HomeMy WebLinkAbout04-17-2023
General Government Committee
Agenda
Date:April 17, 2023
Time:9:30 a.m.
Location:Council Chambers or Microsoft Teams
Municipal Administrative Centre
40 Temperance Street, 2nd Floor
Bowmanville, Ontario
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accessibility accommodations for persons attending, please contact: Lindsey Patenaude,
Committee Coordinator, at 905-623-3379, ext. 2106 or by email at lpatenaude@clarington.net.
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General Government Committee meetings. If you make a delegation or presentation at a General
Government Committee meeting, the Municipality will be recording you and will make the recording
public on the Municipality’s website, www.clarington.net/calendar
Noon Recess: Please be advised that, as per the Municipality of Clarington’s Procedural By-law,
this meeting will recess at 12:00 noon, for a one hour lunch break, unless otherwise determined by
the Committee.
Cell Phones: Please ensure all cell phones, mobile and other electronic devices are turned off or
placed on non-audible mode during the meeting.
Copies of Reports are available at www.clarington.net/archive
The Revised Agenda will be published on Friday after 3:30 p.m. Late items added or a change to
an item will appear with a * beside them.
Pages
1.Call to Order
2.Land Acknowledgement Statement
3.Declaration of Interest
4.Announcements
5.Presentations/Delegations (10 minute time limit)
6.Reports/Correspondence Related to Presentations/Delegations
7.Communications
8.Staff Reports, Staff Memos and New Business Consideration
8.1 Legislative Services
8.1.1 LGS-014-23 Terms of Reference – Bowmanville Santa Claus
Parade Committee
4
8.1.2 LGS-015-23 Clarington Policy System 20
8.2 Financial Services
8.2.1 FSD-012-23 2022 Annual Statement for Cash-in-Lieu of
Parkland
34
8.2.2 FSD-013-23 2022 Annual Statement - Development Charges
Reserve Funds
38
8.2.3 FSD-014-23 2022 Building Permit Fees Annual Report 48
8.2.4 FSD-015-23 Sole Source Contract for the Supply and Delivery
of One Gradall Hydraulic Excavator
52
8.2.5 FSD-016-23 Rural Road Resurfacing and Drainage
Improvements
55
8.2.6 FSD-017-23 2022 Region of Durham Council Remuneration
Report
59
General Government Committee
April 17, 2023
Page 2
8.2.7 FSD-018-23 Port Darlington Boat Launch and Parking Lot
Reconstruction
72
8.2.8 FSD-019-23 Multi-Year Budget Policy 78
8.2.9 FSD-020-23 Reallocation of Library Reserve Budget Projects 91
8.3 CAO Office
8.3.1 CAO-010-23 Payment Modernization Initiative 100
9.Unfinished Business
10.Questions to Department Heads/Request for Staff Report(s)
11.Confidential Items
12.Adjournment
General Government Committee
April 17, 2023
Page 3
Staff Report
If this information is required in an alternate accessible format, please contact the Accessibility
Coordinator at 905-623-3379 ext. 2131.
Report To: General Government Committee
Date of Meeting: April 17, 2023 Report Number: LGS-014-23
Submitted By: Rob Maciver, Deputy CAO/Solicitor
Reviewed By: Mary-Anne Dempster, CAO Resolution#:
File Number: By-law Number:
Report Subject: Terms of Reference – Bowmanville Santa Claus Parade Committee
Recommendations:
1. That Report LGS-014-23 and any related delegations or communication items, be
received;
2. That the resignations of Brenda Rafter, Katherine Johnson and Carolyn Lunan be
received;
3. That the Terms of Reference for the Bowmanville Santa Claus Parade Committee,
attached to Report LGS-014-23, as Attachment 1, be approved;
4. That Staff be authorized to advertise for the vacancies on the Bowmanville Santa
Claus Parade Committee; and
5. That all interested parties listed in Report LGS-014-23 and any delegations be
advised of Council’s decision.
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Municipality of Clarington Page 2
Report LGS-014-23
Report Overview
The Bowmanville Santa Claus Parade has been operating without a Terms of Reference
since it was established. Staff are proposing that Council approve the attached draft Terms
of Reference.
1. Background
Establishment of the Committee
1.1 The Bowmanville Santa Claus Parade approached Council in 2004 looking to become a
recognized Committee of Council to be covered by municipal insurance, as a result of
rising insurance costs.
1.2 Arising out of Report CLD-21-04, Council passed the following Resolution
#GPA-327-04:
THAT Report CLD-21-04 be received;
THAT the Santa Claus Parade Committee be accepted as a Committee of
Council;
THAT Councillor Trim be appointed as Council's liaison to the Santa Claus
Committee; and
THAT the Santa Claus Parade Committee and the municipality's insurers be
advised of Council's decision.
1.3 The report outlined the following requirements, from the insurance carrier:
a) Council passes a resolution accepting the Committee as a Committee of
Council
b) A member of Council sits on the Committee
c) Committee minutes are forwarded to Council for information
d) An annual budget is prepared by the Committee and submitted to Council
e) Financial statements are submitted to Council
f) The Committee is aware that they cannot incur debt
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Municipality of Clarington Page 3
Report LGS-014-23
g) All assets of the Committee become municipal assets.
1.4 The Committee became a Committee of Council, with a Council representative; minutes
are forwarded and financial statements are provided. However, the Committee has
never had a terms of reference.
Resignations
1.5 Staff received the resignation of Brenda Rafter, Vice-Chair, on March 22, 2023.
1.6 Staff received the resignation of Katherine Johnson, Chair, on April 5, 2023.
1.7 Staff received the resignation of Carolyn Lunan on April 5, 2023.
2. Difficulties of not having a Terms of Reference
2.1 Without a terms of reference (TOR), the Committee operates with an unknown number
of members (and eligibility requirements) and members’ names are submitted to Council
for approval (rather than following the Appointment to Boards/Committees Policy of
advertising and applications).
2.2 The absence of a TOR also results in a lack of guidance to members of the Committee,
including Committee scope, election process, purchasing guidelines, and governance
guidelines.
3. Highlights of the Terms of Reference
3.1 In order to avoid governance problems, and as part of the Clerk’s Division’s ongoing
review of the terms of references, Staff are recommending the attached TOR, which
includes:
A scope of activities.
Committee composition details including qualifications.
Details on election of members.
Responsibility and conduct of members.
Meeting frequency, quorum, and procedures.
Reporting and work plan requirements.
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Municipality of Clarington Page 4
Report LGS-014-23
3.2 The Bowmanville Santa Claus Parade Committee is unique among Clarington’s
Advisory Committees in that it handles money and works toward a singular annual
event. In recognition of this, the proposed TOR includes information about an annual
budget and references Clarington’s procurement policy.
3.3 The current Committee has had delays in meeting and has had several recent
resignations and therefore has not reviewed the attached. Staff would recommend that
the vacancies be filled through the standard appointment process but are unable to
determine how many to appoint with a TOR indicating the number of members.
3.4 Staff propose that these TOR be approved; new members appointed; and the
subsequent members/Committee can review the TOR and make recommendations for
slight changes, as required, in the future.
4. Financial Considerations
Not Applicable.
5. Concurrence
Not Applicable.
6. Conclusion
It is respectfully recommended that Council approve the Bowmanville Santa Claus
Parade Terms of Reference and authorize Staff to advertise for the vacancies.
Staff Contact: June Gallagher, Municipal Clerk, 905-623-3379 ext. 2102 or
jgallagher@clarington.net.
Attachments:
Attachment 1 – Proposed Terms of Reference for Bowmanville Santa Claus Parade
Interested Parties:
The following interested parties will be notified of Council's decision:
Bowmanville Santa Claus Parade Committee
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Page 1
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Coordinator at 905-623-3379 ext. 2131.
Bowmanville Santa Claus Parade
Committee
Terms of Reference
1. Purpose and Mandate
The Bowmanville Santa Claus Parade is a Committee of Council and is
responsible for organizing and conducting the Annual Bowmanville Santa Claus
Parade and ensuring that an inclusive and safe parade event is planned and
presented for the community. The mission of the Committee shall be
accomplished through the provision of advice and recommendations on
Christmas parade matters, as well as hands-on work.
2. Scope of Activities
The Committee is responsible for organizing, coordinating, supporting, and
supervising the annual Santa Claus Parade which includes, but is not limited to,
the following activities:
Establish the date, route, and theme;
Registration of Floats and Walkers;
Marshalling and recruiting volunteers;
Partnering with local businesses;
Judging, advertising, and trophies; and
Working with Durham Regional Police, Municipal Law Enforcement, and
any other authorities required to obtain the appropriate permissions.
Further that the Committee shall make all participants aware of the
applicable licences/permissions.
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3. Committee Members
3.1. Composition
3.1.1. The Committee shall be comprised of the following voting members, appointed
by Council in accordance with Clarington’s “Appointment to Boards and
Committees Policy”:
Ten citizen members; and
One Member of Council.
3.1.2. An unlimited number of non-voting volunteers may also be involved in parade
activities.
3.2. Qualifications
Members shall demonstrate commitment to, and interest in, the Clarington
community; and
Members shall be residents of the Municipality of Clarington, work in the
Municipality of Clarington, or have a place of business in the municipality.
3.3. Length of Term
3.3.1. Membership shall run concurrent to the term of Council.
3.4. Remuneration
3.4.1. Members serve on a voluntary basis and do not receive any form of
remuneration.
3.5. Election of Members
3.5.1. At the first meeting of each year, the Committee shall elect a Chair, Vice-Chair,
Secretary, and Treasurer.
3.5.2. Before the election of the Chair, either a Council member, Clarington Staff, or the
former Secretary or former Chair shall be the Election Chair during the election of
the new Chair. Once the Chair is elected, they may take the Chair and conduct
any remaining elections. See Appendix A for Election Process.
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4. Responsibilities and Obligations of Members
4.1. General
4.1.1. Members of the Committee shall have the following duties:
to deliberate on, and execute, the mandate of the Committee;
to attend meetings and work activities;
to vote when a motion is put to a vote;
to read, understand, and respect the Rules of Procedure, including the Code
of Conduct and Purchasing By-law, and any guidelines for the Committee
members.
4.2. Conduct of Committee Members
4.2.1. All Committee members shall abide by the Terms of Reference for the
Committee as approved by Council. Any amendments to the Terms of Reference
shall be recommended by Committee resolution and forwarded to the Municipal
Clerk’s office for review before Council consideration.
4.2.2. The Chair, or a spokesperson/member appointed by the Committee, may speak
on behalf of the Committee to Council or the public. Other members shall not act,
or speak, on behalf of the Committee without prior approval of the Committee.
4.2.3. A Committee, or its members, shall not issue petitions, resolutions, or position
papers on behalf of the Committee unless specifically authorized by Council
resolution.
4.2.4. A Committee, and its members, shall also not act outside of the mandate and
advisory capacity of the Committee. Should the Committee wish to comment on
an issue that is within the mandate of another Council committee, the Chair shall
consult with the responsible Staff Liaison(s) and the Chair of the other
Board/Committee.
4.2.5. The Chair may eject any Committee member from a meeting if, in the opinion of
the Chair, that person is being disruptive or disrespectful.
4.2.6. The Committee, by resolution, shall have the right to censure members that, in
the Committee’s opinion, are misrepresenting the Committee and may request
Council to remove that person from the Committee.
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4.3. Conflict of Interest
4.3.1. A conflict of interest may arise for Committee members when their personal or
business interests conflict with the duties and decisions of the Committee. The
municipal conflict of interest requirements as defined by the Municipal Conflict of
Interest Act, R.S.O. 1990, c. M.50 will apply to the Committee. A
Board/Committee member must disclose any potential or perceived conflict of
interest and shall remove themselves from the meeting for the duration of the
discussion and voting (if any) with respect to that matter.
4.4. Absences
4.4.1. This section does not apply to a Committee member who is absent for 20
consecutive weeks or less if the absence is a result of the member’s pregnancy,
the birth of the member’s child or the adoption of a child by the member.
4.4.2. Members unable to attend a Committee meeting shall notify the Chair at least 24
hours in advance.
4.4.3. Members who unable to attend a meeting cannot send an alternate.
4.4.4. The Chair shall advise the Municipal Clerk, in writing, of any member who is
absent for three consecutive meetings without being authorized to do so by a
resolution of the Committee and may request the Municipal Clerk to remove the
member from the Committee.
4.5. Resignations
4.5.1. Members who wish to resign shall notify the Chair, and the Municipal Clerk, in
writing, of the resignation. The Chair shall notify, either by email or on an agenda,
the other members of resignation but shall not give details of the resignation
other than timing.
4.5.2. Council shall appoint new members to a Committee to fill any vacancies as
required in accordance with Clarington’s “Appointment to Boards and
Committees Policy”.
4.6. Chair and Vice-Chair
4.6.1. The Committee shall select a Chair and a Vice-Chair from among its voting
membership. Members of Council sitting on the Committee are not eligible to
assume the position of Chair or Vice-Chair, except as Election Chair, as outlined
in Appendix A.
4.6.2. It shall be the duty of the Chair:
to provide leadership to the Committee;
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to ensure that the Committee carries out its mandate;
to act as the primary liaison between the Committee, Clarington Staff and
Members of the Public.
to set the meeting dates and agenda items, with input from Members.
to provide information to Members on any matter relating to the business of
the Committee;
to open the meeting by taking the Chair and calling the members to order;
to announce the business before Committee and the order in which it is to be
acted upon;
to receive and submit, in the proper manner, all motions presented by the
Members;
to enforce the Rules of Procedure; and
to adjourn the meeting when the business is concluded.
4.6.3. If the Chair is temporarily absent, the Vice-Chair will assume the position and
responsibilities for the Chair in the interim. If the position of Chair becomes
vacant, the Vice-Chair shall assume the responsibilities of the Chair until a new
Chair can be elected. If the Vice-Chair becomes vacant, the Chair may appoint a
member of the Committee as Interim Vice-Chair until a new Vice-Chair can be
elected. The election, when required, will be held at the ne xt meeting of the
Committee in accordance with the process set out in Appendix A.
4.7. Committee Treasurer Responsibilities
4.7.1. In accordance with Clarington’s guidelines and policies, the Treasurer is
responsible for:
Drafting the budget for Committee consideration, and submission to
Council.
Reimbursements for all purchases shall be provided upon receiving the
receipt.
Accounting related tasks (i.e. banking deposits; issuing cheques).
Reporting to the Committee at each meeting, on the financial status of the
Committee.
Maintaining all financial documents.
Preparing the year-end report.
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4.8. Secretary Responsibilities
4.8.1. The secretary is responsible for:
Assist the Chair to prepare and distribute meeting agendas; and
Prepare meeting meetings for each meeting and distribute them to the
Municipal Clerk’s Office, in accordance with Section 6.2.
5. Meetings
5.1. Frequency of Meetings
5.1.1. At the beginning of each year, the Committee will establish a meeting schedule
and set the time and place for meetings of not less than four meetings.
5.2. Quorum
5.2.1. Quorum shall be a simple majority of the total number of currently appointed
voting Committee members (i.e., 50% plus one). If there is no quorum after 15
minutes of the scheduled start time, the meeting shall be cancelled and/or
rescheduled.
5.3. Land Acknowledgement Statement
5.3.1. In recognition of a necessary first step towards honouring the original occupants
of a place, and as a way to recognize the traditional First Nations, Metis and / or
Inuit territories of a place, and to commemorate Indigenous peoples' principal
kinship to the land, a Land Acknowledgement Statement shall be read in
accordance with the Land Acknowledgement Guidelines.
5.4. Procedures and Rules
5.4.1. The Committee is subject to the Clarington Procedural By-law which governs the
proceedings of Council and its Committees and Boards, Council Code of
Conduct, and any other applicable policies and/or procedures.
5.5. Recommendations
5.5.1. Recommendations and decisions reached by the Committee must be based on
consensus wherever possible. If a consensus cannot be reached and there are
different opinions on the issue, the Chair may call for a formal vote by show of
hands. Recommendations and decisions will be carried by a simple majority of
the voting members present. Each voting member of the committee has one
vote.
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5.5.2. Only recommendations and decisions that appear in the Minutes of the
Committee can be considered as officially representing the position of the
Committee. All recommendations and decisions of the Committee shall be
forwarded by the staff liaison to the Municipal Clerk’s office, for publication. This
is done immediately after the minutes are finalized by the Chair and they do not
wait to be adopted by the Committee.
5.5.3. To approve a recommendation from a Board/Committee, a Member of Council
shall remove it from the consent agenda and put forward a motion to approve the
recommendation within the minutes of the Board/Committee.
5.5.4. A Committee shall not forward comments or recommendations directly to other
groups or agencies without the consent of Council.
5.5.5. See Appendix B for details on how to handle motions, amendments, etc.
5.6. Electronic Participation
5.6.1. A member of the Committee is permitted to participate electronically in a meeting
and may be counted in determining whether, or not, a quorum of members is
present at any point in time.
5.6.2. A Member may also participate electronically in a meeting that is closed to the
public, if the meeting is properly held in closed session (i.e. the deliberations are
permitted to be conducted in closed session, moving from open session to closed
session, and then rising and reporting, and maintaining minutes of both the
closed and open portions of the meeting).
5.7. Public Participation and Delegations
5.7.1. All Committee meetings are open to the public. Members of the public are not
permitted to participate in Committee discussions but may appear as a
delegation before the Committee. Delegations shall be for a maximum of 10
minutes. Those wishing to appear as a delegation at a Committee meeting must
advise the Chair or Secretary, a minimum of five working days before the
meeting.
5.7.2. The Chair may eject any member of the public from a meeting if, in the opinion of
the Chair, that person is being disruptive or disrespectful.
5.8. Open Meetings
5.8.1. All Committee meetings must be open to the public unless discussing items
noted below. The Committee shall provide at least one week’s notice (i.e., an
agenda) for a regular or special meeting or 24-hour notice for a rescheduled
meeting. Notice will be provided using as many means as possible, including the
municipality’s website by forwarding to the Municipal Clerk’s Office.
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5.8.2. The following are reasons for a closed meeting of an advisory board or
committee, as per Section 239 (2), Municipal Act, 2001. Only these matters can
be discussed in the closed portion of the meeting:
Security or property
Personal matters about an identifiable individual, including municipal and
board employees
Proposed or pending acquisition or disposition of land by the municipality
or local board
Labour relations or employee negotiations
Litigation or potential litigation, including matters before administrative
tribunals, affecting the municipality or local board
Advice that is subject to solicitor-client privilege, including communications
necessary for that purpose.
5.8.3. In accordance with Section 239 (4) of the Municipal Act, 2001, before holding a
meeting or part of a meeting that is to be closed to the public, a municipality or
local board or committee of either of them shall state by resolution:
The fact of the holding of the meeting; and
The general nature of the matter to be considered at the closed meeting.
5.8.4. Where a meeting, or part of a meeting, is closed to the public, the Committee
shall request those persons not specifically invited to the closed meeting to
vacate the meeting room in which the meeting is being held.
5.8.5. A meeting shall not be closed to the public during a vote except where the
meeting is a closed meeting permitted or required by statue, and where the vote
is for a procedural matter or for giving directions or instructions to employees of
the Committee or persons retained under contract with the Committee, or
officers, employees or agents of the Municipality.
6. Reporting and Communications
6.1. Agendas
6.1.1. Agendas should include:
Date, time, location
Members present
Members absent
Land Acknowledgement Statement
Disclosure of Pecuniary Interest
Adoption of the Minutes
Items discussed
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Recommendations
Date, time, and location of next meeting
Adjournment
6.2. Minutes
6.2.1. The Committee shall report to Council by presenting the unapproved minutes to
Council. The draft minutes of all Committee meetings shall be reviewed by the
Chair and forwarded to the Municipal Clerk’s Office for inclusion on the next
Council Agenda.
7. Budget and Work Plan
7.1. The Committee shall prepare a projected budget and work plan for the upcoming
year which shall be forwarded to the Municipal Clerk’s Office for inclusion on a
Council Agenda.
7.2. The Committee shall provide a year-end financial report to the Financial Services
Department, highlighting the group’s successes and outlining how funds were
used.
8. Purchasing/Procurement Policy
8.1. All expenditures must relate to matters directly within the mandate of the
Committee.
8.2. All Committee expense information is considered to be public information and
shall be made available upon request to the Municipal Clerk or Treasurer.
8.3. All purchases shall be in accordance with the Municipality’s Purchasing By-law
and within the Committee’s approved budget.
8.4. All expenses that exceed the Committee’s approved budget require Council
approval.
8.5. All assets are Municipality of Clarington’s assets.
9. Insurance
9.1. The Committee members are covered through the Municipality of Clarington’s
insurance coverage for accident and liability.
9.2. The event is covered by the Municipality of Clarington’s insurance coverage.
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Appendix A
Election Process
Nominations – Accepting nominations, from the floor, for any position:
Nominator raises their hand to indicate they are going to nominate a
member.
Does not need a seconder.
Nominees’ names are recorded in the minutes.
A person can nominate themselves.
A member can be nominated for more than one position but can only hold
one position at a time.
A member may be nominated even if they are not in attendance.
Nominees do not have to leave the room during the vote. They can
participate in the voting.
The Election Chair can continue presiding, even if they are one of the
nominees for the office.
Nominations are open until the Election Chair asks for nominations and
there are no names put forth at which time the Election Chair will close
nominations.
Nominees can remove their name at any point during the process.
Stand – As each member is nominated, the Election Chair asks the nominee if
they will have their name stand.
Voting – The Election Chair asks, “All those in favour of Bob Smith for Chair,
please raise their hands”.
If there is only one nominee, that person is appointed as the Chair.
If there is more than one nominee – the person with the most votes is
appointed as the Chair.
If the vote is tied, and there are more than two people nominated for the
position, then the person with the least votes is removed and another
round of voting with the remaining members is conducted. If a tie vote
remains with two people, and all voting members are present, the
selection will be made by picking a name out of a hat.
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Appendix B
Motions, Amendments, Etc.
1. Voting on motions and their amendments is done in this
order:
On the amendment to the amendment (the second amendment)
On the amendment
On the motion or the motion as amended (this must happen if approved
amendments have been added to the motion).
2. Tied Vote
If the vote is tied, the motion is lost.
3. Deciding Vote
Every member present at the meeting, when the vote is called, shall vote unless
disqualified under the Municipal Conflict of Interest Act. The vote required to pass
a motion shall be a simple majority.
4. Lost Motion
A lost motion should not come up again during the same year unless at least
two-thirds of the members present to approve a motion that “the question be
reconsidered.” This motion is not debatable and calls for an immediate vote.
5. Motions
The following steps are put into place to introduce, deliberate, and vote on a
motion:
A member asks to speak and when their turn comes up, they make a
motion by saying “I move…”.
Another member seconds the motion. If there is no seconder, no
discussion or vote takes place; it is not recorded in the minutes; and the
Board/Committee moves to the next agenda item.
The Chair should restate the motion clearly after it has been made and
seconded “It is moved and seconded that …”.
Only one motion is addressed at a time.
Discussion is not in order until a motion has been stated by the chair.
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Discussion follows. The Chair should not allow anyone to speak twice on a
motion until everyone has had a chance to speak once.
The Chair should give up the chair when they move a motion. In this case,
the Vice-Chair or any other member may act as Chair until the motion is
voted on.
The vote is taken and the Chair announces the vote and result – “The
motion is carried”, or “The motion is lost.”
6. Negative Motions
Negative Motions are not in order and should not be allowed (i.e. “That the car
not be automatic transmission” should be changed to “That the car be standard
transmission”.)
7. Amendments
Amendments or small changes to a motion may be proposed at any time during
the discussion. It cannot be contrary to the main motion. It must be relevant to
the motion and can change the motion in only one of three ways:
By leaving out certain words
By adding certain words
By replacing certain words with others.
(Not more than two amendments may be made to an open motion at one
time. As soon as one amendment has been accepted or rejected another
may be proposed if it is different from the one already defeated).
If dealing with motions or amendments, always state the exact wording. The
Chair may ask the secretary to read it if the phrase is forgotten.
Adoption of an amendment does not mean adoption of the main motion. The
amendment is carried before the main motion as amended. When the “main
motion, as amended” is on the floor, the Chair will state “main motion as
amended” before the vote.
8. Withdrawal of Motions
A motion can be withdrawn with the consent of the mover (consent of seconder
is not required). Amendments must be withdrawn in reverse order. If the mover
refused the consent, the motions must be voted on.
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Staff Report
If this information is required in an alternate accessible format, please contact the Accessibility
Coordinator at 905-623-3379 ext. 2131.
Report To: General Government Committee
Date of Meeting: April 17, 2023 Report Number: LGS-015-23
Submitted By: Rob Maciver, Deputy CAO/Solicitor
Reviewed By: Mary-Anne Dempster, CAO Resolution#:
Report Subject: Clarington Policy System
Recommendations:
1. That Report LGS-015-23, and any related delegations or communication items, be
received;
2. That the Policy System attached to Report LGS-015-23, as attachment 1, be
approved;
3. That the following policies or council directions be repealed;
a) Patron Code of Conduct, Approved in 2005;
b) Child Abuse Prevention Procedures Manual;
c) Community Event Sponsorship Program;
d) Jewellery Policy for Aquatic Facilities;
e) Refund Policy – Community Services Program;
f) Rental Fee for 132 Church Street;
g) Storage Policy;
h) B8 – Former Exceptional Compensation Policy;
i) C1 – Extended Health Benefits;
j) C7 – Unused Vacation Days;
k) D5 – Long Term Service;
l) Appointment to Veridian Board (Now Elexicon); and
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Municipality of Clarington Page 2
Report LGS-015-23
4. That any interested parties listed in Report LGS-015-23, and any delegations, be
advised of Council’s decision.
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Municipality of Clarington Page 3
Report LGS-015-23
Report Overview
Staff are proposing to implement a Policy System for the municipality. This new system aims
to define a Council Policy, Management Directive and Standard Operating Procedure, to
provide consistency across the municipality. Clarington already does this in an informal
manner and this Policy will formalize the process.
1. Background
1.1 Section 224 (b) and (d) of the Municipal Act, 2001, states:
“It is the role of Council,
(b) to develop and evaluate the policies and programs of the municipality;
(d) to ensure that administrative policies, practices and procedures and controllership
policies, practices and procedures are in place to implement the decisions of council.”
1.2 A policy is a deliberate system of principles to guide decisions and achieve rational
outcomes and is a statement of intent. It ensures that Staff are accountable and
respond to matters in a timely manner.
1.3 The Municipality of Clarington does not currently have a document that describes the
different types of policies and how they are defined or handled. This policy aims to
rectify that, which will provide consistency across the municipality when staff are
preparing policies or procedures.
1.4 Clarington currently has a list of policies, some of which have been approved by
Council, some by staff and some are just a resolution of Council without an associated
policy document. This system will ensure that each are handled appropriately moving
forward.
2. Policy System
Council Policy
2.1 The new Policy System defines a Council Policy as a policy of the Municipality which
requires the approval of Council, for one or more of the following reasons:
The subject matter / issue affects the members of Council in their role as elected
officials;
The subject matter / issue has significant material financial implications;
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Municipality of Clarington Page 4
Report LGS-015-23
There are significant aspects of Risk Management and / or public accountability;
The subject matter relates to governance issues not specifically addressed
through the procedural by-law; or
It is legislatively required.
Management Directive
2.2 A Management Directive is defined as a document that does not require the approval of
Council, usually covers multiple departments and that is issued by the CAO or
delegated individual. A management directive relates to the following:
Defined authorities and accountabilities for staff;
General operational guidelines which are deemed to be required to ensure a
consistent level of service and / or decision-making by staff within the context of
Council approved policies, budgets or defined services;
General operational guidelines that set out a consistent set of rules for staff to
operate within to ensure consistent application for all staff; and / or
Legislative policies mandated by another level of government where the program
has been approved by Council through the budget process or by way of an
agreement.
Standard Operating Procedure (SOP)
2.3 A SOP is defined as a document that requires the approval of the Director or Manager
of the relevant department / division and relates to the following:
Work instructions for staff to implement an approved program, service, Council
policy, legislative requirement, or management directive;
General operational procedures or guidelines which are deemed to be required to
ensure a consistent level of service and / or decision -making by staff within the
context of Council approved policies, budgets, or defined services.
Example
2.4 It should be noted that each document described above may inform each other or may
be a single document on a particular matter.
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Municipality of Clarington Page 5
Report LGS-015-23
2.5 The annual budget process is a matter that could include all three levels of the new
Policy System. There is a Council Policy that outlines targets and processes for
transfers of certain funds. There may be a management directive from the Treasurer (or
CAO) that states that all departments must have their budget requests to the Financ ial
Services Department by a certain date. Then there m ay be a SOP that outlines the
step-by-step instruction for creating the annual budget, which may include the
applicable staff member that creates the new budget in the budget software and
specifically how to do that and instructions for other staff and how they will enter their
budget requests into the system. This is a very basic example, but it illustrates a matter
that may include all three parts of the new policy system. This is not to suggest that all
matters will require, or even need, all three parts. This will be determined on a case-be-
case basis.
Next Steps
2.6 A review of the current policies has begun. Those that are identified as no longer
applicable will be repealed. As policies and procedures are updated, they will be
transitioned into the new policy system.
3. Changes as a Result of New Policy System
Patron Code of Conduct
3.1 Clarington’s Patron Code of Conduct was adopted arising out of Report CSD-08-05,
and is specific to persons attending community facilities or participating in recreation
programs. Staff recognize a need for a broader Public Code of Conduct, for all facilities.
Therefore, Staff recommend that Council rescind the Patron Code of Conduct, approved
in 2005 and Staff will create a Management Directive to create a Public Code of
Conduct.
Child Abuse Prevention Procedures Manual
3.2 This is covered by a departmental procedure and is therefore not required.
Community Event Sponsorship Program
3.3 This program was replaced by the Community Funding Program, as per CSD-009-20
(Resolution #C-436-20).
Jewellery Policy for Aquatic Facilities
3.4 This is not required as a Council Policy as it is covered by departmental best practices.
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Municipality of Clarington Page 6
Report LGS-015-23
Refund Policy – Community Services Program
3.5 Refund guidelines are covered by a departmental SOP, with cancellation fee charges
being part of the Fees by-law, therefore this policy is not required.
Rental Fee for 132 Church Street
3.6 This Council direction is not relevant because all space is allocated to community
organizations through lease agreements. Therefore, it can be repealed.
Storage Policy
3.7 A policy was never developed and is not currently needed.
B8 – Former Exceptional Compensation Policy
3.8 The information from this policy has been incorporated into Policy B1 – Compensation
and is therefore no longer required.
C1 – Extended Health Benefits
3.9 Under the new policy system, this document has been identified as a Management
Directive. Therefore, the Council Policy is recommended to be repealed and the
information will be re-established as a Management Directive.
C7 – Unused Vacation Days
3.10 The information within this policy is covered within Policy C5 – Vacation and is therefore
no longer required.
D5 – Long Term Service
3.11 Similar to Policy C1 above, this document has been identified as a Management
Directive, so the Council Policy is recommended to be repealed.
Appointment to Veridian Board (Now Elexicon)
3.12 This document is no longer applicable. As a result it is being recommended to be
repealed.
4. Financial Considerations
Not Applicable.
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Municipality of Clarington Page 7
Report LGS-015-23
5. Concurrence
This new Policy System has been reviewed by all the Directors who concur with the
new system.
6. Conclusion
It is respectfully recommended that Council adopt the new Policy System for the
Municipality of Clarington and repeal the policies that are no longer relevant or needed.
Staff Contact: John Paul Newman, Deputy Clerk, jnewman@clarington.net.
Attachments:
Attachment 1 – Policy System
Interested Parties:
There are no interested parties to be notified of Council's decision.
Page 26
Attachment 1 to Report LGS-015-23
Council Policy
If this information is required in an alternate format, please contact the Accessibility
Coordinator at 905-623-3379 ext. 2131
Page 1 of 7
Number: CP-001
Title: Clarington Policy System
Type: Administrative Activities
Sub-type: Policy and Procedures
Owner: Legislative Services Department,
Clerk’s Division
Approved By: Council
Approval Date: Click or tap to enter a date.
Effective Date: Click or tap to enter a date.
Revised Date: Click or tap to enter a date.
Applicable to: Clarington Council and All Staff
1. Legislative or Administrative Authority:
This policy was developed in accordance with Section 224 (b) and (d) of the Municipal
Act, 2001, which states:
“It is the role of Council,
(b) to develop and evaluate the policies and programs of the municipality;
(d) to ensure that administrative policies, practices and procedures and
controllership policies, practices and procedures are in place to implement the
decisions of council”
2. Purpose:
To outline the requirements and differences of a Council Policy, Management Directive
and Standard Operating Procedure, which provide a framework for a consistent and
accountable approach to decision-making. Such formats also support a Risk
Management approach to decision-making while ensuring that decisions and actions of
staff are addressed in a timely manner.
Page 27
Attachment 1 to Report LGS-015-23
Council Policy
If this information is required in an alternate format, please contact the Accessibility
Coordinator at 905-623-3379 ext. 2131
Page 2 of 7
3. Scope:
This policy applies to all municipally developed policies, management directives and
standard operating procedures and is intended to be a minimum standard for the
Municipality.
4. Definitions:
4.1 Council Policy shall mean a policy of the Municipality which requires the
approval of Council, for one or more of the following reasons:
The subject matter / issue affects the members of Council in their role as
elected officials;
The subject matter / issue has significant material financial implications;
There are significant aspects of Risk Management and / or public
accountability;
The subject matter relates to governance issues not specifically
addressed through the procedural by-law; or
It is legislatively required.
4.2 Management Directive shall mean a document that does not require the
approval of Council, usually covers multiple departments and that is issued
by the CAO or delegated individual. A management directive relates to the
following:
Defined authorities and accountabilities for staff;
General operational guidelines which are deemed to be required to
ensure a consistent level of service and / or decision-making by staff
within the context of Council approved policies, budgets or defined
services;
General operational guidelines that set out a consistent set of rules for
staff to operate within to ensure consistent application for all staff; and /
or
Page 28
Attachment 1 to Report LGS-015-23
Council Policy
If this information is required in an alternate format, please contact the Accessibility
Coordinator at 905-623-3379 ext. 2131
Page 3 of 7
Legislative policies mandated by another level of government where the
program has been approved by Council through the budget process o r by
way of an agreement.
4.3 Standard Operating Procedure (SOP) shall mean a document that requires
the approval of the Director or Manager of the relevant department /division
and relates to the following:
Work instructions for staff to implement an approved program, service,
Council policy, legislative requirement, or management directive;
General operational procedures or guidelines which are deemed to be
required to ensure a consistent level of service and / or decision-making
by staff within the context of Council approved policies, budgets, or
defined services.
5. Policy Requirements:
Council Policy
5.1. All Council Policies are established by a decision of Council through the
submission of a Report to Council.
5.2. Where there are significant modifications, or major rewrites, of Council
Policies, a further review is required with the key stakeholders and the senior
leadership team prior to submission to Council for approval. Minor editorial
revisions which do not change substantive content of the Council Policy, do
not require Council approval, and may be made at the discretion of the CAO.
An example where no approval is required would be if the only
change to the Council Policy is a position title change due to
organizational changes. In these cases, through the relevant
Director bringing the matter to their attention, the CAO has the
authority to make the revision to the Council Policy and advise the
applicable Staff, who will revise the Council Policy and re-circulate.
5.3. Approved Council Policies (new or revised) shall be posted to the employee
website and all Staff shall be notified. Any Staff without access to the
employee website shall be provided a copy.
Page 29
Attachment 1 to Report LGS-015-23
Council Policy
If this information is required in an alternate format, please contact the Accessibility
Coordinator at 905-623-3379 ext. 2131
Page 4 of 7
5.4. All Council Policies shall be submitted for approval on the standard council
policy format.
5.5. The Council Policy should reference the legislation only and not include a
copy of the legislation, but hyperlinks to the legislation are permitted.
Management Directive
5.6. All management directives are established through standardized actions for
development, submission, approval, distribution, revision, implementation,
and archiving.
5.7. The CAO is responsible for final approval of all management directives
except where these have been delegated, or where legislative requirements
assign responsibility to a Director or Municipal Clerk or a specific titled
position.
5.8. Approved Management Directives shall be posted to the employee website
and all Staff shall be notified. Any affected Staff without access to the
employee website shall be provided a copy.
Standard Operating Procedures (SOPs)
5.9. All SOPs are established through standardized actions for development,
submission, approval, distribution, revision, implementation, and archiving
established by the Director or Manager.
5.10. Approved SOPs shall be circulated and available to all affected Staff.
6. Roles and Responsibilities:
6.1 Council is responsible for:
6.1.1 Final approval of all Council Policies for the Municipality of Clarington;
and
6.1.2 Complying with Clarington approved Council Policies.
Page 30
Attachment 1 to Report LGS-015-23
Council Policy
If this information is required in an alternate format, please contact the Accessibility
Coordinator at 905-623-3379 ext. 2131
Page 5 of 7
6.2 Chief Administrative Officer (CAO) is responsible for:
6.2.1 Final approval of all Management Directives, except where these
have been delegated, or where they can be defined as work
instructions, or where legislative requirements assign responsibility to
a Director or Municipal Clerk or a specific titled position;
6.2.2 Assigning and / or developing Council Policies and Management
Directives which cover more than one Department and / or have
corporate implications;
6.2.3 Re-confirming Council Policies and Management Directives at least
once during each term of Council; and
6.2.4 Delegating appropriate authority for approval of Management
Directives.
6.3 Directors / Managers are responsible for the following within their
scope of authority:
6.3.1 Ensuring their Departments and Divisions are in compliance with
Council Policies, Management Directives and SOPs;
6.3.2 Delegating appropriate authority for approval of Department SOPs;
6.3.3 Developing Council Policies, Management Directives and Department
SOPs;
6.3.4 Ensuring that the creation and revision of Council Policies and
Management Directives is compliant with this policy;
6.3.5 Obtaining approval of Management Directives from the CAO prior to
implementation, except those where they may have legislative
responsibilities which supersede the CAO and / or as delegated by
the CAO;
6.3.6 Initiating and implementing new Council Policies and Management
Directives in a timely manner;
Page 31
Attachment 1 to Report LGS-015-23
Council Policy
If this information is required in an alternate format, please contact the Accessibility
Coordinator at 905-623-3379 ext. 2131
Page 6 of 7
6.3.7 Reviewing Council Policies, Management Directives and SOPs to
ensure information is current, timely and relevant.
6.3.8 Obtaining appropriate stakeholder input and sufficient consultation
when developing Council Policies or Management Directives;
6.3.9 Effective communication and training of staff who will be affected by
the new or revised Council Policies, Management Directives and
Department SOPs;
6.3.10 Recommending removal of obsolete Council Policies, Management
Directives and removing Department SOPs;
6.3.11 Retaining obsolete Department SOPs in accordance with the Records
Retention By-law; and
6.3.12 Checking applicable legislation and regulations to verify and reference
the most recent version.
6.4 All Staff members are responsible for:
6.4.1 Regularly reviewing Council Policies, Management Directives and
Department SOPs for their respective department or division;
6.4.2 Ensuring the use of the most current version of a Council Policy,
Management Directive or SOP;
6.4.3 Notifying the Director / Manager of obsolete Council Policies,
Management Directives and SOPs;
6.4.4 Reporting occurrences of non-compliance to practice standards to
their immediate supervisor; and
6.4.5 Complying with Clarington approved Council Policies, Management
Directives and SOPs.
7. Related Documents:
Not Applicable.
Page 32
Attachment 1 to Report LGS-015-23
Council Policy
If this information is required in an alternate format, please contact the Accessibility
Coordinator at 905-623-3379 ext. 2131
Page 7 of 7
Inquiries:
Municipal Clerk
clerks@clarington.net
8. Revision History:
Date Description of Changes Approved By
Page 33
Staff Report
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Coordinator at 905-623-3379 ext. 2131.
Report To: General Government Committee
Date of Meeting: April 17, 2023 Report Number: FSD-012-23
Submitted By: Trevor Pinn, Deputy CAO/Treasurer
Reviewed By: Mary-Anne Dempster, CAO By-law Number:
File Number: Resolution#:
Report Subject: 2022 Annual Statement for Cash-in-Lieu of Parkland
Recommendation:
1. That Report FSD-012-23 be received for information.
Page 34
Municipality of Clarington Page 2
Report FSD-012-23
1. Background
1.1 In accordance with Section 37 (Increased Density) and Section 42 (Cash-in-Lieu of
Parkland) of the Planning Act, the Treasurer must provide a financial statement including
opening and closing balances to Council relating to cash-in-lieu of parkland monies and
increased density funding. This statement must be made available to the public.
2. Section 42 (Conveyance of land for park purposes)
2.1 Under Section 42 of the Planning Act, a municipality may require, as a condition of
development, that land be conveyed to the municipality for park or other public
recreational purposes. In certain circumstances, Council may require a payment in lieu of
land dedication, to the value of the land otherwise required to be conveyed.
2.2 These funds must be held in a special account (Reserve Fund), allocated interest and
spent only for the acquisition of land to be used for park or other recreational purposes ,
including the erection, improvement or repair of buildings and the acquisition of
machinery, particular to park purposes.
2.3 Attachment #1 details the Statement of the Treasurer, in compliance with the Act.
3. Section 37 (Increased Density)
3.1 Clarington does not currently have a program set up for Section 37 Community Benefits;
therefore, an annual statement is not required. The current Official Plan includes
Community Benefits policies (Section 23.14 of the OP). Staff will evaluate these policies
as part of the next Official Plan review against recent changes to the Planning Act and as
part of the next review of the Development Charges Study.
Report Overview
This report complies with amendments to the Planning Act, 1990 which became effective in
2016. The Smart Growth for Our Communities Act, 2015 requires reporting on Section 37
(Increased Density) and Section 42 (Conveyance of land for park purposes). On June 6,
2019, Bill 108, More Homes, More Choice Act, 2019 received Royal Assent. This Act
contained changes to the Development Charges Act and the Planning Act and included the
introduction of the new community benefits charge. In November 2022, the Ontario
Government passed Bill 23 to increase housing supply and provide attainable housing with
significant impacts on Parkland. This report discloses the annual activity in the Cash-in-Lieu
of Parkland Reserve Fund for 2022. There is nothing to report for increased density funds or
a community benefits charge, at this time.
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Municipality of Clarington Page 3
Report FSD-012-23
4. Impact of Bill 23 on Parkland Dedication
4.1 Highlights of the impacts of Bill 23 on parkland dedication are outlined below.
4.1.1. Reduction of alternative parkland dedication rates by half (from 1 ha per 300
dwelling units to 1 ha per 600 dwelling units where parkland is conveyed or from
1 ha per 500 dwelling units to 1 per 1000 dwelling units for cash-in-lieu
contributions) and introduction of a maximum parkland/cash-in-lieu cap for
residential development.
4.1.2. Parkland dedication rates frozen as of the date a zoning by-law or site plan
application is filed and maintains the freeze for up to two years following
approval.
4.1.3. Allows landowners to identify the land they intend to provide for parkland,
including allowing for encumbered parkland/strata parks, and privately owned
publicly accessible parks, and introduces a new avenue of appeal to the Ontario
Land Tribunal if there is a disagreement about the parkland being provided.
4.1.4. Reduction or exemption of parkland dedication requirements for affordable
housing, attainable housing, and housing developed through an inclusionary
zoning program.
5. Concurrence
Not Applicable.
6. Conclusion
It is respectfully recommended that this report, as required by Section 42 of the Planning
Act, 1990 be received for information and be made available to the public by posting on
the Municipality’s website.
Staff Contact: Michelle Pick, Accounting Services Manager / Deputy Treasurer, 905-623-3379
ext. 2605, mpick@clarington.net
Attachments:
Attachment 1 – Cash-in-lieu of Parkland Reserve Fund as at December 31, 2022
Interested Parties:
There are no interested parties to be notified of Council's decision.
Page 36
Municipality of Clarington
Cash-in-lieu of Parkland Reserve Fund
For the Year Ended December 31, 2022
Parkland R/F
(504)
Balance as of December 31, 2021 5,183,960
Plus:
Cash-in-lieu Collected 1,262,483
Reserve Fund Interest 144,763
Amount Transferred from Capital Fund - Land Acquisition 283,286
Subtotal 1,690,532
Less:
Amount Transferred to Capital Fund - Land Acquisition Costs -
Subtotal -
Closing Balance as of December 31, 2022 6,874,492
Committed Amounts from Prior Years -
Available as of December 31, 2022 6,874,492
Attachment 1 to Report FSD-012-2023
Page 37
Staff Report
If this information is required in an alternate accessible format, please contact the Accessibility
Coordinator at 905-623-3379 ext. 2131.
Report To: General Government Committee
Date of Meeting: April 17, 2023 Report Number: FSD-013-23
Submitted By: Trevor Pinn, Deputy CAO/Treasurer
Reviewed By: Mary-Anne Dempster, CAO By-law Number:
File Number: Resolution#:
Report Subject: 2022 Annual Statement - Development Charges Reserve Funds
Recommendations:
1. That Report FSD-013-23 be received; and
2. That a copy of this report be posted on the Municipality’s website.
Page 38
Municipality of Clarington Page 2
Report FSD-013-23
1. Background
1.1 In accordance with the Development Charges Act, 1997, Schedule A attached shows
the activity in the Development Charges Reserve Funds for the year ended December
31, 2022, including opening and closing balances. The transfers and amalgamations of
certain DC reserve funds, as outlined in report FSD-009-23, are reflected in Schedule A.
1.2 Schedule B attached shows capital projects which were funded for the year ended
December 31, 2022 with development charges. The table shows the total expenses,
development charge financing and non-development charge financing.
1.3 Schedule C attached shows operating expenses which were funded for the year ended
December 31, 2022 with development charges. The table shows the total expenses,
development charge financing and non-development charge financing.
1.4 Schedule D attached shows projects which have been previously approved by Council
through resolution or prior years’ budgets. The amount committed relates solely to the
development charges portion.
1.5 This statement is compliant with subsection 59.1(1) of the Development Charges Act,
1997.
2. Additional Information
2.1 A total of 23 capital fund (2021 – 34) and 9 (2021 – 6) operating fund projects have
been financed by development charges.
2.2 The Municipality collected $11,290,994 in municipal development charges in 2022, this
compares to $10,444,068 in 2021.
2.3 On January 18, 2021, Council passed by-law 2021-010, approving the Municipality’s
Draft Development Charges Background Study, October 15, 2020 and the Addendum to
the Development Charges Background Study, November 3, 2020 prepared by Watson
& Associates Economists Ltd. The by-law came into force on January 19, 2021 and will
expire five years after that date.
Report Overview
This report complies with the reporting requirements of Section 43 of the Development
Charges Act, 1997 to disclose the annual activity in the Development Charges Reserve
Funds for 2022.
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Municipality of Clarington Page 3
Report FSD-013-23
2.4 As identified in Schedule A, the Growth Studies DC Reserve Fund has an available
balance of $1,983,802 at December 31, 2022, with commitments from prior years of
$2,056,847 and 2023 Budget commitments of $258,000, leaving a deficit of $331,045.
The commitments include various Planning studies and secondary plans, with the
largest commitment being the required update t o the Official Plan. The funds available
in the Growth Studies DC Reserve Fund plus expected incoming development charge
proceeds in future periods will be sufficient to cover the commitments as they arise.
3. Financial Considerations
Not Applicable
4. Concurrence
Not Applicable
5. Conclusion
It is respectfully recommended that the Annual Statement for the Development Charges
Reserve Funds be received for information and made available to the public by posting
on the Municipality’s website.
Staff Contact: Michelle Pick, Accounting Services Manager / Deputy Treasurer, 905-623-3379
ext.2605 or mpick@clarington.net.
Attachments:
Attachment 1 – Schedule A - Development Charges Reserve Funds Activity 2022
Attachment 2 – Schedule B - Development Charges Reserve Funds Capital Projects 2022
Attachment 3 – Schedule C - Development Charges Reserve Funds Operating Expenses 2022
Attachment 4 – Schedule D - Development Charges Reserve Funds Commitments 2022
Interested Parties:
There are no interested parties to be notified of Council's decision.
Page 40
580
Growth
Studies
581
Library
Services
582
Fire Protection
Services
583
Indoor
Recreation
584
Parks &
Recreation Services
585
Operations
586
Services Related
to Highways
587
Parking Total
Balance as of December 31, 2021 $ (2,021,015) $ (2,229,622) $ (7,159,941) $ (3,537,605) $ (4,017,954) $ (4,499,357) $ (31,958,907) $ (562,073) $ (55,986,474)
Plus:
Development Charge Proceeds (167,847) (469,384) (264,984) (3,580,932) - (6,807,847) (11,290,994)
Development Charge Incentives - - - - - - - - -
Accrued Interest Apportionment (54,370) (52,641) (198,293) (255,181) - (1,133,855) (1,694,340)
Transfer from Revenue Fund -
Transfer from Capital Fund -
Subtotal (222,217) (522,025) (463,277) - (3,836,113) - (7,941,702) - (12,985,334)
Less:
Amount Transferred to Capital Fund * 558,232 - 1,392,241 1,950,473
Amount Transferred to Revenue Fund** 158,622 78,703 36,854 1,070,580 552,820 1,897,579
Amount Transferred between Reserve Funds 100,808 703,697 324,182 3,537,605 (3,157,807) 4,499,357 (5,330,975) 562,073 1,238,940
Subtotal 259,430 782,400 361,036 3,537,605 (1,528,995) 4,499,357 (3,385,914) 562,073 5,086,992
Closing Balance as of December 31, 2022 (1,983,802) (1,969,247) (7,262,182) - (9,383,062) - (43,286,523) - (63,884,816)
Committed Amounts from Prior Years *** 2,056,846 243,075 107,896 3,744,046 - 27,373,597 33,525,460
Available at December 31, 2022 73,044 (1,726,172) (7,154,286) - (5,639,016) - (15,912,926) - (30,359,356)
Committed Amounts from 2023 Budget **** 258,000 321,738 2,732,500 2,199,091 2,710,500 8,221,829
Balance Available for Future Needs $ 331,044 $ (1,404,434) $ (4,421,786) $ -$ (3,439,925) $ -$ (13,202,426) $ - $ (22,137,527)
Municipality of Clarington
Development Charges Reserve Funds Statement
For the 2022 Year
Schedule A Report
FSD-013-23
Attachment 1 to Report FSD-013-23
* See Schedule B Total Development Charges collected on behalf of the Region in 2022 $ 16,537,448
** See Schedule C Less: amounts paid to the Region 2022 $ 16,537,448
*** See Schedule D Total Development Charges due to the Region at December 31, 2022 $ -
**** 2023 Budget (includes 2023 debenture payments)
Note: brackets = funds available, no brackets = shortfall
Page 41
Municipality of Clarington Schedule B Report
Development Charges Reserve Funds Statement FSD-013-23
For the 2022 Year
Attachment 2 to Report FSD-013-23
Total Expenses D/C R/F Non D/C
Capital Fund Expenses For 2022 Financing Financing Description
D/C - Parks and Recreation Services
Newcastle Community Park 54,080 48,672 1,135 Parkland in Lieu
4,273 Municipal Capital Works
Toyota Trail 608,565 287,859 288,722 Contribution from Others
31,984 Municipal Capital Works
Northglen East Park 28,286 28,286
Northglen Phase 8 Parkette 198,075 171,170 26,905 Contribution from Others
SCA Tennis Courts 8,190 8,190
Rhonda Park Trail 3,674 3,306 368 Municipal Capital Works
Farewell Creek Park Trail - Phase 1 11,943 10,749 1,194 Municipal Capital Works
912,813 $ 558,232 $ 354,581 $
D/C - Service Related to Highways
Baseline Rd (Lambs to Bennett) 24,934 24,934
Lambs Rd Interchange at Highway 401 165,260 165,260
Various Erosion Protection 90,561 60,676 29,885 Municipal Capital Works
Storm Water Management Pond Technology Park 4,986 4,986
Lake Rd Extension ( Bennett Rd to 310m West) 527,700 469,653 58,047 Municipal Capital Works
Grady Drive Environmental Assessment Completion 5,815 5,815
Sidewalk -North Street (George St to Remi Court) 44,255 44,255
Baseline Rd Reconstruction (Trulls Rd to Courtice Rd) 5,917 5,563 354 Municipal Capital Works
RR17 Sidewalk (Mill St -CPR Eastside) 34,734 34,734
Middle Rd Reconstruction (Conc Rd #3 to Urban Limit) 10,980 9,113 1,867 Municipal Capital Works
Baseline Rd Structure (W of Green Rd) 2,207 2,207
Pavement Rehabilitation 69,453 6,330 1,122 OCIF
43,765 Tax Levy
18,236 Pits & Quarries Reserve
Bowmanville Cemetery Expansion 397,069 357,362 39,707 Municipal Capital Works
New Equipment Purchase - Roads- 2021 115,559 106,228 9,331 Municipal Capital Works
New Equipment Purchase - Roads- 2022 59,059 39,128 19,931 Municipal Capital Works
Fleet-New-Parks 62,219 55,997 6,222 Municipal Capital Works
1,620,708 $ 1,392,241 $ 228,467 $
Total Capital Expenses 2,533,521 $ 1,950,473 $ 583,048 $
Summary of Financing: 558,232 D/C - Parks and Recreation Services
1,392,241 D/C - Service Related to Highways
203,163 Municipal Capital Works R/F
18,236 Pits & Quarries R/F
1,122 OCIF
43,765 Tax Levy
1,135 Parkland in Lieu
315,627 Contribution from Others
Total Financing 2,533,521 $ 1,950,473 $ 583,048 $
Page 42
Attachment 3 to Report FSD-013-23
Municipality of Clarington
Development Charges Reserve Funds Statement
For the 2022 Year
Schedule C Report
FSD-013-23
Total Expenses D/C R/F Non D/C R/F
Operating Fund Expenses For 2022 Financing Financing Description
D/C - Growth Studies
Planning Studies-Tooley Robinson Subwatershed Study 20,470 9,292 1,032 Secondary Plan Reserve
10,146 Recoverable from Developer
Planning Studies-Bow East Town Ctre Sec Plan 37,999 31,429 3,492 Secondary Plan Reserve
3,078 Tax Levy
Planning Studies - Bow East Urban Ctre Sec Plan 64,307 57,876 6,431 Secondary Plan Reserve
Planning Studies-Courtice Transit Oriented Sec Plan 72,336 60,025 6,669 Secondary Plan Reserve
5,642 Tax Levy
195,111 $ 158,622 $ 36,490 $
D/C - Library Services
DC Library Services Budget commitments - Courtice Library Debenture 78,703 78,703
78,703 $ 78,703 $
D/C - Fire Protection Services
Fire Station 2 Sanitary Connection 78,412 36,854 41,558 Municipal Capital Works
78,412 $ 36,854 $ 41,558 $
D/C - Parks and Recreation Services
DC Parks and Rec Services Budget commitments - Newcastle Aquatic Debenture 1,023,750 921,375 102,375 10% Tax Levy
DC Parks and Rec Services Budget commitments - BIS Debenture 165,783 149,205 16,578 10% Debt Retirement
1,189,533 $ 1,070,580 $ 118,953 $
D/C - Service Related to Highways
DC Service Related to Highways Budget commitment - Green Road Debenture 552,820 552,820 -
552,820 $ 552,820 $ -$
Total Operating Fund Expenses 1,937,464 $ 1,897,579 $ 197,001 $
Summary of Financing: 158,622 D/C - Growth Studies
78,703 D/C Library Services
36,854 D/C Fire Protection Services
1,070,580 D/C Parks and Recreation Services
552,820 D/C Service Related to Highways
17,624 Secondary Plan Reserve
10,146 Recoverable from Developer
41,558 Municipal Capital Works
111,095 Tax Levy
16,578 Debt Retirement
Total Financing 1,937,464 $ 1,897,579 $ 197,001 $
Page 43
Municipality of Clarington
Development Charges Reserve Funds Statement
Schedule D Report
FSD-013-23
For the 2022 Year
Committed Amounts From Prior Years' Budgets and Council Approvals
Amount
Year Project Description Committed
D/C - Growth Studies
2009 Operating 2017 Plan-OP Review-Consulting services growth management & Intensification-Courtice Industrial/special study 4 Bow. West Sec Plan 8,284
2011 Operating Planning studies-Technology Park-streetscape zoning bylaw 23,166
2011 Operating Plan-OP review-miscellaneous/contingency 11,348
2011 Operating 2017 Plan-OP review-commercial policy review-Courtice Industrial/special study 4 Bow. West Sec Plan 22,693
2012 Operating Planning studies-Technology & Planning/Review project 27,686
2015 Unexpended Planning studies-zoning bylaw review-90% DC [10% Prof fees Res tax levy] 108,639
2016 Operating Operations-needs study [10% Prof fees Res tax levy] PO#11074 5,991
2017 Council Secondary Plan Agreement template [10% tax levy] 18,000
2017 Operating Planning Studies-Tooley Robinson Subwatershed Study 11,441
2017 Operating Planning Studies-Bow East Town Ctre Sec Plan 95,277
2017 Operating Planning Studies-Courtice Industrial/special study 4 Courtice Employment Lands 43,873
2018 Operating Bowmanville West Secondary Plan 14,400
2019 Operating DC Study 7,966
2019 Operating OP Appeal Legal Costs 71,082
2019 Operating Planning Studies 144,000
2020 Operating DC GG Budget commitments - Plan Studies 333,000
2021 Operating DC GG - Official Plan - Economic Development Strategy (90% DC's GG, 10% Econ Development RF (502)) 45,000
2021 Operating DC GG Budget commitments - Plan Studies - Official Plan Review 900,000
2022 Operating Courtice Waterfront Design Study 120,000
2022 Operating DC GG Budget commitments - Plan Studies - Economic Development Strategy 45,000
Attachment 4 to Report FSD-013-23
D/C - Libra
Total Committed: 2,056,846 $
ry Services
2022 Capital Library Collection 243,075
Total Committed: 243,075 $
D/C - Fire Protection Services
2020 Operating Fire Master Plan 80,000
2020 Operating New Firefighter Uniforms 6,000
2022 Memo Fire Station 2 Sanitary Connection 21,896
Total Committed: 107,896 $
D/C - Parks and Recreation Services
2019 Capital Farewell Creek Trail - Phase 2 209,191
2019 Operating Consulting Parks Design [10% tax levy] 12,850
2020 Capital Farewell Creek Park Trail - Phase 2 95,490
2020 Capital Newcastle Community Park - Phase 1 1,039,065
2020 Operating Consulting Parks Design 13,500
2021 Capital Newtonville Estates Parkette 250,000
2021 Capital Northglen East Neighbourhood Park 621,714
2021 Capital Northglen Phase 8 Parkette 70,655
2021 Capital North Bowmanville Dog Park 230,000
Page 1 of 4
Page 44
Municipality of Clarington
Development Charges Reserve Funds Statement
Schedule D Report
FSD-013-23
For the 2022 Year
Committed Amounts From Prior Years' Budgets and Council Approvals
Attachment 4 to Report FSD-013-23
Year Project Description
Amount
Committed
2021 Capital
FSD-047-21
FSD-004-22
Res#C-055-22
2022 Capital
2022 Capital
Stuart Park
Toyota Trail
Farewell Creek Trail - Phase 2
SCA Tennis Court
Brookhill Parkette
Soper Creek Trail - Phase 3
191,810
126,681
108,090
150,000
300,000
325,000
Total Committed: $ 3,744,046
D/C - Services Related to Highways
2011 Capital
2011 Capital
2014 Capital
2015 Capital
2015 Capital
2016 Capital
2016 Capital
2016 Capital
2016 Capital
2016 Capital
2017 Capital
2017 Capital
2017 Capital
2018 Capital
2018 Capital
2018 Capital
2018 Capital
2018 Capital
2018 Capital
2018 Capital
2018 Capital
2018 Capital
2018 Memo
2018 Operating
2018 Operating
2019 Capital
2019 Capital
2019 Capital
2019 Capital
2019 Capital
2019 Capital
2019 Capital
Baseline Rd Sidewalk- Green to Westside
Brookhill Tributary Nick Point Remedial Work- C/P closed in 2018, project projected for 2020 Budget
Brookhill Blvd Oversizing
Sidewalk-Rudell Rd (Sunset Blvd to Hart)
Rudell Rd Reconstruction
Liberty St sidewalk (Longworth to Bons-west side)
Longworth Ave extension EA (Green to Holt)
Middle Rd reconstruction (Con Rd 3 to urban limit)
Soper Creek pedestrian link to Camp 30
Grady Drive ( at Foster Creek) Environmental Assessment Completion
George Reynolds Dr Extension
North Street Sidewalk (George to Remi)
Longworth Ave and Green Rd Intersection
Street lighting - RR57 (Hwy2 to 150m N of Stevens Rd)
Darlington Blvd (South limit to Hwy2)
Baseline Rd (Lambs to Bennett)
Green Rd (Harvey Jones to Ross Wright)
King St Cycling Facility
Lambs Rd (Hwy2 to Concession St E)
Sidewalk - RR 34 /Courtice Rd - (Nash Rd to Urban Limit)
Sidewalk - RR 57 Multi-use Trail - Aspen Springs to Hwy2)
Intersection Improvements - Green Rd @ Boswell
Port Darlington subdivision Rd (Port Darlington to east)
50% North Newc Drainage Study
Eng - design
Nash Rd (Future Clarington Blvd)
Middle Rd reconstruction (Con Rd 3 to urban limit)
Baseline Rd Reconstruction (Haines to Lambs Rd)
Baseline Rd Reconstruction (Mearns to Haines)
Baseline Rd Structure ( W of Green Rd )
Hancock Rd Box Culvert (S of Nash rd)
George Reynolds Dr Extension
71,272
7,101
310,000
43,000
60,000
16,237
11,445
65,206
338,400
42,190
15,801
29,748
38,126
15,792
54,018
520,324
70,890
120,240
1,947,882
16,696
15,000
121,096
140,928
11,500
21,141
20,155
186,750
68,980
63,240
22,120
69,444
2,350,000
Page 2 of 4
Page 45
Attachment 4 to Report FSD-013-23
Municipality of Clarington
Development Charges Reserve Funds Statement
Schedule D Report
FSD-013-23
For the 2022 Year
Committed Amounts From Prior Years' Budgets and Council Approvals
Amount
Year Project Description Committed
2019 Capital Concession Rd 3 Reconstruction ( Middle to Gimblett St) 95,262
2019 Capital Lambs Rd Interchange @ Hwy 401 - Environmental Assessment 84,671
2019 Capital Nash Rd Rehabilitation & Bicycle Facilities (Solina Rd to Hancock Rd) 69,632
2019 Capital Queen St Extension (St.George to Frank St) 20,000
2019 Capital Baseline Rd Reconstruction (Trulls Rd to Courtice Rd) 2,977,056
2019 Operating Eng - design 72,500
2019 Operating 50 % North Newc Drainage Study 11,500
2020 Capital Streetlighting - Hwy#2 to 150m N of Stevens Rd 80,000
2020 Capital Longworth Oversizing (West Urban Limit to Green Rd) 162,000
2020 Capital Rudell Rd Reconstruction 1,245,000
2020 Capital Lake Rd Extension (Cul-de-sac to Bennett Rd) 170,219
2020 Capital Sidewalk - Hwy#2 ( E of Clarington Blvd to RR57) South Side 135,000
2020 Capital Sidewalk - Bloor St (Townline Rd S to 415m Easterly) South Side 30,000
2020 Capital Sidewalk - RR17 (Mill St to CPR) East Side 253,549
2020 Capital Sidewalk - Trulls Rd (Avondale Rd to Hwy#2) East Side 30,000
2020 Capital Sidewalk - Active Transportation Master Plan 70,000
2020 Capital Sidewalk - RR57 Multi-use Trail - CPR Bridge to Stevens Rd 120,000
2020 Capital SWM Pond - Technology Park 1,595,014
2020 Operating Eng - design 75,000
CL2016-17 Pavement Rehabilitation -Green Road cycling lanes [DC -project #25] - trsf UECF from Trulls Rd for CL2016-17 12,003
PO#10021 CIMA-Clarington Ponds/Clarnew, Newc & WestSide, Bow [50% Prof fees tax levy] 5,068
PO#8394 Eng - design - CIMA/Longworth Ave W. EA [50% Prof Fees Res] 446
2020 Capital Streetlighting - Hwy#2 to 150m N of Stevens Rd 148,000
2021 Capital Baseline Rd ( Lambs to Bennett) 193,000
2021 Capital Lambs Rd ( Baseline to 275m N of Baseline) 49,710
2021 Capital Darlington Blvd (South limit to Hwy2) 1,183,488
2021 Capital Longworth Ave @ Green Rd intersection 650,000
2021 Capital Green Rd (Harvey Jones to Longworth) 375,345
2021 Capital Bloor St - Multi-use Path 240,000
2021 Capital Hwy #2 Courtice Streetscape 28,800
2021 Capital Various Erosion Protection Works 23,867
Trsf from RR57 Multi Use Trail King St Cycling Facility 37,500
2022 Capital Bowmanville Ave Streetlighting (Baseline to Aspen Springs) 330,000
2022 Capital North Scugog Crt (Dan Sheehan to Conc Rd 3) 52,973
2022 Capital Conc Rd 3 ( Bowmanville Ave to Middle Rd) 84,780
2022 Capital Green Rd Roundabout 72,450
2022 Capital Courtice Shores Tunnel 7,000,000
2022 Capital Hancock Rd ( Hwy#2 to Nash Rd) 47,458
2022 Capital Nash Rd ( 50m E of Harryt Gay Dr to Hancock Rd) 63,288
2022 Capital Bowmanville Ave MUP 454,496
Page 3 of 4
Page 46
Municipality of Clarington
Development Charges Reserve Funds Statement
Schedule D Report
FSD-013-23
For the 2022 Year
Committed Amounts From Prior Years' Budgets and Council Approvals
Attachment 4 to Report FSD-013-23
Year Project Description
Amount
Committed
2022 Capital Bowmanville Ave Sidewalk
2022 Capital Liberty St Sidewalk ( Longworth to Conc Rd 3)
2022 Capital Prestonvale Sidewalk (230m N to Bloor St)
2022 Capital Hancock Rd Sidwalk (Hwy#2 to 275 m S of Nash Rd) West Side
2022 Capital Streetscape - Newcastle
2022 Capital Various Erosion Protection Works
2020 Capital - Trsf from 585 DC Operations Bowmanville Cemetery expansion - design & construction
2021 Capital - Trsf from 585 DC Operations 2021 Fleet New Roads
2022 Capital - Trsf from 585 DC Operations 2022 Fleet New Roads
Add'l Funding PS-018-22 Trsf from DC
Operations Bowmanville Cemetery expansion - design & construction
210,000
330,000
80,000
36,500
207,240
133,340
810,885
1,806
307,372
22,657
Total Committed: $ 27,373,597
Total Commitments to Development Charges Reserve Funds $ 33,525,460
Page 4 of 4
Page 47
Staff Report
If this information is required in an alternate accessible format, please contact the Accessibility
Coordinator at 905-623-3379 ext. 2131.
Report To: General Government Committee
Date of Meeting: April 17, 2023 Report Number: FSD-014-23
Submitted By: Trevor Pinn, Director of Finance/Treasurer
Reviewed By: Mary-Anne Dempster, CAO Resolution#:
File Number: By-law Number:
Report Subject: 2022 Building Permit Fees Annual Report
Recommendation:
1. That Report FSD-014-23 be received for information.
Page 48
Municipality of Clarington Page 2
Report FSD-014-23
1. Background
1.1. Under the Building Code Act, 1992 and the passing of subsequent amendments and
Ontario Regulation 350/06, municipalities are required to prepare an annual report that
records the amount of building permit fees collected and the costs incurred during the
process.
1.2. In accordance with the Building Code Act, 1992 as amended, staff have prepared this
report to Council with the required content on an informational basis and Attachment “A”
will be posted on the Municipality’s website.
1.3. A Building Permit Fee Update Study was completed in September 2017 by Hemson
Consulting Ltd. The reviews are to be completed every five (5) years to ensure that the
building permit fees are in line with the cost of building inspections and that all
appropriate direct and indirect costs are being allocated. An update to this study has
been scheduled for 2023.
1.4. In 2022, building permits issued generated total building permit revenue of $1,967,075
(2021 - $3,038,510), with total direct and overhead costs of $2,282,081 (2021 -
$2,326,915), creating a deficit of $315,006 (2021 – surplus of $711,595) after reducing
the total revenue by the direct and indirect expenses as outlined on Attachment 1.
1.5. As the building permit funds are to be segregated from the general funds of the
Municipality, the deficit of $315,006 was transferred from the Building Division Reserve
Fund leaving the surplus/deficit for December 31, 2022, as nil. As of December 31,
2022, the reserve fund had approximately $2.3 million. These funds are restricted to
building permit services related uses.
2. Concurrence
This report has been reviewed by the Director of Planning and Infrastructure Services
who concurs with the recommendations.
3. Conclusion
It is respectfully recommended that Council receive this report.
Report Overview
This report is prepared as required by the Building Code Act reporting requirements for
Building Permit Fees. There is no current adjustment required to the building fees beyond
the normal increase approved through By-law 2017-086.
Page 49
Municipality of Clarington Page 3
Report FSD-014-23
Staff Contact: Michelle Pick, Accounting Services Manager / Deputy Treasurer, 905-623-3379
ext. 2605 or mpick@clarington.net.
Attachments:
Attachment 1 - 2022 Annual Building Permit Fee Report
Interested Parties:
There are no interested parties to be notified of Council's decision.
Page 50
Attachment #1 to
Report FSD-014-23
Municipality of Clarington
Building Permit Fee Report
December 31, 2022
2022 Actual
Building Permit Fees Revenue $ 1,967,075
Transfer from Reserve Fund 315,006
Total Revenue $ 2,282,081
Direct costs (Note 1)
Payroll $ 1,756,511
Office Space 94,093
Other Operating and Capital Costs 149,068
Subtotal Direct Costs $ 1,999,672
Transfer to Reserve Fund -
Overhead Costs (Note 2) 282,409
Total $ 2,282,081
Revenue (Under) / Over
Expenditures $ -
Note 1 - Direct costs are deemed to include the costs of the Building Division for the
processing of building permit applications, the review of building plans, conducting inspections
and building-related enforcement duties. Direct costs also include costs from Public Works,
Legislative Services, Fire and Emergency Services and Planning and Development Services
which can be directly attributed to the building permit function.
Note 2 - Overhead or Indirect costs are deemed to include the costs for support and overhead
services to the Building Division.
Page 51
Staff Report
If this information is required in an alternate accessible format, please contact the Accessibility
Coordinator at 905-623-3379 ext. 2131.
Report To: General Government Committee
Date of Meeting: April 17, 2023 Report Number: FSD-015-23
Submitted By: Trevor Pinn, Deputy CAO/Treasurer
Reviewed By: Mary-Anne Dempster, CAO Resolution#:
File Number: SS2023-2 By-law Number:
Report Subject: Sole Source Contract for the Supply and Delivery of One Gradall
Hydraulic Excavator
Recommendations:
1. That Report FSD-015-23 and any related delegations or communication items, be
received;
2. That Amaco Equipment with a bid amount of $798,612.48 (Net HST Rebate) being
the only vendor meeting the terms, conditions and specifications of SS2023-2, be
awarded a sole source contract for the Supply and Delivery of One Gradall Hydraulic
Excavator as required by the Public Works Department;
3. That the total estimated funds required for this vehicle in the amount of $801,612
(Net HST Rebate) include $798,612.48 (Net HST Rebate) for the excavator and
other costs such as radios, GPS units, Clarington lettering and striping in the amount
of $3,000 (Net HST Rebate) be funded by the Municipality as follows:
Description Account Number Amount
Fleet Replacement Roads - (2023) 110-36-388-83642-7401 $801,612
4. That all interested parties listed in Report FSD-015-23 and any delegations be
advised of Council’s decision.
Page 52
Municipality of Clarington Page 2
Report FSD-015-23
Report Overview
To request authorization from Council to award a sole source contract (SS2023-2) for the
supply and delivery of one Gradall hydraulic excavator.
1. Background
1.1 The Public Works Department requires one hydraulic excavator for ditching projects
which is a replacement of an existing unit.
1.2 The specification requires that the excavator must be heavy duty, with a specialized
chassis and provide high speed transportation of ditching equipment with a telescopic
boom.
2. Analysis
2.1 Amaco Equipment is the sole distributor of Gradall equipment in Ontario and is the only
manufacturer of excavator equipment meeting the Municipality’s specification
requirements.
2.2 Pricing was provided to the Purchasing Services Division and the Public Works
Department for review and consideration.
2.3 After review by the Purchasing Services Division and the Public Works Department, it
was agreed that Amaco Equipment be recommended for award of contract SS2023-2.
2.4 Amaco Equipment has satisfactorily provided a Gradall hydraulic excavator to the
Municipality in the past and references did not need to be checked.
3. Financial Considerations
3.1 The total funds required for this vehicle in the amount of $801,612 (Net HST Rebate)
include $798,612.48 (Net HST Rebate) for the Gradall hydraulic excavator and other
costs such as radios, GPS units, Clarington decal lettering and striping in the amount of
$3,000 (Net HST Rebate) is within the approved budget allocation and will be funded by
the Municipality as follows:
Description Account Number Amount
Fleet Replacement Roads - (2023) 110-36-388-83642-7401 $801,612
Page 53
Municipality of Clarington Page 3
Report FSD-015-23
4. Concurrence
This report has been reviewed by the Director of Public Works Department who concurs
with the recommendations.
5. Conclusion
It is respectfully recommended that Amaco Equipment being the only compliant bidder
be awarded a sole source contract for the Supply and Delivery of One Gradall Hydraulic
Excavator in accordance with the terms and conditions of SS2023-7.
Staff Contact: David Ferguson, Purchasing Manager, 905-623-3379 ext. 2209 or
dferguson@clarington.net.
Attachments:
Not Applicable
Interested Parties:
List of Interested Parties available from Department.
Page 54
Staff Report
If this information is required in an alternate accessible format, please contact the Accessibility
Coordinator at 905-623-3379 ext. 2131.
Report To: General Government Committee
Date of Meeting: April 17, 2023 Report Number: FSD-016-23
Submitted By: Trevor Pinn, Deputy CAO/Treasurer
Reviewed By: Mary-Anne Dempster, CAO Resolution#:
File Number: CL2023-10 By-law Number:
Report Subject: Rural Road Resurfacing and Drainage Improvements
Recommendations:
1. That Report FSD-016-23 and any related delegations or communication items, be
received;
2. That Miller Paving Limited with a total estimated bid amount of $10,642,800 (Net
HST Rebate) for the initial three-year term and an estimated five-year contract value
of $17,738,000 (Net HST Rebate) being the lowest compliant bidder meeting all
terms, conditions and specifications of CL2023-10 be awarded the contract for Rural
Road Resurfacing and Drainage Improvements;
3. That pending satisfactory performance and price, the Purchasing Manager, in
consultation with the Director of Public Works, be given the authority to extend the
contract for this service for up to two additional one -year terms;
4. That the total estimated funds required for this project for the first-year term in the
amount of $3,700,240 (Net HST Rebate) include $3,547,600 (Net HST Rebate) for
construction costs and other costs such as material testing and contingencies in the
amount of $152,640 (Net HST Rebate) be funded by the Municipality as provided.
The estimated funds required for the second, third, fourth and fifth -year term will be
included in future budget accounts.
Description Account Number Amount
Rural Roads Resurfacing 110-36-330-83680-7401 $3,700,240
5. That all interested parties listed in Report FSD-016-23 and any delegations be
advised of Council’s decision.
Page 55
Municipality of Clarington Page 2
Report FSD-016-23
Report Overview
To request authorization from Council to award tender CL2023 -10 for Rural Road
Resurfacing and Drainage Improvements.
1. Background
1.1 Tender specifications for Rural Road Resurfacing and Drainage Improvements were
prepared by the Public Works Department and provided to the Purchasing Services
Division.
1.2 Tender CL2023-10 was issued by the Purchasing Services Division and advertised
electronically on the Municipality’s website. Notification of the availability of the
document was also posted on the Ontario Public Buyers Association’s website.
1.3 Twenty-four plan takers downloaded the tender document.
2. Analysis
2.1 The tender closed on March 30, 2023.
2.2 Two bids were received in response to the tender call.
2.3 The bids were reviewed and tabulated by the Purchasing Services Di vision (see
Attachment 1) and deemed compliant. The results were forwarded to the Public Works
Department for their review and consideration.
2.4 After review and analysis by the Public Works Department and the Purchasing Services
Division, it was mutually agreed that the low-compliant bidder, Miller Paving Limited, be
recommended for award of tender CL2023-10.
2.5 Miller Paving Limited has successfully completed work for the Municipality in the past.
3. Financial Considerations
3.1 The annual funding required for the first-year term in the estimated amount of
$3,700,240 (Net HST Rebate) includes $3,547,600 (Net HST Rebate) for construction
costs, and other costs such as material testing and contingencies in the amount of
$152,640 (Net HST Rebate) will be funded by the Municipality as provided. Future
budget accounts will include the funds required for the second, third, fourth, and fifth -
year term terms.
Page 56
Municipality of Clarington Page 3
Report FSD-016-23
Description Account Number Amount
Rural Roads Resurfacing 110-36-330-83680-7401 $3,700,240
3.2 Pricing submitted for Rural Road Resurfacing and Drainage Improvements is to remain
firm for the first year of the contract. For future contract years, the unit prices would be
adjusted on the anniversary date of the contract award by the annual percentage
change in the most recent issuance of the Consumer Price Index (CPI), All Items,
Ontario, as published by Statistics Canada and the pricing will remain firm for the
contract year.
3.3 The total estimated contract is for three years plus two optional additional years and is
approximately $18,501,200.31 (Net HST Rebate) and includes $17,738,000 (Net HST
Rebate) in construction costs and $763,200 (Net HST Rebate) in other costs such as
material testing and contingencies.
3.4 Queries with respect to the department’s needs should be referred to the Director of
Public Works.
4. Concurrence
This report has been reviewed by the Director of Public Works, who concurs with the
recommendations.
5. Conclusion
It is respectfully recommended that Miller Paving Limited being the lowest compliant
bidder, be awarded the contract for Rural Road Resurfacing and Drainage
Improvements in accordance with the terms and conditions of Tender CL2023-10.
Staff Contact: David Ferguson, Purchasing Manager, (905) 623-3379 x2209 or
dferguson@clarington.net.
Attachments:
Attachment 1 – Summary of Bid Results
Interested Parties:
List of Interested Parties available from Department.
Page 57
Municipality of Clarington Page 4
Report FSD-016-23
Attachment 1 to Report FSD-016-23
Municipality of Clarington
Summary of Bid Results
Tender CL2023-10
Rural Road Resurfacing and Drainage Improvements
Bidder
One-Year
Total Bid
(Net HST Rebate)
Potential Five-Year
Total Bid
(Net HST Rebate)
Miller Paving Limited $ 3,547,600.06 $ 17,738,000.31
Dufferin Construction Company 3,782,647.75 18,913,238.76
Page 58
Staff Report
If this information is required in an alternate accessible format, please contact the Accessibility
Coordinator at 905-623-3379 ext. 2131.
Report To: General Government Committee
Date of Meeting: April 17, 2023 Report Number: FSD-017-23
Submitted By: Trevor Pinn, Deputy CAO/Treasurer
Reviewed By: Mary-Anne Dempster, CAO Resolution#:
File Number: By-law Number:
Report Subject: 2022 Region of Durham Council Remuneration Report
Recommendations:
1. That Report FSD-017-23 and any related delegations or communication items, be
received;
2. That Staff no longer provide the attached annual report as the Regional reports are
readily available online through the Region’s website and agenda system; and
3. That all interested parties listed in Report FSD-017-23 and any delegations be
advised of Council’s decision.
Page 59
Municipality of Clarington Page 2
Report FSD-017-23
Report Overview
The attached report from the Region of Durham for the 2022 Regional Council
Remuneration fulfills the requirement of Resolution GPA-455-95. Staff recommend that this
practice cease as the information is readily and easily accessible on the Region of Durham’s
website.
1. Background
1.1 At the February 27, 2023, Joint Committee Meeting, Report FSD-007-23 Council
Remuneration was presented to Council. Council remuneration reports are to be
provided to Council by March 31 of each year; the March 13, 2023, Council meeting met
this timeline.
1.2 Council passed Resolution #GPA-455-95 on July 15, 1995, stating that “the Regional
Municipality of Durham Report detailing the remuneration and expenses of the Members
of Council and Regional Council appointees to Local Boards is to be reported.”
1.3 Accordingly, the Regional Council remuneration report has been reported annually to
Council through a staff report or memo.
1.4 The Region’s Report #2023-F-7 “The Remuneration and Expenses in 2022 of Members
of Regional Council and Regional Council Appointees to Local Boards, as Required by
Section 284(1) of the Municipal Act, 2001, S.O.2001, c.25” was presented to the
Finance and Administration Committee on March 21, 2023. The report is attached to
this memo for Council’s information.
2. Proposed Change
2.1 The existing practice began in 1995 when municipal websites and communication
technologies were less advanced than they are currently.
2.2 As the Region and the Municipality are on different meeting cycles , there is typically a
requirement to have two reports to Council to ensure that the Municipality of Clarington
meets its legislated reporting deadline of March 31. The Region’s report is a follow-up
afterwards once the information is available. This creates duplication of effort as well;
the report is easily accessible on the Region’s website or through their news
subscription service.
2.3 To improve efficiency and reduce duplication of effort, it is suggested that Staff
discontinue the requirement to forward the Region’s report to Council. There is no
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requirement for the Municipality of Clarington to approve the report under the Municipal
Act. The current process is in place for information purposes only.
3. Financial Considerations
3.1 Not Applicable.
4. Concurrence
Not Applicable.
5. Conclusion
It is respectfully recommended that Council approve the change in process not to
require staff to forward the Region of Durham’s Report to Council.
Staff Contact: Trevor Pinn, CPA, CA, Deputy CAO/Treasurer, 905-623-3379 ext.2602 or
tpinn@clarington.net.
Attachments:
Attachment 1 – 2022 Region of Durham Council Remuneration Report
Interested Parties:
There are no interested parties to be notified of Council's decision.
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Report To: General Government Committee
Date of Meeting: April 17, 2023 Report Number: FSD-018-23
Submitted By: Trevor Pinn, Deputy CAO/Treasurer
Reviewed By: Mary-Anne Dempster, CAO Resolution#:
File Number: CL2023-3 By-law Number:
Report Subject: Port Darlington Boat Launch and Parking Lot Reconstruction
Recommendations:
1. That Report FSD-018-23, be received;
2. That Envision Excavating Ltd. with a total bid amount of $508,253.55 (Net HST
Rebate) being the lowest compliant bidder meeting all terms, conditions and
specifications of tender CL2023-3 be awarded the contract for the Port Darlington
Boat Launch and Parking Lot Reconstruction as required by the Planning and
Infrastructure Services Department;
3. That the total funds required for this project in the amount of $598,200.00 (Net HST
Rebate) which includes construction costs of $508,253.55 (Net HST Rebate) and
other related costs such as survey, permits and fish rescue, material testing and
contingencies of $89,946.45 (Net HST Rebate) is included in the approved
2022/2023 Capital Budget and be funded from the following account s:
Description Account Number Amount
Port Darlington Boat Launch
Reconstruction
110-50-325-83710-7401 $383,200
Parking Lot Resurfacing
Program
110-36-327-83614-7401 $215,000
4. That all interested parties listed in Report FSD-018-23 and any delegations be
advised of Council’s decision.
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Report Overview
To request authorization from Council to award CL2023-3 for the reconstruction of the Port
Darlington Boat Launch and parking lot.
1. Background
1.1 Tender specifications and drawings were prepared by the Planning and Infrastructure
Services Department’s Infrastructure Division. The scope of work includes the
reconstruction of the Port Darlington Boat Launch and the parking lot located adjacent
to Bowmanville Creek, immediately south of West Beach Road in Bowmanville. The
scope of works includes:
Reconstruction of the boat launch.
Supply and install engineered concrete staircase from the parking lot to the boat
launch ramp.
Preparation of area and installation of mounting components for the installation of
the cantilever docks.
Reconstruction of the parking lot and access road , including existing fencing and
signage removals.
Reconstruction of a small segment of the Waterfront Trail multi-use path to
facilitate grading transitions.
Landscape improvements, including tree/shrub planting and molok waste
receptacle installation.
1.2 Tender CL2023-3 was issued by the Purchasing Services Division and advertised
electronically on the Municipality’s website. Notification of the availability of the
document was also posted on the Ontario Public Buyers Association’s website.
1.3 Forty-five (45) companies downloaded the tender document.
2. Analysis
2.1 The tender closed March 1, 2023.
2.2 Nine (9) submissions were received in response to the tender call. The bids were
reviewed and tabulated by the Purchasing Services Division (see Attachment 1). All
submissions were deemed compliant and forwarded to the Planning and Infrastructure
Services Department for review and consideration.
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2.3 References were checked for the low-compliant bidder Envision Excavating Ltd., and
the references were deemed satisfactory.
2.4 Planning & Infrastructure Services and Purchasing Services Staff held a pre-award
interview meeting with Envision Excavating on March 14, 2023, to clarify their
understanding of the scope of work and review their prices for the identified items.
2.5 Based on the discussions, it was confirmed that Envision Excavating understood the
complete scope of the project, and staff have elected to proceed with a recommendation
for contract award.
3. Financial Considerations
3.1 The tender was issued requesting pricing for the fabrication and installation of a n
Engineered Timber Staircase with alternative pricing requested for the fabrication and
installation of a Concrete Staircase. After reviewing the pricing received, the decision
was made to move forward with the concrete staircase.
3.2 The total funds required for this project in the amount of $598,200.00 (Net HST Rebate)
which includes construction costs of $508,253.55 (Net HST Rebate), and other related
costs such as survey, permits and fish rescue, material testing and contingencies of
$89,946.45 (Net HST Rebate) is included in the approved in the Capital Budget and be
funded from the following accounts:
Description Account Number Amount
Port Darlington Boat Launch
Reconstruction
110-50-325-83710-7401 $383,200
Parking Lot Resurfacing Program 110-36-327-83614-7401 $215,000
3.3 Queries with respect to the department’s needs, specifications, etc., should be referred
to the Director of Planning and Infrastructure Services.
4. Concurrence
This report has been reviewed by the Director of Planning and Infrastructure Services,
who concurs with the recommendation.
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5. Conclusion
It is respectfully recommended that Envision Excavating Ltd. with a total bid price of
$508,253.55 (Net HST Rebate), being the low compliant bidder, be awarded the
contract for the Port Darlington Boat Launch and Parking Lot Reconstruction in
accordance with the terms, conditions, and specifications of Tender CL2023 -3.
Staff Contact: David Ferguson, Purchasing Manger, 905-623-3379 Ext. 2209 or
dferguson@clarington.net
Attachments:
Attachment 1 – Bid Summary
Interested Parties:
List of Interested Parties available from Department.
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Attachment 1 to Report FSD-018-23 – Bid Summary
Municipality of Clarington
CL2023-3
Port Darlington Boat Launch and Parking Lot Reconstruction
Bid Summary
Below is the pricing as received for the Concrete Staircase:
Bidder Total Bid
(Including HST)
Total Bid
(Net HST Rebate)
Envision Excavating Ltd. $520,463.00 $508,253.55
Cardan Group 594,755.08 572,150.77
J. Hoover Ltd. 729,523.40 716,923.01
Montgomery MacEwen 838,103.48 808,995.55
NPM Construction 910,755.98 872,379.84
Arenes Construction 1,163,064.00 1,060,604.79
Strong Bros Construction 1,132,005.00 1,070,520.29
Elirpa Construction & Materials Ltd 1,260,547.17 1,151,503.10
AquaTech Solutions Inc. 2,107,939.90 1,924,627.48
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The following pricing for the Engineered Timber Staircase
. Bidder Total Bid
(Including HST)
Total Bid
(Net HST Rebate)
Envision Excavating Ltd. $551,963.19 $497,059.95
Cardan Group 628,828.14 566,279.22
J. Hoover Ltd. 776,336.44 699,115.01
Montgomery MacEwen Contracting 888,861.94 800,447.71
NPM Construction 945,893.12 851,806.05
Arenes Construction 1,126,082.29 1,014,071.98
Strong Bros Construction 1,126,615.65 1,014,552.29
Elirpa Construction & Materials Ltd 1,338,244.50 1,205,130.62
AquaTech Solutions Inc. 2,082,296.09 1,875,172.12
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Report To: General Government Committee
Date of Meeting: April 17, 2023 Report Number: FSD-019-23
Submitted By: Trevor Pinn, Deputy CAO/Treasurer
Reviewed By: Mary-Anne Dempster, CAO Resolution#:
File Number: By-law Number:
Report Subject: Multi-Year Budget Policy
Recommendations:
1. That Report FSD-019-23 and any related delegations or communication items, be
received;
2. That the Draft Multi-Year Budget Policy attached to Report FSD-019-23, as
attachment 1, be approved;
3. That Policy G14 “Budget Policy” be rescinded; and
4. That all interested parties listed in Report FSD-019-23 and any delegations be
advised of Council’s decision.
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Report Overview
During the 2023 Budget, Council directed Staff to review the current budget policy regarding
making recommendations toward a multi-year budget. Staff have reviewed multi-year budget
policies established by Ontario Municipalities and have prepared a draft Multi-Year Budget
Policy to replace the current Budget Policy.
1. Background
1.1 At its meeting on January 30, 2023, General Government Committee passed resolution
#GG-070-23 which was the 2023 Budget report as amended. Part of the resolution
included the following: “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…”
1.2 This report addresses the Budget Control Policy and the adoption of multi-year budgets.
These topics will be brought to Committee separately.
Legislative Authority for Multi-year Budgets
1.3 Section 291 of the Municipal Act, 2001, states that “a municipality may prepare and
adopt a budget covering a period of two to five years in the first year to which the budget
applies or in the year immediately preceding the first year to which the budget applies.”
Therefore, this section permits Council to adopt a budget of up to five years,
theoretically 2024 to 2028.
1.4 In the situation where the first year of a multi-year budget follows an election (ie. the
2023 fiscal year), the budget may only be adopted in the year to which it applies. As the
2023 budget was a single-year budget, section 291(2) does not apply.
1.5 Section 291(4) requires Council to review, make changes as needed, and readopt the
budget each year. This may occur in the year before the year in which the budget is
effective; this would allow the annual updates to occur in the fall prior to the start of the
fiscal year.
1.6 If a year for which a budget is being reviewed or changed is a year immediately
following a year in which there is a regular election, Section 291(5) requires that the
budget can only be readopted in the year for which it applies.
1.7 As an example, Council may adopt a five-year budget for 2024 to 2028. In December
2024 and 2025, the annual update s may be approved by Council for the 2025 and 2026
fiscal years. The update for the 2027 fiscal year can only be approved after January 1,
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2027, as there is a new Council; the 2028 budget could then be readopted in December
2027.
Examples of Multi-Year Budgets
1.8 In March 2020, the City of London approved their first multi-year budget for the years
2020 to 2023. An update budget update report was presented to Council for ratification
each year.
1.9 The City of London’s Annual Budget Update includes summary information, overview,
and budget amendment recommendations to be adopted. The budget amendments may
result from new legislation, service level enhancements/reductions, growth assumption
changes, contractual changes, new services or other changes. The City’s update report
separately identifies each amendment and details the rationale for the difference.
1.10 The City of Guelph developed a 2022/2023 Multi-year Budget. The 2023 update was
presented for readoption in 2023, the year after the election. The confirmation report
included information on in-year Council approvals impacting the 2023 budget,
Legislated changes, Other 2023 updates, user fee changes and updated taxes -in-lieu
and property tax revenues.
2. What Is Multi-Year Budgeting
2.1 A multi-year budget can link Council’s Strategic Plan, the Asset Management Plan,
Development Charges Study, and master plans with funding requirements outlined
within the budget. Benefits of multi-year budgeting include:
Alignment of longer-term goals and objectives with longer-term financial plans;
Greater certainty and predictability to taxpayers about the future direction of taxes
and the timing of implementation of the Strategic Plan, Asset Management Plan, and
Development Charges Study;
Improved accountability and transparency over spending plan changes; and
Prioritization principles aligned with service delivery principles.
2.2 Following the annual budget update process will assist in ensuring the multi -year budget
process is a success. The annual budget update will focus on the following changes:
New or Changed Regulation – a new or changed legislation or regulation with a
financial impact to the Municipality. An example would be changes to the minimum
maintenance standards that require additional resources, or a change to the building
code which may require additional inspectors.
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New Council Direction – a new Council direction that has transpired after the
approval of the multi-year budget. An example would be that Council wishes to
provide expanded hours at recreation facilities.
Cost or Revenue Drive – a corporate or service area budget adjustment due to
changes in economic conditions.
3. Draft Policy
3.1 The draft policy applies to all Municipality of Clarington departments and boards.
3.2 The policy replaces the current Budget Policy G14 which was adopted in 2019 through
resolution #C-226-19. The draft Multi-year Budget Policy gives the Treasurer authority
to provide funds pro-rata until the budget or annual update is passed.
3.3 The draft policy does not include requirements for a specific date that the budget will be
passed or a particular reference to tax levy targets. The draft policy indicates that it is
Council’s responsibility to establish budget guidelines through budget policy and other
financial documents. Staff will prepare an annual report to recommend budget
guidelines for the initial multi-year budget as well as each yearly update which will
include dates for the budget deliberations.
3.4 Staff intends to move the budget process in the late fall to provide for improved timing
on procurements, known resources for the full year and closer alignment with best
practices.
3.5 Financial management controls will be included in a separate “Financial Management
Policy” which will be brought to Committee. This policy will consolidate several existing
policies regarding financial controls, debt, reserve and reserve funds, and expenses into
one policy to provide a clear approach for financial management. The Multi-Year Budget
policy is a stand-alone policy to set the budget, monitoring spending and adjustments in
the year will be covered through the Financial Management Policy.
3.6 The Draft Policy considers three types of budget changes, an administrative change, a
reportable change and a material change. Administrative changes have a net zero
impact to the service area/department and are less than 0.05 per cent of the tax levy.
3.7 Reportable changes also have net zero impact to the tax levy, may include use of
reserve or reserve funds and are equivalent to between 0.05 percent and 0.49 per cent
impact to the tax levy. These changes are presented to Council for approval during the
annual update.
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3.8 Material changes are those with an impact equivalent to greater than 0.50 per cent of
the tax levy. These changes require Council to consider reprioritization, review or
reconsideration of the tax levy for the year.
4. Financial Considerations
4.1 This report does not directly have any financial implications.
4.2 Adopting a multi-year budget process provides for longer-term financial planning,
predictability, and stability in tax levy changes as well as identifying the resources
required to meet the strategic priorities of Council.
4.3 The budget process identifies the financial resources required to provide services and
invest in municipal infrastructure.
5. Concurrence
This report has been reviewed by the Senior Leadership Team who concur with the
recommendations.
6. Conclusion
It is respectfully recommended that Council adopt the Multi-Year Budget Policy and
rescind the existing Budget Policy.
Staff Contact: Trevor Pinn, CPA, CA, Deputy CAO/Treasurer, 905-623-3379 ext. 2602 or
tpinn@clarington.net.
Attachments:
Attachment 1 – Draft Multi-Year Budget Policy
Interested Parties:
There are no interested parties to be notified of Council's decision.
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Number: CP-00#
Title: Multi-Year Budget Policy
Type: Financial Management
Sub-type: Click or tap here to enter text.
Owner: Financial Services
Financial Planning
Approved By: Council
Approval Date: Click or tap to enter a date.
Effective Date: Click or tap to enter a date.
Revised Date: Click or tap to enter a date.
Applicable to: All Staff
1. Legislative or Administrative Authority:
This policy was developed in accordance with Section 291 of the Municipal Act, 2001,
which authorizes a municipality to prepare and adopt a budget covering a period of two
to five years in the first year to which the budget applies or in the year immediately
preceding the first year to which the budget applies.
2. Purpose:
The purpose of this policy is to define the procedures for multiple -year budget
approvals. The policy defines the budget planning timeframe as a minimum four-year
outlook to support stable and efficient financial management and predictable taxation
and user rates for stakeholders.
3. Scope:
The scope of multi-year budgeting, including both operating and capital, extends to all
Municipality of Clarington departments and boards and applies to both tax-supported
as well as user fee-supported budgets.
4. Definitions:
4.1. Administrative Changes – Adjustments in future years of a Multi-year Budget
categorized as “housekeeping” items whereby budget funds can be reallocated
within Services to realign the existing Operating Budget and have a net zero
impact to the tax or user rates levied. Capital budget “housekeeping” items are
defined as items less than $100,000 having a net zero impact, are similar
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projects with similar funding and can be realigned with the approved Multi-year
Budget period.
4.2. Boards and Agencies – Groups outside the Corporation, typically (although
not always) funded by the property tax base, which provide specific and/or
specialized services to the community in Clarington.
4.3. Budget – An estimated financial plan of revenues and expenditures for a
defined period.
4.4. Budget Year – The period January 1 to December 31, as defined in the
Municipal Act, 2001.
4.5. Capital Budget – A budget that funds new infrastructure projects as well as
expands and maintains existing infrastructure.
4.6. Initial Budget – The first budget in the multi-year budget cycle.
4.7. Material Changes – An individual item or summation of Operating Budget
items that would have an annual impact of 0.50% to the property tax levy and
payment in lieu of taxes to be levied in a future years’ Budget. Material
changes may result in a change to the approved levy or user rates. A capital
project or summation of Capital Budget projects that would have an annual
impact greater than $500,000
4.8. Multi-year Budget – Approval of a four-year operating and capital budget.
4.9. Multi-year Budget Policy – Refers to this Policy.
4.10. Municipal Act – Refers to the Municipal Act, 2001, as amended.
4.11. Municipality of Clarington – The Corporation of the Municipality of
Clarington
4.12. Net Budget – The net budget is the cost to deliver Clarington’s programs
and services, after accounting for all non-tax/non-rate revenues and subsidies
received. This is the portion of the budget paid for through property taxes.
4.13. Operating Budget – A budget that funds the day-to-day operations of
the Municipality.
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4.14. Reportable Changes – An individual Operating Budget item that would
have an annual impact between 0.05% and 0.49% to the property tax change
and payment in lieu of taxes to be levied in a future years’ Budget and is
managed within the existing approved budget, with no change to the approved
levy increase or user rate increase. A capital project adjustment with a net $0
impact and less than $500,000.
4.15. Senior Leadership Team – The senior management team of the
Municipality consisting of the Chief Administrative Officer (CAO) and the heads
of the Municipality’s departments.
4.16. Service – An organizational unit of the Municipality, possibly a
department or division, which is functionally unique its delivery of service.
4.17. Treasurer – The individual appointed by the Municipality as Treasurer in
accordance with the Municipal Act, 2001.
5. Policy Requirements:
General
5.1. A Multi-Year Budget is developed covering a four-year period beginning in the
second year of a new Council term.
5.1.1. Annual updates for years two and three will be brought forward for
Council consideration during the remaining Council term. The first year
of a new Council term will reconfirm the fourth year of the Multi-Year
Budget.
5.1.2. In the first year of a new Council term, Council will develop its Strategic
Plan. Council will approve a four-year average annual tax levy
adjustment from rates that address municipal inflationary pressures and
funding for additional investments that are aligned with Council’s
Strategic Plan.
5.2. After Council approves the Strategic Plan and the Multi-Year Budget, the
Senior Leadership Team will prepare corporate business plans that clearly
outline the current state and future direction of each service.
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5.3. The business plans will identify the strategies and priorities that are driving the
strategic direction of the service. All strategies and priorities must be aligned
with the Council’s Strategic Plan and the funding approved through the Multi-
Year Budget.
5.4. The Treasurer, or designate, may release budget funds prior to a new Multi-
Year Budget or annual budget update approval up to a prorated amount based
on the previous fiscal year’s approved budget. Such authorization will continue
for a reasonable period of time until budget approval of a new Multi-Year
Budget or Annual Budget Update.
Budget Adjustments
5.5. Throughout the Multi-Year Budget process, business plans will be modified for
material changes that result from any material amendments through annual
updates.
5.6. The Senior Leadership Team will present to Council a budget that is in
compliance with the Municipal Act, 2001. The budget will contain adjustments
to reflect inflationary pressures and additional investments or disinvestments
that would further adjust the budget requirement. Each additional investment or
disinvestment submitted for Council consideration shall be supported with a
comprehensive business case.
5.7. In the first year of a budget cycle, the Senior Leadership Team will be seeking
approval of a Multi-Year Budget for a four-year period. Commencing in the
second year and in each subsequent year of the multi-year budget, Council is
required by the Municipal Act, 2001 to review and readopt the budget for that
year. As part of the review process, Council is required to make changes that
are required for the purpose of making the budget compliant with the
provisions of the Act which include ensuring that the municipality has sufficient
funds to pay all debts, amounts required for sinking funds or retirement funds
and amounts required for boards, commissions or other bodies. As such,
Council will have the opportunity to make other amendments to the budget
annually.
5.8. In addition to the matters required to be addressed by the Municipal Act, 2001,
the scope of annual budget changes may include, but are not limited to, the
following:
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5.8.1. New or Changed Regulation – A new or changed legislation or
regulation with a financial impact to the Municipality.
5.8.2. New Council Direction – A new Council direction that has transpired
after the approval of the Multi-Year Budget.
5.8.3. Cost or Revenue Driver – A corporate or service area budget
adjustment because of changes in economic conditions.
5.9. Proposed changes to future years’ operating budgets should only be brought
forward and approved once per year. Adjustments are limited to one per year,
during the annual update period, to ensure that all requests are consid ered
together.
Administrative Change Process
5.10. There is an opportunity for Services to realign the budget, provided it has
a net zero impact and is administrative in nature.
5.11. It is not permissible to create new programs, or implement new fees, as
by definition, the changes must be administrative and have no impact to
service levels.
5.12. Any changes must be a reallocation of one expense to another expense,
or from one revenue source to another revenue source, thereby having no
overall financial impact.
5.13. Changes affecting both revenues and expenses with a net zero impact
will be approved by a member of the Senior Leadership Team and the Deputy
CAO/Treasurer.
5.14. Capital projects that are similar in nature and have a similar or
interchangeable funding source.
Reportable Change Process
5.15. There is an opportunity for Services to make budget adjustments
providing the net amount is between 0.05 per cent and 0.49 per cent of the
property tax levy or a capital project between $100,001 and $499,999.
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5.16. Any changes will not have an impact on the property tax levy or the user
fee rates and charges or service levels.
5.17. Any net increase, or decrease, in the budget will be managed through
efficiencies with offsetting expense reductions or through reserve transfers or
grant funding. All changes are accommodated within the approved budget.
5.18. Changes will be approved by Council through the annual budget update
process.
Material Change Process
5.19. A material change crosses the threshold of 0.50 per cent of the property
tax levy or a capital project $500,000 or greater.
5.20. Budget requests and capital projects will be reviewed , and possible re-
prioritization may occur to accommodate the material change within the
existing approved budget.
5.21. Changes may have an impact on the property tax levy or the user fees,
rates and charges or service levels.
5.22. All material changes will be presented to Council through the annual
budget update process and will require Council approval.
6. Roles and Responsibilities:
Roles and Responsibilities section should be organized by the position, department, or
committee that has certain required responsibilities in maintaining compliance and
implementing the policy.
6.1. Council is responsible for:
6.1.1. Establishing priorities through the Strategic Plan.
6.1.2. Establishing budget guidelines by way of Budget Policy and other
financial policy documents.
6.1.3. Reviewing, deliberating and approving the Budget
6.1.4. Approving the rates required for taxation and user fees by by-law.
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6.2. Chief Administrative Officer (CAO) is responsible for:
6.2.1. Directing, in co-operation with the Treasurer and the Senior Leadership
Team, the preparation and presentation of the Budget to Council.
6.2.2. Exercising financial control over all corporate operations in conjunction
with the Treasurer and the Senior Leadership Team to ensure
compliance with the Council-approved Budget.
6.3. Deputy CAO/Treasurer is responsible for:
6.3.1. Planning, leading, and coordinating the overall preparation,
engagement, communication, and administration of the Budget, both
internally and externally
6.3.2. Ensuring adherence to budget policies and financial policies as
approved by Council.
6.3.3. Developing the funding strategies for the financing of the Budget.
6.3.4. Coordinating with Local Boards and Agencies to incorporate their
budget requirements into the Budget and forecasts.
6.4. Directors are responsible for the following within their scope of authority:
6.4.1. Reviewing and approving the annual budget strategy.
6.4.2. Reviewing and recommending a Departmental Budget that is aligned to
the Strategic Plan to Council.
6.4.3. Each Deputy CAO or Director and the CAO are accoun table for their
individual respective service area budgets.
6.4.4. Recognizing the priorities of the Municipality as a whole, separate from
specific departmental priorities, during the decision -making process.
6.4.5. Maintaining a culture of data-driven decision-making that is a result of
appropriate internal collaboration, alignment to the Strategic Plan,
business case option assessment, and risk management.
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Page 8 of 8
6.4.6. Supporting transparent and open communication of budget performance
and financial risks to Council.
6.5. Managers are responsible for the following within their scope of
authority:
6.5.1. Developing and recommending, individually, an itemized multiple -year
service budget and forecast to the Senior Leadership Team in
accordance with established guidelines, timelines, and process.
6.5.2. Developing service business plans that identify operating and capital
resource requirements to address changing service delivery needs and
implementation of Strategic Plan initiatives.
6.5.3. Ensuring that the resources and assets under their authority are
effectively managed on an ongoing basis.
6.6. All Staff are responsible for:
6.6.1. Ensuring that resources are utilized within the parameters set by the
Council-approved budget.
7. Related Documents:
7.1. Not Applicable
8. Inquiries:
Manager, Financial Planning/Deputy Treasurer
9. Revision History:
Date Description of Changes Approved By
Page 90
Staff Report
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Report To: General Government Committee
Date of Meeting: April 17, 2023 Report Number: FSD-020-23
Submitted By: Trevor Pinn, Deputy CAO/Treasurer
Reviewed By: Mary-Anne Dempster, CAO Resolution#:
File Number: By-law Number:
Report Subject: Reallocation of Library Reserve Budget Projects
Recommendations:
1. That Report FSD-020-23 and any related delegations or communication items, be
received;
2. That the Library Capital Reserve Fund be reallocated for the uses identified in
Report FSD-020-23;
3. That the Deputy CAO/Treasurer is authorized to provide funds at their discretion in
2023 to the Clarington Public Library, Archives and Museum, except for those
required for the Bowmanville Branch Refurbishment which shall be presented as
part of the 2024 budget deliberations; and
4. That all interested parties listed in Report FSD-020-23 and any delegations be
advised of Council’s decision.
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Report Overview
The Clarington Public Library Board is requesting that Council approve the reallocation of
funds within the Library Capital Reserve Fund, Library Computer Equipment Reserve Fund,
Museum Capital – Bowmanville Reserve Fund and the Museum Capital – Clarke Reserve
Fund to align with new strategic and capital priorities that are similar in nature to the intent of
the Reserve Fund.
The use of these funds will be in the years 2024 to 2027; however, to provide the Clarington
Public Library, Museum and Archives (CPLMA) with the ability to plan for these multi-year
projects it is being asked that Council provide their support in principle through the
reallocation of the reserve fund projects, which had been approved through prior budgets.
1. Background
1.1 The Municipality of Clarington holds reserves and reserve funds for a variety of
purposes which are utilized as a source of funding for operating and capital related
expenditures.
1.2 The Municipality has four reserve funds which are used a source of funding for library
and museum related expenditures:
a. Library Capital Reserve Fund
b. Library Computer Equipment Reserve Fund
c. Museum Capital – Bowmanville Reserve Fund
d. Museum Capital – Clarke Reserve Fund
1.3 The reserve funds can be used as a source of funding for the non-eligible portion of
development charge related capital, as well as for the Asset Management Plan including
rehabilitation, repair and replacement of buildings, equipment and collection.
2. Current Identified Allocations within the Library Capital
Reserve Fund
2.1 At December 31, 2021 the balance in the Library Capital Reserve Fund was
approximately $1,249,800. Of this balance $103,200 has been committed but remained
unspent.
2.2 A review of the allocated commitments indicated that $49,500 related to a 2009
approval for a Library Strategic Plan, $24,200 related to Marjorie Couch Legacy Funds
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and the remaining amount related to unspent library collection budget from 2016 to
2018.
2.3 The uncommitted balance includes approximately $331,400 which is not allocated to
any specific project, the 2021 budget transfer of $30,000 and $785,180 from the 2019
Bowmanville Branch renovation project.
2.4 The scope of the 2019 Bowmanville Branch refurbishment project changed because of
Council’s amendment (Resolution #GG-096-19 at its February 19th Council Meeting) to
change “the scope of the refurbishment to only include that which is necessary for
accessibility purposes”. This amendment to the overall cost reduced the scope of the
project, and as a result, less funds were required.
2.5 The CPLMA Chief Executive Officer and staff from Financial Services at the Municipality
have met over the past twelve months to discuss the options available to the Library for
utilization of these funds in the future to meet the strategic and service level objectives
of the CPLMA.
3. Proposed Use of the Library Capital Reserve Fund
3.1 During the preparation of the 2023 Operating and Capital Budget, the CPLMA Board
received a report from the CEO which outlined a multi-year plan to utilize reserve funds
held by the Municipality, which had already been approved for use by the Library
through previous budgets, to complete certain strategic and modernization projects.
3.2 To allow for the planning of these multi-year projects to commence, the Library Board is
requesting Council support for the reallocation of the reserve funds to the following
projects:
Proposed Re-Allocation Project Amount to Be Allocated
Modernization of Services $361,445
Re-Branding & Strategic Plan 49,500
Collections and Shelving 29,512
Marjorie Couch Legacy for
Bowmanville
24,176
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Report FSD-020-23
Proposed Re-Allocation Project Amount to Be Allocated
Bowmanville Branch
Refurbishment
785,180
Total $1,249,813
3.3 The use of these funds will be included in future budget requests; however, to ensure
that there is support for these initiatives, the Library is asking for support through the
reallocation of these reserve funds for the outlined purpose.
Modernization of Services
3.4 The Library Board is seeking to allocate funds toward the outcome of modernization.
This will include migrating to convenient and flexible payment methods, installing new
equipment in the locations, mobile library services and innovative customer service
experiences. These funds will be utilized towards supporting the directions from a new
strategic plan and will be expended by 2030.
Re-Branding And Strategic Plan
3.5 The Library, Museum and Archives are still in the process of harmonization. The Library
Board approved the development of a new strategic plan for 2023, which will be the first
strategic document supporting the Library, Museum and Archives as a single
organization. The Library Board has determined it will primarily utilize internal expertise
for the strategic plan, with facilitation costs not to exceed $3,000 through the Ontario
Library Service. As part of this harmonization process, a new brand is currently in
development. There will be capital costs associated with the replacement of outdoor
signage and internal wayfinding. The reallocated funds will be used towards these two
outcomes. These funds will be expended by Q2 2024.
Collections and Shelving
3.6 New collections and their associated storage solutions, such as multilingual materials,
resources to support the spectrum of learning styles and loanable technology, are
investments toward supporting a growing and diversifying community. These funds will
be expended by end of 2027.
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Marjorie Couch Legacy for Bowmanville
3.7 The Marjorie Couch Legacy funds were a bequest to the Library Board for
improvements to the Bowmanville Branch. These funds will be expended by end of
2030.
Bowmanville Refurbishment
3.8 The Bowmanville Branch, in the previous term of Council, was slated for a major
renovation to improve the use of space, improvement of the furniture and shelving, and
build a technology centre. The renovation was re-scoped for accessibility improvements.
The reallocated funds within this reserve fund can be used towards improving the space
in Bowmanville to include a technology centre, and meeting rooms, as well as bringing
museum exhibits and staffing into the Bowmanville Branch to improve access to
Clarington’s cultural heritage. These funds will be expended by end of 2026.
4. Current Identified Allocations within the Library Computer
Equipment Reserve Fund
4.1 At December 31, 2021, the balance in the Library Computer Equipment Reserve Fund
was $401,944.
4.2 A review of the allocated commitments indicated that $125,000 is allocated towards
technology replacement that is unspent.
4.3 The uncommitted balance of $276,944.30 is not allocated toward any specific project.
4.4 The CPLMA CEO and Municipal Financial Services staff have met over the past twelve
months to discuss the options available to CPLMA for utilization of these funds in the
future to meet strategic and service-level objectives of the Library Board.
5. Proposed Use for the Library Computer Equipment Reserve
Fund
5.1 During the preparation of the 2023 Operating and Capital Budget, the Library Board
received a report from the CEO which outlined a multi-year plan to utilize reserve funds
held by the Municipality, which had already been approved for Library use through
previous budgets, to complete certain strategic and modernization projects.
5.2 To allow for the planning of these multi-year projects to commence, the Library Board is
requesting Council support for the reallocation of the reserve funds to the following
projects:
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Report FSD-020-23
Proposed Re-Allocation Project Amount to Be Allocated
Maker Space $120,000
Software and Hardware Updates 161,944
Remote and Self-Services Project 120,000
Total $401,944
Maker-Space Development
5.3 Digital literacy and creative technologies have become core services in modern public
libraries. These funds will be used to create a maker-space at the Courtice Branch and
to make these technologies more readily available.
Software and Hardware Updates
5.4 The Library Board annually requests funds to replace end-of-life equipment. Alongside
the risk of equipment failures are end-of-life warranties and/or security upgrades needed
within the hardware. The Library Board is seeking to expand the scope of this fund to
include software that is required to manage hardware and to utilize these existing funds
to supplement the IT capital requests over the next four years. These funds will be
expended by the end of 2027.
Remote and Self Services Projects
5.5 Society has an expectation of 24/7, on-demand, and self-service access to meet their
needs. Innovative technology can be leveraged by the Library to meet these demands.
Mobile libraries still have a role to play in our communities, and in Clarington where
northern hamlets such as Enniskillen and Burketon do not have the same convenient
access to library facilities as in Bowmanville, Courtice and Newcastle. Existing funds
can be leveraged to implement remote library solutions and expand hours at the Orono
branch location via self-service technology.
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6. Current Identified Allocations within the Museum Reserve
Funds
6.1 At December 31, 2021, the balance in the Museum Capital – Bowmanville Reserve
Fund was $59,799.85. The entire amount is unallocated.
6.2 At December 31, 2021, the balance in the Museum Capital – Clarke Reserve Fund was
$79.783.18. The entire amount is unallocated.
6.3 The CPLMA CEO and Municipal Financial Services staff have met over the past twelve
months to discuss the options available to CPLMA for future utilization of these funds to
meet strategic and service-level objectives of the Library Board.
7. Proposed Use for the Museums Reserves Funds
7.1 The Municipality holds two Museum Reserve Funds – a Bowmanville Reserve Fund;
and a Museum Capital – Clarke Reserve Fund. CPLMA is requesting to merge both into
one Fund.
7.2 To allow for multi-year planning to commence, the Library Board is requesting Council
to support the reallocation of these existing reserve funds to the following projects:
Proposed Re-Allocation Project Amount to Be Allocated
Preservation Renovations $100,000
Waverley Place Ramp 10,000
Travelling Exhibitions 29,583
Total $139,583
Preservation Renovations
7.3 The Library Board operates two heritage-designated sites: Kirby School House and
Waverley Place. The Board is requesting a general allocation toward repair and
maintenance of these sites.
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Waverley Place Ramp
7.4 The Library Board is requesting to contribute $10,000 from this fund towards the
replacement of the Waverley Place ramp, which is slated for replacement in 2023.
Travelling Exhibitions
7.5 The Library Board has recognized the importance of bringing Clarington’s heritage into
the community and into community spaces. The request is to reallocate funds towards
supporting travelling exhibits.
8. Financial Considerations
8.1 The Library Capital Reserve Fund has been held by the Municipality as a source of
funding for capital-related expenditures at the CPLMA. This may include building
replacement, rehabilitation, or the non-development charge related portion of the library
collection.
8.2 It is up to Council to determine if they wish to provide these funds to the Library for the
purpose that they have been requested. If Council chooses not to provide these funds,
the Library would be required to find alternate sources of financing, which may include
an increased tax levy request or forego the projects.
8.3 As the reserve fund was created for the purpose of providing funding sources for capital
improvements to the library service, the request from the CPLMA is a reasonable
request and supported by Staff.
8.4 The request to flow the funds will be made during the budget process and it is
anticipated that the funds will be utilized over a period of three years.
9. Concurrence
This report has been reviewed by the Chief Executive Officer of the Clarington Public
Library, Museum and Archives, who concurs with the recommendations.
10. Conclusion
It is respectfully recommended that Council approves the reallocation of the Library
Capital Reserve Fund for the projects identified by the Clarington Public Library,
Museum and Archives.
Staff Contact: Trevor Pinn, CPA, CA, Deputy CAO/Treasurer, 905-623-3379 x2602 or
tpinn@clarington.net.
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Report FSD-020-23
Attachments:
Not Applicable
Interested Parties:
The following interested parties will be notified of Council's decision:
Clarington Public Library, Museum and Archives
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Staff Report
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Report To: General Government Committee
Date of Meeting: April 17, 2023 Report Number: CAO-010-23
Reviewed By: Mary-Anne Dempster, CAO Resolution#:
File Number: By-law Number:
Report Subject: Payment Modernization Initiative
Recommendations:
1. That Report CAO-010-23 and any related delegations or communication items, be
received; and
2. That the discontinuation of the acceptance of cash as a form of payment for services
(except at all Recreational Facilities) be implemented effective August 1, 2023; and
3. That the discontinuation of the acceptance of cash as a form of payment for services
at all Recreational Facilities be implemented during the first quarter of 2024; and
4. That Resolution #C-471-09 (Appendix 3 – Item 6) be repealed to allow for credit card
payments; and
5. That transaction fees be passed along where possible; and
6. That all interested parties listed in Report CAO-010-23 and any delegations be
advised of Council’s decision.
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Report CAO-010-23
Report Overview
This Report sets out a recommended approach to move towards a cashless payment
system. It is expected that both financial and productivity efficiencies will be realized due to
the implementation of the recommendations. Significant planning and effort will be
undertaken to ensure a robust communications and engagement strategy is undertaken to
inform the public and promote alternate payment options.
1. Background
1.1 The Municipality of Clarington (the Municipality) provides a vast array of transactional
services that require payment by residents and business owners each year.
1.2 Historically, the Municipality has not limited the amount of cash accepted as a form of
payment.
1.3 Globally, payment methods and behaviours are evolving away from paper (cash &
cheque) to digital (debit, credit and online).
1.4 Cash transactions at the Municipality account for approximately 26 percent of our total
transactions and only 0.4 percent of the total revenue processed on an annual basis.
1.5 Of the 0.4 percent of total cash revenue, over 75 percent is from Tax payments.
1.6 Community Services accounts for eight percent of the total cash revenue though a
majority of small value charges less than $5.00.
2. Payment Modernization Initiative
2.1 The Municipality continuously explores opportunities to enhance processes and provide
services that are more efficient.
2.2 Cashless payments offer a modernized, convenient, and safe way to complete
transactions.
2.3 The benefits and challenges of not accepting ca sh are as follows:
Benefits:
a. Eliminates cash on premises and associated health and security risks
b. Eliminates risk of accepting counterfeit bills
c. Reduces processing time
d. Reduces reconciliation efforts associated with cash transactions
e. Cost Savings $53,000 annually
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Report CAO-010-23
Challenges:
a. May be perceived as an inconvenience by a small percentage of the public
b. Requires significant Municipal wide communication and lag time to implement
2.4 Effective August 1, 2023, the acceptance of cash will be discontinued at the following
locations:
a. Municipal Administrative Center
b. Animal Shelter
c. By-law Office
d. All Fire Stations
2.5 If property owners still prefer to use cash, they can pay their taxes through their financial
institution.
2.6 During the first quarter of 2024, the acceptance of cash will be discontinued at all
Recreational Facilities.
Municipal Comparators
2.8 Municipalities such Vaughan and Leamington are cashless. Mississauga only accepts
cash at Community Centers and Municipalities like Brampton, and Markham have a
limited scope of services that accept cash. A scan of other municipalities indicates that
there is growing interest in moving towards digital payment options and away from cash.
The City of Pickering does not accept cash for most of its services, including several
programs at recreation facilities, but still accepts cash for some smaller value programs
(e.g., drop-in skating, shinny hockey).
3. Transaction Fees and Digital Solutions
3.1 In 2009, as part of Report CAO-004-09 Clarington Council passed Resolution
#C-471-09, eliminating credit card payments with the exception of Community Services
and online payment making it a Council policy. The policy was one of many initiatives to
balance the 2009 budget shortfall and actions to bring in the 2010 budget with min imal
impact on the taxpayers.
3.2 Municipalities have been able to avoid transaction fees through a pass-along method,
by allowing the user to pay through a 3rd party provider, who charges the transaction fee
directly to the user.
3.3 There is an immediate opportunity to utilize a third-party provider, which can facilitate
tax payments by credit card online. This is utilized in other municipalities such as, Ajax
and Mississauga. The transaction fee is covered by the user through the third -party
provider. Leaving no financial impact on the Municipality.
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3.4 It is expected that user adoption of online service offerings and digital payments will
continue to trend upward into the future. For example, in 2022 11 % of revenue came in
through the eServices Online Portal.
3.5 To provide quicker service at customer service counters, reduce lineups, and offer an
alternate ability for payment this policy should be repealed to allow acceptance of credit
card payments (with the exception of tax payments).
4. Financial Considerations
Budget savings
4.1 Savings from the armoured car contract are expected to be $20,000 annually. This will
be reduced in 2023 and eliminated by 2024.
4.2 When transaction fees are incurred due to the use of a 3rd party provider, the
Municipality incurs the cost. This financial impact is sizable. For example, the
Municipality paid approximately $33,000 in transaction fees to facilitate online payments
through our web portal in 2022.
4.3 Staff in the Community Services Department will be exploring the feasibility to pass
along processing fees that are currently incurred in the use of the ActiveNet software,
which facilitates the booking of programs and other services. It is expected that savings
could begin to be captured in the first quarter of 2024 as the department moves towards
a cashless approach.
Productivity Savings
4.4 Eliminating cash will reduce time spent on administrative functions for cash balancing,
preparing cash deposits, coin exchange, and other related tasks. It is assumed that
Revenue Clerks, who accept tax payments (accounting for roughly 75% of cash
transactions), currently spend 5 minutes on average per cash transaction. This would
account for roughly 65 hours spent on this process in 2022. There is additional time
spent on counting totals in the tills, which accounts for roughly 1 hour per week,
accounting for an additional 52 hours per year. This totals an approximate productivity
savings of $4,062, which could be redirected to other service delivery.
4.5 The total amount of cash transactions across other departments, not including
Community Services, is comparable to above, with lower average transaction accounts.
Staff responsible for payment collection, inclusive of balancing their tills, spend roughly
30 minutes per week on these cash related activities. Based on cash intake locations
(Planning and Development, Clerk’s, Animal Services, By-law, Emergency and Fire
Services), this would account for a minimum productivity savings of $6,425 per year.
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4.6 There is also savings by way of the Finance Clerk II supporting departments with coin
exchange accounting for roughly one hour per week and an additional hour on
preparing cash deposits. On an annual basis this would account for 104 hours per year,
with a productivity savings of $3,403.
5. Communications and Engagement Considerations
Implementation Timeline
5.1 Staff have developed a communication plan which will be utilized to generate
awareness of the modification to payment services commencing in May 2023.
5.2 Staff recommend no change prior to the first installment due date of the Final Tax Bill to
ensure that taxpayers are given the ability to make a payment and receive ample
notification in advance of the firm September date. Tax staff at the MAC counters will be
able to provide in-person education about pre-authorized payment plans and other
alternatives to cash payments when interacting with residents during the first due date
cycle.
5.3 Staff will include communication in the May 2023 mail-out notification to taxpayers of the
pending change in payment options, including alternatives to cash such as
preauthorized payment plans, online banking, in-branch banking, and others.
5.4 Staff will connect with local bank branches to communicate the changes in advance to
ensure they are educated on our process and the options available.
5.5 The current communications budget will be sufficient to implement the communication
plan for the changes.
5.6 Standard responses will be provided to counter staff for inquiries through all
communication channels, including in person at the Counter.
6. Concurrence
This report has been reviewed by the Deputy CAO/Treasurer who concurs with the
recommendations.
7. Conclusion
It is respectfully recommended that Council discontinue the acceptance of cash for
municipal service with staggered implementation dates.
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Report CAO-010-23
As part of the implementation, staff will rely on a comprehensive communications plan,
inclusive of public education components, to be rolled out through the remainder of the
year.
Staff Contact: Samantha Gray, Project Manager, Strategic Initiatives, 905-623-3379,
sgray@clarington.net
Attachments:
Attachment 1: Shortfall Remediation Policy and Appendix 3 to Report CAO-004-09 (Program
Cancellation)
Interested Parties:
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Council-Approved Policy
Page 1 of 3
Policy Title: Shortfall Remediation Policy
Policy #:
Report #: CAO-004-09
Resolution: C-471-09
Effective Date: August 31, 2009
Note: Only applied to 2009 Budget
1.Purpose:
In order to avoid a budget shortfall which municipal government is prohibited from
doing, this policy provides remedial measures.
2.Resolution:
Resolution #C-471-09 (August 31, 2009)
That Report CAO-004-09 be received;
That the budget shortfall remedial measures as contained in Appendix 2, 3, 4, 5, 6 And
7 to Report CAO-004-09 be approved and be deemed to be the policy direction of
Council superseding all previous Council policies related thereto;
That the projected cash flow shortfall from 2009 Development Charges collection
Applied to debenture debt repayments pertaining to Indoor Recreation facilities be
Interim financed with:
A. $200,000 from Municipal Capital Works Reserve Fund, and
B. Approximately $250,000 from interest payments from Veridian Promissory
Notes to be adjusted proportionately based on the actual shortfall at year End
2009.
That the projected cash flow shortfall from 2009 Development Charges collections
Applied to debenture debt repayments pertaining to Library facilities be interim
Financed with $200,000 from the Municipal Capital Works Reserve Fund and
Approximately $225,000 from the Library Capital Reserve Fund to be adjusted
Proportionately based on the actual shortfall at year end 2009;
That appropriate interest be applied and charged to the Development Charges
Reserve Funds requiring interim financing;
Attachment 1 to Report CAO-010-23
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Council-Approved Policy
Page 2 of 3
That any projected shortfalls in the Development Charges for both Indoor Recreation
And Library Reserve Funds for 2010 requiring debenture debt repayment be interim;
Financed from the balances in the other Development Charges Reserve Funds with
Appropriate interest applied; and
That, to the extent possible, it is the express intent of Council to recover interim
Financing of development charges debenture debt repayments from future
Development charges collections.
That Appendix # 2 to Report CAO-004-09 be amended by deleting Item #7 and
Replacing it with the following:
“That the Chief Administrative Officer be directed to negotiate with the Board Of
Directors of the Clarington Board of Trade to investigate staffing the tourism
Office and keeping the centre open”.
That Appendix # 2 to Report CAO-004-09 be amended by deleting Item #4 - Service
Category of Animal Services.
That Item #1 of Appendix # 3 to Report CAO-004-09 – Program Specifics – Staff
Recognition/Long Term Service Program and Staff Appreciation be amended as
Follows:
“Whereas the Mayor and Council wish to continue to recognize the Employee
Service Award Program;
Therefore Be It Resolved That the Chief Administrative Officer and Directors be
directed to create a proper and special presentation event prior to November 1,
2009, for Council’s approval, at a maximum cost of $5000.”
That Appendix # 4 to Report CAO-004-09 - Staffing Adjustments be amended as
Follows:
“Whereas the President of CUPE Union has approached the Mayor and
Councillors expressing concerns with respect to three full-time employees to be
Laid off;
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Council-Approved Policy
Page 3 of 3
Now Therefore Be It Resolved That the Chief Administrative Officer Be
authorized to meet with the CUPE and Fire Association Presidents to Explore
the opportunities that the employees are prepared to assist in the cost Cutting
exercise;
That the Chief Administrative Officer review with the department Directors, the
Proposed non-bargaining staffing as outlined in Report CAO-004-09;
That the Chief Administrative Officer report back to Council the results of the
Staffing position review;
That the working notice provided to all part-time employees be extended; and
That the Chief Administrative Officer report back at the next regular Council
Meeting.”
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APPENDIX 3 TO REPORT CAO-
004-09
PROGRAM
CANCELLATION ITEM
2009 SAVINGS DEPARTMENT PROGRAMSPECIFICS
EXPLANATION NO.1 Corporate Wide Staff Recognition/Long
Programs suspended25,000 Term
Service Program and
Staff ADDreciation 2 Operations Senior Sidewalk Clearing Program cancelled. Partial saving of $20,000. out of a total
20,000 program cost of approximately $
85,000.3 Operations Special Events service to Eliminate after hours and weekend service to save overtime. 5,000 Community Groups The Municipality currently subsidizes various
community groups by providing free service to setup and clean up
mostly on weekends. Annual cost of approximately $
45,000.4 Corporate Holiday
Train Cancel4,
000
Services 5 Corporate Clarington Blooms Hold presentation at Councilor in chambers instead of a separate
1,000
Services venue 6 Finance Credit Card Payments Save bank charges by eliminating credit card payment method with5,000 the exception of Community Services Department
and
online payment 7 Community Aquatic Programs Reduce aquatic programs at CCC, NDRC and CFC20,
500 Services 8 Community Child Supervision service
atCancel6,700
Services CCC 9 Community Group Fitness Classes at Reduce/
condense classes1,200
Services CCC 10 Community Hall of Fame Scale back Hall of Fame
evening event5,
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