined
areas of the municipality where major changes are expected. Currently there are 11 ongoing Secondary Plans
within the municipality, and 1 Regionally adopted. Two of the Secondary Plans encompass Major Transit Station
Areas, where extensive growth and density will be allocated. It is anticipated in the coming years these Secondary
Plans will result in an additional 42,000 units in Clarington as well as 40,000 jobs. Once these long-term planning
documents are approved, the Development Review Division will be inundated with Development Application to
implement the plans.
Budget 2023 | 118
Bill 109, More Homes for Everyone Act
• On April 14, 2022, Bill 109, the More Homes for Everyone Act was approved. Notable amendments to the Planning
Act include requiring municipalities to provide refunds for zoning by-law amendment and site plan application fees
where no decision is made during the statutory timeframe. Changes to the approval process for zoning by-law
amendment and site plan applications will require municipalities to refund application fees if a decision is not made
within the legislative timelines. Refunds will be calculated on a graduated basis (i.e. 50%, 75% or 100%) depending
on the number of days following the application. This change will apply to applications made on or after January 1,
2023. The intent of this change is to expedite the approval process by facilitating faster decisions on applications.
Risks to the Municipality and Other Departments
• Stressed Employees: Excessive workload will not only decrease the quality of work but it also puts an extreme
amount of pressure on employees. Many may become overwhelmed with this extra work, struggling to get it all
finished on time and due to this become stressed. Stress can lead to mental health issues, which may force
employees to take numerous days off to recover.
• Decreased Work Quality: With more projects to manage and less time to work on each project, the quality of work
will inevitably decrease.
• Brand Damage: Brand damage can come from poor customer service, which can derive from the smallest of
factors. For example, applicants waiting extended periods of time for the applications to be processed and
reviewed. This can cause applicants to become frustrated.
• High Staff Turnover Rate: excessive workloads and pressures due to lack of staffing can cause staff turnover.
Program Description
Timeline
The timeframes imposed by Bill 109 come into effect on January 1, 2023. Further, with the Regional Adoption of the
Southeast Courtice Secondary Plan as well as the pending approval of the Southwest Courtice Secondary Plan as well as
the Brookhill Secondary Plan we can anticipate numerous forthcoming development applications to implement these
Budget 2023 | 119
Secondary Plans. As a result, the position would be required as soon as possible, should the budget for the position be
approved.
Position Summary
I am requesting a Principal Planner, reporting to the Manager of Development Review, who will be responsible for the
processing of major development applications, preparation and presentations of reports to Committees and Council, and
supervision and mentoring of junior staff and will mentor and provide advice to other planners. The Principal Planner will
liaise with the development community and guide continual process improvements. The Principal Planner will guide the
minor variance process through the Committee of Adjustment, as well as coordinating comments to the Land Division
Committee.
Key Duties and Responsibilities
• Processing planning applications for Official Plan Amendments, Zoning By-law Amendments, Site Plans, Plans of
Subdivision/Condominium, Minor Variances, Consent and Exemption from Part Lot Control; preparing and
presenting reports to Council and other committees on planning development applications, as necessary.
• Reviewing draft plans of subdivision and condominium applications and preparing recommendations for approval,
undertaking negotiations and the drafting of agreements with respect to final approval and the subsequent
clearance of conditions, making recommendations on final registration in coordination with other departments and
agencies, and monitoring of agreement terms.
• Reviewing and analyzing studies, reports and documents prepared by other departments, outside agencies and
consultants; liaising with other departments, and commenting agencies to coordinate the preparation of reports,
formulating the municipality’s position and monitoring processes.
• Coordinating and updating of the Municipality’s Zoning By-laws, including providing information to the public and
commenting on development and building permit applications.
• Representing the Department/Municipality at a senior level by participating in discussions and negotiations with
developers, consultants, agencies and the public; attending Committee and Council meetings to provide
professional planning advice; and participating in inter and intra-departmental committees as well as external
committees.
Budget 2023 | 120
• Providing assistance to the Manager and Director in the administration of the Branch by contributing toward the
development of the Branch and Departmental work programs, participating in the review and development of
Departmental policies and procedures, and participating in the hiring and supervision of junior staff.
• Giving evidence as an expert witness at the Local Planning Appeals Tribunal.
• Engage with the public and interest groups as key stakeholders in the planning process providing clear
understanding on how policy options impact them.
• Project manage studies including consulting projects and supervising municipal staff assigned to these projects as
well as monitoring the assigned budgets.
• Ensures the maintenance of all appropriate planning records, maps, data bases, and files related to development
applications and procedure manuals and other planning policy documents.
• Keeps informed of current trends in the planning legislation, practice and techniques evaluating their impact on the
Municipality and recommending any needed policy and procedural improvements.
Relationship to Council’s Strategic Priorities
Councils Strategic Priorities include Engaged Communities, Strong Economy and Sustainability Infrastructure Growth.
With an additional principal level position, we can ensure current and upcoming projects are processed in a timely manner
to achieve these priorities in a timely manner.
Climate Change Considerations
Principal Planners work on major and complex development applications. It is within these major and complex
development applications that we can incorporate climate change considerations. The more complex development
applications processed, the more ability we will have to achieve the municipalities goals.
Comparative Analysis
The Municipality of Clarington is the fastest growing Municipality in the GTHA. With ongoing projects such as Envision
Durham, which is currently evaluating Settlement Area Expansion Requests, which will increase development interest
significantly within the Municipality.
Budget 2023 | 121
As is stands, the Municipality of Clarington is lacking in size and resources in comparison to neighbouring Municipalities.
Approving an additional Principal Planner would be a proactive approach to deal with the existing and expected volume of
development application anticipated in the coming years.
Analysis of Alternative Approaches
The following alternative approach was evaluated and ruled out.
• Outsourcing of Major applications: costs upwards of $25,000 per project. This is not a sustainable and/or long-
term approach.
Cost and Benefit Analysis
The compensation for the Principal Planner is recommended based on the estimate below:
Compensation Benefits Total
$97,952 $32,238 $130,190
Hiring an additional Principal Planner will allow for an efficiency in processing applications internally. This efficiency will
save the municipality in current outsourcing of applications and overtime being paid to senior staff currently inside the
Collective Agreement.
Budget 2023 | 122
Plumbing/Mechanical Inspector
Overview
Executive Summary
The Plumbing/Mechanical Inspectors perform Plans review of building permit applications and inspection on site to ensure
that the plumbing, domestic water, fire lines, sanitary and storm sewers for buildings of all types and the heating and
ventilation system for buildings of all types.
Background
Recent hires have shown that recruiting plans examiners and building inspectors who have any of the required legislated
qualifications and experience in the position is not possible. Putting an unqualified staff member through the courses and
challenging the Ministry examinations can take several years as the courses for each category of qualification are only
offered once or twice a year.
A fully qualified Plumbing/Mechanical Inspector requires the following Provincial qualifications:
• General Legal/Process
• House
• Building Services
• HVAC - House
• Plumbing - House
• Plumbing - All Buildings
Once the Plumbing/Mechanical Inspector has obtained all the required Provincial qualifications it takes three to five years
for that person to gain the experience to allow them to operate at 100%. If we have to enroll a staff member in a
Provincially approved internship program while they obtain their legislated qualifications even more time will be required.
Throughout this process the productivity of our existing staff; CBO, Senior Plans Examiners, Plans Examiner, Senior
Building Inspector and Building and Plumbing/HVAC Inspectors decreases while they assist with training.
Budget 2023 | 123
Risks to the Municipality and Other Departments
• Required building code inspections will not be completed in a timely and effective manner which will slow down
construction.
• Response to customer inquiries will be delayed.
Program Description
Timeline
If approved this position would be advertised immediately.
Position Summary
This position would report to the Chief Building Official,
Key Duties and Responsibilities
• Required to process applications for building permits, including the review of drawings, to ensure that plumbing and
mechanical installations do comply with the Ontario Building Code, Building Code Act and other applicable laws.
• Responsible for the inspection of complete plumbing and drainage installations including domestic water, fire lines,
sanitary and storm sewers for buildings of all types and the heating and ventilation system for buildings of all types.
• Required to do research and respond to inquiries regarding the Building Code from internal departments, external
agencies, builders, engineers and architects regarding Building Code interpretations and enforcement.
Relationship to Council’s Strategic Priorities
This position assists with Councils Strategic Priorities for a Strong Economy and Sustainable Infrastructure Growth
through the timely and effective inspections of buildings under construction or renovation.
Climate Change Considerations
This position does not impact the climate change initiatives and action plans.
Budget 2023 | 124
Comparative Analysis
Building Departments across Ontario have various staffing structures to meet the requirements of the Ontario Building
Code for qualifications and mandatory inspections.
Analysis of Alternative Approaches
Alternative approaches were evaluated and ruled out.
Cost and Benefit Analysis
The compensation for the Plumbing/Mechanical HVAC Inspector is recommended based on the estimate below:
Compensation Benefits Total
$67,203 $24,659 $91,862
This position will be funded from the building permit revenue.
Budget 2023 | 125
Building Engineer
Overview
Executive Summary
As the Municipality grows, taller and more innovative buildings are being built and proposed. We have our first twelve
story buildings under construction on Clarington Boulevard and there are proposals for up to twenty-five story towers on
lands around the Go Transit station.
To meet our current workload demands and be prepared for the future development we need to hire and train a new
Building Engineer
Background
In 2022 we retained an Engineering Consultant to assist us with a peer review of the structural and mechanical design of
two twelve story buildings; however, they had to withdraw their services as their insurer would not provide them coverage
for this type of work. To meet our current workload demands and be prepared for the future development we need to hire
and train a Building Engineer
A fully qualified Engineer performing plans review and inspections requires the following Provincial qualifications:
• General Legal/Process,
• House
• Small Buildings
• Large Buildings
• Complex Buildings
• Building Service
• Building Structural
Budget 2023 | 126
Risks to the Municipality and Other Departments
• Not having a Building Engineer will affect our permit processing times, our ability to complete requested inspection
and the quality of our plans review and inspections overall.
Program Description
Timeline
If approved this position would be advertised immediately.
Position Summary
This position would report to the Chief Building Official, performing structural plans review and inspection and working
closely with staff and the public to problem solve.
Key Duties and Responsibilities
• Review the structural aspects of applications for building permits and ensure that plans and documents submitted
conform to the requirements of the Ontario Building Code and all other applicable legislation.
• Research and respond to enquiries on Building Code matters and liaise with departments, external agencies,
builders, engineers and architects regarding Ontario Building Code interpretations and enforcement
• Perform on-site inspections to inspect the structural components ensuring compliance with the Ontario Building
Code and keep accurate records.
• Advise inspection staff on related permit applications.
• Assist the Chief Building Official in performing their role as described in sentence 1.1(6) of the Building Code Act.
Relationship to Council’s Strategic Priorities
This position assists with Councils Strategic Priorities for a Strong Economy and Sustainable Infrastructure Growth
through the timely and effective inspections of buildings under construction or renovation.
Budget 2023 | 127
Climate Change Considerations
This position does not impact the climate change initiatives and action plans.
Comparative Analysis
Building Departments across Ontario have various staffing structures to meet the requirements of the Ontario Building
Code for qualifications and mandatory inspections.
Analysis of Alternative Approaches
Alternative approaches were evaluated and ruled out.
• We retained an Engineering Consultant to assist us with a peer review of the structural and mechanical design of
two twelve story buildings; however, they had to withdraw their services as their insurer would not provide them
coverage for this type of work.
Cost and Benefit Analysis
The compensation for the Building Engineer is recommended based on the estimate below:
Compensation Benefits Total
$107,258 $37,045 $144,303
This position will be funded from the building permit revenue.
Budget 2023 | 128
Convert a Building Inspector to a Senior Building Inspector
Overview
Executive Summary
Convert an existing Building Inspector position to a Senior Building Inspector which will provide us with two Senior
Building Inspector. For the purpose of assigning inspections, the Municipality has been divided in two with Bowmanville
Ave being the dividing line. This conversation would allow for one Senior Building Inspector and a Building Inspector to
be assigned to each area. This would also assist with vacation/sick coverage for inspections of the large/complex
buildings throughout the Municipality.
Background
As the Municipality grows, taller and more innovative and complex buildings are being built and proposed. We have our
first twelve story buildings under construction on Clarington Boulevard and there are proposals for up to twenty-five story
towers on lands around the Go Transit station. We also have applications for buildings utilizing new, complex building
materials and techniques. For example, the OPG campus expansion which is utilizing exposed mass timber construction.
The Senior Building Inspectors must have the provincially mandated qualified in order to conduct the inspections on all of
these buildings.
Risks to the Municipality and Other Departments
• Required building code inspections will not be completed in a timely and effective manner which will slow down
construction of the large and complex buildings.
• Response to customer inquiries will be delayed.
Program Description
Timeline
If approved this position would be advertised immediately.
Budget 2023 | 129
Position Summary
This position would report to the Chief Building Official, coordinating and monitoring the workflow of the Building
Inspectors including organizing, guiding and providing assistance pertaining to code interpretation and inspections
Key Duties and Responsibilities
• Performing routine and complex building inspections, ensuring compliance with and enforcement of the Ontario
Building Code and applicable law.
• Responsible for the inspections of the complete building for all Large and Complex buildings.
• Respond to customer inquiries, in person, via telephone and/or electronically.
• Research and respond to enquiries on Building Code matters and liaise with departments, external agencies,
builders, engineers and architects regarding Ontario Building Code interpretations and enforcement.
• Provide advice to Plans Examiners on related permit applications and construction.
• Assist the Chief Building Official, Senior Plumbing/Mechanical Inspector, and Senior Plans Examiner with the co-
ordination of building permit applications and the collection of approvals for conditions set out within required
documents for the clearing of applicable law requirements that must be met prior to the issuance of any building
permit.
Relationship to Council’s Strategic Priorities
This position assists with Councils Strategic Priorities for a Strong Economy and Sustainable Infrastructure Growth
through the timely and effective inspections of buildings under construction or renovation.
Climate Change Considerations
This position does not impact the climate change initiatives and action plans.
Comparative Analysis
Building Departments across Ontario have various staffing structures to meet the requirements of the Ontario Building
Code for qualifications and mandatory inspections.
Budget 2023 | 130
Analysis of Alternative Approaches
Alternative approaches were evaluated and ruled out.
• Having the existing Senior Building Inspector continue to cover the entire municipality was considered; however,
the size of the Municipality and the workload will not allow them to complete the work effectively.
Cost and Benefit Analysis
The compensation for the Senior Building Inspector is recommended based on the estimate below:
Compensation Benefits Total $67,203 $24,032 $91,235 Existing Building Inspector
$72,586 $25,723 $98,309 Senior Building Inspector
5,383.00 $1,691 $7,074 Difference between the two positions for budget
This position will be funded from the building permit revenue.
Budget 2023 | 131
Community Development Assistant - Revised
Overview
Executive Summary
The Community Services Department is requesting a full-time Community Development Assistant. This position will
provide support to the Community Development Coordinator with the variety of community programs, activities, and
events.
The objectives of this new position include:
• Provide a resource to manage the on-line intake and coordination of all non-municipal special event requests,
thereby creating a single point for community partners and the public, wishing to make an application to hold an
event
• Become the department’s subject matter expert with the new on-line system, ensuring the customer service
objectives are being achieved
• Assist the Coordinator with the planning and management of all municipal special events including the Mayor’s Art
Gala, Clarington Sports Hall of Fame, and others
• Assist with the annual Community Funding Program, which provides access to municipal funding to local agencies
and organizations
The department has identified a significant resource gap around community development and is requesting this new
Community Development Assistant. This position will help continue to support the numerous community partners who
provide valuable services across Clarington. Currently we have one full-time staff Coordinator responsible for community
development and special event management. This staffing request is required to sustain the current expectations and to
manage the growth trend we have experienced in recent months, coming out of the pandemic.
Background
In 2021, the Municipality created a more streamlined process for community groups and other members of the public to
make requests for municipal special event permits. The objective was to create a single point of staff contact for
Budget 2023 | 132
organizers, with Community Services responsible for this coordinated effort. At that time, Community Services did not
have staff to manage this process, however, as we were in the midst of the pandemic, the demand for special events was
minimal. As we move beyond the pandemic and see a return to pre-COVID event levels, Community Services will not be
able to effectively manage this municipal service, without additional resources.
The Special Events Program operates under three separate special events by-laws, one for events occurring on private
property (By-law 2014-020), one for events that require the use and occupancy of municipal roads (By-law 2014-021), and
another for on-farm special events (By-law 2021-049).
The by-laws ensure that any necessary outside agencies, (Police, Fire, EMS, Public Health) are aware of the event and
steps have been taken to mitigate or remove potential risks or conflicts.
Under the new process, it is expected that the Community Development Assistant will internally manage the applications
and ensure that the appropriate internal departments and external agencies are brought into the application review and
approval process.
Community Development has always been an intrinsic function of the work we do in Community Services, however, over
the last five to seven years we have more formalized the objectives created for this area of our business. During this same
period, the management of all major corporate events transferred into our department, including the annual Clarington
Golf Classic and Mayor’s Art Gala.
Prior to the pandemic, the CD Coordinator effectively managed these corporate events in addition to the Clarington Sports
Hall of Fame, Sport and Leisure Fair and Canada Day celebrations. They were also responsible for the administration of
Council’s community funding programs. With the onset of the pandemic, the focus switched away from event
management to working closely with community arena and hall boards as they managed the operational challenges with
provincial public health requirements and shutdowns. Council also approved various COVID relief funding programs for
these operating boards and other community-based agencies, which required significant staff time.
Additionally, the CD Coordinator is the municipal representative on the DRPS Community Safety Advisory Council, acting
as liaison between DRPS and the Municipality. Although this is a relatively new committee, the terms of reference indicate
that much work lies ahead, which will impact the workload and expand the commitment level of the Coordinator. Volunteer
management for the community also rests in the Community Development portfolio, with staff responsible for
administering the Clarington volunteer website at claringtonvolunteers.ca. The challenge of finding volunteers not only
Budget 2023 | 133
affects local agencies but our local boards and municipal services as well. Without an effective volunteer program, many
activities and services in our community will be at risk.
As we continue to move beyond the challenges of the pandemic, we have seen a steady increase in the number of non-
municipal special event permit requests. Pre-pandemic statistics are not readily available, but to date in 2022, we have
issued 40 permits and received an additional 50 requests for information on holding events. Some of these requests are
straight forward, such as requiring a road occupancy permit and others such as the annual Rotary RibFest event require
significant coordination and staff time. The Coordinator is also involved with the project team that is onboarding a new on-
line special event request module of our Municipal Business Solutions (MBS) system. Although the new system will be
more stream-lined, it will still require our staff to manage the request processing. Without any additional staff resources
this aspect of our current portfolio may need to be reconsidered.
While we have managed the workload over the last two years, it will become increasingly difficult to have one staff
member manage the breadth of responsibilities, maintaining a high standard of service our community partners and
residents have come to expect. There will also be little opportunity to move forward on new initiatives.
Current Statistics and Future Expectations:
As Community Services has recently assumed coordination of the non-municipal special event intake process, previous
data is not readily available. Additionally, the pandemic had a significant impact on the ability to hold most events around
the Municipality.
• Pre-COVID special event permit approvals are estimated to be 70 annually
• As of August, 32 special event permits were processed this year
• An additional 40 inquiries have been received during this same period
• Dependent on the scale of the event, the amount of staff time needed to manage the request differs, however, staff
have estimated an average of 12 interactions with event organizers, by phone, email or in person
• With the return of large community events in 2022, those that have taken place (e.g., Rotary Ribs & Brews in June,
Orono Fair in September) have seen drastic increases in attendance and engagement.
As the Municipality “goes live” with the on-line special event application process, it is expected that the recent resurgence
in requests for community events, both small and large, will continue and will put additional pressure on staff resources.
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By providing this additional staff position, the community development team will be able to explore options to improve
processes, thus reducing timelines for applicants and reducing the number of calls/emails required to review and approve
permits.
With this request, Community Services is looking forward to continuing to provide the necessary support to community
groups, mostly volunteers, as they offer a wide variety of programs, activities and events that make Clarington the great
community it is.
Risks to the Municipality and Other Departments
• Human Resources: Currently the intake of all special event requests from community organizations (BIAs), other
agencies and the public, has no dedicated resources to intake and administer the distribution of these requests to
the various internal and external authorities having jurisdiction.
• Technical: Community Services staff have been involved in the development and testing for the pending go live of
the special event module of the MBS system. Currently this responsibility rests with the single Community
Development staff person. Should the expectations of community based special event management become
unmanageable with existing resources, reconsideration of the responsibility to another department could have a
negative impact on implementing the on-line Amanda process.
• Public Profile: One objective of assigning the administration of special event requests to Community Services was
to create a single point of contact for external organizations, thereby making these requests less cumbersome.
With recent special events, namely Rotary RibFest, it was noted by the event organizers that having one point of
contact with the Municipality made their 2022 event run more effectively. Failure to continue to provide this process
would reduce this expressed benefit.
Program Description
Timeline
The Community Development Assistant position would be required as of March 6, 2023, after budget approval, to be able
to assist with the upcoming events, Community Funding Program, and ongoing work of the Community Development
portfolio.
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Position Summary
The Community Development Assistant would report to the Community Development Coordinator and be responsible for
the community-based special events process, volunteer management, municipal events (Clarington Sports Hall of Fame,
Canada Day, Clarington Golf Classic, Mayor’s Art Gala, New Year Events), manage our Community Group Registry, and
provide support to other community groups and committees as required.
Key Duties and Responsibilities
Special Event Management/Administration
• Process intake applications and liaise with other appropriate departments as required
• Liaison with community fundraisers (Newcastle BIA Christmas Tree event, smaller-scale BIA events)
• Liaise with Tourism on Events
Volunteer Management
• Recognition Event planning for volunteers
• Oversight and management of volunteer portal
• Reporting on volunteerism
• Supervision of event volunteers
• Standardization of program volunteers, recruiting, placement, orientation, reporting of hours
Municipal Events
• Sport Clarington (Sports Hall of Fame), Canada Day, Clarington Golf Classic, Mayor’s Art Gala, New Year’s Levee
• Identify critical paths and oversee/develop committees for each event
• Plan and execute logistics for events (each event will require a minimum of month's lead time
• Procure all required vendors for events
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• Follow Special Event process to obtain all necessary approvals
• Complete post-event debrief to note improvements for following year
Relationship to Council’s Strategic Priorities
The focus of our community development efforts is to work with organizations, agencies and the general public to help
them make Clarington a better place to live, work and play. As such the following Strategic Priority is related to this
staffing request:
Engaged Communities
Enhance two-way communication with the community
Climate Change Considerations
N/A
Comparative Analysis
Although specific research was not completed, as service levels are not consistent for this type of service, it is quite
common for dedicated staff to manage municipal special events. Many municipalities across southern Ontario, including
Durham Region, have special event business units.
Analysis of Alternative Approaches
In the short-term, we have internally shifted responsibility for Hall Board communications and support, from the
Community Development Coordinator to a Facility Supervisor. This has relieved the Coordinator workload and allowed
focus on numerous municipal and non-municipal events that have occurred since September 2022.
Some consideration was given to the return to the pre 2021 special event application process, which would return the
responsibilities for application intake and review, back to individual departments based on the specific needs of the event.
This would remove any efficiencies from a coordinated process and not be in the best interest of customer service to the
public.
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We also looked at the existing responsibilities and proposed workplan for 2023, to see what work could be delayed or
eliminated altogether. We would complete a detailed review of existing community development responsibilities to identify
a list of tasks we will no longer be able to support, and to discuss with CAO and SLT where these should reside.
Cost and Benefit Analysis
Costing Information:
The proposed position has been categorized in Grade 3 on the Non-Affiliated Wage Grid and is estimated to be $77,300
(2021) annually, excluding costs for all associated benefits. The position would also be eligible for overtime, consistent
with current corporate practice.
Although it is difficult to fully quantify, the cost benefit of this new position can be partially supported with the recent
changes that saw two positions, both related to community development, moving to the CAO office and will be reflected in
the 2023 budget. These positions are the former Manager, Client Services and Community Development Coordinator –
Diversity, Equity and Inclusion.
Benefits:
This person will provide Community Services the ability to continue to provide critical support to our community partners,
allowing them to provide needed programs, and services that make Clarington a great place to live.
The department will continue to manage high quality corporate events, including those where proceeds are provided to
local agencies and organizations, such as the Bowmanville Hospital Foundation’s We Care, We Can Campaign.
Many of our community partners are struggling with access to a base of volunteers to effectively operate. With the
addition of this staff position, our community development team can enhance their efforts with volunteer recruitment and
management. This would benefit both the Municipality and the community. Without the commitment of volunteers, many
of the great activities we look forward to each year, would not be possible.
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Permanent Part -Time Building Services II
Overview
Executive Summary
The Community Services Department is requesting one new Part-time Building Services II position for the Municipal
Administrative Centre (MAC). This position will provide staff coverage in the building when the adjacent Clarington Library
is open to the public, and no full-time building staff are on. This primarily occurs on Friday evenings and on weekends.
The objectives of this new position include:
• Provide operational consistency by addressing a service level deficiency that includes staffing municipally operated
buildings during public access hours
• Respond to building and life safety system issues while the library is open to the public
• Provide both interior and exterior maintenance duties as required during library operating times
• Mitigate the need to call-in building staff to address emergency situations and/or perform necessary winter
maintenance on weekends
• Expand ability to complete repair and maintenance tasks in MAC while municipal staff are not present
• Support risk and liability mitigation for the Municipality, at this location
Based on the current building staffing schedule, there are no full-time building services staff scheduled Friday evenings
and Saturday and Sunday days. Although the MAC is technically locked, with no public access from the library, the
building life safety and mechanical systems remain interconnected. If required, library staff must contact the on-call
supervisor to communicate the issue and have them direct staff and/or service contractors to respond.
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Background
The building services team is responsible for the day-to-day operations of both the MAC and CPL Branch Library. This
includes cleaning, interior, and exterior maintenance, life safety (fire alarm) and mechanical (HVAC) systems. Although
technically separated by key card access and sliding gates, the two areas are one building.
When present, building staff are available to respond as needed for maintenance and other needs in the branch library.
The staff are responsible for the end of day cleaning of the library branch, in addition to the MAC. Additionally, staff are
available to assist with any needs that arise at both Waverley Place and Sarah Jane Williams Heritage Centre.
The proposed new position would expand the staff coverage to all operating hours of the branch library and provide a
consistent level of service, which is not being provided presently. In the absence of building staff, the current procedure is
for library staff to contact our on-call supervisor to respond. It is not recommended that we continue this practice.
Risks to the Municipality and Other Departments
• Building/Life Safety Concerns: With the current staffing schedule, there is no building services staff on shift for
the earlier mentioned timeframes. In an emergency, the risk to property and building systems is exacerbated due to
the delay in time for on-call staff to be contacted and respond. Although this practice has been in place since the
library expansion occurred, the risk to the building and in some cases the public will be better managed with the
addition of this position.
• Service Level Expectations: As the Main Library Branch is fully dependent on municipal staff for building cleaning
and maintenance, there exists a gap in the service we provide to the library and the public who use the facility. As
we continue to work more closely with Clarington Public Library, an increased presence in the library during these
expanded weekend hours would better serve the maintenance standards the public has come to expect from
municipal buildings, whether recreation facilities or libraries.
Program Description
Timeline
This position would be required immediately following the approval of the 2023 operating budget.
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Position Summary
Reporting to the Facility Supervisor, the Part-time Building Services II position will be responsible for day-to-day safe
operation of the Municipal Administrative Centre and CPL Branch Library. This will include maintaining all building
systems and troubleshooting any issues. The position will also be required to complete cleaning and maintenance duties,
repairs and minor renovations, as needed.
Key Duties and Responsibilities
• To perform cleaning and maintenance tasks following cleaning and disinfection procedures
• Respond to issues involving the various building systems including fire alarm and mechanical systems, as needed
• Exterior maintenance – litter pickup, snow removal and salting of entrance and sidewalk areas through the winter
months
• Maintain a safe environment for employees and the public
• Maintain buildings in good working order
• Provide support to branch library staff as needed
• Complete cleaning, repair and maintenance tasks at the MAC that are best done when no municipal staff are in the
building
Relationship to Council’s Strategic Priorities
Not applicable
Climate Change Considerations
Not applicable
Budget 2023 | 141
Comparative Analysis
It is difficult to complete a comparative analysis with other municipalities and their operations due to variations in operating
processes. However, for an internal comparison, this is the only municipally operated public access building that is open
without building staff present. All recreation facilities are staffed during all times they are open to the public.
Analysis of Alternative Approaches
The alternative approaches to this proposal include the “do nothing” approach. This would maintain the status quo and
see no operational benefit, while at the same time, continue to expose the Municipality to risk and liability to both property
and the public. This was not considered an effective approach for reasons provided above.
We also considered altering the schedules of our existing compliment of staff to expand into the weekend hours.
However, it was determined that this would only reduce the existing service level provided weekdays and evenings and
lead to concerns with cleanliness and maintenance. This is also not considered a viable solution.
The last option considered was requesting a new full-time building services position. Although this would be more
beneficial, and costly, for our operation, it is currently more than what is needed to address the service level deficiency.
This may be a consideration in future budget years.
Cost and Benefit Analysis
Costing Information:
• The compensation for the Permanent Part-time Building Services II is Code 4 Outside.
• Based on the start rate of $ 26.59 per hour (2021 rate), the proposed cost excluding any benefits and vacation pay
is $33,200.
• We are also proposing 12 weeks per year, for vacation coverage, up to 40 hours per week. This additional cost is
$5,100, for a total of $38,300 (2021).
Benefits:
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• Reduction in the number of call-ins, for emergencies, snow clearing and other building matters, at the applicable
overtime rates. Based on a conservative estimate of 125 hours annually, the estimated savings would be
approximately $4,500.
• On-site staff will be able to immediately respond to a building emergency and better assess if outside contractors
are required. This will result in less calls for service that will assist managing repair and maintenance budgets.
Annual savings have not been estimated.
• Although difficult to quantify, a delay in responding to even simple items such as a washroom flood, can cause
significant damage and be costly to clean up.
• In an emergency services response situation, staff would be able to meet with responders upon arrival.
• Repair and renovation work could be best completed in MAC, when municipal staff are not present.
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Part-Time Assistant Coordinator, Customer Service
Overview
Executive Summary
The Community Services Department is requesting a Part-time Assistant Coordinator in the Customer Service business
area. This position, reporting to the Customer Service Coordinator, would be responsible to manage the allocation and
permitting of all outdoor sport fields, and permittable parks and open spaces.
The objectives of the new position include:
• Manage the annual adult and youth sport organization field requests
• Coordinate and support the permitting of seasonal contracts and “one off” bookings, including liaising with Finance
on invoicing and accounts receivables
• Liaise with local school boards on scheduling and permitting shared use school fields
• Effectively communicate with Public Works for field maintenance schedules and weather cancellations throughout
the season
• Analyze existing data on outdoor spaces use and identify areas where use can be optimized and better assess the
true future needs for outdoor field development
• Assist the Coordinator with the development of allocation policy and procedures that achieve fair and equitable
access for all Clarington residents
• Work with Recreation staff to initiate the growth of programming of outdoor spaces, as outlined in the 2023 work
plan for the Department
• Complete research on market trends (benchmarking) across the Region to make informed recommendations on
outdoor field and space rental rates, as part of annual report on municipal rates and fees
In addition to the main objectives for this position listed above, the added resource would provide capacity for the
Customer Service Coordinator to focus on enhancing data collection and analysis across the service areas of the
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Department. This information will provide the basis for better informed strategic decisions related to the need for indoor
and outdoor recreation facilities to address the development growth that is planned for Clarington.
To date, the customer service team has been effectively managing the additional work associated with field and outdoor
space allocation and permitting, primarily due to the overall decrease in demand during the pandemic. However, we have
seen a steady increase in requests, since early in Q2 of 2022, that is not expected to recede. Without the additional
position, the responsibilities listed above would remain with the Coordinator. This could have a negative impact on
expanding access to programs and services for outdoor spaces for residents and diminish the needed focus on statistical
analysis of our ACTIVENet registration and booking software.
Background
In March 2020, Council approved various recommendations from Report CAO-006-20, arising from the Grant Thornton
Structural Review. This included the recommendation to transfer responsibility for outdoor field and open space allocation
and permitting from the Operations Department to Community Services. This reallocation of responsibilities did not
include staff resources for the additional responsibilities. Since that time, a significant amount of staff time has been
allocated to this function, including the restructuring of outdoor user fees, updating procedures on permitting to better align
with indoor rental processes, and most importantly working with our local soccer and baseball organizations to allow this
to best serve their participants.
The breadth of these new responsibilities was not fully known at the time and appears now to require more staff resources
to maintain the current expected levels of service. Unique from indoor facility rentals, is the effect that weather has on the
permitting of outdoor fields. This requires our staff to be in communication with the Supervisor of Parks in the event
weather conditions could require the playing fields to be closed. In this case, our staff cancel all permits for the time
period, and work with the organizations to reschedule field times, where possible.
The Customer Services business unit has historically serviced more than 2,000 unique permits every year. That number
has increased by more than 25% with the addition of the outdoor fields and green spaces in 2021, where the number of
unique permits approaches 500 per year. With the addition of new rentable spaces in 2022/23 and our growing
community size, we know this number will only continue to increase. New rentable spaces include: Courtice Community
Complex (CCC) Hall 1 and Hall 2, Courtice Community Complex Program Room, and the South Courtice Activity Room.
The Hall at CCC will be a large undertaking as it will be a popular location for larger special events which require
additional oversight and regulations. To date, we have received no additional staff supports to assist with these increases.
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In 2019 we permitted for 50 community and local business groups, and we now permit for 48 additional groups, for a total
of 98 groups. We continue to support and permit for our local school boards and saw a significant increase with the
addition of their outdoor field requests. Each group requires communication, follow-up, and administrative support. With
the addition of outdoor fields, we have needed to create relationships with additional user groups to allow us to
appropriately allocate our fields based on their needs. We problem solve with these organizations to solve scheduling
issues and work to ensure they feel they are our partners in the community. We hold meetings with the major
organizations, as we do with our indoor ice organizations, at the beginning and end of the season.
As we move forward and the community grows, it is imperative that we have a formalized allocation process in place for
both our indoor and outdoor spaces. These policies will exist to ensure the Corporation and Department are transparent
and consistent in the allocation of space to community groups. Creating an allocation policy will formalize the roles,
responsibilities, and operational practices we currently use while permitting space. As we look to onboard a new facility,
this policy will be key in ensuring the additional rentable spaces (namely ice pads, which will be in high demand) are
allocated to the appropriate user groups without bias. The creation of an allocation policy will be a large undertaking,
requiring research, benchmarking, gathering statistics to inform our decisions, and ongoing review to ensure we are
consistently meeting best practices in this area.
Current Statistics and Future Expectations:
Since assuming responsibility for the allocation and permitting of sport fields and other outdoor spaces in 2020, the
various provincial and public health “shutdowns” have resulted in limited use for the outdoor seasons for both 2020 and
2021. However, we experienced a return to pre-pandemic outdoor activity levels in 2022 and provide the following
highlights:
• 193 fields and open spaces were permitted by Community Services staff.
• Over 11,000 hours of use were permitted.
• Over 1,400 amendments were made to outdoor permits (majority due to weather cancellations and rescheduling).
Although not fully related to outdoor permitting, we also provide the following:
• In 2022, we estimate receiving over 10,000 emails to our bookings@clarington.net account
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• In 2022, it is estimated that 3 FTEs allocate most of their time to indoor and outdoor booking responsibilities. By
comparison, this was 1.5 FTEs in 2019
Risks to the Municipality and Other Departments
• Human Resources: As indicated above the demand for the use of outdoor spaces in Clarington will only increase
as we approve new residential developments that include local parks and open spaces. Additionally, we continue to
develop community level parks that include sport fields that will need to be added to annual allocation and
permitting plans. Without the additional resources to effectively manage this area, existing resources will need to
be reassigned to perform this work. Ultimately this will negatively impact the level of service across our Customer
Service team.
• Public Profile: Since the assumption of sport field permitting, our staff have worked hard to develop a strong
relationship with our sport organizations. This relationship has been beneficial as we worked through the re-
organization of the rental rates. It should remain a priority to maintain this relationship.
Program Description
Timeline
The Part-time Assistant Coordinator position is required immediately following approval of the 2023 operating budget.
Position Summary
The Part-time Assistant Coordinator of Customer Service reports to the Customer Services Coordinator and is responsible
for providing leadership and supervision to the Customer Service team, ensuring they deliver prompt and superior
customer service to each resident. The Part-time Assistant Coordinator supervises the day-to -day operation of the
Community Services Customer Service desks, ensuring a commitment to customer service excellence.
Key Duties and Responsibilities
• Assist the Customer Services Coordinator with the development of an Allocation Policy to effectively manage
indoor and outdoor rental spaces
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• Coordinate the annual allocation process for outdoor sport field and open spaces
• Manage the ongoing permitting of the same spaces
• Development and maintenance of allocation and permitting processes
• Coordinate with Finance for the monthly invoicing of major outdoor sport organizations
• Assist with data collection for annual user fees
• Liaise with Community Development on special event permit applications as part of the special event process
• Assist in the development, implementation, and evaluation of processes to manage customer rental requests
• Respond to customer inquiries and complaints using a positive, solution-oriented approach that upholds the
Department’s expectation of Customer Service Excellence
• Work with all staff members to develop a positive team environment and utilize superior problem solving and
communication skills to resolve issues as they arise
• Ensure compliance with any relevant legislation, corporate and departmental policies and procedures and health
and safety initiatives
• Commitment to continuous improvement initiatives
• Perform other duties as assigned in accordance with Department objectives
Relationship to Council’s Strategic Priorities
Not applicable
Climate Change Considerations
Not applicable
Budget 2023 | 148
Comparative Analysis
The addition of this position will help us support the growing needs of the residents of Clarington and the Corporation.
Each neighbouring municipality has varying levels of support structures in place, we feel this proposal positions us for
success moving forward.
Analysis of Alternative Approaches
The following alternative approaches were evaluated and ruled out.
• Return Responsibility to Public Works: This option was ruled out as it would not be consistent with the approach of
streamlining processes for facility rentals. It is also assumed that Public Works does not have the capacity to re-
assume this responsibility.
• Reduce Existing Service Levels to Fund Position: This would require a reduction in customer service rep hours at
recreation facility front desks to fund this position. Reallocating funds in this way would be detrimental to the current
level of service we provide our customers.
Cost and Benefit Analysis
Costing Information:
• The proposed budget is based on 24 hours per week for 52 weeks.
• The 2021 approved rate of pay is $34.90 per hour.
• The annual cost, excluding benefits and vacation pay is $43,600.
Benefits:
• Increase effective allocation of available outdoor spaces to increase fill rate percentage.
• Facilitate expansion of outdoor spaces programming, in collaboration with recreation services staff.
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• Provide Coordinator the capacity to improve statistical analysis of program and booking data, to better inform
strategic decisions for future growth and development.
• Lead the annual field allocation process and provide direction and support to field booking team as they permit the
spaces for each outdoor season.
Budget 2023 | 150
Budget 2023 | 151
Mayor and Council
Overview
The Municipal Act, 2001 defines the responsibilities of the Mayor and Council. Our Council membership includes an
elected Mayor, two elected Regional Councillors and four elected Local Councillors.
The Mayor holds dual roles as the Head of Council and the Chief Executive Officer of the Municipality. As the Head of
Council, the Mayor presides over Council meetings so that its business can be carried out efficiently and effectively;
provides information and recommendations to Council with respect to the role of Council; and represents the Municipality
at official functions. As the Chief Executive Officer, the Mayor upholds and promotes the purposes of the Municipality and
fosters public interest and involvement in the Municipality and its activities. The Mayor is one of three representatives of
Clarington to the Regional Municipality of Durham (the “Region”) Council.
Regional Councillors have responsibilities as elected officials. Regional Councillors participate on Regional Council and
Committees to make decisions for the Region as well as Clarington’s Council and Committees.
Local Councillors have similar responsibilities as Regional Councillors, however, do not represent the Municipality at
Regional Council. Local Councillors may sit on several local committees as Council representatives.
Budget 2023 | 152
Front row: Regional Councillor Anderson (Wards 1 and 2), Mayor Foster, Regional Councillor Woo (Wards 3 and 4); Back
row: Councillor Traill (Ward 3), Councillor Zwart (Ward 4), Councillor Rang (Ward 2), Councillor Elhajjeh (Ward 1)
Budget 2023 | 153
Organizational Structure
Executive Assistant to
the Mayor
Policy and
Communications
Advisor
Councillors’ Office
Assistant
Mayor
Non -Affiliated
Position
Legend
Affiliated
Position
Part-time
Position
Proposed
Position
Volunteer
Councillors
Budget 2023 | 154
Operating Budget
Budget Summary
2021 2022 2023
Description Actuals Final Budget Draft Budget Change
Mayor
Expenditures
Salaries, Wages and Benefits $245,047 $241,313 $363,114 $121,801
Materials and Supplies 21,696 56,677 57,615 938
Council
Expenditures
Salaries, Wages and Benefits 415,796 439,596 461,692 22,096
Materials and Supplies 1,677 9,070 15,070 6,000
Ward Council
Expenditures
Materials and Supplies 14,734 42,800 47,520 4,720
Regional Council
Expenditures
Materials and Supplies 8,821 25,500 27,942 2,442
Total $707,771 $814,956 $972,953 $157,997
Budget Highlights
The following items highlight the 2023 budget submission for Mayor and Council (Governance):
Mayor
• Increase budget for Material and Supplies by approximately $1,000 includes a budget for a new cell phone if
proposed staffing request approved.
Budget 2023 | 155
Council
• Increased Materials and Supplies by $6,000 including $4,000 reinstated for office supplies and $2,000 to the
furniture/fixture budget.
Ward Council
• Increased Materials and Supplies by $4,720. $1,000 added for each councillor as one-time adjustments in the 2023
budget for conference/courses. The remainder is inflationary increases for travel budget accounts per the Council
compensation by-law.
Regional Council
• Increased Materials and Supplies by $2,442. Added $1,000 for each regional councillor as one-time adjustments in
the 2023 budget for conference/courses. The remainder is inflationary increases for travel budget accounts per
Council compensation by-law.
Budget 2023 | 156
Budget 2023 | 157
Office of the CAO
Department Overview
The Chief Administrative Officer (CAO) is responsible for the overall management of the corporation. This includes policy
development, staffing, communications, corporate performance, intergovernmental affairs and support for Mayor and
Council. The CAO’s mandate is directed by the corporate strategic plan, as set by Mayor and Council, which outlines their
key priorities.
Core Activities
Administration: Exercise general control and manage the affairs of the municipality ensure the efficient and effective
operation of the Municipality; implement council’s decisions and establish administrative practices and procedures to
carry out council’s decisions; undertake research and provide advice to Council on the policies and programs of the
Municipality; execute the strategic plan and providing oversight and leadership across the corporation.
Communications: Managing both internal and external communication channels. Responsible for creative services,
corporate branding and digital presence (including web and social media).
Corporate Performance and Innovation: Created in September 2022, this division is responsible for the Accessibility
and Inclusion, Diversity, Equity and Anti-Racism (IDEA) and Climate Response portfolios within the Corporation.
Provides support on project management and continuous improvement initiatives across the corporation, and
support to corporate customer service delivery.
Strategic Initiatives: This division is responsible for the strategic planning process and key initiatives within it. The
internal audit function resides within this division and provides internal audit, value-for-money audits and service
delivery reviews for the corporation. Intergovernmental relations and communications (pending a service review in
2023) are also part of this portfolio.
2022 Accomplishments and Success
• Created a customer-centric ground floor for the Municipal Administrative Centre which facilitated all customer
services being accessible on the main floor.
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• Commenced a modernization of customer service which includes modern phone-system, improved website
presence, and customer service standards.
• Supported investment in broadband deployment, with coverage reaching more than 98 per cent of residences and
commercial locations across Clarington.
• Created a quarterly newsletter to improve communication with stakeholders on a quarterly basis.
• Continued growing Clarington’s digital presence, increasing our reach to over 26,000 followers across our corporate
and fire Facebook, Twitter and LinkedIn accounts. An increase of 12.4 per cent compared to 2021.
• Continued support of the Region of Durham, Metrolinx and the Province of Ontario on the extension of GO Train
Service to Courtice and Bowmanville.
• Created online accessible documents training in partnership with Trent University to provide staff with knowledge on
how to ensure all documents are accessible
• Supported the development of a multi-year Economic Development Strategy.
• Received funding for two projects, worth over $100,000, to install accessible outdoor fitness equipment with a
rubberized surface and a grant to support diversity work and training sessions through the Canadian Council on
Rehabilitation and Work.
• Actioned 22 of 66 items identified in the Leading Equitable and Accessible Diversity (LEAD) project. These actions
embed accessibility and inclusion into the processes, programs, services and organizational culture of Clarington.
• Partnered with the DiscoverAbility Network to post job opportunities to target a demographic of individuals with
disabilities and increase the number of applications from diverse communities.
• Collaborated with municipalities across Durham Region to consult with Indigenous Communities and installed an
Orange Crosswalk to commemorate the survivors and those lost to the Residential School System at the corner of
Temperance and Church Streets.
• Implemented an Inclusive Spaces Policy that addresses zero tolerance against acts of racism and discrimination in
municipal buildings and spaces.
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• Developed and implemented a Diversity and Inclusive Training Plan to formalize training for staff on Indigenous
Cultural Awareness, Anti-Racism, and Gender Diversity.
• Trained 130 staff and members of Council on the use of gender pronouns. Worked with Clerks Division to
implement changes to minutes of Council and Committee meetings. This work was recognized by PFLAG Canada
Durham Region.
• Changed processes to waive fees for Commissioner of Oaths for individuals changing names (transitioning
individuals) and those reclaiming names lost to the Residential School System (Call to Action #17 of the Truth and
Reconciliation Commission’s Report).
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Organizational Structure
Chief Administrative Officer
Project Manager, Strategic
Priorities
Project Manager, Audit and
Risk
Manager, Strategic Initiatives
Communications and Issues
Management Specialist
Communications/Social Media
Specialist
Communications Coordinator
(2)
Manager, Corporate
Performance
Inclusion, Diversity, Equity
and Anti-Racism (IDEA)
Officer
Accessibility Coordinator
Climate Response
Coordinator
Executive Assistant to the
CAO
Business Performance
Specialist
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Operating Budget
Budget Summary
2021 2022 2023
Description Actuals Final Budget Draft Budget Change
Unclassified
Expenditures
Materials and Supplies $374,731 $6,000 $0 ($6,000)
Administration
Expenditures
Salaries, Wages and Benefits 496,477 568,289 451,313 (116,976)
Materials and Supplies 43,846 56,825 71,325 14,500
Contracted Services 159,025 30,000 30,000 0
Strategic Initiatives
Expenditures
Salaries, Wages and Benefits 0 0 469,361 469,361
Materials and Supplies 0 0 3,500 3,500
Contracted Services 0 0 50,000 50,000
Communications
Expenditures
Salaries, Wages and Benefits 551,673 594,088 513,524 (80,564)
Materials and Supplies 75,749 104,000 101,100 (2,900)
Contracted Services 59,695 98,775 165,575 66,800
Corporate Performance
Expenditures
Salaries, Wages and Benefits 0 0 716,666 716,666
Materials and Supplies 0 0 91,030 91,030
Contracted Services 0 0 150,000 150,000
Contributions
Budget 2023 | 162
2021 2022 2023
Description Actuals Final Budget Draft Budget Change
Revenue
Transfer between Funds (118,332) (60,000) (30,000) 30,000
Environmental
Revenue
User Charges (136,340) (83,500) 0 83,500
Expenditures
Materials and Supplies 5,273 3,500 0 (3,500)
Contracted Services 133,231 80,000 0 (80,000)
Total $1,645,028 $1,397,977 $2,783,394 $1,385,417
Budget Highlights
The following items highlight the 2023 budget submission for the Office of the CAO:
Other
• Reallocated $6,000 to Community Services (Volunteer Program-Reception)
Administration
• Increase in Materials and Supplies of $14,500 includes reallocations from other departments including: $4,000 of
office supplies from Communications; $3,300 for memberships from Community Services, $300 from Financial
Services. Also included is a one-time cost of $9,000 for small equipment for additional staff offset by decreases in
travel which is reallocated to Strategic Initiatives.
Strategic Initiatives
• Strategic Initiatives is a new division within the Office of the CAO responsible for strategic planning, internal audit
and communications.
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• Materials and Supplies of $3,500 includes $2,000 reallocated from Administration and $1,500 for small equipment
and miscellaneous expenses.
• Contracted Services includes a non-recurring expense for the creation of a new Strategic Plan for the Municipality’s
2023 to 2026 term as well as a review on corporate communication strategy.
Communications
• Materials and Supplies decrease is a consolidation of office supplies to the Administration division. Increases of
$1,100 for miscellaneous expenses and office furniture to deal with accommodation requirements.
• Contracted Services increase of $66,800 relates to the business case to create a permanent “What’s Up in
Clarington Newsletter”.
Corporate Performance
• Corporate Performance is a new division within the Office of the CAO and includes the accessibility, DEI (Diversity,
Equity and Inclusion), climate change and corporate customer services portfolios.
• Materials and Supplies of $91,030 is primarily a reallocation from Community Services. New funding of $10,000 for
DEI and Indigenous training, $8,000 memberships with Clean Air Partnership and Quest are also included.
• Contracted Services of $150,000 is reallocated from Planning and Infrastructure Services to reflect the
reorganization of the climate change responsibilities to the Office of the CAO.
Environmental
• The Port Granby Project has been reallocated to the Planning and Infrastructure Services Department.
Budget 2023 | 164
Business Cases for Changes in 2023 Services
Inclusion, Diversity, Equity and Anti-Racism Initiatives
Overview / Background
The Municipality of Clarington has made increasing inclusion, diversity, equity and anti-racism in the community and the
workplace a priority. Advisory Committees and Staff Teams work to extend the reach of diversity and inclusion across our
corporation through various initiatives, educational campaigns, training and events.
Areas of work include:
• Leading Equitable and Accessible Delivery (LEAD)
• Truth and Reconciliation
• Coalition of Inclusive Municipalities / Anti-Racism
• Awareness and Education
Project Descriptions
Leading Equitable and Accessible Delivery (LEAD)
Staff worked with the Abilities Centre to conduct the LEAD process which resulted in 66 identified actions. Staff require a
budget to work towards achieving these workplan items with the goal of creating a more diverse and inclusive work
environment. In 2022, a workforce demographic survey conducted in November. The survey will provide staff with
quantitative and qualitative data baseline of our current state workforce. Completing this survey is important. Equally
important is the use of the results to drive action. The proposed money in 2023 budget will position staff to create action
plans, including key milestones and reporting requirements tied to our corporate performance in achieving our diversity and
accessibility goals for the survey, and begin action on other workplan items.
Truth and Reconciliation
Several initiatives over the past couple of years have been completed and aimed at supporting 94 Truth and Reconciliation
Commission ((TRC) calls to action. Past efforts have included the adoption of a Land Acknowledgment Statement,
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Indigenous Cultural Awareness Training for Council and staff, and most recently, an Orange Crosswalk. To support the
purpose of reflecting truthfully about Canada’s tragic history, a plaque will be commissioned detailing this commitment in
2023.
As work continues, as directed through Resolution # GG-424-21, staff have shifted from an initial focus on learning about
the Truth and Reconciliation Commission’s work, to conducting an overview of the Calls to Action and participating in
education opportunities to have a better understanding of the issues. A large part of the work will include consultation with
Indigenous communities to understand their needs and priorities to ensure their rights and interests are included in any
recommended strategy or action plan. Along with ongoing initiatives to achieve the Truth and Reconciliation Commission
goals, staff require a budget to complete this work, including consultation with Indigenous Communities. Costs for
consultation with our Indigenous Communities vary and are based on the complexity / nature of the consultation, which is
crucial in achieving reconciliation.
Coalition of Inclusive Municipalities / Anti-Racism
Through Resolution # GG-161-22, Council approved Clarington’s Inclusive Spaces – Anti-Racism Policy and endorsed the
Coalition of Inclusive Municipalities’ 10 Common Commitments. Staff were also directed to take any additional measures
necessary to join the Coalition, including the development of a plan of action against racism and discrimination. This would
be supported by developing toolkits, events, training and promoting resources to support residents in learning about, and
counteracting racism and discrimination in the community. Part of the budget proposal supports the work on these
initiatives and cost of delivery.
Awareness and Education
To support and foster learning and understanding of issues around inclusion, diversity, equity and anti-racism, staff will
continue to collaborate and plan initiatives that recognize and highlight special celebrations for our staff and community
including honouring Black History Month, National Indigenous Peoples Day and more. While staff will continue to seek
funding opportunities to support this work, the outcomes, to have stability require funding so that staff can include the
initiatives as part of their annual workplan.
Clarington is a founding partner of the first “Municipal Anti-Hate Symposium: Towards a Collective Approach to
Understanding and Dismantling Hate.” This was a full day virtual event which was free and open to municipal staff,
leadership, and elected officials. It focused on how hate, discrimination, and oppression affect different groups within our
communities. Over 250 people from across Ontario participated and plans are underway for a similar event in 2023.
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Stakeholders and Impacts
Stakeholder Impact
Residents Recognition, awareness, opportunities to learn, reflect and contribute to a more inclusive
community, combat racism
Staff Support, awareness, and creation of a more inclusive workforce
Council Provide meaningful engagement and support of their constituents
Resource Requirements / Project Costs
Project Description Anticipated
Costs
LEAD Develop a plan to implement actions related to Workforce Demographic
Survey results, and other identified items in report
$10,500
Truth and Reconciliation Install a plaque to commemorate Orange Crosswalk; consultation with
Indigenous Communities in the development of truth and reconciliation action
plan
10,500
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Project Description Anticipated
Costs
Coalition of Inclusive
Municipalities / Anti-Racism
Develop and implement action plans, toolkits, and resources to combat racism
and discrimination
6,500
Awareness and Education Plan and execute initiatives that promote learning through recognition events
around special celebrations
8,500
Total $36,000
NOTE: Staff will continue to investigate and apply for relevant funding opportunities through external sources to offset the
cost of implementation.
Relationship to Council’s Strategic Priorities
Engaged Communities – through increased and enhanced two-way communication with community in the development
of action plans that directly affect them
Climate Change Considerations
Wherever possible, impact to climate change and carbon footprint will be considered such as offering virtual consultation
options and consulting with residents where they are at (i.e., grocery stores, libraries, community centres).
Comparative Analysis
Close to 100 communities are members of the Coalition of Inclusive Municipalities and have all committed to the
development of action plans to address racism and discrimination at the local level.
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Since 2015 and the release of the Truth and Reconciliation Commission’s 94 Calls to Action, many municipalities are
reviewing processes, policies and are developing plans to respond to the Calls in journeys towards reconciliation.
As we emerge from the restrictions of the pandemic that have limited and changed the ways we engage with community
since early 2020, many municipalities are planning increased community opportunities to recognize and celebrate together
in the spirit of diversity and inclusion.
Analysis of Alternative Approaches
Alternative approaches were evaluated and ruled out.
• Doing nothing implies acceptance of unwanted behaviours (such as racism and discrimination)
• To honour our commitment to Truth and Reconciliation, Anti-Racism, and the Coalition of Inclusive Municipalities,
we must proceed as outlined above to engage with community and prioritize inclusion, diversity, equity, and anti-
racism
Cost and Benefit Analysis
The cumulative cost of the projects proposed for 2023 has a value of $36,000.
The benefits of these projects help the Municipality to understand and meet the ongoing needs of our residents. By
fostering creativity and innovation through our inclusion, diversity, equity, and anti-racism efforts we support a welcoming,
inclusive community and support employee attraction and retention.
Conclusion and Recommendation
These initiatives support organizational accountability for growth in inclusion, diversity, equity, anti-racism and Indigenous
reconciliation across the corporation and community.
Funds to support this work, including the development of associated action plans, engaging in meaningful consultation, and
connecting with our community, have been requested through the 2023 budget.
Staff recommend the approval of funding to support the development and implementation of these proposed initiatives.
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Strategic Plan
Overview / Background
In 2023 Clarington Council will approve a multi-year strategic plan, which will provide the community and staff with a vision
for our community over the next four years. The strategic plan will also outline the high-level goals and priorities that staff
will use as a guidepost for workplans and resource allocation.
In the past we have retained a third party to facilitate the planning and to provide support for the development of the
strategic plan. The expectation for the 2023-2026 strategic plan will be that most of the work will be done by internal staff
through the Strategic Initiatives division, with the support of the CAO. Obtaining public input and general promotion as well
as limited scope facilitation for public sessions will be the drivers of the financial ask.
Project Description
The CAO’s Office is leading the process in partnership with departments through an internal Steering Committee consisting
of leaders across the organization and the Senior Leadership Team. Internal staff will manage all aspects of this project but
will utilize the services of an external facilitator to assist with the public workshop(s) that will be held to support the
identification/validation of Priorities, Objectives, and Performance Measures informing the drafting of the 2023 to 2026
Strategic Plan.
The Strategic Plan will focus on identifying high-level strategic directions/priorities and developing goals for Council's
4-year term of office.
Stakeholders and Impacts
• Council
• Internal Staff
• Members of the public (inclusive of community and business partners)
Resource Requirements / Project Costs
1. Clarify Expectations (Internal resource allocation)
Budget 2023 | 170
• Conduct interviews with members of Council and the Senior Leadership Team to identify hopes, expectations,
concerns and potential barriers to participation.
• Determine the focus and timing of community engagement
2. Community Engagement: Informing Council's Priorities (Survey design, advertising, meeting facilitation - $15,000)
• Community engagement is a key element of Council’s decision-making process, the development of this
strategic plan will be advanced in a way that is consultative, transparent and offer multiple opportunities for
public participation.
• The focus of community engagement is to help inform Council's priorities and ensure that the interests of
residents and community and business partners are brought forward.
• Comments, suggestions and feedback collected throughout the consultation process and at the in-person
sessions will be circulated to Council and members of the Senior Leadership Team.
3. Identifying Strategic Priorities (Internal resource allocation)
• After reviewing the comments, Council and senior staff will participate in a 1-day, facilitated strategic planning
session. During this exercise, they will collectively respond to the questions noted; incorporate the public input;
define the desired future state of the Municipality; and develop priorities and objectives for the Strategic Plan.
4. Identifying Goals and Plan of Action (Internal resource allocation)
• Facilitate a 1-day workshop with senior staff to develop Goals and a Plan of Action based on the
strategic priorities identified by Council. Document goals and action plans to share with Council.
5. Finalizing the Plan (Internal resource allocation)
• Facilitate a ½-day workshop with Council and senior staff to finalize the strategic plan components.
Summarize draft plan for CAO to present in a report to Council.
6. Communication of Approved Strategic Plan ($5,000)
• Inform the public of the approved strategic plan and the roadmap ahead – inclusive of how the plan will be
reported against.
Relationship to Council’s Strategic Priorities
N/A
Climate Change Considerations
N/A
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Comparative Analysis
Staff have conducted some benchmarking through the Strategic Initiatives Network to compare costs and process. The
consensus amongst the respondents to date was that the approach typically utilized some level of external consultant
support. Our approach will be to limit the use of consultants, apart from possibly having an external facilitator lead the
community focus groups, the cost of which would be limited. The amount being budgeted amongst the communities who
responded ranged from $20,000 to $50,000 – with a variety of different initiatives included. In the past we have spent
roughly $17, 000 for the development and facilitation of our strategic plan. Most of the financial request in this submission
is for community engagement and advertising.
Analysis of Alternative Approaches
There is the option to utilize a consulting firm for most of this work, but due to cost and the ability to complete it internally, it
has been ruled out.
Cost and Benefit Analysis
The multi-year strategic plan will provide the community and staff with a vision for the Municipality over the next four years.
Investing time and resources at the front-end will provide clarity when building annual workplans and budget submissions
with a focus on accomplishing the goals as set by the plan.
Conclusion and Recommendation
It is recommended that $20,000 be allocated in the 2023 Budget for the Strategic Plan.
Budget 2023 | 172
What’s Up in Clarington Newsletter
Overview / Background
In October of 2021, Council directed staff to write and produce a one-page quarterly update of local Municipal news
containing Council decisions and major news stories from the Municipality, tentatively named “What’s Up in Clarington.”
During 2022, three “What’s Up in Clarington” newsletters were produced and mailed out, providing our residents with
updates and insight into several important initiatives and programs.
This request would be to continue the quarterly newsletter in 2023, but with additional budget to allow for a total of four
publications.
Stakeholders and Impacts
This newsletter is sent directly to residents, providing important information related to Council decisions, priority projects
and general updates. It provides an additional mechanism for the Municipality to connect with residents.
Resource Requirements / Project Costs
To print and mail a newsletter to each household in Clarington, based on current costing, it should be roughly $16,700 per
mailout. As per the targeted postal code mailing this would include houses, apartments and farms, but not businesses. This
proposal assumes one newsletter per quarter, for a total budget request of $66,800. It is also anticipated that efforts will be
made to increase subscribers to our digital news offerings, inclusive of this publication. The cost for any additional digital
mailout software subscription would be nominal and can be absorbed within existing budgets.
Relationship to Council’s Strategic Priorities
Goal A of the 2019-2022 strategic plan centered around “Engaged Communities” with a focus on enhancing
communication with the community. It is anticipated that the 2023-2026 strategic plan will also involve some form of
community engagement component.
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Climate Change Considerations
There is a major printing component associated, but there will be an increased effort to encourage residents to sign up for
a digital version of the newsletter. Until there is a comfort level where print could be phased out (e.g., print copies only
available at community facilities) this impact can be expected to continue.
Comparative Analysis
Staff reached out to other Durham Region municipalities, of whom the following responded that they provide some version
of printed mailout update(s) to their residents:
• Ajax (two printed mail-outs per year and weekly e-newsletter)
• Pickering (annual magazine to households and seasonal e-newsletter)
• Whitby (two printed mail-outs per year and weekly/bi-weekly e-newsletter)
Analysis of Alternative Approaches
There are a few options that could be considered, assuming there was interest in some form of communication along the
lines of what has been proposed. They would be:
• Limit total number of mailouts (semi-annual mailout)
• Provide newsletter in digital format only, with a marketing campaign to encourage residents and community and
business partners to sign up
• Digital/Print hybrid: Print limited quantities for pickup in facilities to supplement the digital format.
Cost and Benefit Analysis
This request provides an additional form of outreach to residents. Despite a shift towards digital consumption, some people
still prefer receiving information in a more traditional format. As we promote our online presence and services, this may not
be required in the future, but at this time it may be the only way to reach some residents in the community.
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Conclusion and Recommendation
A mailed newsletter provides an additional mechanism to connect with members of the community and have Clarington’s
message heard. It is likely that direct mail reliance will decrease over time, which is why this business submission refers to
staff’s plan to encourage residents to sign up for the digital version, with the understanding that in future years digital may
be the preferred approach.
Budget 2023 | 175
Jury Lands Cafeteria Building
Overview / Background
The Jury Lands/Camp 30 site is recognized as a nationally, provincially and locally significant architectural and historical
site. In December 2021, the Municipality of Clarington took possession of the cafeteria building, and 2 acres of surrounding
lands, on the historic Jury Lands site.
Once the building was in municipal possession the Community Services department hired an outside expert to provide
preliminary analysis as to the long-term costs and challenges to bring the building to a usable state. The costing, inclusive
of several contingencies and assumptions, was prohibitively high. Below are the figures:
• Adaptive re-use - $19,500,000
• Tear down and re-build - $13,950,000
The preliminary figures above are high, given the extent of deterioration from vandalism and the current economy and
construction costing; hence staff are recommending a mothballing approach to conserve the building for two years, during
which Staff will work with the Jury Lands Foundation (JLF) on fundraising and grant opportunities to pursue a larger
restoration effort. There are also liability concerns that must be addressed now that the MOC are the landowner of the
cafeteria, and the mothballing approach will help with that.
Project Description
Due to the historical and strategic value of the building and overall site, staff worked through costing options that would see
a full-scale adaptive re-use or re-build take place on the newly acquired site. Unfortunately, the figures were higher than
expected.
The preliminary figures were discussed with the JFL, with whom the feasibility of a mothballing exercise was discussed. If
this option were pursued it would encapsulate the cafeteria and protect it from the elements, greatly limiting further
degradation of the site. If the building remains in direct contact with the elements there will soon be a point where the
integrity of the building may be completely compromised and it essentially being unsalvageable.
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The JLF board members have reviewed the option of mothballing and are in favour of it. The proposal would be to cover
the building for the next two-years, which would provide the JLF a reasonable amount of time to fundraise, to support an
adaptive re-use/re-build effort, as well as to secure government grants.
Due to the volunteer nature of the JLF, staff are also recommending that a $25,000 operating grant be provided to them
(over the two-year term). This would provide additional expertise to create a professional fundraising and marketing
campaign to support their efforts.
In terms of scope, security is an ongoing consideration and municipal staff are monitoring the site periodically, but further
conversations need to happen with the developer in terms of their responsibility as it relates to the remainder of the site.
Stakeholders and Impacts
Jury Lands Foundation – Staff have met with the Foundation and discussed the state of the cafeteria building and our
obligation to ensure that we are appropriately looking after the asset now that we own it.
Resource Requirements / Project Costs
Community Services was requested to provide estimates on the costs associated with fully enclosing the Cafeteria Building
and providing a security perimeter, which would mitigate further deterioration of the structure and building components.
The plan also includes perimeter fencing that will provide a physical barrier to address the ongoing concerns with
vandalism.
The proposed plan would include an engineered scaffolding structure fully encircling the building and would be fully
enclosed. We are also proposing an 11-foot wooden fence on the property adjacent to the building. The cost would include
the initial engineering, installation and rental of the scaffolding structure for a two-year period. The costing, inclusive of
contingency, would be as follows:
• Mothballing for 2-years - $400,000 ($100,000 already dedicated against this – CSD-008-22)
• $25,000 operating grant to JLF ($25,000 front-ended in year one; to be used over the 2-year term)
As part of a two-year agreement with the Jury Lands Foundation, the $25,000 in operating dollars are being requested to
support them in their fundraising efforts. This investment would be in-line with the spirit of the Memorandum of
Understanding that Clarington entered into with the Foundation in January 2017 (PSD-071-16). That agreement called out
Budget 2023 | 177
the need to establish a joint project team (JLF and Municipal staff) to coordinate various projects and manage a work
program to implement the plan. The CAO’s Office will appoint a staff person in early 2023 to lead efforts from the municipal
side and support the establishment and population of the greater working team.
Relationship to Council’s Strategic Priorities
As part of the 2019-2022 Strategic Plan, D.3 – Make a Decision on Camp 30, directly references this file. A decision was
made to assume the cafeteria in October, 2021 (PSD-051-21 and LGS-032-21 [not linked - confidential report on file]).
This business case provides a plan to ensure that reasonable efforts are made to conserve it and that the Jury Lands
Foundation are supported in their efforts to do the same.
Climate Change Considerations
Restoring an existing building has been proven to be the best way of conserving embodied energy through the
minimization of the energy required to process, manufacture and transport raw materials.
Comparative Analysis
N/A
Analysis of Alternative Approaches
At this time, staff have not fully considered alternatives and are recommending a two-year plan to determine the potential
for fundraising by JFL. By mothballing the structure, it is intended to mitigate further deterioration and leave potential future
options open for discussion. Cost and Benefit Analysis
Unfortunately, due to the current state of the cafeteria building, if too much time elapses the cafeteria will likely be beyond
repair. It is critical that a go-forward decision be made to deal with the site.
There remains a caveat as it pertains to enclosing the building. The JLF have identified that there may be other alternative
approaches via the private sector and military. Staff will investigate this as part of the ongoing discussions with JLF.
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Conclusion and Recommendation
Due to the long-standing interest in working to conserve pieces of Clarington’s history it is respectfully recommended that
Council approve using the $100,000 allocated from the assumption of the cafeteria building and add in $300,000 from the
Municipal Capital Works Reserve Fund to support this effort. In addition, $25,000 be allocated from the Tax Rate
Stabilization Reserve Fund to support the fundraising and overall operating efforts of the JFL. This funding would provide
the Jury Lands Foundation with a two-year window to determine how much they can fundraise to support potential future
revitalization effort and its scope.
Budget 2023 | 179
Budget 2023 | 180
Legislative Services
Department Overview
The Legislative Services Department is responsible for five distinct divisions, comprised of Municipal Law Enforcement,
Animal Services, Clerk’s, Human Resources, and Legal Services. These divisions have varied responsibilities such as
upholding municipal by-laws, care and adoption of animals, deployment and implementation of Human Capital
Management, effective administration of Council and Committee meetings, municipal elections, records management as
well as providing legal advice and support.
Core Activities
• Municipal Law Enforcement: Responsible for achieving compliance with municipal by-laws.
• Animal Services: Operates the animal shelter and related activities.
• Clerk’s: Delivers secretariat services for Council and committees, provides records management, licensing and
permitting and supports other public services such as elections, print/mailroom services, marriages, cemeteries,
lottery licenses, etc.
• Human Resources: Responsible for the Human Capital Management function, inclusive of recruitment, retention,
and training. Collective agreement negotiations, payroll administration and health and safety are additional
functions within this division.
• Legal Services: Provides legal advice and support to Council, municipal staff and the CAO.
2022 Accomplishments and Success
Animal Services Division
• Staff have experienced a large volume of animal intakes and adoptions in 2022. Limitations with space have
resulted in wait lists to have animals brought into the shelter for intake. This increased volume is believed to be due
to pandemic restrictions being lifted and some residents no longer wanting animals they bought at the start of the
pandemic.
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• Public can now visit the animal shelter in person to meet the animal of their choice with an appointment. Staff take
the time to find an animal for adoption that will be the best fit over the phone and set up a time to come in for a
physical meet and greet prior to adoption.
Clerk’s Division
• Assisted in implementing the Amanda Software, for Freedom of Information (FOI) Requests and Lottery Licenses.
• Succeeded in conducting Clarington’s first internet/telephone Municipal Elections.
• Participated in the transition to the Customer Centric First Floor changes with the move of the Division from the 2nd
floor to the 1st floor.
• Conducted a New Council Orientation session.
• Began the recruitment of citizen members to Clarington’s Advisory Committees and Boards.
Human Resources Division
• Created client groups for our departments to have a dedicated Human Resources Business Partner to address
human resource needs such as recruitment, labour and employee relations matters.
• Implemented electronic process for requesting time off through the HRIS system, providing for more self service.
• Implemented Health & Safety training online, in person and virtually; revised processes to improve health and
safety inspections.
• Developed electronic monitoring and disconnecting from work policies.
Legal Division
• Completed complex subdivision registrations including Foster Creek Northwest Phase 1.
• Provided legal support for land acquisitions for parks, roads and other public purposes.
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Municipal Law Enforcement Division
• Issued a Request for Proposal (RFP) for a mobile parking payment application to improve customer service in
parking lots.
• Undertook a comprehensive review and revision of standard operating procedures for the division.
• Created an On-Farm Special Events license application process.
Organizational Structure
Summary
Deputy CAO/ Solicitor
Municipal Clerk
Human Resources Manager
Municipal Law Enforcement
Manager
Associate Solicitor
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Legal Services
Deputy CAO/ Solicitor
Law Clerk
Associate Solicitor
Budget 2023 | 184
Municipal Law Enforcement
Municipal Law Enforcement
Manager
Clerk I
Animal Services Supervisor
Animal Care Attendants
(2)
Animal Care Attendants
(2)
MLEO II
(3)
Enforcement Coordinator
MLEO I
(5)
MLEO I
(4)
Clerk II
(2)
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Human Resources
Human Resources Manager
Compensation and Benefits
Supervisor
Employee Relations
Representatives
(2)
Health and Safety Coordinator
Human Resources Business
Partner
(2)
Human Resources Assistant
Health and Safety Associate
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Clerk’s
Municipal Clerk
Deputy Clerk
Records and Election
Coordinator
Committee Coordinator
Clerk II
(2)Cemetery/Records Clerk
Legislative Services
Coordinator
Clerk I
Budget 2023 | 187
Operating Budget
Budget Summary
2021 2022 2023
Description Actuals Final Budget Draft Budget Change
Public Sector Accounting Board
Expenditures
Amortization Expense $29,765 $0 $0 $0
Administration
Revenue
User Charges (119,276) (138,800) (138,800) 0
Expenditures
Salaries, Wages and Benefits 898,178 1,289,515 1,362,424 72,909
Materials and Supplies 70,426 87,010 84,840 (2,170)
Contracted Services 12,744 20,800 25,800 5,000
Transfers from Reserve, Reserve Fund and Capital Fund 94,801 15,000 75,000 60,000
Human Resources and Payroll
Expenditures
Salaries, Wages and Benefits 1,849,397 1,481,872 1,869,569 387,697
Materials and Supplies 7,093 12,600 11,900 (700)
Contracted Services 86,872 87,000 115,000 28,000
Rents/Financial Expenses 89,908 145,000 155,000 10,000
Health and Safety
Expenditures
Materials and Supplies 24,266 25,300 29,740 4,440
Contracted Services 6,762 0 3,000 3,000
Transfers from Reserve, Reserve Fund and Capital Fund 11,500 0 0 0
Animal Services
Revenue
User Charges (93,967) (87,800) (87,800) 0
Donations and Contributions from Others (9,731) 0 0 0
Budget 2023 | 188
2021 2022 2023
Description Actuals Final Budget Draft Budget Change
Expenditures
Salaries, Wages and Benefits 409,150 450,292 461,948 11,656
Materials and Supplies 58,430 68,340 71,240 2,900
Contracted Services 78,174 66,785 65,731 (1,054)
Transfers from Reserve, Reserve Fund and Capital Fund 10,000 10,000 10,000 0
Municipal Law Enforcement
Revenue
User Charges (16,806) (28,000) (28,000) 0
Fines/Penalties on Interest (16,910) (25,000) (25,000) 0
Expenditures
Salaries, Wages and Benefits 881,496 871,321 905,547 34,226
Materials and Supplies 15,343 21,500 23,500 2,000
Contracted Services 42,609 60,000 65,000 5,000
Transfers from Reserve, Reserve Fund and Capital Fund 8,538 0 0 0
Parking Enforcement
Revenue
User Charges (101,899) (100,000) (100,000) 0
Fines/Penalties on Interest (261,835) (250,000) (250,000) 0
Expenditures
Salaries, Wages and Benefits 386,703 491,116 504,550 13,434
Materials and Supplies 23,753 24,840 27,340 2,500
Contracted Services 10,802 20,000 20,000 0
Rents/Financial Expenses 9,832 10,000 10,000 0
Transfers from Reserve, Reserve Fund and Capital Fund 363,779 350,000 350,000 0
Election
Revenue
User Charges 0 (4,000) 0 4,000
Expenditures
Salaries, Wages and Benefits 0 108,549 0 (108,549)
Materials and Supplies 0 139,200 0 (139,200)
Contracted Services 10,550 208,500 4,000 (204,500)
Budget 2023 | 189
2021 2022 2023
Description Actuals Final Budget Draft Budget Change
Rents/Financial Expenses 0 13,250 0 (13,250)
Transfers from Reserve, Reserve Fund and Capital Fund 125,000 125,000 125,000 0
Legal Services
Revenue
User Charges (84,136) (58,000) (58,000) 0
Expenditures
Salaries, Wages and Benefits 385,674 122,166 299,638 177,472
Materials and Supplies 31,251 37,800 43,300 5,500
Contracted Services 51,530 100,000 100,000 0
Transfers from Reserve, Reserve Fund and Capital Fund 70,161 0 0 0
Grants
Revenue
Grants (30,039) (22,000) (22,000) 0
Contributions
Revenue
Transfer between Funds (556,211) (1,002,401) (561,890) 440,511
Cemetery
Revenue
User Charges (260,474) (208,100) (220,100) (12,000)
Expenditures
Materials and Supplies 0 1,800 1,800 0
Fleet
Expenditures
Materials and Supplies 39,753 31,750 30,400 (1,350)
Total $4,642,956 $4,572,205 $5,359,677 $787,472
Budget 2023 | 190
Budget Highlights
The following items highlight the 2023 budget submission for Legislative Services:
Administration
• Net decrease in Materials and Supplies of $2,170 due to a decrease in office supplies, miscellaneous operating
supply, postage accounts; and an increase of a $1,000 for a new cell phone for the new proposed Assistant
Solicitor position if approved.
• Contracted Services increased by $5,000 for Marriage Ceremony Officiant, Integrity Commissioner and
Ombudsman fees.
Human Resources and Payroll
• Materials and Supplies decreased by net $700. This is a mix of increase and decreases of budget items. Office
Supplies, Postage, Books and Periodicals, Memberships and Travel expenses decreased cumulatively by $4,000
and Phone and Fax lines and Other Capital for items such as office chairs and furniture increased by $3,300.
• Contracted Services Increased by $28,000. $5,000 for Consulting Services; the increase of $23,000 for
Professional Fees relates to Human Resource Investigations and for recruitment for example, advertising of job
postings and potentially any other recruitment initiatives.
• Rent and Financial expenses increased by $10,000 due to ADP/WFN & Recruit Right Charges.
Health and Safety
• Materials and Supplies increased by $4,440. Books and Periodicals budget increased by $5,000 to purchase First
Aid Training manuals. Increase of $1,940 for expenses related to the new H&S position is approved, and a
decrease of $2,500 for miscellaneous operating supplies and travel.
Contracted Services
• Increased by $3,000 to provide funding for ergonomic assessments as required.
Budget 2023 | 191
Animal Services
• Net increase in materials and supplies of $2,900 reflects increased costs.
• Net decrease of $1,054 in Contracted Services includes an increase in veterinary services and a decrease in
janitorial contracts there has been a reduction in the cleaning schedule from every day to three days a week.
Municipal Law Enforcement
• Increased Materials and Supplies by $2,000 for furniture and phones.
• Net increase in Contracted Services of $5,000 includes a $20,000 increase in Profession Fees budget for
prosecution services which will be provided by the Region of Durham in 2023 (this used to be contracted out) a
decrease of $5,000 for janitorial contracts as cleaning schedules have been reduced. The consulting costs was
reduced by $10,000 to offset the increase to the Profession Fees budget.
Parking Enforcement
• Materials and Supplies increased by $2,500 to purchase two printers.
Municipal Election
• All costs zeroed out in 2023 as it is not an election year other than the annual charge of $4,000 for data
supplies/equipment.
• Transfer to reserve is the annual contribution to the reserve for elections of $125,000.
Legal Services
• Increase in Materials and Supplies of $5,500 due to an additional $2,500 in membership and an increase of $3,000
to the miscellaneous expense account.
Fleet
• A decrease of $1,350 in the overall fleet expense accounts due to the replacement of fleet and lower maintenance
costs.
Budget 2023 | 192
Budget 2023 | 193
Financial Services
Department Overview
The Financial Services Department is responsible for the Municipality's overall financial activities. It is responsible for all
accounting services and provides financial advice to Council and other departments. The Financial Services Department
develops Municipal budgets, collects taxes, and manages the Corporation's financial assets. Financial Services is also
responsible for processing insurance claims against the Municipality, procurement of goods and services, and information
technology services.
Core Activities
Accounting Services: The division is responsible for financial reporting, including annual financial statements and
statutory reports mandated by other levels of government. The division also oversees reserve and reserve funds
used to pay for various services within the Municipality.
Taxation Services: The division is responsible for the billing and collecting property taxes, providing assistance to
taxpayers on assessment inquiries and responding to tax appeals.
Asset Management: The division is responsible for reporting of capital assets, corporate asset management planning,
and ensuring capital project financing is available.
Purchasing: The division is responsible for purchasing required supplies, vehicles, equipment, products, services,
rentals, consulting, construction, renovations, and printing services. The division follows strict rules and procedures
to ensure that all business conducted with the Municipality is done in a fair and transparent manner.
Information Technology: Provides and supports all technology services for the Municipality, including software,
hardware, network security, etc. With the rise of digitization, IT supports several internal and customer-focused
solutions that increase municipal business's overall effectiveness and efficiency levels.
Budget 2023 | 194
2022 Accomplishments
• Implemented the AMANDA software system for the corporation. The software enhances our process automation
and workflow improvements, on-line applications, file upload and assignment, inspection scheduling, field updates,
cross-departmental information sharing and real-time reporting.
• Created dedicated contacts for each department through a Business Partner approach to ensure that each
department had a dedicated financial resource for financial assistance.
• Worked with the Climate Change Coordinator and Community Services to implement the energy management
software to monitor utility consumption, waste production and greenhouse gas emissions across municipal
operations.
• Adopted the 2022 Asset Management Plan for the core asset categories of roads, bridges, and sewers.
• Completed 48 bid solicitations, 45 quotations, two land disposal proposals and 19 low value or non-competitive
procurements through Purchasing Services. Taxation Services completed three tax sale processes.
• Digitized purchasing processes to remove paper from ongoing and future files, scanned previous files to reduce
space requirements, conducted all open solicitations through electronic processes.
.
Budget 2023 | 195
Organizational Structure
Summary
Deputy CAO/Treasurer
Administrative Assistant
Clerk II
Manager of Taxation Services
Asset Management and
Development Manager
Manager of Accounting
Services/Deputy Treasurer
Purchasing Manager
Budget and Planning
Coordinator
Information Technology
Manager
Chief Information Officer
Budget 2023 | 196
Finance
Deputy CAO/Treasurer
Manager of Taxation Services
Asset Management and
Development Manager
Manager of Accounting
Services/Deputy Treasurer
Budget and Planning
Coordinator
Revenue Coordinator
Tax Clerk II
Revenue Clerk I
(3)
Accountant
(2)
Accounting Clerk II
Senior Financial Analyst
Accountant
Financial Analyst
(2)
Accounting Clerk II
(2)
Accounting Clerk I
(2)
Budget 2023 | 197
Purchasing
Purchasing Manager
Assistant Purchasing
Manager
Senior Buyer
Buyer
Clerk II
Purchasing Clerk
Budget 2023 | 198
Information Technology
Information Technology
Manager
Network Administration
Supervisor
Client/Applications
Supervisor
Information Technology
Business Development
Supervisor
Network Analyst
Network Security Analyst
Network Analyst
Network Analyst
Solutions Analyst
Network Support Technician
Help Desk Technician
Senior GIS
Solutions Analyst
Chief Information Officer
Budget 2023 | 199
Operating Budget
Budget Summary
2021 2022 2023
Description Actuals
Final
Budget
Draft
Budget Change
Unclassified
Revenue
Fines/Penalties on Interest $4,084 ($13,000) ($3,500) $9,500
Public Sector Accounting Board
Expenditures
Amortization Expense 838,023 0 0 0
Administration
Revenue
User Charges (225,431) (400,000) (400,000) 0
Fines/Penalties on Interest (1,582,533) (1,450,000) (1,500,000) (50,000)
Internal Audit
Expenditures
Salaries, Wages and Benefits 155,619 155,758 0 (155,758)
Materials and Supplies 0 300 0 (300)
Information Technology
Expenditures
Salaries, Wages and Benefits 1,415,002 1,546,251 1,676,719 130,468
Materials and Supplies 9,332 11,250 11,593 343
Contracted Services 6,216 55,000 55,000 0
Transfers from Reserve, Reserve Fund and Capital Fund 318,122 303,500 200,000 (103,500)
Reclass: CF (NON-TCA) to GF 685,940 930,000 1,010,000 80,000
Finance Administration
Expenditures
Salaries, Wages and Benefits 2,956,024 3,196,859 3,523,320 326,461
Budget 2023 | 200
2021 2022 2023
Description Actuals
Final
Budget
Draft
Budget Change
Materials and Supplies 209,262 103,100 126,977 23,877
Contracted Services 86,184 56,000 65,000 9,000
Unclassified Administration
Revenue
User Charges (170,729) 0 0 0
Expenditures
Materials and Supplies 501,091 551,076 533,165 (17,911)
Contracted Services 1,331,711 1,395,600 1,590,100 194,500
Rents/Financial Expenses (290,614) 277,000 297,000 20,000
Transfers from Reserve, Reserve Fund and Capital Fund 6,939,100 930,000 6,580,000 5,650,000
Contributions
Revenue
Transfer between Funds (445,955) (246,578) (5,416,525) (5,169,947)
Total $12,740,448 $7,402,116 $8,348,849 $946,733
Budget Highlights
The following items highlight the 2023 budget submission for Financial Services:
Unclassified
• Decrease $9,500 Fines and Penalties on Interest to reflect expected interest on outstanding balances which has
decreased as a result of the write-off of a large outstanding balance.
Administration
• Increased Fines and Interest revenue by $50,000 based on anticipated interest on outstanding accounts.
Budget 2023 | 201
Internal Audit
• Reallocated to CAO office under Strategic Initiatives Division.
Information Technology
• Materials and Supplies increase is nominal
• Non-TCA relates to small equipment or software expenses which do not meet the definition or threshold for tangible
capital assets. Increase of $80,000 relates to additional hardware and software maintenance contracts as we grow
the technological use in the Municipality. The new EnergyCap software is included in this increase, as are increases
to Microsoft licenses, and other software.
Finance Administration
• Materials and Supplies increase of $23,877 includes one-time furniture and equipment replacement of $13,500 for
aging furniture and equipment, $8,000 for increased postage cost related to additional tax bills that are sent and
increase in postage cost, $1,600 for professional memberships due to increase in fees and nominal changes in
other accounts.
• Contracted Services increased by $9,000 as a result of a new contract for the printing of tax bills, this in part is a
result of economic factors and volume.
Unclassified Administration
• Decrease in Materials and Supplies due to reductions in phone costs corporately (reallocated to departments) and
decrease in photocopy expenses as a result of work-from-home and digitization of processes.
• Increase in Contracted Services of $194,500 includes provision for the required triannual actuarial review on post-
employment benefits; new development charge study to update for growth numbers, updated capital costing and
changes to the Development Charges Act; update to the Land Acquisition Study (required every five years); and
nominal change in audit fees as a result of changes to audit standards.
• Transfers to reserve funds and contributions from reserve funds have increased this year as there is a change, in
the process for funding capital projects as well as the required draw to balance the budget to the target rate.
Budget 2023 | 202
Budget 2023 | 203
Emergency and Fire Services
Department Overview
Clarington Emergency and Fire Services provide professional and highly trained emergency response, education and fire
prevention services to all residents. Clarington has a composite department made up of full-time and volunteer firefighters.
Along with emergency response, the department performs various tasks to ensure public safety, including fire prevention
inspections, issuing permits and public education programs.
Core Activities
Fire Prevention: Responsible for various functions with one goal in mind: creating a fire-safe community. These
functions are implemented through public education programs and fire inspections. Clarington strives to educate
the public about fire safety through various education programs, hall tours and community events, and provide
safety lectures and fire safety training to families, community groups, schools, clubs, and businesses throughout
the municipality.
Fire Suppression: Firefighters respond to various situations: medical calls, motor vehicle accidents, check calls, fire
calls, specialized rescue calls such as water and ice rescues, rope rescue situations and others. To complete these
tasks Fire Services has a variety of tools such as extrication tools (i.e. the Jaws of Life), defibrillators, specialized
saws, rope equipment and fans. All this equipment assists in providing an effective response in suppression.
Maintenance Division: Provides Self-Contained Breathing Apparatus (SCBA) fit testing, repairs and maintains the
SCBA and other personal protective equipment used by the department.
2022 Accomplishments and Success
• Expanded Incident Command presence and capacity through revising the role of the Platoon Chief to be more
independent.
• Expanded officer development program to prepare personnel to assume leadership roles coupled with specialized
training in fields of Auto Extrication and Hazardous Materials (HAZMAT) to meet the growing needs of the
community; and
Budget 2023 | 204
• Focused on efficiencies and removal of duplication through improved digitization of processes. Introduced mobile
data terminals in primary response apparatus to provide “real time” information to crews, implemented scheduling
and asset management software to streamline processes and improve data availability.
Budget 2023 | 205
Organizational Structure
Director of Emergency
Services / Fire Chief
Deputies
(2)
Business Coordinator
Clerk II
(2)
Platoon Chiefs
(4)
Suppression Captains
(12)
Suppression Firefighters
(48)
Mechanical Technician
Chief Training Officer
Chief Prevention Officer
Fire Prevention Officer
Fire Prevention Inspectors
(3)
Volunteer District Chiefs
(5)
Training Officers
(2)
Emergency Management
Coordinator
Volunteer Captains
(20)
Volunteer Firefighters(100)
Budget 2023 | 206
Operating Budget
Budget Summary
2021 2022 2023
Description Actuals Final Budget Draft Budget Change
Public Sector Accounting Board
Expenditures
Amortization Expense $1,041,306 $0 $0 $0
Administration
Revenue
User Charges (374,254) (115,000) (165,000) (50,000)
Expenditures
Salaries, Wages and Benefits 950,575 966,524 1,074,959 108,435
Materials and Supplies 171,473 234,350 235,350 1,000
External Transfers to Others 7,750 10,000 10,000 0
Transfers from Reserve, Reserve Fund and Capital Fund 983,424 537,000 900,000 363,000
Contributions
Revenue
Transfer between Funds (95,629) (150,000) (548,624) (398,624)
Fire Prevention
Revenue
User Charges (48,863) (44,500) (44,500) 0
Expenditures
Salaries, Wages and Benefits 751,294 807,229 803,658 (3,571)
Materials and Supplies 28,282 45,000 45,000 0
Contracted Services 77,032 1,000 1,000 0
Fire Suppression
Expenditures
Salaries, Wages and Benefits 8,520,681 9,256,480 9,516,762 260,282
Budget 2023 | 207
2021 2022 2023
Description Actuals Final Budget Draft Budget Change
Materials and Supplies 65,642 90,000 100,000 10,000
Contracted Services 58,388 80,000 90,000 10,000
Fire Training and Technical Support
Expenditures
Salaries, Wages and Benefits 335,998 509,092 536,626 27,534
Materials and Supplies 6,127 6,500 8,500 2,000
Fire Communications
Expenditures
Contracted Services 683,737 637,000 794,000 157,000
Fire Mechanical
Expenditures
Materials and Supplies 74,653 105,000 105,000 0
All Stations- Part-time Administration
Expenditures
Salaries, Wages and Benefits 858,343 881,759 901,280 19,521
Materials and Supplies 34,523 53,700 59,700 6,000
Contracted Services 12,764 23,400 23,700 300
Municipal Emergency Measures
Revenue
User Charges (5,000) (10,000) (10,000) 0
Expenditures
Materials and Supplies 25,109 5,950 5,950 0
287 Fire Mechanical Technical Support
Expenditures
Salaries, Wages and Benefits 137,990 140,683 144,984 4,301
Total $14,301,345 $14,071,167 $14,588,345 $517,178
Budget 2023 | 208
Budget Highlights
The following items highlight the 2023 budget submission for Emergency and Fire Services:
Administration
• Revenues increased by $50,000 based on historical actuals over past five years and expected revenues for 2023
• Materials and Supplies increased by $1,000; one time cost for a cell phone if proposed position approved
Fire Suppression
• Materials and Supplies increased by $10,000; $5,000 increased costs associated with purchase of equipment and
$5,000 increased cost for cleaning, maintenance and inspection of bunker gear.
• Contracted services increased by $10,000; additional funds required for volunteer firefighter pager replacements
Fire Training and Technical Support
• Increase in materials and supplies of $2,000, additional Funds for Volunteer Firefighter Recruitment
Fire Communication
• Contracted services increased by $157,000 this includes $20,000 for NextGen 911 phone upgrade and an increase
of $137,000 based on the cost sharing agreement with the City of Oshawa for fire dispatch services.
All Stations – Part-Time Administration
• Materials and Supplies increased by $6,000 due to increase costs associated with aging infrastructure and building
material costs.
• Contracted services increased by $300; increase costs associated with EPI inspection contract and for current
costs of supplies and goods for repairs.
Budget 2023 | 209
Budget 2023 | 210
Public Works
Department Overview
The Public Works Department was restructured in 2022 with the movement of the Development Engineering and
Infrastructure Divisions to the Planning and Development Department (renamed Planning and Infrastructure Services).
The Public Works Department is responsible for the maintenance of the Municipality’s roadways, sidewalks, parks,
cemeteries, and municipal fleet and equipment.
Core Activities
Roads: Maintenance of paved and unpaved roadways and sidewalks, including snowplowing, ditching, culvert
installations and pothole patching.
Traffic: Responsible for the provision of crossing guards throughout the Municipality at key school locations, the
development of traffic calming measures and traffic safety.
Fleet: Maintain municipal fleet vehicle network, including emergency services equipment (fire trucks).
Parks and Cemetery: Maintenance of splash pads, beaches, cemetery and sports fields, parks and open spaces and
trail. The division also has responsibility over the forestry program, seasonal grass cutting and special event
programs (e.g. Festival setup/takedown).
2022 Accomplishments
• Resurfaced a total of 38 kilometres of rural road.
• Implemented a new environmentally friendly disposal process for road sweeping materials.
• Implemented a new Geographical Positioning System (GPS) in vehicles, improved electronic documentation of
circle checks, route progression and route completion.
• Developed a new on-line application process for Seniors Snow Removal program.
• Installed environmentally friendly solar lighting in both the Courtice and Bowmanville off-leash dog parks.
Budget 2023 | 211
• Modernized protective equipment for crossing guards including flashing stop paddles and electronic whistles to
improve public safety.
• Expanded electric vehicle green fleet initiative.
• Created an internal inventory process for streetlight fixtures to decrease repair timelines.
• Expanded traffic operations services, installed additional speed cushions, radar boards, and flex signs to address
community safety concerns; and
• Developed a new internal process using Citywide software to track and modernize road patrol, pavement patching,
stormwater pond inspections and fleet maintenance.
Budget 2023 | 212
Organizational Structure
Public Works Summary
Director
Operations Process
Coordinator
Records Clerk
Manager of Operations
Administrative Assistant
Clerk II
(2)
Clerk I
Business Analyst
Budget 2023 | 213
Roads and Traffic
Manager of Operations
Supervisor Roads
(2)
Supervisor Traffic
Crossing Guards
(40)
Leadhand Roads
(2)
Heavy Equipment Operators
(6+ 1 New)
Light Equipment Operator II
(6)
Light Equipment Operator I
(7)
Labourers
(2)
Temporary Labourers
(5)
Traffic Coordinator
Traffic Technician
Light Equipment Operator II
(3)
Operations Technician
Crossing Guards
Budget 2023 | 214
Parks
Manager of Operations
Supervisor Parks
Forestry Coordinator
Arborist
Light Equipment Operator II
Light Equipment Operator I
Leadhand Parks and
Cemeteries
Cemeterian
(2)
Light Equipment Operator II
(2)
Light Equipment Operator I
(3)
Labourers
Permanent Labourers
(2)
Temporary Labourers
(4)
Leadhand Special Events
Light Equipment Operator II
Light Equipment Operator I
(2)
Heavy Equipment
Operators
Permanent Part Time
Labourer
(2)
Budget 2023 | 215
Fleet and Other
Manager of Operations
Construction Coordinator
Operations Equipment
Trainer
Supervisor Fleet
Construction Inspector
Fleet Clerk
Fleet Coordinator
Fleet Technicians
(3)
Students
(2)
Budget 2023 | 216
Operating Budget
Budget Summary
2021 2022 2023
Description Actuals
Final
Budget
Draft
Budget Change
Unclassified
Revenue
User Charges ($109,156) ($200,300) ($200,300) $0
Expenditures
Salaries, Wages and Benefits 3,514 3,000 3,000 0
Materials and Supplies 102,977 85,500 83,600 (1,900)
Contracted Services 8,360 1,000 7,000 6,000
Public Sector Accounting Board
Expenditures
Amortization Expense 17,047,620 0 0 0
Administration
Revenue
User Charges (490,281) (433,500) (85,000) 348,500
Expenditures
Salaries, Wages and Benefits 4,735,717 5,375,130 3,405,316 (1,969,814)
Materials and Supplies 101,079 139,965 98,100 (41,865)
Contracted Services 36,488 170,000 35,000 (135,000)
Debt Services (Principal and Interest paid) 546,623 552,820 0 (552,820)
Transfers from Reserve, Reserve Fund and Capital Fund 6,981,104 5,498,796 0 (5,498,796)
Contributions
Revenue
Donations and Contributions from Others (5,230) 0 (2,500) (2,500)
Transfer between Funds (1,317,936) (1,352,820) 0 1,352,820
Street Lighting
Budget 2023 | 217
2021 2022 2023
Description Actuals
Final
Budget
Draft
Budget Change
Revenue
User Charges (4,867) (15,000) (15,000) 0
Expenditures
Materials and Supplies 591,704 620,000 450,000 (170,000)
Contracted Services 193,956 125,000 200,000 75,000
Debt Services (Principal and Interest paid) 219,670 219,670 219,155 (515)
Transfers from Reserve, Reserve Fund and Capital Fund 100,000 100,000 0 (100,000)
Parks
Expenditures
Salaries, Wages and Benefits 1,490,232 1,195,951 1,570,079 374,128
Materials and Supplies 701,678 609,450 827,045 217,595
Contracted Services 1,103,471 1,603,210 1,658,230 55,020
Rents/Financial Expenses 122,794 55,000 60,000 5,000
Transfers from RES / RF / CAP Fund 1,151,144 1,421,000 635,000 (786,000)
Cemetery
Revenue
User Charges (159,600) (146,300) (145,800) 500
Expenditures
Salaries, Wages and Benefits 268,851 353,293 363,992 10,699
Materials and Supplies 165,052 107,700 113,800 6,100
Transfers from Reserve, Reserve Fund and Capital Fund 55,000 190,000 5,000 (185,000)
Parking Lots
Expenditures
Debt Services (Principal and Interest paid) 147,794 0 0 0
Roads and Structures
Expenditures
Contracted Services 0 12,000 0 (12,000)
Safe Roads
Budget 2023 | 218
2021 2022 2023
Description Actuals
Final
Budget
Draft
Budget Change
Expenditures
Materials and Supplies 12,588 13,500 11,000 (2,500)
Contracted Services 48,585 50,000 50,000 0
Waste Collection
Revenue
User Charges (73) (22,500) 0 22,500
Expenditures
Materials and Supplies 0 22,500 0 (22,500)
Recycling Collection
Revenue
User Charges (15) (1,500) 0 1,500
Expenditures
Materials and Supplies 0 1,500 0 (1,500)
Roads Maintenance
Revenue
User Charges (26,477) 0 0 0
Expenditures
Salaries, Wages and Benefits 603,994 649,800 714,050 64,250
Materials and Supplies 839,294 761,750 788,575 26,825
Contracted Services 533,307 751,750 774,245 22,495
Transfers from Reserve, Reserve Fund and Capital Fund 2,450 0 0 0
Hardtop Maintenance
Expenditures
Salaries, Wages and Benefits 385,208 424,000 419,200 (4,800)
Materials and Supplies 389,888 1,191,000 820,500 (370,500)
Contracted Services 161,045 185,000 220,000 35,000
Loosetop Maintenance
Expenditures
Budget 2023 | 219
2021 2022 2023
Description Actuals
Final
Budget
Draft
Budget Change
Salaries, Wages and Benefits 66,527 66,000 66,000 0
Materials and Supplies 280,160 341,000 380,000 39,000
Winter Control
Revenue
User Charges (10,947) (32,500) (45,000) (12,500)
Expenditures
Salaries, Wages and Benefits 770,359 1,034,600 1,069,200 34,600
Materials and Supplies 1,336,128 2,146,600 2,155,000 8,400
Contracted Services 60,213 885,000 850,000 (35,000)
Safety Devices
Expenditures
Salaries, Wages and Benefits 241,677 370,036 348,000 (22,036)
Materials and Supplies 343,848 411,900 436,900 25,000
Contracted Services 56,845 50,000 30,000 (20,000)
Stormwater Management
Expenditures
Salaries, Wages and Benefits 14,351 20,000 20,000 0
Materials and Supplies 8,186 13,000 13,000 0
Contracted Services 182,122 100,000 215,000 115,000
Regional Roads
Expenditures
Salaries, Wages and Benefits 4,306 9,000 2,000 (7,000)
Materials and Supplies 18,212 35,000 1,000 (34,000)
Fleet
Expenditures
Salaries, Wages and Benefits 629,363 746,712 759,622 12,910
Materials and Supplies 134,487 119,600 116,800 (2,800)
Transfers from Reserve, Reserve Fund and Capital Fund 1,085,000 1,085,000 2,835,000 1,750,000
Budget 2023 | 220
2021 2022 2023
Description Actuals
Final
Budget
Draft
Budget Change
Total $41,958,389 $27,718,313 $22,335,809 ($5,382,504)
Budget Highlights
The following items highlight the 2023 budget submission for Public Works:
Unclassified
• Materials and Supplies decreased by a nominal amount of $1,900.
• Contracted Services increased by $6,000 to reflect historical spending and anticipated requirements in 2023.
Administration
• Decrease in revenues and expenditures are due to an internal restructuring where the Engineering and
Infrastructure Divisions have moved to the Planning and Infrastructure Services Department.
Streetlighting
• Materials and Supplies for Street Lighting is reduced by $170,000. The LED conversion project is complete with the
exception of a few specialty lights. The wattage has been updated with Hydro One and streetlight inventories have
been updated. As a result of the investment, the Municipality is expected to see a reduction in costs for 2023.
• Contracted Services increased by $75,000 to reflect the need to continue the locate contract. The Municipality is
legislatively required to provide locates within a prescribed response time, as growth continues the number of
locates each year increases.
Parks
• Materials and Supplies increased by $217,595, which include increased costs of $11,500, $5,000 allocated for
splashpad washroom and the remainder of the increase is due to the cost of supplies and anticipated increase in
Budget 2023 | 221
the number of events. An increase of $38,000 for splashpad resurfacing. An increase of $10,000 for waste
disposal. An increase of $128,000 in the repair and maintenance account of which $125,000 is a one-time cost for
the separation of concrete and steel pile of rubble at Depot 42 which was deferred in 2022 and is recommended to
be completed in 2023.
• Contracted Services increased by $55,020. This is a combination of reallocations between individual accounts.
Park snow removal account decreased by $75,000 as it was reallocated to Winter Maintenance- Other account.
The Grass cutting contract increased by $110,000 as it is anticipated that large additional locations will be added
and the frequency of grass cutting will increase. An estimate of $10,000 has included for grass cutting at Camp 30,
which is a service enhancement resulting from the Municipality obtaining certain property for public use. The
forestry contract increased by $15,000 due to the new Leaf Program approved by Council in 2022.
• The Rent/Financial expense account increased by $5,000 resulting from additional portable toilet locations for
events, tournaments and trail heads based on complaints and servicing as required.
Cemetery
• Materials and Supplies net increase of $6,100. Cemetery maintenance accounts decreased by a total of $5,900.
The Miscellaneous operating supply account increased by $12,000 to account for a temporary Trailer leased at the
Bowmanville Cemetery.
Roads and Structures
• Contracted services decreased by $12,000; reallocated to Planning and Infrastructure Services due to internal
reorganization.
Safe Roads
• Materials and supplies decreased by $2,500; reallocated to Planning and Infrastructure Services due to internal
reorganization.
Budget 2023 | 222
Road Maintenance
• Materials and Supplies net increase is $26,825. Small equipment increased by $2,500, Fleet allocation for bridge
maintenance increased by $2,000, Fleet allocation for weed control increased by $7,000 based on a 5-year
historical average. Ditch/shoulder maintenance miscellaneous operating supplies and fleet allocation accounts
decreased by $15,000 based on 5-year historical average. Waste disposal and miscellaneous building expenses
increased a net of $19,125. An increase of $19,000 for replacing and repairing aging fences, Radio rental
increased by $7,600 to repair and replace radios. Roadside clean up increased by $3,000, sidewalk maintenance
fleet allocation decreased by $2,000. There were other nominal changes due to inflation.
• Contracted Services net increase is $22,495. Contract for roadside weed control increased by $2,000 to address
additional species appearing and working with the Central Lake Ontario Conservation Authority. An increase of
$30,000 for shoulder maintenance and ditching, a decrease of $17,500 for catch basin and storm sewer
maintenance contract as this account was split with Planning and Infrastructure Services due to internal
reorganization. The urban curb-cut contract increased by $8,500 due to hiring a new contractor with higher prices,
there were other small changes due to inflation.
Hardtop Maintenance
• Materials and Supplies net decrease is $370,500. Pavement patching net decrease is $54,000 based on recent
activity, sweeping waste disposal fees decreased by $355,000 based on prior year actuals, miscellaneous
operating supplies for pavement markings increased by $40,000 due to growth and inflation.
• Pavement resurfacing contract services increased by $35,000 as a result of increase in crack seal and driveway
tie-in locations/work
Loosetop Maintenance
• Materials and Supplies net increase is $39,000. An increase of $16,000 for dust control, as costs have increased
due to warmer/dryer summer conditions causing a higher demand for dust suppression. Gravel patch and
resurfacing increased by $23,000 as costs of materials, trucking and fuel costs have increased.
Budget 2023 | 223
Winter Control
• Net increase in revenues of $12,500 is based on the increased cost of the program to participants.
• Increase in materials and supplies of $8,400 includes an increase of $8,000 for winter control fleet allocations
based on a five-year average and anticipated needs in 2023 and an increase of $400 in miscellaneous operating
supplies.
• Decrease in contracted services of $35,000 includes a decrease of $235,000 for winter maintenance based on less
spent in prior year. Senior snow clearing program contract increased by $200,000 in accordance with a new
contract.
Safety Devices
• Materials and Supplies increased by $25,000 this includes a $15,000 increase in guide rail/posts operating supplies
as a result of increasing costs, and a $16,000 increase in operating supplies for traffic signs supplies and
contractor costs
• Railway crossing maintenance contract decreased by $20,000 based on anticipated cost sharing for the year.
Stormwater Management
• Contracted services increase of $115,000 is necessary for additional maintenance and survey work, part of the
increase is due to completing the Stormwater Management Facility Maintenance Guidance Report Update in-house
Fleet
• A decrease in fleet is due to costs of one vehicle moving to Planning and Infrastructure Services due to an internal
reorganization
Budget 2023 | 224
Business Cases for 2023 Service Levels
Public Works Operations Center
Overview / Background
In 2019, the Public Works Department retained the services of RPG (Resource Planning Group), an advanced planning
and facilities programming consultant, to complete an Operations Depot Needs Assessment study. The detailed scope of
work required that RPG provide strategic guidance on how best to prepare for projected growth rates, through fiscally
responsible building investments, to properly and effectively maintain Public Works operational service levels to 2031 and
beyond.
The scope of the Operations Depot Needs Assessment study required that RPG investigate and respond to each of the
following questions:
1. Do the existing Operations Depots and other satellite buildings meet the Municipality’s requirements based on
projected growth rates into the year 2030 and beyond?
2. Does the Municipality require an additional Operations Depot?
3. Should any of the existing Operations Depots be further improved, expanded or closed?
4. Does Fleet Services require a separate building or additional re-purposed space?
5. Does Building Services require a separate building or additional re-purposed space?
6. Does Animal Control Services require a separate building or additional repurposed space?
7. Should the construction of a new Fire Training Tower and Auto Extrication Pad for Clarington Emergency and Fire
Service be included in this process?
8. Is there justification that supports the construction of a new single strategically located Operations Center for any or
all of the services outlined above?
9. Relative to this review are there any potential partnerships that should be investigated with other Local or Regional
Municipalities, the Ministry of Transportation, Durham Transit, the Private Sector, etc.?
In May 2020, RPG provided their final report which was submitted to General Government Committee at the regular
meeting held on June 22, 2020, under Operations Department Report OPD-006-20.
Budget 2023 | 225
General Government Committee received Report OPD-006-20 and carried Resolution #GG-219-20 recommending that
the Operations Needs Assessment, as prepared by RPG, be approved as the strategic guide for the development of the
facility and site requirements for the future Public Works Department.
Project Description
The Public Works Department currently has three Operations depots that are located at 2320 Taunton Road in Hampton,
3585 Taunton Road in Orono and at 178 Darlington-Clarke Townline Road in Bowmanville.
The Hampton Operations Depot houses the main administrative offices for the department along with a 5-bay fleet
services garage, parts inventory area, washrooms, meeting space and a staff lunchroom for a total of 14,812 square feet.
Also located on the property are a number of other out-buildings that includes a salt shed, sand dome, a sign building and
a variety of storage trailers. The building is estimated to be of mid-20th century construction and is situated on a property
of approximately 8 acres that is serviced by an inground septic system and a well that provides non-potable water. Within
the foreseeable future the option to purchase additional property or the connection to a municipal water or sanitary sewer
system will not be available to enlarge or upgrade the existing facility. The key service functions that are provided out of
the Hampton Depot include general road maintenance and the repair of all corporate fleet assets. At this time, 34 full-time
staff work out of the Hampton Depot with 6 additional temporary labourers and students being brought on during the
Spring and Summer seasons.
Budget 2023 | 226
The Orono Operations Depot was constructed around the same time period as the Hampton Depot. This facility provides
5,122 square feet of space which is utilized for an administrative area and a 5-bay equipment and material garage that is
situated on approximately 13.3 acres of land. Areas throughout the property have been filled with material to have tiered
sections of level ground but the property falls significantly in elevation from the north to the south limit of the property
making large areas of the site unusable. Also located on the site are two small outbuildings for storage and a sand/salt
dome. The depot is serviced by an in-ground septic system and a well that provides non-potable water. Availability to
connect to a municipal water or a sanitary sewer system is not expected at any time in the foreseeable future. Key service
functions that are provided out of the Orono Depot include heavy equipment road maintenance activities. Approximately
14 full-time staff work out of the Orono Depot with an additional 9 seasonal labourers and students during the Spring and
Summer seasons.
Budget 2023 | 227
Depot 42 is also of comparative age to Hampton and Orono. The facility provides 5,208 square feet of space that is
situated on approximately 13 acres of land. The building is comprised of a small area for administrative purposes and a
4-bay equipment and material garage. Areas of the property have been filled making the grounds relatively level but there
is a general slope from the north to the south limit of the property. Also located on the site is a sand/salt dome. The depot
is serviced by an in-ground septic system and a well that provides non-potable water. The availability for municipal water
or a sanitary sewer system is not expected anytime in the foreseeable future. Key service functions that are provided out
of Depot 42 include the Municipalities Parks, Forestry and Cemetery operations. At present, approximately 18 full-time
staff work out of Depot 42 with an additional 21 temporary labourers and students during the Spring and Summer
seasons.
Budget 2023 | 228
RPG’s final report concluded that the Municipalities operations depots have reached the end of their useful life and that
upgrades or expansions to the existing buildings would be very expensive and also limited due to property site
constraints. Some of the main deficiencies that are present at the existing depots include:
• The amount of office, washroom and shop workspace does not meet required levels. Proposed growth rates in
Clarington will further compound this situation as most Public Works staff cannot work from home due to the nature
of their jobs.
• The lack of inside or covered storage space subjects the municipalities vehicles, equipment and other critical
assets to the deteriorating effects of the environment thereby reducing their useful life.
• The well water at each depot is non-potable and is only available in limited quantities.
• There are no inside heated vehicle wash bays. The result is the ineffective outside washing of equipment
particularly during harsh winter conditions.
Budget 2023 | 229
• Fleet shop space is limited to a total of 5 service bays resulting in the requirement to outsource general equipment
repairs. Continued growth in the Municipal fleet cannot be suitably accommodated.
• The electrical infrastructure within the existing depots is not able to support Council’s approved action plan of
greening the fleet. Much of the winter control equipment also remains unsupported by block heaters.
• Workspaces for staff including areas for mustering, lunch and the fleet shops do not have air-conditioning.
• Existing measures to properly store and contain hazardous materials on-site such as road salts do not meet current
environmental standards.
• Facility fencing and on-site security measures are inadequate resulting in loss from break and enter.
• Depots have areas that are completely inaccessible for persons with disabilities.
• There are limitations with internet connectivity as service is provided by towers and line of sight.
In RPG’s final report it was concluded that the construction of a new Operations Facility would be the preferred scenario
to meet the current and future service levels that are provided by Public Works. A new Operations facility would replace
the Hampton Depot as the main administrative building and also serve to bring all staff together under one facility thereby
fostering improved communication and enhancing operational efficiencies. The Orono and Depot 42 locations would
continue to be retained by Public Works for the storage of equipment and construction materials but also serve as
strategic staging sites to achieve quicker response times during winter control events.
Stakeholders and Impacts
Public Works staff are the main stakeholders that will be impacted by the construction of a new Operations depot. When
compared to other Municipal and industry standards, the age and condition of the existing buildings are unsuitable for the
staff that report to and work out of these locations each day. The existing facilities and limited washroom spaces do not
represent a clean, healthy and respectful workplace for the expanding and changing demographic. The effects of Covid
19 further heightened the awareness and limitations on the amount of available space within the Public Works depots as
staff attempt to follow minimum social distancing recommendations.
Clarington’s Emergency and Fire Services Department also represent an important stakeholder in the development of a
new Operations center. The Fire Department is currently seeking to establish a new firehall location in the northern area
Budget 2023 | 230
of Bowmanville to accommodate future growth and meet legislated response times. The Hampton depot site is of interest
to the Emergency and Fire Services Department thereby eliminating their need to acquire a new property location.
The residents of Clarington should also be considered stakeholders in the construction of a new Operations Center.
Although it is recognized that Public Works depots are typically not facilities that the general public regularly access, the
condition and age of the existing buildings represents a poor standard of asset management. The existence of clean,
accessible and modern municipal facilities, regardless of their administrative or service function type, are investments that
taxpayers of Clarington will recognize and be proud of.
Resource Requirements / Project Costs
Costs to construct a new facility to support the current and future operational service requirements of Clarington will
represent a significant capital investment. Based on the earlier growth projections of 140,000 people that were forecasted
for Clarington to the horizon year of 2031 and beyond, a building envelope size of at least 7,300 m2 (79,000 ft2) was
recommended by RPG. Class D building construction calculations that were submitted by RPG and the Altus Group, an
architectural estimator, for the scope and the proposed size of facility were estimated to carry development costs of
approximately $37.0 million (2020 rates) based on new construction at a new property site. In today’s dollars, the
estimated costs are expected to have at very least doubled based on area wide shortages in materials and labour and
current inflationary pressures.
The property required for the development of a new operations center was acquired in February 2021. The lands known
as 2656 Concession Road 4 are situated on the northeast corner of Liberty Street and Concession Road 4 in
Bowmanville. This parcel of 66.53 acres, that is currently zoned agricultural, has an area of 25-29 acres that is presently
being worked for crops. Pursuant to the location is the availability of hydro, natural gas, telecommunications and a
regional water service that is within 200 metres of the site. Prior to the purchase of the land the property was approved in
principle by Clarington’s Planning Department staff and colleagues from Central Lake Ontario Conservation Authority
(CLOCA).
Relationship to Council’s Strategic Priorities
RPG was required in accordance with the Strategic Plan (2015-2018) to provide specific relevance to the deliverables
expected from the space needs assessment. Of priority, there was an emphasis on Strategic Priority 2 - Ensure and
demonstrate good Governance and Value for the Tax Dollar.
Budget 2023 | 231
Relationships to the current Strategic Plan (2019-2022) can be recognized in Goal C. - Sustainable Infrastructure Growth.
Specific references can be made to Item C.2. – Develop strategies for infrastructure investments, including employment
lands.
Climate Change Considerations
The existing Public Works Depots are inherently energy inefficient due to their age. Interior walls, ceilings and doors in
large areas of the facilities are uninsulated making workspaces cold and drafty in the winter and excessively hot in the
summer. Ventilation and plumbing systems are also limited with their ability to provide fresh circulated air and to supply
adequate quantities of heated water. The on-site containment of hazardous materials that are collected from road
sweeping, fleet shop activities and the storage and transport of road salts are also deficient when compared to current day
environmental standards.
Modern buildings are constructed with systems that are designed to conserve energy and water. In the comparative case
of Ajax’s Operation Center it has been constructed to a LEED standard by using solar panels, capturing water in cisterns,
facilitating green roof growth and by heating and cooling the building with geothermal technology. Facility design and site
layout by covering large areas of the property with paved impervious surfaces also aid in the capture and treatment of
contaminants that are typically associated with Public Works operations.
The construction of a new Public Work Operations Center would utilize new building materials and design elements that
would aid in the reduction of greenhouse gas emissions. New electrical systems would also provide for the on-going
greening of Clarington’s fleet.
Comparative Analysis
Within the past twelve years, all of the other local area Municipalities across the lakeshore in Durham Region have made
significant investments into their Public Works facilities. These upgrades have included the construction of two brand new
facilities (Ajax and Pickering), the acquisition and renovation of a vacant commercial property (Oshawa) and the
completion of a large expansion to an existing facility that was originally built in 2000 (Whitby). A third phase of proposed
expansion to the Whitby Operations Center is currently being planned that will add a further 22,000 sq ft of space.
Development of these facilities occurred to replace older, smaller, buildings that could no longer accommodate the needs
of the Departments and to prepare for the proposed growth rates within each Municipality. The Region of Durham is also
Budget 2023 | 232
currently in the process of acquiring a new development site to construct a new Operations Center in east Oshawa to
accommodate the expansive rate of growth occurring in that area.
Each of the new Municipal facilities have been constructed with current day technology and modern building systems that
either meet or exceed minimum requirements. Amongst the list of important building enhancements; staff are provided
with modern facilities that are clean and accessible, inside heated vehicle wash bays, large capacity drive through salt
storage and liquid brine loading stations, air-conditioned fleet services garages, potable drinking water, safe and
respectful washroom and lunch areas, inside heated storage as well as outdoor covered areas that are well secured to
reduce risk and loss. Workplaces of this nature not only provide staff with the tools necessary to perform their jobs well
but greatly enhance their feeling of engagement and appreciation.
For simplicity reasons, the graph below compares populations in each Municipality against the amount of depot space that
is available. For perspective, Clarington has a total inside facility space of 25,000 square feet for a current population of
109,400. This value represents a shortfall of approximately 54,000 square feet when considering the outcome of the
needs assessment completed by RPG. Further details regarding other comparator values and facility amenities may be
found in the Needs Assessment Study submitted by RPG or can be provided upon request.
Budget 2023 | 233
A photograph along with the basic building size and construction costs are provided for each new facility in the City of
Oshawa, Town of Whitby, Town of Ajax and City of Pickering as follows.
0
20,000
40,000
60,000
80,000
100,000
120,000
140,000
160,000
180,000
200,000
Population (2022)Inside Facility Space (sq ft)
Local Municipal Operations Facilities
(Durham Region)
Clarington Oshawa Whitby Ajax Pickering
Budget 2023 | 234
City of Oshawa
New Operations Center Completed in 2015
Population (2022) – 191,150
New Facility Size – 83,000 ft2 (7,700 m2)
Construction Cost - $27 Million
Budget 2023 | 235
Town of Whitby
Operations Center Expansion Completed in 2019
Population (2022) – 151,500
Expansion – 14,284 ft2
Construction Cost - $7.9 million
New Facility Size – 77,000 ft2 (7,200 m2)
Budget 2023 | 236
Town of Ajax
New Operations Center Completed in 2010
Population (2022) – 136,650
New Facility Size – 55,000 ft2 (5,100 m2)
Construction Cost - $19 million
Budget 2023 | 237
City of Pickering
New Operations Center Completed in 2019
Population (2022) – 106,050
New Facility Size – 66,000 ft2 (6,100 m2)
Construction Cost - $27 million
Budget 2023 | 238
Conclusion and Recommendation
The Province of Ontario’s Bill 23, More Homes Built Faster Act, 2022, may result in an even faster rate of development in
Clarington than what was previously forecasted. This rate of growth will need to be supported by adding additional public
works staff and other pieces of equipment in order to properly maintain new and existing areas of public infrastructure. To
continue meeting required service levels and to protect these future investments, additional work and storage space will
be required.
Population forecasts currently estimate that an additional 21,000 people will call Clarington home by 2027. Development
at this rate and further into the future will create a critical situation for the Public Works Department. Additional levels of
staff and equipment cannot be sustained at the existing depots with the older infrastructure that exists.
The construction of a new Public Works Operations Center will take years to complete as the process includes obtaining
the necessary approvals, undertaking detailed design and managing a lengthy construction phase. Although the level of
funding that is currently available through development charges of approximately 10.1 million will represent a significant
shortfall from the actual costs incurred to construct a new facility it is strongly recommended that consideration be given
towards approving the project.
In an effort to demonstrate the short-term need to construct a new Public Works Operations Center arrangements will be
made for members of Council and the Senior Leadership Team to tour various facilities.
Budget 2023 | 239
Budget 2023 | 240
Community Services
Department Overview
The Community Services Department is responsible for the provision of indoor recreation facilities, programs and
activities providing the residents of Clarington a variety of recreation and leisure opportunities, in a welcoming, enjoyable,
and safe environment. This includes the provision of facilities for our minor sport organizations to operate their hockey,
figure skating, lacrosse, and swimming programs to their many participants.
Additionally, the department provides registered and drop-in recreation fitness and aquatic programming, that services
residents of all ages. Through our community development efforts, we also administer the annual Community Funding
Program, which provides funding to various agencies and organizations, to support the valuable work they perform in our
community.
Core Activities
Facility Services
• Operate and maintain municipally operated indoor recreation facilities.
• Operate and maintain Municipal Administrative Centre and Clarington Public Library Main Branch.
• Repair and maintenance of fire stations, operations depots, other library and museum buildings, Bowmanville Older
Adult Centre, and Visual Arts Centre.
• Manage and supervise all construction and renovation on municipally owned buildings.
• Liaise with Community Hall and Arena Boards.
• Manage the Naming Rights, Advertising and Sponsorship Program.
• Provide operational support to municipal and departmental special events.
Budget 2023 | 241
Recreation Services
• Develop and operate recreation, fitness and aquatic programs and activities, through both registration and drop-in
methods.
• Operate fitness centre and older adult centre at Courtice Complex.
• Manage access to recreation for low-income participants through internal and external funding assistance
programs.
• Allocate and permit indoor and outdoor rental space to both community organizations and the public.
• Manage the annual Council approved Community Funding Program, which provides financial support to local
community agencies and organizations.
• Represent the Municipality on the Durham Regional Police Service Community Safety Advisory Council, as well as
other community-based groups.
• Provide support to various community organizations through individual consultation as group information sharing.
• Coordinate the intake of all non-municipal special event applications.
• Manage municipal and department special events including Mayor’s Golf Classic, Mayor’s Art Gala, and Canada
Day.
2022 Accomplishments and Successes
• Following Public Health and Provincial restrictions to start 2022, have seen a steady increase in activity levels
across all business areas as operations normalized.
• Worked with Durham Region Public Health to host a Community Vaccination Clinic at Garnet B. Rickard Complex.
Other facilities hosted mobile GOVAXX clinics to focus on areas with low vaccination rates.
• Transitioned from the Red Cross swim program to the Lifesaving Society program.
Budget 2023 | 242
• Collaborated with Emergency and Fire Services to align the Junior Firefighter Camp with the variety of camp
opportunities offered by Community Services. New options such as Girls on Fire and a partnership with Grandview
Children’s Centre provided increased inclusion and diversity options to an already successful program.
• Renovated the former Tourism Office on Liberty Street to provide additional recreation program space.
• Mitigated rising costs and a volatile construction marketplace by developing an in-house team of operational staff to
project manage and complete renovation work on municipal projects, reducing the reliance on outside contractors.
The approach used on the MAC citizen-centric lobby project will be continued into 2023 on other facility projects.
• Implemented a corporate-wide energy management system to track and monitor usage, billings and energy
efficiencies. Partnered with Elexicon to track and monitor buildings to set a baseline for energy usage and identify
future efficiencies.
• Expanded the Clarington Charges Forward initiative through the addition of electric vehicle and mobile device
charging stations at municipal facilities and inside recreational facilities.
Budget 2023 | 243
Organizational Structure
Community Services Summary
Director of Community Services
Recreation ManagerFacilities Manager
Administrative Assistant
Clerk II
Lead Customer Service Rep.
Community Development
Coordinator
Community Development
Program
(Volunteers)
Community Development
Assistant
Budget 2023 | 244
Facilities
Facilities Manager
Facilities Supervisor Building Services Supervisor Facility Supervisor
(2)
Building Services Leadhands
(2)
Building Services
(6)
HVAC Technician
Facility Leadhand
(3)
Facility Operators
(20)
Maintenance
(82 )
Building Services II
(1 part time)
Budget 2023 | 245
Recreation
Recreation Manager
Aquatic Coordinator Recreation
Coordinator
Fitness and Older
Adult Coordinator Customer Services
Coordinator
Aquatic Programmer
(2)
Aquatic Program
(85)
Recreation
Programmer
Recreation Program
(100)
Fitness Programmer
Older Adult
Programmer
Fitness Program
(34)
Older Adult Program
(25 part time and
Volunteers)
Customer Service
Assistant Coordinator
Recreation Software
Clerk
Lead Customer
Service
Representatives
(5)
Customer Service
Representatives
(25)
Clerk II
(4)
Clerk II
Customer Service
Assistant Coordinator
(PT)
Recreation
Programmer
Budget 2023 | 246
Operating Budget
Budget Summary
2021 2022 2023
Description Actuals Final Budget Draft Budget Change
Public Sector Accounting Board
Expenditures
Amortization Expense $2,080,972 $0 $0 $0
Administration
Revenue
User Charges (35,866) (43,500) (64,000) (20,500)
Expenditures
Salaries, Wages and Benefits 920,015 958,416 1,054,407 95,991
Materials and Supplies 25,236 50,125 62,555 12,430
Contracted Services 279,052 0 240,000 240,000
Transfers from Reserve, Reserve Fund and Capital Fund 1,762,201 1,734,200 1,342,500 (391,700)
Contributions
Revenue
Transfer between Funds (1,696,392) (2,399,282) (1,635,754) 763,528
Expenditures
Recreation Services Administration
Revenue
User Charges (121) (1,230) 0 1,230
Expenditures
Salaries, Wages and Benefits 1,115,978 1,014,381 1,283,727 269,346
Materials and Supplies 12,219 22,600 31,000 8,400
Facilities
Revenue
User Charges (1,143,774) (2,205,200) (2,286,300) (81,100)
Expenditures
Budget 2023 | 247
2021 2022 2023
Description Actuals Final Budget Draft Budget Change
Salaries, Wages and Benefits 3,884,704 4,526,850 4,924,434 397,584
Materials and Supplies 2,637,419 3,051,624 3,267,940 216,316
Contracted Services 256,694 634,788 717,595 82,807
Debt Services (Principal and Interest paid) 1,514,261 1,381,967 2,896,065 1,514,098
Transfers from Reserve, Reserve Fund and Capital Fund 1,148,621 360,000 0 (360,000)
Concessions
Revenue
User Charges (5,932) (38,440) (60,240) (21,800)
Expenditures
Salaries, Wages and Benefits 8 0 0 0
Aquatic Programs
Revenue
User Charges (275,596) (798,800) (911,350) (112,550)
Expenditures
Salaries, Wages and Benefits 296,192 854,403 1,169,428 315,025
Materials and Supplies 21,383 55,760 52,360 (3,400)
Fitness Programs
Revenue
User Charges (75,474) (390,100) (458,900) (68,800)
Expenditures
Salaries, Wages and Benefits 146,416 295,348 314,351 19,003
Materials and Supplies 5,849 25,600 25,800 200
Rents/Financial Expenses 0 700 2,100 1,400
Recreation Programs
Revenue
User Charges (140,232) (332,215) (647,950) (315,735)
Expenditures
Salaries, Wages and Benefits 134,296 311,146 651,011 339,865
Materials and Supplies 9,481 42,300 78,300 36,000
Budget 2023 | 248
2021 2022 2023
Description Actuals Final Budget Draft Budget Change
Contracted Services 3,271 27,800 31,800 4,000
Rents/Financial Expenses 0 1,000 0 (1,000)
Community Development
Revenue
User Charges (131,700) (138,600) (172,330) (33,730)
Expenditures
Salaries, Wages and Benefits 58,384 84,146 5,510 (78,636)
Materials and Supplies 140,657 186,830 189,010 2,180
Contracted Services 28,008 43,000 47,200 4,200
55+ Active Adults
Revenue
User Charges (27,027) (121,500) (98,875) 22,625
Expenditures
Salaries, Wages and Benefits 31,887 100,669 102,388 1,719
Materials and Supplies 2,832 10,300 10,300 0
Contracted Services 0 8,500 8,500 0
Rents/Financial Expenses 0 1,500 4,000 2,500
Customer Service
Revenue
User Charges (17,479) (8,300) (16,500) (8,200)
Expenditures
Salaries, Wages and Benefits 753,620 1,024,581 1,158,390 133,809
Materials and Supplies 58,695 90,200 135,500 45,300
Smallboards Consolidated
Expenditures
Contracted Services 5,869 17,000 17,000 0
External Transfers to Others 12,188 0 0 0
Debt Services (Principal and Interest paid) 0 0 791,395 791,395
Smallboards Non-Consolidated
Budget 2023 | 249
2021 2022 2023
Description Actuals Final Budget Draft Budget Change
Expenditures
Contracted Services 2,329 19,500 19,500 0
External Transfers to Others 9,412 0 0 0
Libraries (Facilities)
Expenditures
Materials and Supplies 3,319 23,460 24,850 1,390
Contracted Services 4,424 14,657 15,140 483
Debt Services (Principal and Interest paid) 78,466 78,702 78,663 (39)
Client Services
Expenditures
Salaries, Wages and Benefits 538,336 598,307 0 (598,307)
Materials and Supplies 9,689 16,800 0 (16,800)
Tourism
Expenditures
Salaries, Wages and Benefits 232,952 236,916 0 (236,916)
Materials and Supplies 69,920 65,800 0 (65,800)
Contracted Services 26,607 21,000 0 (21,000)
Museum (Facilities)
Expenditures
Materials and Supplies 13,764 19,600 20,100 500
Contracted Services 8,378 8,300 8,800 500
Community Grant Program
Expenditures
External Transfers to Others 38,500 99,000 99,000 0
Municipal Sponsorships
Expenditures
External Transfers to Others 135,920 0 0 0
Total $14,968,831 $11,640,609 $14,528,420 $2,887,811
Budget 2023 | 250
Budget Highlights
The following items highlight the 2023 budget submission for Community Services:
Administration
• Revenue increased by $20,500 which includes $20,000 for a new account for sponsorship revenue received by
Community Services.
• Materials and Supplies increased by $12,430 for miscellaneous nominal amounts.
• Contracted services increased by $240,000 to hire a consultant to do the Community Services Sport, Leisure and
Culture Master plan. This plan will provide support for future investment in capital and programming needs.
Recreation Services Administration
• User charges revenue decreased by $1,230, eliminated as of January 1, 2023.
• Materials and Supplies increased by $8,400 including an increase of $400 in phone line account for a new phone
for a new proposed position; $9,300 increase in memberships/association dues as a result of new Life Saving
Society (LSS) license fees ($2,600), addition of Entandem/Resound which is collecting fees for music played at
facilities ($7,100) from Client Services. A reduction of $2,300 in the travel account due to reduced mileage claims
because of hybrid work (teams meetings).
Facilities
• Revenue increased by $81,100 due to a gradual increase to pre-COVID revenues.
• Materials and Supplies overall increase by $216,316 due to several nominal changes at each facility. Differences
greater than $30,000 include an increase of $35,000 for repairs and maintenance for all municipal buildings for
"one off" or non-annual inspections/repairs. Previous allocation of funds for recreation facilities was not adequate
for annual needs. An increase of $33,338 to reflect proposed 2023 agreement for Automated External Defibrillators
(AED) based on 30 AED sites and associated certifications, $28,400 of this amount was reallocated from Hall
Board buildings account.
• Contracted services increased by $82,807 due to an increase in contract service agreements overall.
Budget 2023 | 251
Concessions
• Increase in revenues of $21,800 due to returning to pre-COVID revenues.
Aquatic Programs
• Revenue estimated to increase by $112,550 as a result of returning to pre-COVID revenues, addition and increase
of leadership courses (courses required to become a lifeguard/instructor), by adding these courses and the
associated manuals to Diane Hamre Recreation Centre and the Allan Strike Centre revenue is expected to
increase.
• Materials and Supplies reduced by $3,400 as a result of the removal of stickers and badges resulting from the
change in swim instruction program.
Fitness Programs
• Increase in revenues of $68,800 due to returning to pre-COVID revenues and the addition of the 55+ Active Adults
fitness membership revenue.
• Materials and Supplies net increase is $200, $800 reduction in program supplies at Courtice Community Complex
as a result of the elimination of extra Covid related supplies, $1,000 increase in program equipment purchases at
Courtice Community Complex.
• Rents and Financial expenses increased by $1,400 due to additional rural programming.
Recreation Programs
• Increase in revenues as a result of the returning to pre-COVID levels and increased demand.
• Materials and Supplies increased due to phased/added back in summer bussing and admission costs. Added
supply costs for Junior Fire Fighter Camp. Added program supply money to return to normal service levels, and
addition of 181 Liberty Street.
• Contracted services increased by $4,000 due to higher costs
• Rents and Financial expenses decreased as there is a reduced need for school rentals.
Budget 2023 | 252
Community Development
• Increase in revenue by $33,730 which includes an increase in revenue of $26,050 related to the Sports Hall of
Fame event in 2023 that was eliminated in 2022.
• Increase for materials and supplies of $2,180 is the net of an increase in Hall of Fame $40,000, a decrease of
$38,000 in miscellaneous operating supplies as Inclusion services has moved to Recreation services, and a
reduction of $15,000 as Diversity/Accessibility Advisory committee has moved to the CAO’s office under Corporate
Performance.
• Contracted services for Canada Day contract increased by $4,200 to reflect an increase in paid duty, sound and
fireworks.
55+ Active Adults
• Revenue decreased by a net of $22,625, this includes a reallocation of $22,200 for fitness membership revenue
that was moved under Fitness program revenue section.
• Rents and Financial expenses increased by $2,500 due to increased rental costs at Orono, Hampton and Haydon
Hall.
Customer Service
• Revenues increased by $8,200, expecting increased merchandise sales.
• Materials and Supplies increased by $45,300 primarily for ACTIVE NET transaction fees which are expected to
increase with a return to pre-pandemic operational levels.
Smallboards Consolidated
• This sub-department is for the hallboards that are consolidated within the Municipality for winter control. This would
include Boards of Council such as the Tyrone Community Hall Board.
Budget 2023 | 253
Smallboards Non-Consolidated
• This is sub-department is for non-consolidated hallboards, such as the Hampton Community Association. This
expense is for winter control costs for those boards that are not consolidated within the Municipality, per the
Community Group Roadmap approved in October 2021.
Libraries (Facilities)
• Materials and Supplies increased by $1,390 as a result in increased repair and maintenance costs due to
inflationary costs, aging infrastructure and higher demand to complete in house.
• Contracted services increased by $483 which includes an increase of $1,100 for snow removal at the Newcastle
Library, and a decrease of costs at the Clarke Public Library as in-house HVAC technician is doing preventative
maintenance work.
Client Services
• Has been disbanded, Community Development Coordinator, Diversity Equity and Inclusion, and Accessibility
Coordinator moved to CAO's Office; Customer Service Coordinator and Customer Service Assistant Coordinator
moved to Recreation Services Administration; Community Development Coordinator moved to Administration.
Tourism
• Tourism has moved to Planning and Infrastructure services within the Economic Development Division.
Museum (Facilities)
• Increase in materials and supplies is nominal and includes utility increases and anticipated repair and maintenance
costs for a total of $500.
• Contracted services increase of $500 includes contracts for fire equipment, elevators and other miscellaneous
contracts for the Sarah Jane Williams building.
Budget 2023 | 254
Budget 2023 | 255
Planning and Infrastructure Services
Department Overview
The Planning and Infrastructure Services Department is responsible for managing the growth of the Municipality. In 2022,
the Department was reorganized to streamline the development and infrastructure processes into one department.
Planning and Infrastructure Services develops planning policy, issues building permits, reviews development applications
for infrastructure planning, oversees key infrastructure investment projects, and supports local economic development
activities.
Core Activities
Community Planning: Responsible for planning policy including the official plan and secondary plans. Manages
review of commercial and mixed-use development applications, community engagement.
Development Review: Oversees land use planning implementation, subdivision review and approval, land division
zoning and Committee of Adjustment. Respond to general land use inquiries regarding the development potential of
private property.
Building Division (Permits and Inspections): Responsible for issuing building, renovation/addition and demolition
permits and conducting building, structural, plumbing and HVAC inspections. Interprets the Development Charges By-
law and Ontario Building Code.
Infrastructure: Responsible for the development and planning of infrastructure requirements and long-term asset
management planning. The division oversees infrastructure construction and works with external agencies on
infrastructure such as cable, internet, power locations.
Development Engineering: Reviews, inspects and assumes new developments, provide engineering support and
comments on proposed development applications and works with Infrastructure Division on planning for infrastructure
needs to support growth.
Economic Development: Develops community economic development strategy, works with key stakeholders
(Clarington Board of Trade) for job attraction and retention, Tourism services supports local tourism businesses and
events to promote Clarington in and outside of the Region.
Budget 2023 | 256
2022 Accomplishments and Success
Building Inspection
• Rolled out a new fleet of electric vehicles for building inspectors to be environmentally friendly.
• Implemented the AMANDA Inspector App to streamline the inspection process and take advantage of software
enhancements.
• Issued a building permit for Clarington’s first 12-storey building.
• Created a Building Inquiry Portal to track citizen enquiries and provide a faster response to public enquiries.
• Created permit tracking and backlog sheet to coordinate planning, engineering and building inspection divisions to
avoid delays in issuance or building permits.
• Created the position of Deputy Chief Building Official to support and facilitate the building permit processes at all
stages.
Development Review
• Began the review process of approximately 70 new development applications.
• Implemented an updated Parkland Dedication By-law.
• Provided the final approval for 1,055 residential units in Clarington.
• Held 50 pre-consultation meetings for development projects.
• Responded to 2,300 public inquiries.
• Composed 200 zoning clearance and agreement compliance letters.
• Conducted a review of the development process to improve efficiencies and meet the new legislative requirements
in the Planning Act.
• Developed a new process to deal with impacts of Bill 109 and reduce the risk of returning fees for development
applications and meet Province of Ontario timeframes.
Budget 2023 | 257
Community Planning
• Provided final approval of the Southeast Courtice and Southwest Courtice Secondary Plans which includes
approximately 6,500 units.
• Hosted seven information centres for secondary plans and subwatershed studies.
• Held statutory public meetings for the Energy Park and Courtice Waterfront Strategy.
• Began the design of the Courtice Waterfront Master Plan.
• Started the Waterfront Strategy and hosted 11 public and stakeholder sessions.
• Processed development applications for over ten commercial and mixed-use sites.
• Briefed Council on the impacts of Bill 109, Bill 23 and the Greenbelt Plan.
Infrastructure
• Completed the construction of Lake Road extension.
• Reconstructed Old Scugog Road.
• Started the Bowmanville Cemetery expansion.
• Completed construction of the Toyota Trail in Bowmanville and the Lion’s Trail in Newcastle.
• Installed 16 electric vehicle charging stations to support climate change initiatives and the Municipality’s electric
fleet vehicles.
• Commenced planning of Bowmanville Zoo Lands in partnership with Valleys 2000 for the redevelopment of that
property.
Development Engineering
• Authorized the commencement of five developments.
• Reviewed, inspected and assumed seven subdivisions.
Budget 2023 | 258
• Issued 63 municipal consents, 12 site alteration permits and 707 building permits.
• Provided detailed engineering comments for 50 pre consultations and 70 development applications.
• Provided engineering input for secondary plans.
Economic Development
• Presented the first Economic Development Strategy for the community which was adopted in principle by Council.
• Worked with OPG to streamline approvals for their projects in Clarington including the OPG Headquarters and
Small Modular Reactor sites.
• Joined the Regional Economic Development Partnership.
• Responded to 20 long-range investment enquiries for both commercial and industrial projects.
• Started the Clarington Tourism Strategy; and
• Launched the Holiday Campaign to support local businesses.
Budget 2023 | 259
Current Organizational Structure
Summary
Director
Administrative Assistant
Clerk II
Manager Development
Review
Manager, Community
Planning and Design
Chief Building Official
Manager Development
Engineering
Manager of Infrastructure
Manager, Economic
Development
Budget 2023 | 260
Community Planning
Manager, Community Planning
and Design
Principal Planner
1 + 3 New
Senior Planner
(4)
Planner II
(3)
Development Application
Coordinator
GIS Technologist
(2)
GIS Technician I
Planner I
Budget 2023 | 261
Development Review
Manager Development Review
Principal Planner
(2 + 1 New)
Senior Planner
(3)
Planner II
(2)
Planner I
(2 + 1 New)
Development Application
Coordinator
(2)
Budget 2023 | 262
Development Engineering
Manager Development
Engineering
Clerk II
Development Review
Technician
(2)
Utility and Infrastructure
Coordinator
Construction Inspector
Engineering Coordinator
Transportation Engineer
Water Resources Engineer
Budget 2023 | 263
Building Inspection
Chief Building Official
Permit Clerk
(3)
Senior Plans Examiner
Deputy Chief Building Official/
Supervisor of Building
Plans Examiners
(3)
Senior Plumbing Inspector
Plumbing/Mechanical Inspectors
(2 + 1 New)
Senior Building Inspector
Building Inspectors
(3)
Building Engineer
Budget 2023 | 264
Infrastructure Services
Manager of Infrastructure
Project Administration Clerk
Capital Works Supervisor
Capital Works Engineer
(1 + 1 New)
Project Manager - Parks
Capital Works Coordinator
Asset Management Supervisor
Senior Construction Inspector
Construction Coordinator
Construction Inspector
Budget 2023 | 265
Economic Development
Manager, Economic Development
Principal Planner, Economic
Development
Tourism Coordinator
Tourism Programmer
Budget 2023 | 266
Operating Budget
Budget Summary
2021 2022 2023
Description Actuals
Final
Budget Draft Budget Change
Unclassified
Expenditures
Salaries, Wages and Benefits $3,918 $6,710 $6,872 $162
Materials and Supplies 70,974 251,250 253,750 2,500
Transfers from Reserve, Reserve Fund and Capital Fund 640,375 646,075 650,000 3,925
Public Sector Accounting Board
Expenditures
Amortization Expense 2,863 0 0 0
Planning
Expenditures
Salaries, Wages and Benefits 0 0 4,846,728 4,846,728
Infrastructure
Expenditures
Salaries, Wages and Benefits 0 0 1,515,949 1,515,949
Materials and Supplies 0 0 33,540 33,540
Contracted Services 0 0 125,000 125,000
Debt Services (Principal and Interest paid) 0 0 553,160 553,160
Administration
Revenue
User Charges (1,057,437) (1,256,800) (1,855,800) (599,000)
Other Income - Sale of Assets (NON-TCA) (280,000) 0 0 0
Expenditures
Salaries, Wages and Benefits 3,264,186 3,715,514 451,935 (3,263,579)
Materials and Supplies 86,927 113,350 153,390 40,040
Budget 2023 | 267
2021 2022 2023
Description Actuals
Final
Budget Draft Budget Change
Contracted Services 200,416 241,000 867,000 626,000
Transfers from Reserve, Reserve Fund and Capital Fund 1,598,557 12,500 377,500 365,000
Contributions
Revenue
Transfer between Funds (268,390) (420,716) (2,488,677) (2,067,961)
Building Inspection
Revenue
User Charges (3,038,510) (1,774,500) (1,774,500) 0
Fines/Penalties on Interest 0 (500) (500) 0
Expenditures
Salaries, Wages and Benefits 1,430,979 1,570,538 2,031,617 461,079
Materials and Supplies 60,472 102,400 43,900 (58,500)
Contracted Services 64,708 304,500 195,000 (109,500)
Transfers from Reserve, Reserve Fund and Capital Fund 939,545 0 0 0
Parks
Expenditures
Contracted Services 0 0 10,000 10,000
Roads and Structures
Expenditures
Contracted Services 0 0 12,000 12,000
Safe Roads
Expenditures
Materials and Supplies 0 0 2,500 2,500
Roads Maintenance
Expenditures
Contracted Services 0 0 17,500 17,500
Environmental
Revenue
Budget 2023 | 268
2021 2022 2023
Description Actuals
Final
Budget Draft Budget Change
User Charges (1,170) (1,170) (84,670) (83,500)
Expenditures
Materials and Supplies 0 0 3,500 3,500
Contracted Services 0 0 80,000 80,000
Fleet
Expenditures
Materials and Supplies 0 0 2,800 2,800
Smallboards Consolidated
Expenditures
Materials and Supplies (40) 1,500 1,500 0
Tourism
Expenditures
Salaries, Wages and Benefits 0 0 244,296 244,296
Materials and Supplies 0 0 68,600 68,600
Contracted Services 0 0 21,500 21,500
Development Review
Revenue
User Charges (289,743) 0 0 0
Expenditures
Materials and Supplies 23,289 0 0 0
Contracted Services 289,651 0 0 0
Economic Development
Expenditures
Salaries, Wages and Benefits 0 120,370 314,333 193,963
Materials and Supplies 0 1,000 50,000 49,000
Contracted Services 0 325,000 573,000 248,000
Total $3,741,570 $3,958,021 $7,302,723 $3,344,702
Budget 2023 | 269
Budget Highlights
The following items highlight the 2023 budget submission for Planning and Infrastructure Services:
Unclassified
• Materials and Supplies increased by $2,500 related to the Clarington Heritage Committee expenses for courses,
plaques and mileage anticipated in 2023.
Planning
• New Sub-department created in Planning and Infrastructure Services which includes Community Planning,
Development Review and Development Engineering.
Infrastructure
• New Sub-department created in Planning and Infrastructure Services which came from Public Works as a result of
an internal reorganization in September 2022.
• Contracted services is budgeted at $125,000 for unforeseen design assistance such as economic development
related, Geotech work and the Toyota Trail to name a few.
Administration
• Revenues increased by $599,000 due to Development Engineering division reallocating from Public Works to
Planning and Infrastructure Services. Also, it is anticipated that there will be an influx of applications with the recent
approvals of the Southeast Courtice, Southwest Courtice and Brookhill Secondary Plans.
• Materials and Supplies increased by $40,040 which includes an increase in mileage by $11,000 as more staff are
doing inspections and claiming mileage, also includes a $15,000 increase in furniture and fixtures related to new
proposed staff.
• Contracted services increase by $626,000. A $650,000 increase is based on the business case submitted for the
Comprehensive Zoning Bylaw update review. $50,000 was reallocated to the CAO’s Office under Corporate
Performance for Climate change professional fees.
Budget 2023 | 270
Building Inspection
• Materials and Supplies decreased by $58,500 this includes a decrease of $69,500 in travel/mileage submissions as
each inspector has a municipal vehicle now. Offsetting increases are several nominal accounts.
• Contracted Services decreased by net $109,500. A decrease of $87,000 for consulting and a decrease of $22,500
for professional fees.
Parks
• Contracted Services budget of $25,000 is due to the reallocation from Public Works to Planning and Infrastructure
Services.
Roads and Structures
• Contracted Services budget of $12,000 is due to the reallocation from Public Works to Planning and Infrastructure
Services.
Safe Roads
• Materials and Supplies budget of $2,500 is the result of the reallocation from Public Works to Planning and
Infrastructure Services.
Roads Maintenance
• Contracted Services budget of $17,500 is due to the reallocation from Public Works to Planning and Infrastructure
Services.
Environmental
• Revenues and Expenditures net to zero for Port Granby. This is a continuing project including the Government of
Canada, Town of Port Hope and the Municipality of Clarington.
Budget 2023 | 271
Fleet
• Materials and Supplies budget of $2,800 is for the repair and maintenance, and fuel for the infrastructure vehicle
that was reallocated from Public Works to Planning and Infrastructure Services.
Tourism
• Tourism was reallocated from Community Services to Planning and Infrastructure Services due to internal
reorganization. They will administratively be reporting to the Manager of Economic Development.
Economic Development
• Materials and Supplies increased by $49,000 for the Economic Development Strategy proposed in the 2023
business case Clarington’s Economic Development Strategy – Short Term Objectives. Part of $322,000 - contingent
on approval (see table below)
• Contracted services increased by $248,000 which includes $273,000 for the Economic Development Strategy
proposed in the 2023 business case Clarington’s Economic Development Strategy – Short Term Objectives -part of
$322,000 – contingent on approval (see table below) and, a reduction of $25,000 for the Board of Trade Contract
compared to last year.
Budget 2023 | 272
Business Cases for Changes in 2023 Services
Municipal Comprehensive Zoning By-law Update
Overview / Background
In Clarington, two Zoning By-laws are currently in place. Zoning By-law 84-63 regulates the development of land
between Lake Ontario and the Oak Ridges Moraine and Zoning By-law 2005-109 applies to all lands that are located on
the Oak Ridges Moraine. A Municipal Comprehensive Zoning By-law Update is required to review, consolidate and
update (where appropriate) municipal zoning regulations into one, new, Comprehensive Zoning By-law that conforms
with and implements the Clarington Official Plan. Staff acknowledge that a comprehensive review of the Municipality’s
zoning by-laws was initiated following Council’s approval of OPA 107. The years of work that have gone into the Zone
Clarington project are notable. The current business case incorporates the work completed to date on that project as
background, but acknowledges Staffs limited ability to complete the project with current internal resources.
Project Description
The Municipal Comprehensive Zoning By-law Update will review and update our current Zoning By-laws to implement the
policies and goals of the revised Official Plan, update zoning regulations to reflect current progressive planning
regulations and best practices and modernize and improve its usability.
Stakeholders and Impacts
The Comprehensive Zoning By-law Update will impact all residents of Clarington. Benefits and impacts include, but are
not limited to:
• Improved clarity, consistency and usability,
• Clearer zone categories,
• Better explanation of Holding Symbols,
• Eliminate duplication within the existing by-laws,
• Permit for process improvements, and
Budget 2023 | 273
• Include additional uses and regulations related to:
o On-Farm Diversified uses
o Short-term rentals
o Cannabis processing
o Breezeways
Resource Requirements / Project Costs
Currently, the Zone Clarington project has spent nearly $450,000. It is understood that there is $100,000 left in the
existing budget for the Zone Clarington project. Considering the amount spent to date, the budget remaining and the
comparative analysis we are recommending a budget of $650,000 to complete and implement a Comprehensive Zoning
By-law Update for the Municipality of Clarington.
Relationship to Council’s Strategic Priorities
The project is integral to the Planning and Infrastructure Services Departments ability to focus on Council priorities in a
timely manner.
Climate Change Considerations
N/A
Comparative Analysis
Whitby: in 2017, the town of Whitby allocated $1,530,000 to start a comprehensive zoning by-law review. Consultants
are completing a majority of the work. The project is anticipated to be done in 2024.
Ajax: in 2017 had budgeted $150,000 for consultants. They also had all 13 planning staff members working on the
project in some capacity. The project was scheduled to be done in 2017 and has not been completed to date.
East Gwillimbury: hired external consultant. Project began in 2015 with a budget of $210,000.
Vaughan: $3.9 million overall estimated budget to fund the comprehensive review and preparation of the new city-wide
Budget 2023 | 274
consolidated Zoning by-law.
Markham: Over 2-million-dollar budget to complete the project over 5 years. No indication on staff allocations or external
consultants to complete the work.
Analysis of Alternative Approaches
The Municipality has been attempting to complete this project internally for over 5 years (Zone Clarington). As a result of
staff resources and shifts in priorities because of Bill 109, there is no longer the capacity to continue the project
internally.
For these reasons, alternative approaches were evaluated and ruled out.
Cost and Benefit Analysis
The implication of Bill 109 on the Planning and Infrastructure Services Department are imminent (January 1, 2023). The
result is that applications will need to be processed in a timely, and efficient manner, in order to avoid refunding
application fees. The current Zoning By-law review process initiated in 2016, relies entirely on internal, senior staff to
complete. This is no longer a feasible option for the Planning and Infrastructure Services Department. To date,
considering staff time as well as other costs associated with the project there has been approximately $450,000 spent
on Zone Clarington. To continue this way, the PIS Department will need to allocate a minimum of two full-time
senior/principal staff resources to complete the project for a minimum of two years.
Considering the project is not yet at its halfway point, it is safe to assume there will need to be at minimum, an additional
$450,000 spent to complete the project. Further, should we continue this way, it is likely that many development
applications will not be able to be processed in an efficient and timely manner. As a result, the Municipality may be
required to refund development application fees, further impacting the municipalities revenue streams. As a result, hiring
external consultants to complete a comprehensive Zoning By-law Review would better position the municipality for the
implication of Bill 109 and to ensure the project is completed in a timely manner.
Conclusion and Recommendation
To ensure that the Municipality is positioned in the best way to combat any negative implications of Bill 109, it is
recommended that funding be received to complete the Comprehensive Review and update of Clarington’s Zoning By-
laws. It is recommended that this amount be a minimum of $650,000.
Budget 2023 | 275
Clarington’s Economic Development Strategy – Short Term Objectives
Overview / Background
To ensure that the Municipality is best positioned to capitalize on the expected growth in our community, staff have worked
with MDB Insight Inc. (now Deloitte) to develop a robust economic development strategy. To develop the strategy and
objectives, feedback was received from stakeholders, and research done to highlight areas in which Clarington should
focus on to drive future economic development growth.
The Strategy was presented and adopted in principle by Clarington Council on June 20th, 2022 by resolution # C-155-22.
The Strategy reinforces much of the work currently being done by the Municipality and our community partners, while at the
same time highlighting the areas of improvement to build our community’s capacity to support economic development
initiatives. It also puts a spotlight on major catalyst projects, which have the potential to drive further economic prosperity in
our community.
Project Description
Clarington’s Economic Development Strategy is an evolving document that will assist in shaping the local economy in
the years to come. The successful implementation of the Economic Development Strategy and its associated short-,
medium-, and long-term objectives requires adequate funding and the support and cooperation of organizations,
companies, and individuals to work in tandem with Clarington staff to ensure a strong and vibrant community.
Stakeholders and Impacts
The Economic Development Strategy and associated objectives was developed to ensure the Municipality will collaborate
and coordinate with its partners: local business owners, residents, the Clarington Board of Trade, and community partners
to ensure the effective implementation of the plan. Effective collaboration and implementation of the objectives will
positively drive economic growth in Clarington.
Resource Requirements / Project Costs
See table below.
Budget 2023 | 276
Relationship to Council’s Strategic Priorities
As part of the 2019 – 2022 Municipality of Clarington Strategic Plan, Council directed staff to “explore an economic
development strategy/framework in collaboration with the business community and other stakeholders.”
Council’s Strategic Plan, under the “Strong Economy” priority, has several other key economic development goals such
as:
a) completion of our downtown plans.
b) creation of partnerships in broadband expansion, working towards one hundred per cent connectivity.
c) creation of partnerships to promote investment in infrastructure to make natural gas more accessible; and
d) expansion of our transportation network into commercial and industrial areas.
By supporting the short-term objectives listed in Clarington’s Economic Development Strategy we can drive Clarington’s
economy and ensure support of Councils Strategic Priorities.
Climate Change Considerations
Growing a prosperous community presents the main Council policies and objectives for economic development in
Clarington. It is with the short-term economic objectives that we can incorporate climate change considerations. As we
accomplish more short-term economic development objectives, we will have a stronger ability to integrate and achieve the
municipality’s climate change objectives.
Comparative Analysis
The Region of Durham, Pickering, Ajax, Whitby, and Oshawa all deliver their economic development services in-house.
The northern municipalities have a contract with the Region. The Municipality of Clarington is well positioned to assume
responsibility for attracting strategic investment in the wake of all the anticipated growth in our community spurred by key
economic development catalysts. Supporting the facilitation of the short- term economic development objectives will help
accelerate this.
Analysis of Alternative Approaches
The following alternative approach was evaluated and ruled out:
Budget 2023 | 277
• Outsourcing all objectives noted in the Economic Development Strategy: total cost upwards of $100,000 per each
type of objective (short, medium, and long term). This is not a sustainable and/or long-term approach, especially as
the Municipality works towards developing an Economic Development Branch in the Planning and Infrastructure
Services Department.
Cost and Benefit Analysis
The funding for the economic development strategy – short term objectives is $322,000 for the coordination of the
Business Retention and Expansion program (BR+ E). This cost is in general keeping with the other local area
municipalities that service economic development functions in house. Completing the short-term objectives of the
economic development strategy will assist in preparing Clarington to best attract business to Clarington and drive
economic growth.
Conclusion and Recommendation
To ensure that the Municipality is positioned to capitalize on the anticipated growth in our community an economic
development strategy was developed with short-, medium-, and long-term objectives. It is recommended that funding be
received to implement the short-term objectives as they will begin to drive future economic development growth in
Clarington.
Budget 2023 | 278
Number Deliverable No Cost One Time Cost Operational Cost
1. Update municipal land-use policies to
ensure farm operators and agri-
businesses can easily understand the
options available to them and expedite
their business plans.
No Cost (covered under
the Zoning by Law and
Official Plan Review).
2. Establish a Corporate Calling Program
with performance measurement
targets on outreach, visits, and
engagement activities.
$50,000 (external
consultant to develop
this program).
3. Collaborate to enable the positioning
of the downtowns and rural areas as
destinations for residents and visitors.
$30,000 (research
on signature
events, delivery
evaluation,
feasibility of
showcase spaces).
4. Develop a local business ambassador
program with industry leaders who can
meet potential investors during site-
selection visits and/or to whom site
selectors can be confidentially referred
for positive testimonials about
Clarington.
$80,000 (create a
benchmarking report
& scorecard, develop
an investment
readiness analysis
status for each
prominent section in
Clarington).
5. Meet bi-annually with local business
representatives to share major
initiatives and provide a discussion
forum for general concerns (e.g.,
Mayor’s breakfast meeting).
$5,000 (marketing
for each
event/event
materials).
Budget 2023 | 279
Number Deliverable No Cost One Time Cost Operational Cost
6. Educate elected representatives and
community groups about the
importance of economic development
efforts.
$2,500 (workshop
materials,
advertising).
7. Collaborate on the annual regional
Business Count program to update
Clarington’s business directory.
No Cost (program run
and financed through the
Region’s Planning and
Economic Development
Department).
8. Provide support and referrals to assist,
advise, and mentor start-ups and
existing small businesses and
business associations.
$2,500 (materials
used to
assist/mentor
businesses).
9. Report key findings systematically and
annually to drive policy needs.
No Cost (done internally
by Economic
Development staff).
10. Publish a flow chart or dashboard
outlining the steps and timeframes
associated with local land-use
planning and development approvals.
No Cost (Can be done
internally by Planning
staff).
11. Establish regular information-sharing
sessions
between municipal planning staff and
economic development staff.
No Cost (Can be done
internally through
Planning and Economic
Development staff).
12. Convene an advisory working group to
support the creation of a high-tech
energy hub in Clarington and to
explore new best practices for a
cluster-focused high-tech energy hub
in North America.
$8,000 (outsourcing a
best practices review)
$2,000 (creating
and running the
advisory group).
Budget 2023 | 280
Number Deliverable No Cost One Time Cost Operational Cost
13. Development of lead generation
system for intake of investment
inquiries.
$10,000 (develop
new leads, new
investment
opportunities,
tracking/response
database).
14. Explore the benefits of joining or
increased collaboration with other
regional marketing alliances, such as
Ontario East Economic Development,
Ontario Food Cluster, RTO6, etc.
No Cost (can be done
internally by Economic
Development staff).
15. Ensure economic development
personnel respond in a substantive
way to inquiries within the same
workday as they are received.
No Cost (Clarington’s IT
Department can build a
portal for responding to
inquires).
16. Assess options for an economic
development service delivery model
and recommended structure (e.g.,
status quo, full service in-house, arms-
length economic development
corporation).
$30,000 (retained
consultant to develop
a service delivery
model).
17. Provide core economic development
services with an organizational
business plan that aligns with Durham
Region’s Planning and Economic
Development Department Business
Plan.
No Cost (can be done
internally by Economic
Development staff).
18. Increase per-capita funding for
municipal economic development to
remain competitive with other
communities in terms of investment
$75,000 (based on
other lakeshore
municipalities
economic
readiness and programming.
Budget 2023 | 281
Number Deliverable No Cost One Time Cost Operational Cost
development
budgets).
19. Maintain and regularly update $20,000
datasets of reliable community (businesses
economic indicators tailored to assisted,
respond to investor inquiries, workshops offered,
published in the Community Profile upkeep of the
and on website pages, and shared datasets, external
with partners. consultants).
20. Region of Durham Economic
Development Partnership $7,000
Total $168,000 $154,000
Total Cost $322, 000
Budget 2023 | 282
Budget 2023 | 283
Clarington Public Library, Museums and Archives
The Clarington Public Library Board oversees the governance of the Library, Museums and Archives under the provisions
of the Public Libraries Act and the Standards for Community Museums in Ontario.
Clarington Public Library, Museums and Archives (CPLMA) is the community destination that ignites curiosity and inspires
lifelong learning. Clarington Public Library, Museums and Archives is an equalizer that connects residents to culture,
literacy, heritage, and learning. Access to information, literacy skills and tools is the foundation of our organization.
Residents can freely access print and digital collections, special lending collections, multilingual resources, digital literacy
supports, programming for all ages, genealogy, and archival research.
Clarington Public Library, Museums and Archives provides direct service through five locations and two additional
heritage buildings:
•Bowmanville Library Branch
•Courtice Library Branch
•Orono Library Branch
•Newcastle Library Branch
•Sarah Jane Williams Heritage
Centre
•Kirby School House
•Waverley Place
The Clarington Public Library Board oversees the strategic direction of the Library, Museums and Archives under the
provisions of the Public Libraries Act and the Standards for Community Museums in Ontario.
Core Activities
Loaning Services: Offering a robust and curated physical and digital collection of books, science and technology kits,
newspapers, movies, comic books and resource kits that support the spectrum of learning styles to everyone through
free library cards. Quiet study spaces and videoconferencing services are also freely available.
Budget 2023 | 284
Literacy Development: Supporting the development of literacy in its various forms, including digital literacy, financial
literacy, reading and writing skills, and cultural literacy. The Clarington Public Library, Museum and Archives provides
literacy outreach services to older adult facilities, schools, childcare facilities and at community events.
Heritage: Acts as the caretaker and curator of Clarington’s community memory. School and community heritage
programs are offered to promote and experience Clarington’s heritage. Research and genealogy resources and
requests are supported by highly trained heritage staff. The Museum is the home of community relevant historical
letters, diaries, photographs, negatives, films, audio and videotapes, and artifacts.
2022 Accomplishments and Success
• Introduced accessibility reading collection including decodable books for readers with dyslexia and readers in early
stages of literacy
• Improved convenience of accessing literacy materials by removing fines for overdue materials and offering
automatic renewals
• Launched Clarington’s first multilingual collection and first Local Author Showcase
• Expanded the “Library of Things” to include sports equipment, light therapy lamps, and home theatre equipment
• Completed the restoration of the Charles Bowman painting, the only known image of Bowmanville’s namesake
Budget 2023 | 285
Historical Funding
Operating Budget
Budget Summary
2021 2022 2023
Description Actuals Final Budget Draft Budget Change
Libraries
Expenditures
Materials and Supplies $0 $12,750 $12,750 $0
Contracted Services 0 4,250 4,250 0
$3,200,000
$3,300,000
$3,400,000
$3,500,000
$3,600,000
$3,700,000
$3,800,000
$3,900,000
2019 award 2020 award 2021 award 2022 award 2023 request
Historical Funding for Clarington Public Library and Museum
2019 award 2020 award 2021 award 2022 award 2023 request
Budget 2023 | 286
2021 2022 2023
Description Actuals Final Budget Draft Budget Change
External Transfers to Others 3,624,432 3,265,384 3,460,624 195,240
Transfers from Reserve, Reserve Fund and Capital Fund 70,000 110,000 40,000 (70,000)
Museum
Expenditures
External Transfers to Others 314,242 317,699 326,524 8,825
Transfers from Reserve, Reserve Fund and Capital Fund 6,000 6,000 6,000 0
Total $4,014,674 $3,716,083 $3,850,148 $134,065
The Clarington Public Library Board approved the 2023 Budget at its meeting of October 27,2022. The following is
provided by the Library:
Category 2022 2023
Difference
2022-2023
$
Difference
2022-2023
%
Income
Municipal Tax Levy $3,265,384 $3,460,624 $195,240 5.6%
Library- Operating Reserve 57,624 250,000 192,376
Non- Municipal Revenue 106,958 126,570 19,612 15.5%
Total Income 3,429,966 3,837,194 407,228 10.6%
Expenses
Salaries and Wages 2,128,646 2,403,685 275,039 11.4%
Benefits 470,826 607,221 136,395 22.5%
Budget 2023 | 287
Category 2022 2023
Difference
2022-2023
$
Difference
2022-2023
%
Subtotal Salaries, Wages and Benefits 2,599,472 3,010,906 411,434 13.7%
Library Materials 327,114 327,114 0 0.0%
Facility Services 192,686 170,686 (22,000) (12.9) %
Product and Supplies 32,393 32,393 0 0.0%
Public Programs 18,480 23,060 4,580 19.9%
Purchased Services 100,181 107,235 7,054 6.6%
Computer Expenses 133,368 136,800 3,432 2.5%
Staff Development 26,273 29,000 2,727 9.4%
Transfer to Capital 0 0 0 0.0%
Subtotal Other Service Areas 830,495 826,288 (4,207) (0.5) %
Total Expenses $3,429,967 $3,837,194 $407,227 10.6%
The following represents the approved museum budget:
Category 2022 2023
Difference
2022-2023
$
Difference
2022-2023
%
Income
Municipal Tax Levy $317,699 $326,524 $8,825 2.7%
Library- Operating Reserve 5,656 17,000 11,344
Non- Municipal Revenue 32,731 41,151 8,420 20.5%
Total Income 356,086 384,675 28,589 7.43%
Budget 2023 | 288
Category 2022 2023
Difference
2022-2023
$
Difference
2022-2023
%
Expenses
Salaries and Wages 193,906 219,200 25,294 11.5%
Benefits 80,688 81,000 312 0.39%
Subtotal Salaries, Wages and Benefits 274,594 300,200 25,606 8.53%
Library Materials 7,500 7,650 150 1.96%
Facility Services 52,405 52,405 0 0.00%
Product and Supplies 7,365 7,800 435 5.58%
Public Programs 8,750 9,000 250 2.78%
Purchased Services 1,895 3,500 1,605 45.86%
Computer Expenses 937 1,000 63 6.30%
Staff Development 2,640 3,120 480 15.38%
Transfer to Capital 0 0 0
Subtotal Other Service Areas 81,492 84,475 2,983 3.53%
Total Expenses $356,086 $384,675 $28,589 7.4%
Budget Highlights
The following items highlight the 2023 budget submission for the Clarington Public Library, Museums and Archives:
• Included in the additional request from the Library and Museum are resources to support the three key outcomes
based on the core belief that the Library and Museum is an inclusive and welcoming destination to ignite curiosity
and inspire lifelong learning. The three key outcomes are:
Budget 2023 | 289
o Equity, Diversity and Inclusion: Providing services and resources to support the spectrum of learning
styles. Ensuring physical and virtual spaces are easy to access, intuitive to navigate and support in place to
assist customers and staff
o Technology and Digital Literacy: Providing tools and spaces to improve digital literacy and technology
skills. Enhancing confidence in playing with new technology
o Circular Economy and Sustainability: Partnering with community groups and members to offer programs
and services that promote sustainability. Promoting the Library and Museum’s role in the circular economy.
Establishing procedures and financial strategies to ensure the organization will thrive.
• The 2023 operating budget, new staff requests (two full time positions as Public Service Leads) and capital
requests are reflective of post-pandemic services operating at 2019 levels.
• This budget incorporates the pressures of inflation and bargaining and positioning the organization as a destination
of choice in the community and an employer of choice in the competitive labour market. Several budget lines are
matching 2020 budget lines reversing back to pre-pandemic budget levels.
• A harmonized Library and Museum, with a new library board, ushers in a new and exciting chapter for the
organization. Reviewing the organizational structure and re-allocating funds within reserve accounts will allow the
organization to position its resources in the most efficient and effective way. A new strategic vision and newly
aligned priorities will be charted to set the direction for the organization for the next four years.
Budget 2023 | 290
Business Cases for 2023
Public Service Lead
Overview
Executive Summary
The Clarington Public Library, Museums and Archives seeks to add 2 new full time staffing positions of Public Service
Leads. These positions will provide operational oversight to the entirety of the organization and will lead to the following
outcomes:
• Dedicated planning and implementation opportunities in the management group
• Dedicated planning opportunities towards the outcome of cultivating culture in Clarington
• Consistent service across the organization
• An initial point of contact for branch staff, facility needs, and customer concerns
• A back-up in case of front-line staff shortages/vacations
Background
The Library and Museum’s current organizational structure is structured to sustain day-to-day operations. The coordinator
group are currently assigned both a Strategic Area and oversee the operations of at least one branch. Operational duties
include resolving customer concerns, facilitating branch operations, and address facility needs. Strategic area duties
include oversight and management of the Library and Museum’s collections, programs, IT, marketing, and community
engagement initiatives.
Due to the natural split of responsibility and focus between operations and strategy, full dedication cannot be given to
either responsibility. As a result, both areas cannot currently reach their full potential of providing the best possible service
to the Municipality of Clarington. Clarington Public Library, Museums & Archives welcomes 1,100 customers each day
(2019) and the population in Clarington has increased by 10% since 2016 and growing.
Budget 2023 | 291
Currently, 4% of the population speak a non-official language at home and this percentage is expected to rise. Cultural
opportunities are integral to make Clarington feel like home to our residents. The addition of 2 Public Service Leads builds
capacity within the organization to fulfil its role in the community as the place that promotes learning, culture and heritage.
Clarington is the lowest funded library system in Durham per capita but has the largest percentage of library card holders
and similar number of visits. The below chart is the average of annual visits from 2019 and 2020 combined.
9,987
4,704 5,284
10,502
5,215 5,286
0
2,000
4,000
6,000
8,000
10,000
12,000
Total Visits Physical Visits Electronic VisitsNumber of PeoplePhysical and Electronic Visits
Clarington Durham Average
Budget 2023 | 292
Risks to the Municipality and Other Departments
• As the population continues to increase, there will be significant strain in each tier of the organization to maintain
base level services. The municipality risks being seen as out-of-date and unable to meet resident expectations if
the Library is not able to manage demand
• The Library is the community leader in promoting and preserving heritage and learning. Other municipal
departments rely on the Library to provide heritage services, extended service as seen through the 2022 Municipal
election, and a partner in large events. Without adequate resourcing, the Library will revert to a transactional place
which jeopardizes community well-being as the Library is positioned as a trusted and beloved community
institution.
Program Description
Timeline
The positions are desired to commence in Q1 2023.
Position Summary
Reporting to the Public Service Coordinator, Public Service Leads would be responsible for providing day-to-day
operational support to the Library branches, including acting as the initial point of contact for branch staff, addressing
facility needs, and customer concerns.
Key projects and services will include implementing public service initiatives to serve the community’s increasingly diverse
population, launching and overseeing a live chat on the Library and Museum’s website, providing support with the
Library’s Makerspace, and facilitating community specific Library and Museum outreach throughout the Municipality of
Clarington.
Key Duties and Responsibilities
• Implement in-branch public service initiatives and programs
• Facilitate culture and community specific community outreach opportunities
• Act as a liaison to Municipal Tourism branch for consistent messaging
• Act as initial point of contact for branch staff
Budget 2023 | 293
• Provide customer service support and address customer concerns
• Address and report facility issues
• Act as person-in-charge in absence of branch site manager
• Act as back-up in case of front-line staff shortages
Relationship to Council’s Strategic Priorities
This position will seek to:
• Engage communities by enhancing communication and strategic responsiveness to Library members and the
greater Clarington population (Goal: Engaged Communities)
• Implement and enhance the Library and Museum’s role in environmental sustainability (Goal: Environmental
Sustainability)
Climate Change Considerations
The 2023 Library & Museum Business Plan highlights 3 key outcomes, one of which being Circular Economy &
Sustainability. As a Library and Museum staff member this role would be involved in partnering with community groups
and members to offer programs and front-line services that promote sustainability, such as sustainable and ethical
resource consumption, climate change education and environmentalism, as well as promote the Library and Museum’s
roles in the circular economy.
This position would also provide relief to Strategic Area Coordinators in other operational capacities, so that these
Coordinators can provide more focus to strategic development of long-term sustainability measures, projects, and
initiatives.
Comparative Analysis
It is common practice to have staff leads in locations, as seen in neighbouring communities of Oshawa, Whitby, and
Pickering. These 3 library systems have branch leads, supervisors, or managers, who’s entirety of job is focused on in-
branch services and do not have a dual-role focus of branch services and strategic area.
Budget 2023 | 294
The role of staff leads in these communities allows for extended public services to be offered, including those listed in the
Position Summary. It also provides operational relief to management, who can then predominantly focus on their strategic
area.
Public libraries utilize the Ontario Public Library Guidelines (OPLG) as a tool for long-term planning. The recommending
staffing ratio is 0.6 FTEs per 1,000 residents. The Library and Museum currently have 43 FTEs in a population of 101,427.
According to the OPLG, the appropriate FTE count should be 60.8, a deficit of 17 FTEs. The Library and Museum are
requesting 2 FTEs, bringing our total to 45 FTEs.
Libraries are also leaders and established in supporting multicultural programs and services, as seen in the matrix below.
Budget 2023 | 295
Analysis of Alternative Approaches
The alternative approach to this position is to maintain current staffing levels at the Library and Museum. This will result in
the continued inherent inability to provide strategic focus and will require the organization to continue to be sustained on a
day-to-day operational structure, which will ultimately not assist in moving the organization forward. As such, it is not
recommended that the alternative approach is used.
Cost and Benefit Analysis
The salary compensation for the Public Service Lead is $56,536 - $70,504 (Band 5) (2020 Rate). ClaringtonAjaxBrockOshawaPickeringScugogUxbridgeWhitbyAuroraEast GwillimburyGeorginaKing Township Markham Newmarket Richmond Hill VaughanWhitchurch-StouffvilleBramptonCaledonMississaugaChat Reference Y Y Y Y Y Y Y Y Y Y
Homebound Delivery Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y
Volunteer Opportunities Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y
Reading Buddies Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y
Math Buddies Y Y Y Y Y Y Y Y
Senior 1:1 Technology Help Y Y Y Y Y Y Y Y Y Y Y Y Y Y
Technology Help Y Y Y Y Y Y Y Y Y Y Y Y Y Y
Repair Café Y Y Y Y Y Y Y Y Y Y Y
Maker Space Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y
Girls Who Code Y Y Y Y Y Y Y
Coding Workshops Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y
STEM/Maker Family Nights Y Y Y Y Y Y Y Y Y Y Y
Multicultural Programs and Collections Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y
Durham York Peel
Budget 2023 | 296
Salary Benefits Total Total 2 FTEs
$56,536 $16,391 $72,927 $145,854
The Library monitors its Economic Impact and for every $1.00 invested in the library results in $6.57 in economic benefit.
Therefore, the economic benefit to these positions can be monetized to $958,000. The average library card holder saves
$645.00 annually by using their library.
With a full-time, affiliated staff member available onsite, they will be able to cover front-line staff sicknesses or other
emergency absences. This will reduce the cost of calling in another staff member to provide coverage, while also paying
for the employee’s sick time. In addition, by providing full-time career development opportunities for front-line staff, it is
anticipated that it will increase staff retention and overall reduce the costs involved with onboarding new hires.
Libraries are places and spaces that inherently promote belonging. Cultural experiences must be woven into the
community fabric to ensure our newcomers feel like they belong. There is a community expectation for the Municipality of
Clarington to take the lead on championing culture in the community, and libraries can help support. Local economies
benefit from cultural experiences, consider our neighbour to the West, Oshawa. Each year, Oshawa hosts Fiesta Week,
where cultural clubs host food pavilions encouraging residents to try cuisine from around the world. Fiesta Week brings in
visitors from all over the GTA, who are investing in Oshawa’s local economy.
Conclusion and Recommendation
Libraries are transformative. It is rare to come across an individual who doesn’t have fond memories of the public library
as a child and looks forward to the day where they can bring their own child in to experience the wonders of browsing,
borrowing, playing, reading, and learning. It is the wish of the Library that this experience is met, but those that did not
have that experience can now have it and furthermore, that this experience doesn’t just happen in childhood but that it is a
lifelong love (and use) of libraries.
To reach our community, both young and old, new and practiced, it is imperative to both strategically plan for the future
and provide staffing that creates connections and fosters community and culture. The introduction of Public Service Leads
to the Library’s service model will ensure that these goals are achieved.
Budget 2023 | 297
Budget 2023 | 298
Arts and Culture
Overview
The Visual Arts Centre of Clarington is a not-for-profit charitable organization that nurtures the cultural development of
Clarington by encouraging creativity through arts education, exhibition, and promotion.
The operating budget for the Visual Arts Centre in the Municipality of Clarington’s annual contribution to this organization.
Historical Contribution
$215,065
$219,366
$223,315 $224,606
$230,221
$205,000
$210,000
$215,000
$220,000
$225,000
$230,000
$235,000
Total
Historical Funding for Visual Arts Centre
2019 to 2023
2019 Award 2020 Award 2021 Award 2022 Award 2023 Request
Budget 2023 | 299
Operating Budget
Budget Summary
2021 2022 2023
Description Actuals Final Budget Draft Budget Change
Culture
Expenditures
External Transfers to Others $222,223 $224,606 $230,221 $5,615
Total $222,223 $224,606 $230,221 $5,615
Budget Highlights
The following items highlight the 2023 budget submission for the Visual Arts Centre:
• This request is within the 2.5 per cent target and provides ongoing support for programs at the Visual Arts Centre.
Budget 2023 | 300
Budget 2023 | 301
External Agencies Overview
External agencies operate outside of the Municipality’s operational functions and are not consolidated into the
Municipality’s financial statements for reporting purposes. The operating grants provided to these organizations are
presented below:
$0
$50,000
$100,000
$150,000
$200,000
$250,000
$300,000
$350,000
$400,000
Firehouse Youth Centre Community Care Durham Bowmanville Older
Adults
Newcastle Community
Hall
Grandview Children’s
Centre
Clarington Hospice
Fiscal Support for External Agencies
2019 to 2023
2019 award 2020 award 2021 award 2022 award 2023 request
Budget 2023 | 302
Operating Budget
Budget Summary
2021 2022 2023
Description Actuals
Final
Budget
Draft
Budget Change
Contributions
Revenue
Transfer between Funds $0 ($23,900) $0 $23,900
Municipal Grants-Others
Expenditures
External Transfers to Others 803,557 736,503 816,989 80,486
Total $803,557 $712,603 $816,989 $104,386
Budget Highlights
The following items highlight the 2023 budget submission for the external agencies:
• Firehouse Youth Centre (John Howard Society) is asking for an increase of $67,412 (23.3 per cent) to $357,253;
however, the 2022 request was reduced due to prior year surpluses used to offset the funding need in 2022. If
compared to the 2022 request, the increase is only $8,700 (2.5 per cent). The Firehouse Youth Centre will continue
to operate three youth centres in Clarington (Bowmanville, Courtice and Newcastle) in 2023.
• Community Care Durham - Clarington is requesting a decrease of $153 to $52,427.
• Bowmanville Older Adults is requesting an increase of $8,227 (2.5 per cent) to $337,309.
• Newcastle Community Hall is requesting $50,000, an increase of $5,000 from the 2022 awarded amount. In 2023,
the $50,000 includes a $15,000 request for funding for the 100 year anniversary of the Hall, this amount was
supported in principle by Council in 2022 for a grant application to the Government of Canada. Funding in 2021 and
2022 were higher than prior years as the Hall requested support due to COVID-19 impacts to their operations. The
Budget 2023 | 303
requested funding, net of the one-time request for the centennial would be $35,000 which is $15,000 more than in
2020 and prior years.
• Grandview Children’s Centre is the final year of a five-year commitment towards their capital program for a new
facility that serves the Region of Durham, including the Municipality of Clarington. The total request is $100,000, or
$20,000 per year.
Budget 2023 | 304
Budget 2023 | 305
Long-term Debt
Introduction
The Municipality of Clarington currently has external debt, issued by the Region of Durham (the Region), related to capital
infrastructure. The Province of Ontario limits municipal debt based on a maximum percentage of revenues that may be
used to service the debt costs annually. Debt servicing costs include interest and principal payments and are currently
limited to 25 per cent of the municipality’s net own source revenues.
Annual Repayment Limit
The Province of Ontario provides municipalities with the Annual Repayment Limit (ARL), the Municipality’s calculation of
revenues and debt servicing costs. For the year 2022, the Municipality of Clarington’s ARL statement indicates that it has
a repayment limit of approximately $21,536,700 with available space of roughly $18,848,300.
As a percentage of net revenues, the Municipality's debt servicing costs are not projected to exceed the ARL in 2023.
Council adopted a Debt Management Policy in 2021 that outlined the roles, rules, and processes of issuing debt. The
Municipality established a threshold of 10 per cent of own source revenue for debt, which is less than the 25 per cent
legislated threshold.
The Municipality’s 2023 ARL statement has not been provided to the Municipality at the time of writing. It is expected to be
higher than the 2022 limit as tax revenues increased and there were no new debt repayments in 2022 (the first payment
for 2022 issued debt will be in June 2023).
Existing Debt
The Municipality currently has external debt, issued through the Region, related to:
• Bowmanville Indoor Soccer- maturing in 2024, this debt was for constructing the Bowmanville Indoor Soccer
facility and is funded primarily through development charges.
• Green Road- maturing in 2029, this debt was for the grade separation of the railroad track and Green Road. This
debt is development charge funded.
Budget 2023 | 306
• Courtice Library- maturing in 2031, this debt was for the Courtice Branch of the Clarington Public Library. This
debt is primarily development charge funded.
• Rickard Recreation Centre Improvements- maturing in 2032, this debt was renovations at the RRC, including
replacing Pad A arena floor, roof replacement and repainting. This debt is tax levy funded.
• Municipal Administration Centre Improvements- maturing in 2032, this debt was various renovations including
main boiler replacement, roof replacement, accessibility improvements, audiovisual system updating, lighting
retrofits and building security. This debt is tax levy funded.
• South Bowmanville Recreation Centre- maturing in 2042, this debt is for constructing the South Bowmanville
Recreation Centre and is funded approximately 70 per cent by development charges. The debt was issued in two
phases, the second phase will be issued in 2024.
• Newcastle and Orono Arena Improvements- maturing in 2032, this debt was issued to fund repairs of the
Newcastle and Orono arenas floors and refrigeration systems. The repairs are expected to provide at least ten
years to these facilities.
The following chart shows the projected ending balances for the existing external debentures:
-
10,000,000
20,000,000
30,000,000
40,000,000
50,000,000
2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033
Total Ending Balance for Long Term Debt
2023 to 2033
Total
Budget 2023 | 307
The following table summarizes the debt servicing costs for the existing debt for the taxation year 2023:
Debenture Principal Payments Interest Payments Total
Bowmanville Indoor Soccer $155,000 $10,253 $165,253
Green Road 435,000 118,160 553,160
Courtice Library 64,000 14,663 78,663
Rickard Recreation Centre Improvements 62,677 21,529 84,206
Municipal Administration Centre Improvements 80,426 27,625 108,051
South Bowmanville Recreation Centre 639,000 875,805 1,514,805
Newcastle and Orono Arena Improvements 539,000 252,395 791,395
Total $1,975,103 $1,320,430 $3,295,533
Proposed New Debt
The Municipality of Clarington is not proposing new long-term debt be issued in 2023. In 2024, the Municipality will be
issuing the second phase of financing for the South Bowmanville Recreation Centre as well as potential other projects
identified through the Development Charges Study and Asset Management Plans. This will be based on cash flow needs,
which could be significantly impacted by recent changes in legislation. Included in the forecasted debt is the second
phase for South Bowmanville Recreation Centre, Newcastle Community Park, and the Courtice Shores grade crossing
The following chart shows the debt servicing costs for the Municipality with legislated ARL for the years 2023 to 2033:
Budget 2023 | 308
Conclusion
The Municipality of Clarington is within the statutory limit for debt servicing costs as mandated by the Province of Ontario.
The Municipality carries a relatively low debt load funded mainly from development charges as the debt relates to growth-
related capital projects.
While reliance on debt is anticipated to increase in the coming years as growth-related capital infrastructure is built, there
may need consideration for long-lived replacements being funded from debt, if appropriate. This will be the focus of the
new debt management policy being developed.
$-
$10,000,000
$20,000,000
$30,000,000
$40,000,000
2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033
Debt Servicing Costs
Future 2023 to 2033
Total P&I Annual Repayment Limit (ARL) Municipal Policy Limit
Budget 2023 | 309
Budget 2023 | 310
Capital Investments
A municipality’s capital budget outlines the investment it will make for the year in the creation, purchase, repair and
rehabilitation of the assets that it uses to provide services.
Infrastructure is the single largest investment that the Corporation makes and forms the foundation of our services to
stakeholders. Without infrastructure investment, economic, population and service growth cannot occur or be sustained.
Infrastructure is costly to build, renew or replace and often takes years to plan, design and complete. This investment of
resources ensures that the Municipality can provide services at the levels that our taxpayers have come to expect. Due to
the timing required to plan, purchase/build and operate assets, it is essential to take a long-term view and plan accordingly.
Clarington’s capital budget sets funding for:
• Capital assets: The physical items that the Municipality owns or controls that have some form of financial value, for
example, the Diane Hamre Recreation Centre; and
• Municipal Infrastructure: The equipment and systems that provide the Municipality with roads, bridges, culverts,
stormwater systems, and recreation facilities.
As further development occurs, the capital budget will become a well scheduled process, relying heavily on the asset
management plans of a municipality to help make decisions regarding project priorities and timing.
Many municipalities face an infrastructure gap/deficit, the difference between the work that needs to be done to keep
municipal assets and infrastructure in good working condition, and the funds available to do so. The realization of this gap
has led to various asset management changes, the most recent of which is Ontario Regulation 588/17.
Under Ontario Regulation 588/17, all Ontario municipalities are required to have:
• A strategic asset management policy by July 1, 2019, reviewed and updated at least every five years (completed);
• An asset management plan for water, wastewater, storm, roads, bridges and culverts by July 1, 2022 (completed);
and
• An asset management plan for all municipal infrastructure assets by July 1, 2024.
Budget 2023 | 311
The Municipality is working towards the development of asset management plans to meet the regulation’s requirements.
The following chart breaks down the cost of assets owned by the Municipality at December 31, 2021; this chart shows that
over half of the assets owned by the Municipality relate to roads
Summary of 2023 Capital Budget
Each year, the Municipality budgets for capital projects that could be as simple as purchasing a piece of equipment or as
complex constructing a bridge. Funding for these projects comes from various sources, such as tax levy, development
charges, external grants, or debt. The 2023 capital budget proposes an investment of approximately $26,915,200 in assets
used to provide services to taxpayers.
Sources of Financing
The two main sources of funds for the 2023 capital investment are through reserve funds and development charges.
Approximately $21.4 million in investment will be funded through reserve funds; these reserve funds include those that are
$ 80,538,644
$ 43,139,415
$ 111,258,995
$ 24,682,923
$ 15,168,556
$ 416,276,929
$ 99,853,088
Land
Land Improvements
Buildings
Fleet
Equipment
Roads & Related
Storm Sewers
Cost of Assets 2021
Budget 2023 | 312
supported by tax levy as well as senior government grants. Investment in growth-related infrastructure of $5.2 million is
supported through the use of development charges. There are no new investments that are funded by debt in 2023.
The Municipality’s capital budget primarily reflects hard infrastructure assets such as roads, bridges and buildings. The
Departmental summary of the total cost for the 2023 budget is as follows:
Department Gross Cost Revenue
Fund Reserves Reserve
Funds
Development
Charges
Legislative Services $74,800 $0 $0 $74,800 $0
Financial Services 482,700 0 0 482,700 0
Emergency and Fire Services 2,912,500 0 0 1,912,500 1,000,000
Public Works 10,344,000 0 100,000 8,576,000 1,668,000
Community Services 4,234,900 0 76,600 2,425,800 1,732,500
Planning and Infrastructure Services 9,293,230 0 140,000 7,853,890 1,299,340
Libraries and Museums 323,075 40,000 0 40,000 243,075
Total $27,665,205 $40,000 $316,600 $21,365,690 $5,942,915
The Municipality’s 2023 capital budget by asset type and funding source is summarized as follows:
Asset Type Gross Cost Revenue
Fund Reserves Reserve
Funds
Development
Charges
Bridges & Culverts $2,500,000 $0 $0 $2,500,000 $0
Buildings 4,810,600 76,600 2,251,500 2,482,500
Cemeteries 575,000 0 0 575,000 0
Fleet 6,747,500 0 0 4,829,500 1,918,000
Information Technology 482,700 0 0 482,700 0
Budget 2023 | 313
Asset Type Gross Cost Revenue
Fund Reserves Reserve
Funds
Development
Charges
Miscellaneous Equipment 678,175 40,000 0 395,100 243,075
Parking Lots 330,000 0 0 330,000 0
Parks 2,712,000 0 0 1,902,000 810,000
Roads and Related 8,324,230 0 240,000 7,728,230 356,000
Storm Water and Erosion 505,000 0 0 371,660 133,340
Total $27,665,205 $40,000 $316,600 $21,365,690 $5,942,915
Capital Projects 2023
The Municipality of Clarington’s capital projects vary in size and complexity from replacing computer hardware to the
complete reconstruction of segments of road-related infrastructure.
A project may be completed within a single budget year, while larger infrastructure projects span multiple years. The
funding sources for capital projects include grants from the Province of Ontario and the Government of Canada,
development charges, reserves and reserve funds, tax levy and debt.
As a result of the escalating price of construction, several projects in 2023 are requests for additional funds for already
approved projects. The projects which are requests for additional funds are highlighted in the following table.
Department/Project
Revenue
Fund Reserves
Reserve
Funds
Development
Charges
Legislative Services
MLE Vehicle - replace 2013 Chevy Equinox 029-13 $0 $0 $60,000 $0
Coin Sorter/Counter 0 0 7,100 0
Central Parking Meter 0 0 7,700 0
Total 0 0 74,800 0
Budget 2023 | 314
Department/Project
Revenue
Fund Reserves
Reserve
Funds
Development
Charges
Financial Services
Computer Hardware 0 0 229,000 0
Computer Software 0 0 253,700 0
Total 0 0 482,700 0
Emergency and Fire Services
Station Improvements 0 0 10,000 0
S.C.B.A. 0 0 50,000 0
Bunker Gear 0 0 67,000 0
Leather Bunker Boots 0 0 10,000 0
Fitness Equipment 0 0 3,500 0
Fortuna 0 0 5,500 0
Tablet Command Hardware 0 0 10,000 0
Training Aids 0 0 10,000 0
Car 18 - Prevention 0 0 46,500 0
Aerial 11 0 0 1,700,000 0
Rescue Truck 0 0 0 1,000,000
Total 0 0 1,912,500 1,000,000
Public Works
New Operations Centre 0 0 0 750,000
Various Park Upgrades 0 0 700,000 0
Splash Pad Retrofit 0 0 150,000 0
South Courtice Artificial Turf Improvements and Dog Park
Pathway 0 0 215,000 0
Orono Ball Diamond Lighting 0 0 250,000 0
Tyrone Park Post & Wire Fence Replacement 0 0 52,000 0
Columbarium 0 0 130,000 0
Budget 2023 | 315
Department/Project
Revenue
Fund Reserves
Reserve
Funds
Development
Charges
Cemetery Fence Replacements 0 0 135,000 0
Steel Shed Relocation 0 0 50,000 0
Bowmanville Cemetery Road Paving Phase 1 0 0 260,000 0
Rural Road Resurfacing 0 100,000 3,400,000 0
Clarington Stormwater Pond Cleanout 0 0 305,000 0
Fleet Replacement - Roads 0 0 2,829,000 0
Fleet New - Roads 0 0 0 918,000
Fleet Replacement - Parks 0 0 100,000 0
Total 0 100,000 8,576,000 1,668,000
Community Services
FAC Admin - Interior Improvements 0 0 25,000 0
DHRC - Interior Improvements 0 0 91,200 0
Buildings & Property - Accessibility Improvements 0 0 134,800 0
Buildings & Property - Building Improvements 0 0 729,400 0
Buildings & Property - Interior Improvements 0 0 65,500 0
Buildings & Property - Roof Replacements 0 0 862,800 0
FAC Admin - Interior Improvements 0 76,600 0 0
RRC - Building Improvements 0 0 262,800 0
DSC - Building Improvements 0 0 10,000 0
Fire HQ Expansion 0 0 0 1,732,500
FAC Admin Environmental 0 0 60,000 0
EV Charging Stations 0 0 184,300 0
Total 0 76,600 2,425,800 1,732,500
Planning and Infrastructure Services
Parking Lot Resurfacing 0 0 330,000 0
Electric Vehicles for Building Inspectors 0 0 94,000 0
Street Light Installation 0 0 120,000 0
Budget 2023 | 316
Department/Project
Revenue
Fund Reserves
Reserve
Funds
Development
Charges
Highway 2 Streetlighting (Haines St to Bennett Rd) 0 0 0 20,000
Highway 2 Streetlighting (Hwy 35 to Fire Hall) 0 0 0 20,000
Newtonville Estates Parkette 0 0 0 100,000
South Courtice Arena Tennis Courts 0 0 0 135,000
Port Darlington Boat Launch Rehabilitation 0 0 500,000 0
Soper Creek Baseball Diamond Upgrade 0 0 35,000 0
Northglen East Neighbourhood Park (Middle Rd) 0 0 0 300,000
Soper Creek Trail Phase 3 0 0 0 175,000
Farewell Creek Trail Phase 2B 0 0 0 100,000
Structures Rehabilitation 0 0 2,500,000 0
Pavement Rehabilitation Program 0 140,000 2,948,500 0
Roadside Protection Program 0 0 250,000 0
George St Reconstruction (Mill St to Beaver St) 0 0 15,000 0
Concession Rd 7 and Liberty St N Intersection Improvements 0 0 50,000 0
Longworth Ave. Extension EA (Green Rd to Holt Rd) 0 0 0 200,000
Sidewalk Improvements 0 0 200,000 0
Church Street and Temperance Street Sidewalk Improvements 0 0 160,730 0
Baseline Rd MUP (Spicer Square to Bowmanville Ave) 0 0 0 50,000
Accessible Signal Upgrade (Nash Rd at Trulls Rd) 0 0 200,000 0
Accessible Signal Upgrade (Longworth Ave at Scugog St) 0 0 200,000 0
Newcastle Streetscape Improvements - Phase 1 0 0 184,000 66,000
Various Erosion Protection Works 0 0 66,660 133,340
Total 0 140,000 7,853,890 1,299,340
Library
Library Technology 40,000 0 40,000 0
Library Collection 0 0 0 243,075
Total $40,000 $0 $40,000 $243,075
Budget 2023 | 317
Highlights of 2023 Capital Investment
The following provides additional information on select capital projects, where there may be several similar projects
grouped together.
Fire and Emergency Services
• Rescue Truck – this is the addition of a new rescue/command vehicle to the fleet to accommodate the growing
population in Clarington. This vehicle is funded through development charges.
Public Works
• New Operations Centre – this project is identified in the business case in Public Works for the design of the new
Operations Centre.
• Various Park Upgrades – this project includes the upgrade of existing park infrastructure based on safety,
accessibility, user/population base and equipment requiring replacement. In 2023, the parks to be upgraded include
Rhonda Park, Solina Park, Argent Park and Elephant Hill Park
• Rural Road Resurfacing – this is an annual project for surface treatment on rural roads within the Municipality,
locations to be determined in the spring of 2023 based on condition assessment.
• Fleet Replacement – Roads – several pieces vehicles and heavy equipment pieces are subject to replacement in
2023 based on the approved criteria in Resolution #GPA-475-93
o 2009 International Tandem Truck
o 2009 John Deere Loader
o 2004 Gradall
o 2009 John Deere Loader
o 2012 John Deere Tractor with side mower
o 2009 Ford 1-ton crew-cab truck with dump
Budget 2023 | 318
o 2011 Chevrolet ¾ ton regular cab with lift gate
o 2010 Chevrolet ½ ton long box truck
o 2010 Chevrolet ½ ton truck
o 2010 Sioux Steamer with trailer
•Fleet New – Roads – several growth-related vehicles and equipment are required and funded by development
charges
o Small equipment upgrades
o Slide-in water tank (sweeping /anti-icing)
o Mini sweeper
o Bobcat rotary mower attachment
o Herder tractor with boom mower
•Fleet Replacement – Parks – replacement of equipment in accordance with Resolution #GPA-475-93 for the Parks
Division
o 2011 John Deere Mower (2)
o Pressure washer/trailer
Community Services
•Facility Administration Interior Improvements – use of card access system for greater control of security and
knowledge of staffing levels in buildings.
•Diane Hamre Recreation Centre Interior Improvements – engineering design and scope for the replacement of
pool deck dehumidification system, replacement of unit to be included in 2024 budget.
•Buildings & Property Accessibility Improvements – work to be completed at Sarah Jane Williams Heritage
Centre and Waverley Place to improve the grounds, including path of travel between buildings and installation of a
heritage accessible ramp. The works will address public safety concerns and risk mitigation.
Budget 2023 | 319
• Buildings & Property Building Improvements – this project includes work at several locations to improve the
building envelope
o Newcastle Community Hall: curtain replacement, replacement of failed window units, plaster repairs and
painting
o Orono Town Hall: structural reinforcement and code compliance to utilize balcony to allow occupancy for the
entire building
o Newtonville Hall: front entrance improvements
o Tyrone Community Hall: waterproofing basement to mitigate risk caused by grading issues around the
building
o Tyrone Community Hall: contribution of 50 per cent funding for installation of air conditioning
o MAC: rehabilitation project to include stairs, ramps, railings and ground on the east and north side of the
MAC, not included in the scope of the Veteran’s Square project
o South Courtice Arena and Rickard Recreation Centre: replacement of concrete flooring in arena ice
resurfacing rooms
o MAC Courtyard (Veterans Square): Additional scope to the Veteran’s Square Project to include repair and
rehabilitation of stairs to original constructed performance, railings and stucco wall finish on south façade of
the MAC
• Buildings & Property Interior Improvements – replacement of incandescent and fluorescent lights at various
community halls and fire halls, review/design of Council Chamber for Council, Staff and Press furnishings to
accommodate technology, ergonomics and safety
• Buildings & Property Roof Replacements – replacement of the main roof at the MAC to mitigate leaks and
protect the building from further damage and public safety
• Facility Administration Interior Improvements – Additional funds to complete 2022 project to design and
renovate Courtice Community Complex hot tub and deck area
• Rickard Recreation Centre Building Improvements – Additional funds for dehumidification system replacement
for Pad A and Pad B.
Budget 2023 | 320
• Darlington Sports Complex Building Improvements – Replacement of mechanical equipment (boilers, furnaces)
which are end of useful life. In 2023, the work will be the design and engineering for the replacement of equipment,
in 2024 funds will be budgeted for replacement of equipment.
• Electric Vehicle Charging Stations – the installation of electric vehicle charging stations and infrastructure at
various locations throughout the Municipality
o Alan Strike Aquatics and Squash Centre
o Newcastle Library
o Shaw Building
o Courtice Community Complex
o Orono Library
Planning and Infrastructure Services
• Parking Lot Resurfacing – part of the annual program to resurface municipally owned parking lots, including
drainage and minor operational improvements as required. In 2023, the Division Street Parking Lot will be
resurfaced.
• Structures Rehabilitation – this is an annual project for replacement, rehabilitation and maintenance of structures
resulting from the legislated inspections every two years. Locations will be determined based on priority identified in
the legislated inspections.
• Pavement Rehabilitation Program – this is an annual project to extend the lifecycle of road pavement structures
with asphalt overlays and base repairs (cold milling, joint sealing, full depth crack repairs). Roads are prioritized
through the bi-annual Roads Needs Study and treatment is determined to maximize the cost effectiveness of the
intervention. This project is funded in part by the Canada Community-Building Fund.
Asset Management Planning
The Municipality has completed a comprehensive asset management plan (AMP) for core assets (roads, bridges, and
storm water assets) in 2022. The current state of assets, replacement values, key performance indicators and life cycle
activities were included in the last AMP. The remaining asset categories will be included in the AMP in 2024.
Budget 2023 | 321
The five-year forecast for asset replacement were sourced from our asset management financial database. The figures
represent both end of life replacement and life cycle activities of a capital nature. Assets can either be
purchased/constructed and maintained during their useful until fully disposed and replaced and the end of that useful life;
or, purchased/constructed and maintained/rehabilitated to ensure the condition is maintained at a targeted level to ensure
safety and extended useful life.
The backlog of replacement is at $84 million. Historically, municipalities plan capital work for future years based on a target
budgetary figure, thus creating a backlog of work that still needs to be completed. Conversely, the annual replacement
requirement is unobtainable financially as a five-year capital average approved by Council has been approximately $29
million. Under the new Asset Management Plan regulations, Council will be required to approve an asset management
plan that includes a financial strategy to meet the asset management requirements of the Municipality. As the Municipality
progresses through the asset management plan development, the estimates will be refined and may change as condition
assessments are updated.
Asset Category Backlog 2023 2024 2025 2026 2027
Bridges & Culverts $249,561 $1,091,400 $3,229,402 $3,975,285 $5,561,536 $9,868,274
Buildings 38,067,824 770,417 5,331,679 2,806,222 628,135 4,489,366
Fleet 12,983,215 1,693,526 1,586,773 1,731,533 3,751,252 2,126,528
Information Technology 484,653 195,227 91,003 191,859 9,375 745,578
Miscellaneous Equipment 1,857,799 358,855 1,519,484 465,964 357,827 525,381
Parking Lots 556,611 0 1,241,248 325,432 0 51,419
Parks 9,186,132 543,211 1,392,562 1,117,989 1,431,379 1,699,709
Roads 21,061,439 62,595,066 51,445,243 39,318,531 24,992,963 2,449,085
Storm Sewers 782,221 13,998 0 0 31,505 189,228
Total $85,229,455 $67,261,700 $65,837,394 $49,932,815 $36,763,972 $22,144,568
Budget 2023 | 322
Budget 2023 | 323
Reserves and Reserve Fund
Reserves and reserve funds allow for long-term financial planning, internal financing of non-recurring operating or capital
projects and mitigation of unknown situations that may arise during business that could otherwise result in tax levy
fluctuations. Reserves and reserve funds are key pillars in maintaining a stable financial position. Consistent contributions
to reserve and reserve funds are crucial to preserving the Municipality's financial stability.
Reserves
A reserve is an allocation of accumulated net revenue that makes no reference to any specific asset and does not require
the physical segregation of money. Reserves are part of the revenue fund and do not earn interest like a reserve fund.
Reserve Funds
Reserve funds are physically segregated and restricted to meet a specified purpose. Reserve funds are invested in
accordance with the Municipality’s Investment Policy, with all earnings forming part of the reserve fund. There are two
types of reserve funds:
Obligatory Reserve Funds
Obligatory reserve funds form part of the Municipality’s deferred revenue. These are funds established by legislation or as
a requirement of an agreement. The funds are segregated from the Municipality’s general funds and may only be used for
the purpose as described in the applicable legislation or agreement.
Discretionary Reserve Funds
Discretionary reserve funds are established by Council and are not required by legislation or agreement. Funds are
segregated from the general funds of the Municipality and earn interest which is applied to the balance in the reserve fund.
Budget 2023 | 324
Reserve Summary
Reserve Name
2022
Available
Balance
2023
Expenditures
Capital
2023
Expenditures
Operating
2023
Contributions
from General
2023
Balance
(Estimated)
Self Insured Losses $435,483 ($76,600) 0 0 $358,883
Municipal Acquisition of Property 683,272 0 0 650,000 1,333,272
Records Maintenance 71,707 0 0 10,000 81,707
Fire Prevention Reserve 304,552 0 0 0 304,552
Secondary Plans 0 0 0 0 0
General Capital 748,638 0 0 0 748,638
Pits and Quarries 240,425 (240,000) 0 0 425
Rural Road Rehabilitation 52,168 0 0 0 52,168
Legal Fees 222,692 0 0 0 222,692
Consulting / Professional Fees 364,351 0 (355,000) 0 9,351
Park Development 812 0 0 0 812
Election Expenses 6,888 0 0 125,000 131,888
Burketon Park Improvement 7,569 0 0 0 7,569
Samuel Wilmot Nature Area 49 0 0 0 49
Clarington Heritage Committee 5,151 0 0 0 5,151
Total $3,143,757 ($316,600) ($355,000) $785,000 $3,257,157
Budget 2023 | 325
Reserve Definition
The following outlines the purpose of the reserves and the anticipated activity for the 2023 fiscal year.
Self-Insured Losses
This reserve was established when the Municipality amended our insurance coverage. The savings realized from higher
deductibility levels, good claim records and other funds unused for insurance purposes were used to establish the original
reserve. In any given year, the intention is that a department may request funds from the reserve to cover expenditures
incurred as a result of an insurable loss that the insurance provider does not reimburse.
Municipal Acquisition of Property
The monies in this reserve are for use by Council to purchase properties that would improve the Municipality’s real property
holdings and assist in fulfilling the Municipality’s long-range acquisition program. The proceeds from the sale of municipal
real properties are added to this reserve.
General Capital
This reserve was established with the approved transfer of funds to cover capital projects in-progress at year-end. Later,
the reserve definition was elaborated to provide for contingency items of a capital nature and hold funds budgeted for
capital projects that are incomplete at year-end. Currently, unfinished capital projects remain in the capital fund, and the
reserve now houses funds that are unexpended for operating accounts and incomplete open PO’s. The expectation is that
this is a short-term layover of these unexpended funds, with a resolution within a year or two.
Legal Fees
The Municipality established this reserve to provide a funding source for external legal specialists that may be required.
The timing of these specialists may not be consistent and is dependent on schedules outside of the control of the
Municipality. Annual contributions into the reserve mitigate fluctuations of costs from year to year.
Budget 2023 | 326
Clarington Heritage Committee
This reserve was established to allow the committee to increase public awareness and education, conduct research, and
provide for the general education of cultural heritage conservation issues and admiration of the committee. Funds in this
reserve were allocated through previous budget allocations and fundraising efforts of the committee.
Consulting / Professional Fees
The timing of consulting and professional work may not follow fiscal years. Unspent funds are deposited into this reserve
and may be drawn upon to fund previously budgeted work in a subsequent year.
Records Maintenance
This reserve was established to accumulate funds for a significant records management initiative, which included digitizing
and destroying older files. This ongoing work receives funding annually from unspent budgeted amounts for records
management, spreading the cost of major events over multiple years.
Elections Expenses
This reserve accumulates the estimated funds required to hold the municipal election every four years. An amount is
transferred into this reserve annually in anticipation of the municipal election to reduce the impact to the operating budget
every fourth year. Expenses related to the election, including ward boundary reviews, may be funded from this reserve.
Fire Prevention
This reserve was originally established to maintain the operations of the Junior Fire Fighter program. In later years, the Fire
Protection and Prevention Act stated that “every municipality shall establish a program in the municipality which must
include public education concerning fire safety and certain components of fire prevention; and provide such other fire
protection services as it determines may be necessary in accordance with its needs and circumstances.” With this shift in
fire education focus from fire suppression to fire prevention, this reserve’s purpose shifted to accommodate more public
education and fire prevention awareness.
Budget 2023 | 327
Pits and Quarries
The Municipality owns its own quarry located on Morgan Road. The establishment of this reserve was at the advice of staff
to charge the local market price per cubic yard and any surplus realized from annual quarry operations at year-end. The
logic in doing so was to pay any claims which could result from the use of the site, rehabilitation of the site in accordance
with the Pits and Quarries Act and to purchase another site upon depletion of the existing location.
Reserve Fund Summary
Reserve Fund Name
2022
Available
Balance
2023
Expenditures
Capital
2023
Expenditures
Operating
Contributions
from General Revenues 2023 Balance
(Estimated)
Parking Lot $894,278 ($14,800) ($561,890) $350,000 $0 $667,588
Economic Development 652,707 0 0 50,000 0 702,707
Roads Capital 634,398 0 0 200,000 0 834,398
Parkland Cash in Lieu 6,345,892 0 0 0 0 6,345,892
Engineering Fleet 137,842 0 0 5,000 0 142,842
Newcastle Waterfront 44,609 0 0 0 0 44,609
Strategic Capital 2,209,331 0 0 0 0 2,209,331
Municipal Capital Works 4,803,924 (8,025,190) 0 6,300,000 0 3,078,734
General Municipal 3,939,670 0 0 0 0 3,939,670
Engineering Inspection 1,257,402 0 (625,000) 0 0 632,402
Roads Contributions 134,530 0 0 0 0 134,530
Debenture Retirement 484,362 0 (16,525) 0 0 467,837
Facilities/ Parks
Maintenance 550,089 (760,000) 0 635,000 0 425,089
Engineering Parks Capital 196,871 0 0 0 0 196,871
Community Services
Capital 651,846 (95,000) 0 425,000 0 981,846
Cemeteries Capital 39,578 0 0 5,000 0 44,578
Budget 2023 | 328
Reserve Fund Name
2022
Available
Balance
2023
Expenditures
Capital
2023
Expenditures
Operating
Contributions
from General Revenues 2023 Balance
(Estimated)
Computer Equipment 305,558 (279,000) 0 200,000 0 226,558
Fire Equipment 2,163,779 (1,882,500) 0 900,000 0 1,181,279
Animal Services Capital 216,788 0 0 10,000 0 226,788
Operations Equipment 359,114 (2,929,000) 0 2,835,000 0 265,114
Clerk Fleet 4,455 (60,000) 0 65,000 0 9,455
Port Granby LLRW
Agreement 294,158 0 0 0 0 294,158
Municipal Government
Enterprise 27,466,126 0 0 0 0 27,466,126
Older Adults
Programming 38,311 0 0 0 0 38,311
Library Capital 1,056,723 0 0 30,000 0 1,086,723
Library Computer
Equipment 272,633 (40,000) 0 0 0 232,633
Museum Capital -
Bowmanville 71,178 0 0 3,000 0 74,178
Museum Capital - Clarke 82,427 0 0 3,000 0 85,427
Bowmanville B.I.A. 15,273 0 0 0 0 15,273
Newcastle B.I.A. 82,363 0 0 0 0 82,363
Newcastle Arena -
Operating 2,532 0 0 0 0 2,532
Perpetual Care &
Hampton Union 113,743 0 0 0 0 113,743
Rate Stabilization 8,910,396 0 (5,400,000) 0 0 3,510,396
Community Improvement
Plan 143,409 0 0 12,500 0 155,909
Canada Community
Building Fund 1,004,376 (3,840,600) 0 0 3,045,085 208,861
Building Division 2,570,101 (94,000) (745,517) 0 0 1,730,584
Budget 2023 | 329
Reserve Fund Name
2022
Available
Balance
2023
Expenditures
Capital
2023
Expenditures
Operating
Contributions
from General Revenues 2023 Balance
(Estimated)
CSD Building
Refurbishment 1,960,424 (1,005,600) 0 887,500 0 1,842,324
Beautification/ Tree
Planting 9,130 0 0 0 0 9,130
Stormwater Management
Pond Maintenance 33,075 0 0 0 0 33,075
Engineering Review 1,233,816 0 (150,000) 0 0 1,083,816
Community Emergency
Management 472,712 (10,000) (98,624) 0 0 364,088
Parking Lot Rehabilitation 689,940 (330,000) 0 310,000 0 669,940
ASO Benefits 1,303,411 0 0 0 0 1,303,411
Municipal Government
Enterprise- Other 1,742,972 0 0 30,000 0 1,772,972
Future Staffing 495,361 0 (450,000) 0 0 45,361
Provincial Infrastructure 1,742,227 (2,000,000) 0 0 3,286,821 3,029,048
Continuous Improvement 203,455 0 0 50,000 0 253,455
Orono B.I.A. 38,699 0 0 0 0 38,699
DC General Government 57,927 0 (258,000) 0 0 (200,073)
DC Public Library 1,864,381 (243,075) (78,663) 0 0 1,542,643
DC Emergency Services 7,494,740 (2,732,500) 0 0 0 4,762,240
DC Indoor Recreation 5,365,332 0 (1,389,091) 0 0 3,976,241
DC Engineering - Park
Development and
Facilities
568,769 (810,000) 0 0 0 (241,231)
DC Operations 3,303,970 (918,000) 0 0 0 2,385,970
DC Roads and Related 8,994,000 (1,239,340) (553,160) 0 0 7,201,500
DC Parking 582,006 0 0 0 0 582,006
Total $106,307,119 ($27,308,605) ($10,326,470) $13,306,000 $6,331,906 $88,309,950
Budget 2023 | 330
Reserve Fund Definitions
The following reserve funds are traditional capital replacement reserve funds that are monitored annually to determine the
need for increases from tax levy support. These reserve funds are linked to the Asset Management Plan and are used to
meet future capital needs.
• Roads Capital
• Facilities / Parks Maintenance
• Engineering Parks Capital
• Community Services Capital
• Cemeteries Capital
• Computer Equipment
• Fire Equipment
• Animal Services Capital
• Operations Equipment
• Clerk Fleet
• Library Capital
• Museum Capital Bowmanville
• Museum Capital Clarke
Parking Lot
Funds are deposited into this reserve fund from all parking revenues. The annual parking services cost is funded through
this reserve fund. This includes operating costs such as payroll and fleet as well as the opportunity for capital costs for
parking lot construction or reconstruction.
Budget 2023 | 331
Economic Development
These funds are a source of financing for economic development-related initiatives or incentives. It has been used
historically to fund physician recruitment and to plan for contract staff tied explicitly to the development of the zoning by-
law.
Parkland Cash-in-Lieu
This is the Municipality’s obligatory reserve fund for parkland cash-in-lieu contributions resulting from development
approval activities. The reserve fund must comply with the requirements of the Planning Act. This includes land acquisition.
Newcastle Waterfront
These funds are remaining from old Waterfront Trail grant monies that were leftover at the end of a project. Since they
were received for that purpose, the funds remain set aside for future projects related to that area.
Strategic Capital
Funds received from a legal settlement with the Federal Government addressing the mitigation and clean-up of the Port
Granby Low-Level Radioactive Waste site were transferred to this reserve fund after meeting the conditions of the initial
trust. The council approved a report establishing the uses of the principal value as a strategic capital purpose. The intent is
that the principal be used for economic development investments whereby the principal is repaid at some point in the future
through development agreements.
Municipal Capital Works
This reserve fund is linked to growth-related capital projects through the Municipality’s Development Charges Background
Study and By-law. For most growth-related capital projects, there are several types of actions that result in less than 100
per cent of the capital costs being eligible for recovery through the development charges reserve funds. The first is the
replacement share of the new capital project and the second is the proportion of the project relating to benefit to existing
residents. This reserve fund is set up to fund the non-growth share of growth-related capital projects.
Budget 2023 | 332
General Municipal
This reserve fund is the depository for interest earned on the promissory notes for the Municipality’s investment in Elexicon
(formerly Veridian). The balance of the funds is eligible for use for capital projects through the budget process or Council
approved initiatives.
Engineering Inspection
The fees collected through the Engineering Department’s various agreements with developers are deposited to this
reserve fund for the costs of the engineering inspection functions provided as part of the subdivision approval process. The
general intent is that as developments are a cyclical activity tied to economic swings and outlooks, there is still a
requirement to maintain the skills and capacity to perform engineering inspections and provide approvals regardless of
whether there is a downswing in the economy. As a result, all fees charged for this activity are transferred to the
Engineering Inspection Reserve Fund. Annually, through the budget process, a portion of the costs of the engineering
section is funded from a transfer to operating from the reserve fund.
Roads Contribution
This reserve fund is primarily established as a repository for deposits received through development agreements as
contributions for future works that will be required as other developers come on stream in a particular area.
Debenture Retirement
This reserve fund was initially established to accumulate funds such that future debt could be avoided. However, there are
no ongoing contributions to increase this reserve fund since most debt has pertained to growth-related projects over the
last 15 years. The current activity in the reserve fund relates to the Darlington Indoor Soccer Club. They had committed to
paying the non-growth component of the debenture for the Bowmanville Indoor Soccer facility. The Club makes an annual
contribution that goes into this reserve fund, and then the 10 per cent share of the debt financing costs are funded from this
reserve fund.
Budget 2023 | 333
Port Granby LLRW Agreement
Funds received from a legal settlement with the Federal Government addressing the mitigation and clean-up of the Port
Granby Low-Level Radioactive Waste site accumulated additional interest beyond the amount transferred through the
budget to offset tax levy. It was decided to leave some funds in this reserve fund to assist with potential implications in the
future, most likely for work around future uses of the site outside the perimeter once they are in the maintenance stage.
There is a study on future uses of the excess lands.
Municipal Government Enterprise – Other
This reserve fund originated through the Municipal Government Enterprise Reserve Fund. When Newcastle Hydro-Electric
Commission amalgamated to originally create Veridian, through the advice of our solicitor as well as then Treasurer, it was
determined that our investment in our Government Business Enterprise (Veridian) be held in reserve funds rather than in
the general fund. This included both our equity share as well as the promissory notes receivable. Over time, this caused
complications as the original Municipal Government Enterprise reserve fund held both the investment in Veridian,
promissory notes receivable from Veridian, and accumulated funds. Determining for budget purposes what funds were
available for council purposes became complex, so it was decided to divide out the excess accumulated funds from the
investment and promissory notes receivable. Those excess accumulated funds and accrued interest were transferred into
the Municipal Government Enterprise-Other reserve fund. Most often these funds are used for a purpose tied to energy
savings. It has funded energy audits as well as being energy retrofit seed money whereby the original investment is repaid
over time from estimated energy savings.
Upon the 2019 merger of Veridian and Whitby Hydro, the investment in Elexicon is included in this fund.
Municipal Government Enterprise
As explained in the description above for the Municipal Government Enterprise- Other Reserve Fund, this fund holds the
Municipality’s investment in Elexicon (formerly it was the investment in Veridian Corporation), including both our equity
share and our promissory notes.
Budget 2023 | 334
Older Adults Programming
Tax levy funds gradually accumulated when the Bowmanville Older Adults Association was a Board of Council. When they
transitioned to an independent charitable organization, the reserve fund was split in half. The balance remaining here is
intended for the provision of older adults’ services administered through the Community Services Department.
Library Capital Equipment
This reserve fund does not have direct tax levy support. It comprises funds transferred from the library to be held for future
library computer equipment needs and remaining funds from the library’s prior years’ capital budgets for library computer
equipment.
Museum Capital Bowmanville
This reserve fund is a traditional capital replacement reserve fund that is monitored annually to determine the need for
increases to tax levy support. It is linked to the Asset Management Plan.
Museum Capital Clarke
This reserve fund is a traditional capital replacement reserve fund that is monitored annually to determine the need for
increases to tax levy support. It is linked to the Asset Management Plan.
Bowmanville BIA
This reserve fund was originally established from an OMB settlement pertaining to the first round of development of the
Bowmanville West Main Central Area. Most of the funds have been utilized but a small balance remains available. The BIA
would need to request funds for specific purposes through the budget process or a direct request to Council.
Newcastle BIA
This reserve fund was established in relation to principles of understanding for further development of the Bowmanville
West Main Central Area. Orono and Newcastle Business Improvement Areas (BIA) received an allotment of funds to be
administered through the Municipality to implement Community Improvement Plans.
Budget 2023 | 335
Newcastle Arena Operating
These are funds transferred by the Newcastle Arena Board to earn greater rates of return. The fund balance is minimal,
and the Arena Board has not produced a plan to contribute to the reserve fund regularly.
Perpetual Care and Hampton Union
These are cemetery funds held in trust for the specific cemeteries identified in our trust statements.
Rate Stabilization
The Rate Stabilization Reserve Fund is a very active fund utilized to offset swings in tax levy impacts year to year. Any
municipal operating surplus/deficit determined after the external audit is complete is transferred into this reserve fund or
funded by this reserve fund. The reserve fund acts as a mechanism to achieve balanced budgets in the sense that a
surplus or deficit for a particular year cannot be predicted accurately at the time of the next year’s budget approval.
Community Improvement Plan
The intent of the reserve fund links to civic improvements. It is anticipated that this reserve fund may provide an option to
maintain some features relating to the downtowns, that would otherwise be deleted. This reserve fund has a modest
annual tax levy contribution.
Canada Community Building Fund
This reserve fund has been established to hold the Canada Community Building Fund (formerly Federal Gas Tax) funding
and meet the agreement requirements. This is an obligatory reserve fund as the use of the funds are restricted through
AMO.
Building Division
The purpose of the reserve fund is to allow reasonable funding to be set aside to address economic fluctuations and fund
multi-year requirements such as the replacement of software required to provide planning and building services needed to
facilitate building activity.
Budget 2023 | 336
Community Services Department (CSD) Building Refurbishment
This reserve fund was established through budget in a year where a fee increase was established for recreational services.
The value of the fee increase was set up as a contribution to this reserve fund rather than a general fund revenue offsetting
the tax levy. The contribution has been maintained but further incremental fee increases were not diverted to this reserve
fund but rather left in the general fund to offset increased service delivery costs.
Beautification / Tree Planting
This is a small reserve fund established from a donation. The hope is that other donations will be received over time that
will help fund small beautification projects or tree planting to assist in maintaining tree cover as the municipality develops.
Stormwater Management Pond Maintenance
This reserve fund was established as a result of updating our subdivision agreement templates to standardized fees for
stormwater pond maintenance for the subdivision. The fees are deposited into the reserve fund when received in
compliance with the subdivision agreement. The intent is to draw on this reserve fund annually to offset the operating costs
of stormwater pond maintenance. It has not been done to date as there is still a small amount of funds in the reserve funds,
so we are giving the fund some time to accumulate.
Engineering Review
This reserve fund was established as a result of updating our subdivision agreement templates to standardized fees for the
review of engineering drawings for the subdivision. The fees are deposited into the reserve fund when received in
compliance with the subdivision agreement. Annually, through the budget process, a contribution is made to the operating
budget to help offset the costs of engineering division review services.
Community Emergency Management
Under the negotiated agreements with Ontario Power Generation (OPG), funds are received annually for several specific
services provided to OPG. The funds will also be used for the costs of specialized equipment or training to ensure
appropriate response levels. As the Municipality is required to assist and support others if a nuclear emergency arises,
these funds are deposited into this reserve fund for emergency management issues.
Budget 2023 | 337
Parking Lot Rehabilitation
This reserve fund is the funding mechanism for the parking lot asset management plan. As the Municipality owns many
parking lots with various purposes, a single department did not have consistent oversight of the asset management
pertaining to these lots. As the Infrastructure Division oversees significant capital projects relating to paving and
stormwater needs, they were given the responsibility to assess and plan the rehabilitation needs of municipal parking lots.
The department undertook this work and created a multi-year plan to address deficiencies and needed replacements. The
fund currently receives annual contributions from tax levy support.
ASO Benefits
This reserve fund was established with the market placement of employee benefits. The savings from that market
placement were set aside as a one-time contribution to a reserve fund for the sole purpose of looking towards the
Administrative Services Only option for the administration of employee extended health program.
Future Staffing
Commencing in 2017, Council created this reserve fund and has contributed annually with tax levy support. The general
intent is to create flexibility in the future for new staff requirements.
Provincial Infrastructure
This reserve fund has been established to host the Provincial funding grants received and meet the funding agreements'
requirements. This is an obligatory reserve fund as the use of the funds are restricted through the respective agreements.
Orono BIA
This reserve fund was established in relation to principles of understanding for further development of the Bowmanville
West Main Central Area. Orono and Newcastle Business Improvement Areas (BIA) received an allotment of funds to be
administered through the Municipality to implement Community Improvement Plans.
Budget 2023 | 338
Development Charges Reserve Funds
The accounts listed below are the development charges reserve funds for each service level category identified in our
development charges background study and by-law. The reserve funds must be used to fund the growth-related costs
required to meet the needs of growth. No current-year receipts are used for current budget requirements. Balances at
December 31st of the year prior are to be utilized for the next years’ budget requirements. Future projections are made on
a regular basis to address capital budget forecasts. Staff are undergoing a review of the reserve funds as a result of recent
changes to the Development Charges Act to ensure that the names reflect the applicable service and any ineligible
services are properly transitioned. The following are the current DC funds.:
• General Government DC Reserve Fund
• Public Library DC Reserve Fund
• Emergency Services DC Reserve Fund
• Indoor Recreation DC Reserve Fund
• Engineering Park Development and Facilities DC Reserve Fund
• Operations DC Reserve Fund
• Roads and Related DC Reserve Fund
• Parking DC Reserve Fund
Reserve Fund Contributions and Transfers
The following outlines the contributions to the reserves and reserve funds as well as the transfers out to the general fund.
Contributions to Reserve Funds
The following are the proposed contributions to reserve funds for 2023:
Reserve Fund Purpose Contribution
Computer Equipment Annual contribution $200,000
Clerk’s Fleet Annual contribution 65,000
Budget 2023 | 339
Reserve Fund Purpose Contribution
Animal Services Annual contribution 10,000
Parking Lot Budgeted meter revenue 350,000
Municipal Capital Works Annual contribution 6,300,000
Economic Development Reserve Fund Annual contribution 50,000
Municipal Government Enterprise Energy Master Plan savings 30,000
Fire Equipment Annual contribution 900,000
Continuous Improvement Reserve Fund Annual contribution 50,000
Engineering Fleet Annual contribution 5,000
Parking Rehabilitation Annual contribution 310,000
Cemeteries Capital Annual contribution 5,000
Facilities / Parks Maintenance Annual contribution 635,000
Operations Equipment Annual contribution 2,835,000
Community Services Capital Annual contribution 425,000
Community Services Capital Building Refurbishment Annual contribution 917,500
Community Improvement Annual contribution (not for CIP grants) 12,500
Bowmanville Museum Annual contribution 3,000
Clarke Museum Annual contribution 3,000
Roads Capital Annual contribution 200,000
Total $13,306,000
The contributions for 2023 include amounts for capital projects that previously would have been shown tax levy capital
support. Starting in 2023, the capital program is funded through the reserve funds with an annual contribution to the
reserve funds funding these uses. For the 2024 budget, the capital program will be provided to Council in the fall of 2023 to
allow for a more efficient and effective procurement process. To facilitate this change, funding capital through reserves and
reserve funds is ideal. As the Municipality continues to improve its asset management planning processes, annual
contributions that provide a stable funding source will be included in the operating budget to smooth year-to-year
fluctuations in the tax levy.
Contributions to Reserves
The following are the proposed contributions to reserves for the year 2023:
Budget 2023 | 340
Reserve Purpose Contribution
Clerk Records maintenance $10,000
Municipal Election Election expenses 125,000
Planning- Land Acquisition Municipal Acquisition of Property 650,000
Total $785,000
Prior to 2023, the annual contribution for land acquisition was included in the capital program, starting in 2023 the
contribution will go to the reserve, and the unexpended capital balance will be returned to the reserve. As the timing of
acquisitions is not known, this approach provides improved transparency.
Withdrawals from Reserve Fund to General Fund
The following are the withdrawals from the reserve funds to fund operating expenses in the general fund in 2023:
Reserve Fund Purpose Amount
DC – Roads and Related Development Charge portion of the Green Rd debenture funding $553,160
DC – Indoor Recreation Bowmanville Indoor Soccer debenture funding 148,728
DC – Indoor Recreation South Bowmanville Recreation Centre debenture funding 1,060,363
DC – Library Courtice Library debenture funding 78,663
Engineering Review 50% of the 2023 new positions 150,000
Engineering and Inspection Engineering division expenses and 50% of salaries of two new positions 625,000
Future Staffing To partially fund 2023 new positions. 450,000
Emergency Management New staff proposal in Emergency and Fire Services 98,624
Rate Stabilization 50% of non-planning staff (plus future staffing) to phase-in over 2 years. 900,000
Rate Stabilization To reconcile budget to 2.5% 4,500,000
Debt Retirement Bowmanville indoor soccer debenture funding that is not DC-eligible 16,525
Parking Lot Parking enforcement expenses 561,890
DC – General Government 70% of the Leisure and Culture Master plan 168,000
DC – General Government 75% of $240k for Recreation Study 180,000
DC – General Government DC Study 90,000
Building Division Deficit funding for building inspections 495,517
Building Division AMANDA annual maintenance 250,000
Budget 2023 | 341
Reserve Fund Purpose Amount
Total $10,326,470
Withdrawals from Reserves to General Fund
The following are the withdrawals from the reserves to fund operating expenses in the general fund in 2023:
Reserve Purpose Amount
Consulting / Professional Fees Communications Division Review $30,000
Consulting / Professional Fees To fund 50% of one-time comprehensive zoning bylaw 325,000
Total $355,000
Budget 2023 | 342
Budget 2023 | 343
Supplemental Information
What is Fund Accounting
The Municipality, like every municipality in Ontario, prepares its financial statements in accordance with Public Sector
Accounting Standards (PSAS) as established by the Public Sector Accounting Board (PSAB) of the Chartered Professional
Accountants of Canada (CPA Canada).
The Municipality follows PSAS, which is an accrual basis form of accounting. This means revenues and expenses are
recognized when the transaction, service or event occurs rather than when payment is made or received. As allowed under
Ontario Regulation 284/09 under the Municipal Act, 2001, the Municipality does not budget for amortization, post-
employment benefits or solid waste landfill closure and post-closure expenses.
The Municipality uses fund accounting which views each fund as its own entity, with its own assets, liabilities, income and
expenses. The use of funds helps to ensure that dedicated or restricted funds are used for their intended purpose.
There are three basic types of funds used by the Municipality:
• Operating Fund – This fund includes all the assets, liabilities, income, and expenses not allocated to one of the
other funds. Unrestricted funds such as property taxes are recorded through the operating fund.
• Capital Fund – This fund includes all capital expenditures and the method of funding these expenditures. Funding
may be from a transfer from tax revenues, a transfer from reserves or reserve funds, receipt of grants or issuance of
long-term debt.
• Reserve Funds – These funds are individually established to record the assets which are physically segregated to
meet a specific purpose.
Budget 2023 | 344
The budget process, resolutions and by-laws provide the mechanism for Council to approve the transfer of funds between
the funds. The use of interfund transfers within the accounting system provides the necessary accounting trail to ensure
that all directions have occurred. For this reason, continuities of reserve and reserve funds are also prepared.
Capital Fund
Operating
Fund
Contribution to &
from Reserve
Funds
Reserve
Funds
Budget 2023 | 345
Revenue and Expense Categories
Revenues and expenses are categorized throughout the budget based on their purpose and similarities.
Revenues
Levies
Estimated taxation, supplementary taxation, and payments-in-lieu of taxation received. These funds may be collected on
behalf of the Region of Durham and Province of Ontario and are remitted to the specific agency.
Provincial Grants and Subsidies
Grants received from the Province of Ontario for specific functions such as the Ontario Community Infrastructure Fund or
specific grant projects.
Federal Grants and Subsidies
Grants received from the Government of Canada for specific functions such as the Canada Community-Building Fund or
specific grant projects.
User Fees
Fees for use of service including, but not limited to, facility rentals, cemetery fees, application for planning and building
permits, recreational programming.
Licensing and Lease Revenue
Licensing fees include taxi licensing and lease revenues for the long-term lease of municipal facilities and property.
Investment Income
All investment income earned by the Municipality through its investment holdings, bank account balances and investment
in Elexicon.
Budget 2023 | 346
Contributions from Reserves and Reserve Funds
Contributions from reserves and reserve funds for specific purposes as identified with the budget.
Other Revenues
Any revenue that is not otherwise categorized.
Expenses
Salaries and Benefits
Compensation for all employees such as salaries, wages, benefits, overtime, allowances and statutory benefits (Canadian
Pension Plan, Employment Insurance, Employer Health Tax).
Materials
Includes items such as office supplies, salt and sand, gravel, insurance costs, phone costs and other general expenses.
Rent and Financial Costs
Bank charges, debit and credit card charges, cost of rental equipment and facility rentals for the Municipality.
Purchase / Contracted Services
Items that are outsourced, such as professional services, winter clearing and IT software as a service.
Debt Repayment
Interest on debt repayments to external parties.
Grants and Transfer Payments
Grants given to community groups, external boards and agencies and levies from other organizations.
Budget 2023 | 347
Contributions to Reserves and Reserve Funds
Contributions from the general fund for the Municipality’s reserves and reserve funds.
Financial Policies
The Municipality of Clarington has approved several financial policies to provide consistency with how financial decisions
are made. The following are significant financial policies adopted by Council.
Budget and Financial Control Policy
The budget is one of the most significant annual policy documents that Council adopts. The budget highlights the priorities
for the upcoming year and the allocated resources to provide services to constituents. The proposed budget is balanced
with revenues equaling expenses for the year and is tabled for Council review and approval.
The policy provides a target range, net of growth, for tax levy increases based on the Consumer Price Index and the Asset
Management Plan. The policy does require that this range be brought to Council in September of every year for decision
on a specific target. For the 2023 budget year, the target range based on policy is between 7.20 per cent and 11.50 per
cent with a target of 9.35 per cent.
In September 2022, Council approved a target of 2.50 per cent. It is noted that the target range is high this year as a result
of the impacts of COVID-19 and other economic factors (such as the war in Ukraine) on the CPI throughout the first half of
2022.
Investment Policy
The policy establishes guidelines for municipal investments and ensures compliance with applicable legislation.
The objectives, in order of importance, of the policy, are to ensure:
• Adherence to statutory requirements.
• Preservation and security of capital.
• Maintenance of necessary liquidity.
Budget 2023 | 348
• Realizing a competitive rate of return.
Procurement Policy
The Municipality is legislatively required to approve a procurement policy to establish the responsibilities, controls,
authorizations and procedures for purchasing goods and services.
Donations Policy
The Municipality is a qualified donee for Canadian income tax purposes which can issue “official income tax receipts” as
prescribed by the Canada Revenue Agency (CRA). To be a donation, there must be an intention to give, delivery and an
acceptance, and it must be voluntary with no expectation of return.
Budget 2023 | 349
Glossary of Terms
The following terms are defined below:
• Accrual Basis of Accounting – A method of accounting that recognizes revenue as earned and expenditures as
incurred rather than waiting until cash is exchanged.
• Actual – Actual (as opposed to budget) revenues and expenditures for the fiscal year as indicated.
• Amortization – The gradual reduction of the value of an asset or liability by some periodic amount. In the case of an
asset, it involves expensing the cost of the item over its useful life.
• Assessment – The Municipal Property Assessment Corporation (MPAC) is responsible for placing an assessment
value on all properties in Ontario. In 1998, the Province of Ontario reformed the property assessment and taxation
system in Ontario with the implementation of Current Value Assessment (CVA). The CVA of a property represents
its estimated market value or the amount the property would sell for in an arm’s length, open market sale between a
willing buyer and willing seller.
• Base Budget - In simple terms, a reflection of the budget resources (financial, human and other) required to maintain
service levels at the level provided in the previous year.
• Budget - A financial plan for a given fiscal year showing revenues and expenditures for different funds of the
Municipality.
• Budgetary Basis - Refers to the basis of accounting used to estimate financing sources and uses in the budget. This
generally takes three forms: accrual, cash or modified accrual.
• Business Improvement Area (BIA) - A Business Improvement Area (BIA) is an association of businesspeople
within a specified district who join with the official approval of the Municipality, in a self-help program aimed at
stimulating business.
• Capital Budget - The budget that provides for the funding of the Municipality’s expenditures on capital assets, i.e.
assets that provide benefits to the Town over several years.
• Consumer Price Index (CPI) - A statistical description of price levels provided by Statistics Canada. The index is
used to measure the increase in the cost of living (i.e. economic inflation).
Budget 2023 | 350
• Current Value Assessment (CVA) – Property value set upon real estate under direction by the Province as a basis
for levying property taxes.
• Debenture – A formal written obligation to repay specific sums on certain dates. Debentures are typically issued by
the Region of Durham and are unsecured.
• Debt – Any obligation for the payment of money. Debt will normally consist of debentures as well as short-term
notes or cash loans from financial institutions or internal borrowing from reserves.
• Deferral – The act of putting off until another time or postponing.
• Deficit – The excess of liabilities over assets or expenditures over revenues.
• Development Charges Act (DCA) – Provincial legislation provides guidelines on funding identified growth-related
projects in the Municipality from developers.
• Expenditure - The disbursement of appropriated funds to purchase goods or services. Expenditures include current
operating expenses that require the current or future use of net current assets, debt service, and capital outlays.
This term designates the cost of goods delivered or services rendered, whether paid or unpaid, including expenses,
provision for debt retirement not reported as a liability of the fund from which retired, and capital outlays.
• Fiscal Year - Any period of 12 consecutive months designated as the budget year. The Municipality’s budget year
begins January 1st and ends December 31st.
• Fleet – The vehicles owned and operated by the Municipality.
• Forecast – The projection of revenues and expenditures for future years.
• Full-time Equivalent Position (FTE) – A measure of effective authorized positions, indicating the percentage of
time a position or group of positions is funded. FTE considers the number of hours per week and portion of the year
the position is funded. FTE = (hours worked per week/total weekly hours) x (months funded/12). A year-around full-
time position has an FTE of 1.00. A full-time position funded for six months (1/2 year) has an FTE of 0.5.
• Fund - A set of interrelated accounts to record revenues and expenditures associated with a specific purpose. A
fund has its own revenues, expenditures, assets, liabilities, and equity (fund balance).
Budget 2023 | 351
• Fund Balance - A term used to express the equity (assets minus liabilities) of governmental fund types and trust
funds. A fund balance is the excess of cumulative revenues and other sources of funds over cumulative
expenditures and other uses of funds.
• Generally Accepted Accounting Principles (GAAP) - Nationally-recognized uniform principles, standards and
guidelines for financial accounting and reporting, governing the form and content of many financial statements of an
entity. GAAP encompasses the conventions, rules, and procedures that define accepted accounting principles at a
time, including both broad guidelines and detailed practices and procedures.
• Grant - A monetary contribution, typically from one level of government to another, to lend support to a specific
service, program or function.
• Inflation - A rise in price levels caused by general economic activity and growth.
• Infrastructure - The public works system in the Municipality, consisting of immovable physical assets, which deliver
an essential public service (e.g. road network, water and sewer systems, and lighting).
• Interest Income - Revenue associated with the Municipality’s cash management activities of investing cash
balances.
• Levy - The amount of property tax, in dollars, which is paid by the Municipality’s taxpayers. To determine the tax
levy for a particular property, the property’s assessment value is multiplied by the appropriate rate for the property’s
tax class.
• Liability – A financial obligation of the Municipality to others.
• Long-term Debt – Debt which matures more than one year after it is issued.
• Municipal Act - Passed by the legislature in December 2001, the Act is designed to allow municipal leaders the
autonomy, power and flexibility they need to chart their community’s future in a meaningful way and react quickly to
change.
• Official Plan - A document adopted by a municipal council pursuant to the Planning Act that contains goals,
objectives and policies to manage and direct physical change in the Municipality. Official Plans are generally set for a
planning period of 20 years and must be renewed and updated every five years.
• One-time Item – An item only approved for the current budget which does not form part of the base budget.
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• Ontario Municipal Employees Retirement System (OMERS) – A defined benefit plan that provides pension
benefits for the Municipality’s full-time employees. Employees and employers make equal contributions to the plan.
• Operating Budget – The budget provides the various departments with funding for their annual recurring operating
costs (e.g. salaries, materials and supplies, contracted services, utilities). Compared to the capital budget, items
funded in the operating budget do not give rise to assets that are expected to provide benefits over several years.
• Per Capita – A measurement of the proportion of some statistic to an individual resident determined by dividing the
statistic by the current population.
• Property Tax – A value-based tax levied on real and personal property according to the property’s assessed
valuation and the tax rate.
• Public Sector Accounting Board (PSAB) – The body of the Chartered Professional Accountants (CPA) that
issues recommendations and guidance with respect to matters of accounting in the public sector. Its aim is to
improve the financial and performance information reported by governments and other public sector entities for the
benefit of decision makers and other users of the information.
• Reserve - An allocation of accumulated net revenue that is established by Council for a particular purpose. It has no
reference to any specific asset and does not require the physical segregation of money or assets as in the case of a
reserve fund. Interest earned on the invested earnings is reported as operating fund earnings and not accumulated
in the reserve.
• Reserve Fund - An allocation of accumulated net revenue, like a reserve. It differs from a reserve in that reserve
fund assets are segregated and restricted to meet a specific purpose. There are two types of reserve funds-
obligatory and discretionary. Obligatory reserve funds are required under provincial statute, while discretionary
reserve funds are created by Council for a specified future use.
• Revenue - Monies received from all sources (with exception of fund balances) that will be used to fund expenditures
in a fiscal year.
• Stakeholders - The person, group or organization that has direct or indirect stake in the Municipality because it can
affect or be affected by the Municipality’s actions, objectives and policies.
• Surplus - The excess of assets over liabilities or revenues over expenditures.
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• Tangible Capital Asset (TCA) – Non-financial assets that have a lifespan that extends beyond an accounting
period. Also known as “fixed assets.”
• Tax Rate – A percentage rate that is used to determine the property tax levy to be paid by a taxpayer within the
Municipality. The rate for a property depends on its tax class, which in turn depends on the type of property
(residential, commercial, industrial, etc.). The rate is multiplied by the assessment to provide the tax levy. Rates are
established by Council by-law.
• User Fees and Service Charges - Fees paid by individuals or organizations to the Municipality for the use of
Municipal facilities (e.g. recreation fees) or for provision of municipal services (e.g. planning).
• Vital Statistics Act – Responsible for matters such as maintenance of the municipal birth and death registry and
issuance of death and burial certificates
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Acronyms
• AMP – Asset Management Plan
• ARL – Annual Repayment Limit
• ASC – Allan Strike Squash and Aquatic Centre
• CAO – Chief Administrative Officer
• CCBF – Canada Community-Building Fund
• CCCAP – Clarington Corporate Climate Action
Plan
• CCC – Courtice Community Complex
• CIP – Community Improvement Plan
• CLOCA – Central Lake Ontario Conservation
Authority
• CPA – Chartered Professional Accountants of
Canada
• CPI – Consumer Price Index
• DC – Development Charge
• DHRC – Diane Hamre Recreation Complex
• DSC – Darlington Sports Complex
• EA – Environmental Assessment
• EDCM – Energy Conservation and Demand
Management
• EV – Electric Vehicles
• FCM – Federation of Canadian Municipalities
• FIR – Financial Information Return
• FTE – Full-time Equivalent
• GTHA – Greater Toronto and Hamilton Area
• HR – Human Resources
• HVAC – Heating, Ventilation, and Air Conditioning
• IDEA – Inclusion, Diversity, Equity and Anti-
Racism
• LED – Light-emitting Diode
• MAC – Municipal Administration Centre
• MPAC – Municipal Property Assessment
Corporation
• MTO – Ministry of Transportation
• OCIF – Ontario Community Infrastructure Fund
• OMERS – Ontario Municipal Employee Retirement
System
• O Reg – Ontario Regulation
• PSAB – Public Sector Accounting Board
• RF – Reserve Fund
• RRC – Garnet B. Rickard Recreation Centre
• SBRC – South Bowmanville Recreation Centre
• SCA – South Courtice Arena
PO BOX 365, Bowmanville, ON, L1C 3L1
January 13, 2023 delivered via email
Trevor Pinn
Director of Finance, Municipality of Clarington
Mr. Pinn,
The Bowmanville BIA met on January 10, 2023 to finalize the 2023 budget and associated levy request. A
motion was passed to approve the proposed 2023 budget and request a 2.5% increase in the levy for
2023. This results in a total levy request amount of $175 915.62.
As you will note, this represents a 2.5% increase from the $171 625.00 levy in 2022.
We trust that this information has been provided with sufficient time to present to Council.
Should you have any questions please reach out to me.
Sincerely,
Laura Holmes
Secretary, HDB BIA
PROPOSED 2023
Administration 82,200.00$
Events 75,000.00$
Special Promotions 1,000.00$
Marketing 15,000.00$
Streetscape 32,750.00$
Capital Works 21,500.00$
Contingency Fund 5,000.00$
Website 3,000.00$
Office Expenses/Utilities 2,500.00$
Total Budget 237,950.00$
less variable (vendor fees)44,764.52-$
less budget surplus 17,269.86-$
NET TOTAL = LEVY 175,915.62$