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11-24-2023
Clar*wn Special General Government Committee Post -Meeting Agenda Date: November 24, 2023 Time: 9:30 AM Location: Council Chambers or Microsoft Teams Municipal Administrative Centre 40 Temperance Street, 2nd Floor Bowmanville, Ontario Inquiries and Accommodations: For inquiries about this agenda, or to make arrangements for accessibility accommodations for persons attending, please contact: Lindsey Patenaude, Committee Coordinator, at 905-623-3379, ext. 2106 or by email at Iatenaude@clarington.net. Alternate Format: If this information is required in an alternate format, please contact the Accessibility Coordinator, at 905-623-3379 ext. 2131. AudioNideo Record: The Municipality of Clarington makes an audio and/or video record of General Government Committee meetings. If you make a delegation or presentation at a General Government Committee meeting, the Municipality will be recording you and will make the recording public by on the Municipality's website, www.clarington.net/calendar Noon Recess: Please be advised that, as per the Municipality of Clarington's Procedural By-law, this meeting will recess at 12.00 noon, for a one hour lunch break, unless otherwise determined by the Committee. Cell Phones: Please ensure all cell phones, mobile and other electronic devices are turned off or placed on non -audible mode during the meeting. Copies of Reports are available at www.clarington.net/archive The Revised Agenda will be published on Friday after 3:30 p.m. Late items added or a change to an item will appear with a * beside them. Special General Government Committee November 24, 2023 Pages 1. Call to Order 2. Land Acknowledgement Statement 3. Declaration of Interest 4. 2024-2027 Strategic Plan 4.1 Presentation by Karen R. Wianecki, M.PI., MCIP, RPP, Director of 4 Practice, Planning Solutions Inc., Regarding Report CAO-020-23 2024- 2027 Strategic Plan 4.2 CAO-020-23 2024 — 2027 Strategic Plan 24 5. Presentation by Trevor Pinn, Deputy CAO/Treasurer, Regarding Clarington's 76 2024-2027 Proposed Budget 6. External Agency Delegations Delegations to begin at 1.00 p.m. 6.1 Monika Machacek, Chief Executive Officer, Clarington Library, Museums, 117 and Archives, and Tenzin Shomar, Vice -Chair, Public Library Board, Regarding 2024 Operating and Capital Budget 6.2 David Penney, President, and Denise Allen, Executive Director, 146 Bowmanville Older Adult Association, Regarding 2024 Operating and Capital Budget (Grant Application Request Attached) 6.3 Veronica Breen, Clarington Youth Centre Coordinator, and Patti 183 Harrington, Finance Manager, John Howard Society of Durham, Regarding 2024 Operating and Capital Budget (Grant Application Request Attached) 6.4 Melissa Rudan, Lead, Community Capital Development, and James 209 Meloche, Chief Executive Officer, Community Care Durham, Regarding 2024 Operating and Capital Budget (Grant Application Request Attached) Page 2 Special General Government Committee November 24, 2023 6.5 Dionne Powlenzuk, Director, and Jen Berger, Board President, Visual 251 Arts Centre, Regarding 2024 Operating and Capital Budget (Grant Application Request Attached) 6.6 Crystal Yaki, Chair, Newcastle Community Hall Board, and Theresa 282 Vanhaverbeke, Regarding a Request for Funding to Install Air Conditioning at Newcastle Town Hall (Grant Application Request Attached) 7. Staff Report FSD-044-23 Long -Term Financial Planning Framework 293 8. Consideration of A Plan for Growth: Clarington's Proposed 2024-2027 Budget Link to Clarington's Proposed 2024-27 Budget 9. Adjournment Page 3 Strategic Plan 2024-2027 oz O lufff*won Page 4 am. Change is all around us: We must be ready Fastest growing municipality in Durham Region between 1996- 2021 More than J doubling of the population in the next 28 years - from 103,585 (2022) to 2211000 (2051) Employment targets - from 29,000 jobs to 70,300 jobs Climate volatility and the need for environmental — resilience Socio-cultural Technological change change Increasingly diverse community; tremendous opportunities t embrace equit and diversity and promote a even more collaborative and welcomin( community Increase in technology - related jobs, artificial intelligence and robotics Page 5 Offftwn Jnprafinne,o" Council approved Strategic Plan Vision Pillar Priorities Operational Plan Pillar • ne Year 40 Council approved Multi -year Budget 6rLI,';T4nar0,Val ffflPlFasted F Year 3 $ forecasted fo reca ste Year 4 eporting Year I Making Strategic Investments Clarington Strategic Plan 202427 Page 7 i 1 9:4 0 C W U9,4 I a ONE Ongoing Monitoring & Continuous Improvement Reporting on Results Strategic Plan & Multi -year Budget Exceptional Service Delivery Performance Measurement and Metrics Framework Long -Range Community Plans (Official Plan) Action Plan Creating our Strategic Plan Public Survey Prepare Draft Strategic Plan (February/March) to Council Finalization (May) (Fall) Council Session (April) Public Engagement on Draft (August/September) Strategic Plan Implementation *Public engagement on the draft plan led to several enhancements that are reflected in the final plan. Page 9 Cfff*MR Top Priorities: Initial Public Survey Top five priorities identified by survey respondents: • ,,- 790 �—� Survey Participants 1% <18 17% 1 8-35 50% 3b-55 29% 56-74 3% 75+ Page 10 Ciff*MR Top Priorities: Council • Shift from "good enough" to "great" . Customer experience • Shovels in the ground! . Leveraging economic opportunities • Responsible growth . Arts, culture and programming • Traffic, speeding and safety . Internet/Cellular service gaps • Integrated approach to parks, . Vision for the community trails and open spaces . Co-ordinated advocacy efforts • Communications and engagement Page 11 Gfff*MR Draft Strategic Plan A dynamic, welcoming community focused on the future while honouring our past. Planning for the Future 041 mow Service Excellence To enhance the quality of life in our community. Create a resilient and connected community that prioritizes the importance of our environment. Support responsible growth and development Promote a diverse mix of housing options Protect our environment Ensure that our programs and services are designed and delivered from the customer's perspective, where residents and businesses see value. • Engage and inform our community • Offer customer -centric programs and services • Demonstrate the effective and efficient use of municipal funds Build a strong, thriving and safe community, where everyone is welcome. • Prioritize arts, culture and recreation Vibrant and • Embrace a diverse, equitable, and safe community Inclusive • Seize economic development opportunities Community Page 12 Gfff*MR Community Engagement: By the numbers Initial Surrey IP r.,.-,l 790 Survey Parti cipa rota Final Survey 1% <18 2% AS 17% 18-35 V i 11 18 1 a-35 rvey 50% 36-55 — �� 7 E 3936-55 2 9 56-74 _ 39 56-74 3 75+ L-0 Participants 7 75+ Engagement Sessions A ""tins iybrid), Orono and Courfice Total Survey 13 Participants *i _3 Staff Activation Sessions i 165 Staff Survey Participants CjaFftMR Community Engagement: What we heard Access • To medical services and health care professionals • To the broader community and beyond: through enhanced connectivity (biking, walking trails) and cellular and internet connectivity — this was noted as a big issue in the rural areas • To information: community engagement needs to be multi -channel and bridge the digital divide) • To elected officials (informal meetings) Equity • Leave no one behind; address homelessness, as this is a growing concern across the Region • Housing is a critical concern (for seniors who need to be able to age -in -place; for those who require transitional and/or supportive housing; attainable housing is also an issue) Environmental Stewardship and Sustainability • Increased protection of natural areas • Protection of agricultural lands • Very strong support for environmental protection Responsible Growth • Balance between economic growth and environmental stewardship and sustainability • Infrastructure must support growth Revenue Generation • Pursue grant funding opportunities and identify innovative opportunities to diversify revenue Page 14` Enhancing the Plan At a high level, the enhancements are centred around: • Adjustments to ensure actionable and measurable language. • Created categories of Expected Results, Priorities and Actions, which are reflective of best practice. The categories also instill accountability for delivery and provide the ability to measure progress. • Several items were pulled up a level to reflect their strategic nature (moving from a work plan to a strategic plan) or re -organized to align more accurately based on common Expected Results. • Modifications to address key issues raised by both staff and the community. Do things right: seize opportunities while they exist and before they are no longer available! Page 15 Offftwn Structure of our Strategic Plan Page 16 e00000— Aq LEAD RA- (* Exceptional Municipal Services and Governance Objective: To be a leader in the delivery of efficient, effective and meaningful municipal services. • An employer of choice. • Finances and operations are efficiently and responsibly managed. • Exceptional program and service delivery. • Residents are engaged and informed. Page 17 Cfff*MR MUM oZe CID I IEC D Safe, Diverse, Inclusive and Vibrant Community Objective: To cultivate a strong, thriving and connected community where everyone is welcome. • Aconnected community. • Residents are safe and healthy. • A diverse, equitable and inclusive community. • Arts, culture and recreation are prioritized. Page 18 Cfff*MR � GROW RESPONSIBLY Resilient, Sustainable and Complete Community Objective: To promote responsible and balanced growth by developing the economy while protecting the environment. • Astrong local economy. • Growth is proactively addressed. • Unique community spaces are prioritized. • Healthy and resilient environment. Page 19 Cfff*MR Priorities and Actions FR}` LEAD 15 r� � PRIORITIES ACTIONS CONNECT 17 B PRIORITIES ACTIONS D GROW RESPONSIBLY 13 a I PRIORITIES i :> ACTIONS Page 20 Cfff*MR Multi -year Budget Alignment • % ' ' FServices 0 eptional Municipal Fand!Vibrant , Diverse, Inclusive and Governance �—j Community Resilient, sustainable and Complete Community Priority (L.4.2): Priority (C.4.2): Priority (G.2.3): Proactively communicate with Begin construction on a new multi- Develop and begin implementation residents about the planning use recreation facility of the Parks, Recreation, and process and how we are responsibly Culture Master Plan addressing growth Action: Action: Actions: • Undertake public education Complete design and begin • Develop and complete Master campaign as part of Official Plan construction of the South Plan process Bowmanville Recreation Centre • Prioritize action items for implementation Budgeted: Budgeted: Budgeted: Yes: continued funding of staffing Yes: design and construction funds TBD (Partially): capital funding to be and related resources. included in budget. addressed in 2024. Page 21 clffftwn Implementing the Strategic Plan • Performance Management Framework /' Step 1 (early 2024 ) Plan (Approved) • 0 0 0 • Measure(s) of success _ _ • Timelines Step2 Performance Management r , 1 Ell► • Annual Progress Report (December) Framework Established ' Q ' '. •/' • Status of implementation (by Action) o.00 • Indicators and targets ,-----, Step 3 Annual \.___, Progress Report • Communications and Engagement • Annual engagement through Clarington Connected Step _ Community f''" Listening �f • Page22 • Questions? Ems a Page 23 Clarftwn 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: Special General Government Committee Date of Meeting: November 24, 2023 Report Number: CAO-020-23 Reviewed By: Mary -Anne Dempster, CAO Resolution#: File Number: By-law Number: Report Subject: 2024 — 2027 Strategic Plan Recommendations: 1. That Report CAO-020-23 and any related delegations or communication items, be received; 2. That Council endorse the 2024 - 2027 Strategic Plan, attached to Report CAO-020- 23, as Attachment 2; 3. That staff be directed to implement the Plan and report on progress annually; 4. That Council direct staff to develop a performance measurement framework that will support the implementation of the Strategic Plan; and 5. That all interested parties listed in Report CAO-020-23 and any delegations be advised of Council's decision. Page 24 Municipality of Clarington Report CAO-020-23 Report Overview Page 2 The purpose of this report is to seek Council's endorsement of the 2024-2027 Strategic Plan, which includes a Vision, Mission, Strategic Pillars, Expected Results, Priorities and Actions. This plan will guide the Municipality of Clarington's priorities over the next four years and is the product of extensive community engagement. 1. Background 1.1 Undertaking a strategic planning process at the beginning of each Council term is a foundational part of good governance. 1.2 A strategic plan acts as a guiding document that sets the vision and priorities of the community it serves. Once endorsed by Council, it becomes the responsibility of the staff team to operationalize and deliver on the priorities identified. 1.3 Report CAO-005-23 provided Council with a high-level close-out report about the 2019- 2022 Strategic Plan (as approved by the previous Council). The report included notable achievements as well as items for future consideration, which were helpful to inform priorities during the planning sessions for the new strategic plan. 1.4 To ensure that a strategic plan is impactful and reflective, it is critical that the community, Council, and staff is engaged and involved throughout the process. 2. Strategic Plan Development Phase 1: Preparing the draft 2.1 In January of this year, the CAO's Office began the work to facilitate the development of a strategic plan for this term of Council. The first step was to meet with the Mayor and Members of Council to understand their priorities and what they hoped to see accomplished by the end of the term. Meetings took place in early 2023 and provided valuable insight. Page 25 Municipality of Clarington Page 3 Report CAO-020-23 2.2 In a public survey, the community was asked to help inform the creation of the draft plan. The survey was open from February 21 to March 10, 2023 and 790 responses were received. 2.3 The top five priorities of the community identified were: a. Population growth/urbanization b. Development/urban sprawl c. Affordability/cost of living d. Traffic management e. Taxes/user fees 2.4 The results of the public survey as well as the comments from Mayor and Councillor interviews were presented as the basis for discussion during the April 27, 2023 Special General Government Committee meeting. 2.5 Council worked collaboratively with senior staff during the April 27, 2023 meeting to refine the results and determine areas of focus. Staff used the information from the meeting to create a draft strategic plan that was presented to Council on May 31, 2023. Phase Two: Refining and enhancing the draft strategic plan 2.6 Over the course of the late summer and fall, and with the support of Planning Solutions Inc., staff rolled out a robust public engagement campaign to ensure that the draft strategic plan was reflective of the priorities of the community. The engagement work centered around the question of, "Did we get it right?", and also provided an opportunity to identify any gaps. 2.7 An online survey was hosted on the newly launched Clarington Connected platform from August 1 to October 9, 2023. The survey was heavily promoted through social media, traditional print media, radio and in the What's Up in Clarington newsletter. Staff also deployed kiosks, branded under the Clarington Connected banner in several community centres. The survey was also shared by departments with their respective stakeholders and committees. Staff were pleased with the level of uptake (1,678 respondents — a 112% increase from the initial survey). 2.8 In -person engagement sessions were held in Newcastle, Bowmanville (hybrid), Orono and Courtice. All engagement sessions were facilitated by Planning Solutions Inc., a respected firm based in Durham Region with extensive facilitation expertise as well as Page 26 Municipality of Clarington Report CAO-020-23 Page 4 strategic plan development. The firm has supported the development of strategic plans throughout Durham Region and beyond. 2.9 In total, 27 individuals participated in four engagement sessions. Each in -person and virtual session provided attendees with an opportunity to learn about the strategic planning process and the details of the draft Strategic Plan. The sessions provided a forum to ask questions and seek feedback on the draft. The in -person sessions provided the opportunity to spend more time with a focused group of individuals, enabling insightful, fulsome, and meaningful conversations and connections, resulting in additional quality feedback being collected. 2.10 Staff engagement sessions were also held to ensure that those ultimately responsible for delivering on the plan, many of whom are also residents, were aligned and had an additional forum for input. Over 65 staff participated in these sessions, with representation from across the corporation. A staff -specific survey was also undertaken and received 165 responses. 2.11 Attachment 1 includes a high-level summary report from Planning Solutions Inc., outlining engagement specifics, general observations and recommendations for enhancements to the final strategic plan. 3. Enhancing the Draft Strategic Plan 3.1 The two phases of extensive community engagement ensure that the final Strategic Plan is reflective of both Council and the community's collective aspirations. 3.2 Feedback collected has played a pivotal role in shaping the final Strategic Plan. Several enhancements have been made to reflect the valuable input and recommendations from the community, Council, and staff. The enhancements were carefully undertaken to ensure the essence and interest of the initial draft was maintained. It is important to note that there was no critical misalignment between the early draft and the feedback received. At a high-level, the enhancements were centred around: o Adjustments to wording to ensure actionable and measurable language is used. o Several items were pulled up a level to reflect their strategic nature (moving from a workplan to a strategic plan) or re -organized to align more accurately based on common Expected Results. o Created categories of Expected Results, Priorities, and Actions, which are reflective of best practice. The categories also instill accountability for delivery and provide the ability to measure progress. o Modifications to address key issues raised by both staff and the community. Page 27 Municipality of Clarington Report CAO-020-23 Page 5 3.3 74.69% agreed with the draft Vision. Survey respondents identified an opportunity for minor enhancements: a reference to connected and re -wording "honouring our past" to "respecting our past." These enhancements are reflected in the updated Vision: A connected, dynamic and welcoming community, focused on the future while respecting the past. 3.4 81.82% agreed with the draft Mission. The Mission has been retained from the original draft: To enhance the quality of life in our community. 3.5 The three Pillars were re -worded to more accurately reflect the Priorities and Actions underneath them. They are: Draft Enhanced Service Excellence Lead (Exceptional Municipal Services and Governance) Planning for the Future Grow Responsibly (Resilient, Sustainable and Complete Community) Vibrant and Inclusive Connect (Safe, Diverse, Inclusive and Vibrant Community Community) 4. Final Strategic Plan and Implementation 4.1 The 2024-27 Strategic Plan will guide Council decisions and administrative actions for the next four years and beyond. Implementation of the Strategic Plan will be led by Clarington's Senior Leadership Team. Clarington staff will ensure that workplans align with the Strategic Plan, and actions contribute towards achieving expected results. Many actions outlined in this plan require partnership with not only the Region of Durham, provincial and federal governments; but also local stakeholders, community groups, businesses and schools. 4.2 The Senior Leadership Team and a larger working group will develop clear performance measures that will support the implementation of the Strategic Plan. A report outlining the performance measurement framework will be brought to Council in 2024. 4.3 An annual progress report will highlight accomplishments for each Pillar and provide updates on progress at the action level. The annual report will also provide an Page 28 Municipality of Clarington Page 6 Report CAO-020-23 opportunity to articulate why certain actions may not be on track or why certain measures of progress have not been achieved. 4.4 It is vital that the implementation of the Strategic Plan not solely be measured according to tangible data. The Strategic Plan process was rooted in deep and meaningful engagement with the community, and staff will continue ongoing conversations and engagement. Both Council and the community will be updated on our progress, challenges and successes. 5. Financial Considerations 5.1 All proposed Actions within the Strategic Plan have been reviewed to ensure they have been considered in the 2024-2027 Multi -Year Budget. 6. Concurrence 6.1 This report has been reviewed by the Deputy CAO/Treasurer who concurs with the recommendations. 7. Conclusion 7.1 It is respectfully recommended that Council endorse the 2024-27 Strategic Plan and direct staff to report back on progress. Staff Contact: Justin MacLean, Manager — Strategic Initiatives, (905) 623-3379 Ext.2017 or Jmaclean@clarington.net Attachments: Attachment 1 — Engagement Summary Report Attachment 2 — 2024 - 2027 Strategic Plan Page 29 Attachment 1 to Report CAO-020-23 r_.023 Municipality of Clarington Strategic Plan ENGAGEMENT SUMMARY REPORT Page 30 CONTENTS 1.0 Engagement: The Process........................................................................................2 1.1 Overview of the Approach.................................................................................. 2 1.2 Alignment with the Multi -Year Budget................................................................ 3 2.0 ENGAGEMENT SPECIFICS: who we heard from ..................................................... 5 2.1 Community Engagement .................................... Error! Bookmark not defined. 2.1.1 Initial Community Survey.............................................................................5 2.1.2 Second Community Survey......................................................................... 6 2.1.3 In -Person & Virtual Community Engagement Sessions ............................... 7 2.2 Staff Engagement.............................................................................................. 7 2.2.1 Staff Survey.................................................................................................7 2.2.2 Staff Engagement/Activation Sessions........................................................ 8 3.0 ENGAGEMENT SPECIFICS: WHAT WE HEARD .................................................... 9 3.1 General Observations........................................................................................ 9 3.2 Points of Convergence — Community & Staff Input .......................................... 10 3.3 Points of Divergence — Community & Staff Input ............................................. 11 4.0 Recommendations.............................................................................................. 12 Page 31 11Page 1.0 ENGAGEMENT: THE PROCESS 1.1 Overview of the Approach The Municipality of Clarington is developing a Strategic Plan. A new Strategic Plan is needed to set a future roadmap for the Municipality. Strategic Plans provide an opportunity for collective priority setting (Council, staff and community), and provide a platform for developing a shared vision, mission and strategic direction. Clarington's Strategic Plan is a hybrid Corporate/Community Strategic Plan that aligns the collective priorities of Council with those of the community. The intention is to utilize the new Strategic Plan as a compass and guidepost for Council over this term, and beyond. Work on the Strategic Plan began with a commitment to community and staff engagement. The first step in the strategic planning process involved a Community Survey in February/March 2023. The survey provided an opportunity for all interested parties to share their ideas, thoughts and suggestions pertaining to Clarington's future. In April 2023, a Special Meeting of Council was convened and, with the insight obtained from the Community Survey, Council identified a Draft Vision, Mission, Thematic Areas of Focus and specific Strategic Actions. Staff subsequently developed a draft Strategic Plan and, with endorsement of Council, proceeded with broader community engagement over the summer and into the fall. The services of an external Durham -based consultant were retained to assist Clarington with the second phase of community and staff engagement. Planning Solutions Inc. worked with municipal staff to revise the early Strategic Plan based on the input and suggestions that emerged from the engagement process. The consultant, together with municipal staff, developed a comprehensive Engagement Strategy focusing on both community and staff engagement. Input from all sources was evaluated and enhancements were made to the draft plan, to reflect the insights and suggestions that were shared by community members, staff, and partners. Page 32 2 1 Page A schematic of the overall strategic planning process follows: Public Survey (February/March) Prepare Draft to Council (May) Strategic Plan Finalization (Fall) Council Session Public Engagement Strategic Plan (April) on Draft Implementation (Summer) 1.2 Alignment with the Multi -Year Budget Just as the new Strategic Plan provides a new, forward -focused plan of action for this term of Council and beyond, the Municipality is advancing a new way of thinking, seeing and leading. For the first time, Clarington has developed a multi -year budget that supports an agile, effective and efficient performance framework. This multi -year budget is the affordability tool that dictates the pace of Strategic Plan implementation. To use an analogy, if the Strategic Plan defines the `destination' and where the municipality is going, the multi -year budget is the `gas pedal.' A new way of operating is needed given the seismic changes that are and will continue to impact the Municipality: • Clarington was the fastest growing municipality in Durham Region between 1996-2021. • The population is expected to more than double in the next 28 years (from 103,585 in 2022 to 221,000 in 2051). • There is a need to think strategically and anticipate the impacts of climate change and the opportunity to build environmental and community resilience. • Clarington is becoming increasingly diverse and there are opportunities to embrace equity and diversion to ensure the municipality remains inclusive and welcoming. • Changes in technology are driving the pace of change and requiring the municipality to constantly adapt and continue to deliver exceptional municipal services. Page 33 3 1 Page The result of these shifts and changes suggest that there will be new and increasing demands for municipal services, programs and infrastructure. Some of these services can be provided by Clarington directly; others will require a collaborative approach with partners and upper levels of government. Anticipating change and ensuring that critical priorities are not only identified, but adequately resourced will ensure Clarington's future remains bright. Operational izing the Strategic Plan and reporting on results will be critical. The following schematic provides an indication of how the Strategic Plan and the Multi -year Budget are aligned: The Strategic Planning Process...Operationalizing & Reporting on Results Pillar Pillar Council approved Multi -year Budget Year $ forecasted Year 3 forecasted I Year 4 $ forecasted Page 34 41Page 2.0 ENGAGEMENT SPECIFICS: WHO WE HEARD FROM There were two distinct phases of engagement: at the onset of the strategic planning process (spring 2023), and on the draft Strategic Plan (late summer/fall 2023). 2.1.1 Community Engagement — Initial Survey In total, 790 survey responses were received and yielded the following insight: • 69% of respondents are satisfied with Clarington as a place to live. • Top 5 most appealing things about Clarington, as identified by the community: o Open spaces o Community safety o Location o Community spirit o Infrastructure • 53% of respondents are overall satisfied with the quality of Clarington's services. • The top 5 priorities at the community level included: o Population growth/Urbanization o Affordability/Cost of living o Development/Urban sprawl o Traffic management o Taxes/User fees The survey results were presented to Council during a strategic plan working session on April 27, 2023. Council and staff used this material to inform the development of the draft strategy. It was premised on three pillars: Planning for the Future; Service Excellence and Vibrant and Inclusive Communities. Page 35 5 1 Page The schematic below provides an overview of the structure of the early document. Structure of the Draft Strategic Plan 0 now Planning for Service the Future Excellence Strategic Priorities: Strategic Priorities' • Responsible growth Community Engagement • Housing Diversity Customementricprogramsand • Environment services • Efficientuse of municipal funds 2.1.2 Second Community Survey Vibrant and Inclusive Community Strategic Priorities Arts, culture & recreation Diversity, equityand community safety Economic development Following the development of the draft strategic plan, Clarington engaged Planning Solutions Inc., to support a second round of public consultation. The draft strategic plan was shared with the community to ensure that it reflected the priorities of those it will serve. Several modalities were utilized to engage with the community to ensure a high - response rate. In total, 1,678 survey responses were received and yielded the following insight: • 94.64% live in Clarington; 22.29% live and work in Clarington. • 38.75% of those who responded were 36-55 years of age; 21.37% were 56- 65; 16.9% were 65-74 and 13.15% were 18-35. Responses were even received from those under the age of 18 (1.79%) and those 75 years of age and older (6.61 %) • The majority of respondents (45.62%) are familiar with the community and are long-term (20+ years) residents of Clarington. In addition, 20.99% have lived here between 11-20 years and 12.1 % have called Clarington home for 6-10 years. A small percentage of new residents (2.8%) also responded to the survey. • Should additional funds be needed to implement community priorities, 65% of respondents are supportive of increased user fees for municipal services (e.g., Building permits), while only 15.70% are supportive of reduced service levels. Page 36 6 1 Page Responses specific to the themes and actions are captured as enhancements to the final plan and reflected in greater detail in the sections below. 2.1.3 In -Person & Virtual Community Engagement Sessions Four community engagement sessions were convened from September 20 to September 28, inclusive. These sessions focused on two-way information exchange. At the outset, context and background was provided to explain the process. Reference was made to the Community Survey that remained live. The second part of the community engagement sessions focused on hearing from participants regarding the vision, mission, themes and in particular, the strategic priorities that were top of mind for them. A deliberate decision was made at the outset to convene community engagement sessions both in -person and hybrid, and to offer the sessions in a number of locations and at different times to accommodate as many community members as possible. There was no required registration as each session was open to anyone who had an interest in attending. Community members were invited to offer their thoughts on the document and share any gaps. Date Location Time Format September 20 Diane Hamre Recreation Centre 11:30 am In -person September 21 Bowmanville Town Hall 6:00 pm Hybrid September 26 Orono Town Hall 7:30 pm In -person September 28 Courtice Community Centre 6:30 pm In -person 2.2 Staff Engagement Municipal staff were invited to participate in a staff survey and to attend one of three Staff Activation Sessions, one held at Public Works and two held at the Municipal Administrative Centre. 2.2.1 Staff Survey In total, 166 municipal staff took the opportunity to participate in the survey. A number of suggestions emerged for enhancing the document, including the need to grow the staff complement to address the growth that is coming. As several staff noted, it is not enough to focus on staff recruitment and retention. There must be a strategic approach to ensuring the municipality continues to be `bench strong' and can continue to offer exceptional customer service, programs and infrastructure. Page 37 7 1 Page 2.2.2 Staff Engagement/Activation Sessions Three staff engagement sessions were held from October 3 to October 5, inclusive. The specific dates, locations and details of these staff sessions follows: Date Location Time Format October 3 Public Works 12:00 — 1:15 In person October 3 Bowmanville Town Hall 2:00 — 3:30 In person October 5 Bowmanville Town Hall 1:00 — 2:30 In person The staff engagement sessions were structured in a variety of ways. The meeting with Public Works staff (occurring on their lunch hour), was organized as a two-way information presentation and dialogue. The two staff activation sessions that were held at the Municipal Administrative Centre were structured as Meeting Marketplace events, with information being provided first to offer context and specific stations to enable staff to offer additional levels of detail and suggestions. A total of 65 staff members attended one of the events. Page 38 8 1 Page 3.0 ENGAGEMENT SPECIFICS: WHAT WE HEARD 3.1 General Observations A number of important observations emerged from the overall engagement process: • A solid alignment in priorities and actions between community members and Council. • The community is very supportive of staff, and very supportive of investing in the corporation. There were many instances where participants suggested the need to build capacity to address the growth that is coming. • There is a strong alignment with and respect for the work staff is doing. The spectrum of community and staff interests highlighted several common interests, includinq: Common Themes & Observations Area of Focus Specific Observation Access To medical services and health care professionals To the broader community and beyond through enhanced connectivity (biking, walking trails, cellular and internet). The latter was noted as a major issue in the rural areas. To information — community engagement must be multi -channel and it must bridge the digital divide To elected officials (through informal meetings) Equity Leave no one behind Address homelessness as this is a growing concern across the Region Housing is a critical concern (for seniors who need to be able to age -in -place; for those who require transitional and/or supportive housing; attainable housing is also an issue) Environmental Increased protection of natural areas Stewardship Protection of agricultural lands and Sustainability Responsible Balance between economic growth and environmental stewardship Growth and sustainability Infrastructure must support growth Revenue Pursue grant funding opportunities and identify innovative Generation opportunities to diversify revenue The engagement process confirmed the alignment of thinking among Council's collaborative strategic session, the input received from the community at the onset of the process, and the feedback on the draft plan from interested community members and Municipal staff. Page 39 9 1 Page The following provides an overview of the key points of convergence and divergence, based on the feedback received from all sources. 3.2 Points of Convergence — Community and Staff Input Draft Strategic Recommendations for Change/Summary of Salient Points Plan Component Raised During Engagement General • Solid alignment with priorities • Some suggestions for enhancement • Stronger reference to environmental protection Vision . Needs to be more aspirational • There are aspects of our past we should not be `honouring' • Add a reference to connection — Clarington is a connected community • Identify the attributes and assets that set Clarington apart from all other municipalities • Reference the fact that Clarington is `the place to be' • Ensure the Vision appeals to those who live, work and visit Mission . Quality of Life is a vague term — hard to interpret and understand • Clarington's purpose and value is to offer excellent service and services, programs and infrastructure within its mandate • Despite some minor suggestions for change, strong support for the Mission from the Community Survey and from staff Strategic Themes . Support from staff and community for the three Strategic in General Themes • Economic development is included in Vibrant and Inclusive Communities — hard to determine the level of support for this specific area of focus (unlike protecting the environment that is identified as a separate line item) • Emphasize responsible growth and ensure Clarington is a resilient, sustainable and complete community • Emphasize community health, diversity, inclusivity and vibrancy • Promote the delivery of exceptional municipal services and governance. Deliver services efficiently and effectively and in a way that is valuable for community members. Overall Priority . Strong support for the priority areas of focus Focus . Some suggestions for restructuring (e.g., moving economic opportunity/prosperity out of the community priority and place it in the responsible growth priority) • Connectivity (internet, mobility, walkability, trails) needs to be addressed both across the municipality and beyond Actions • Gaps identified by community and by staff Page 40 10 1 Page Draft Strategic Plan Component Recommendations for Change/Summary of Salient Points Raised During Engagement • A number of suggestions made to ensure the actions are up to date in terms of status • Recognition that several actions are related • Ensure the actions are not limiting (e.g. apply to new residents and/or non-English speaking residents). Ensure the wording and language is inclusive for all. Several suggestions emerged with respect to the inclusion of and reference to specific actions. These included the following: • The need to build organizational resilience and grow (as well as recruit and retain staff). • Implement a number of empowerment initiatives for staff targeting operational efficiency and effectiveness. • Place a stronger emphasis on economic growth by separating this out from Vibrant and Inclusive Communities. • Emphasize responsible and sustainable growth — bigger is not always better. • Highlight the importance of Clarington's heritage. • Embrace diversity, equity and inclusion. • Refer to the importance of building relationships with partners, including upper levels of government and Indigenous communities. • Take an anticipatory approach to the demands that are and will continue to emerge with respect to community needs. 3.3 Points of Divergence — Community & Staff Input There were no areas of divergence with respect to community and staff input. In fact, there was a high degree of alignment. There was solid support for staff by community members. Community members gave particular prominence to Planning for the Future first, followed by Service Excellence and then Vibrant and Inclusive Communities. Staff, on the other hand, suggested priority emphasis should be placed on Vibrant and Inclusive Communities, followed by Service Excellence and then Planning for the Future. Page 41 11 1 Page 4.0 RECOMMENDATIONS It is recommended that the essence and expected results articulated in the Draft Strategic Plan be retained. Adjustments are based on the need for the following: ■ An effective Strategic Plan must be actionable and measurable. Wording should be adjusted accordingly to reflect this. ■ Several action items should be re -worded to be more strategic and less granular in focus. It is important that the Strategic Plan be strategic and not operational. ■ Address the suggestions that emerged from the community regarding the need to publicly report on results. ■ Incorporate the gaps and suggestions for change that members of the community and staff have highlighted, as follows: o Amend the Vision slightly but recognize that only minor enhancements are needed as the community survey respondents indicated 74.69% strongly agree or agree somewhat with the draft Vision. The new enhanced Vision should read: "Clarington: A connected, dynamic and welcoming community focused on the future while respecting the past." This was suggested by a community member and in recognition of the fact that the phrase "honour our past" is not an accurate reflection as there are elements of the past we may not wish to honour. Also, include a reference to "connected" again in response to community and staff input. o Retain the Mission (To enhance the quality of life in our community) to reflect the 81.82% support from the Community Survey and the support from staff. o Reword the three themes to focus on: ■ Lead (Exceptional Municipal Services and Governance) ■ Connect (Safe, Diverse, Inclusive and Vibrant Community) ■ Grow Responsibly (Resilient, Sustainable and Complete Community) o Include an objective statement to provide a bridge between each theme and its specific strategic actions. The inclusion of an objective statement will serve to identify the desired outcomes. o Ensure the updated Strategic Plan incorporates the additional changes and suggestions received from community members and staff and that it is communicated to the broader community and staff how their input has helped to shape the final Strategic Plan. Page 42 12 1 Page A recommended structure for the Final Strategic Plan follows: GROW RESPONSIBLY %off7Services unicipal Safe, Diverse, Inclusive , Resilient, Sustainable vernanceCc�,� and Vibrant Community {�% and Complete Community J✓ Expected Results Expected Results Expected Results Priorities Priorities Priorities Actions Actions Actions All of which is respectfully submitted, �"'MM.Lt- Karen R. Wianecki, M.PI., MCIP, RPP Director of Practice Planning Solutions Inc. cla1 off Page 43 13 1 Page Attachment 2 to Report CAO-020-23 Clarington Strate9ic 2024-27 Plan 9-loom 0 Ciffington t li itj�iYyi4�t4 V?4 i°I A �, _ W i .vC � `>\\. ;t4•5R �`a �' ��,i�i%X-t\I`vl� ge 4t. Table of Contents Introduction.......................................................................................................................... 4 Message from the Mayor.................................................................................................... 5 Message from the Chief Administrative Officer............................................................... 6 Creating Clarington's Strategic Plan.................................................................................. 7 CommunityEngagement.................................................................................................... 8 Implementing Clarington's Strategic Plan.......................................................................10 Visionand Mission............................................................................................................12 Structure of our Strategic Plan.........................................................................................13 Pillars..................................................................................................................................14 Lead...........................................................................................................................14 Connect.....................................................................................................................19 GrowResponsibly..................................................................................................... 26 Introduction Clarington is a place of possibilities. Known for our thriving energy sector, historic downtowns, and as a great place to raise a family, people want to be in Clarington! By the year 2051, Clarington's total population is forecast to grow from 105,000 to 221,000—that's an increase of 110 per cent. The future is bright; and to responsibly navigate this growth, we have a roadmap to guide us. Clarington's Strategic Plan is the guiding document that outlines the Municipality of Clarington's priorities for the next four years. It is the product of extensive community engagement; and designed to be reflective of Council and the community's collective aspirations. With a clear vision ahead, this strategy will drive our decision -making, inform our workplans, and align our actions so we can take advantage of the possibilities before us. We will preserve our natural heritage and the character of our hamlets and villages while preparing for the larger, more diverse community we are becoming. With a foundation of good governance, we will enhance the quality of life for residents today and for future generations who will call Clarington home. Page 14 1 Page 47 Clarington Strategic Plan 2024-27 Mayor's Message Clarington is the fastest -growing municipality in Durham, and there's good reason for it. Our community has a fortunate balance of urban living and rural charm, a great quality of life and an incredibly bright future. We have an incredible opportunity before us to make sure our future is strong and sustainable, while respecting our natural heritage and unique character. What really sets us apart is Council and staff's commitment to responsible growth. This was one of the top priorities identified by the community — thanks to all of you who took the opportunity to help shape this plan. I see the next four years as the foundational building blocks of our future. With Council, staff and the community all on board, I am confident that Clarington will balance growth while continuing to be an incredible place to call home. Sincerely, �61 Mayor Adrian Foster Granville Anderson Regional Councillor Wards 1 and 2 Sarni Elhajjeh Local Councillor Ward 1 Corinna Traill Local Councillor Ward 3 Willie Woo Regional Councillor Wards 3 and 4 Lloyd Rang Local Councillor Ward 2 Margaret Zwart Local Councillor Ward 4 Page 15 1 CAO's Message With our new forward -thinking Strategic Plan in place, our team is ready to deliver. Clarington is ready to seize the opportunities before us. Through this new Strategic Plan, we will aim to balance population growth with environmental resilience, while delivering meaningful municipal programs and services. Implementation will require collaboration and a collective commitment to action. Some items we will do on our own, some with partners, some with the community, and some with other levels of government. We are committed to measuring our success and reporting back about how we are doing. Engaging and informing the community will be a critical part of our success over the next four years. With a shared compass for everyone, we all know where we are headed: towards a bright future. Sincerely, Mary -Anne Dempster Chief Administrative Officer N 1 4 jr I j Creating Clarington's Strategic Plan As this plan was created throughout 2023, members of the community weighed in at various stages to make sure we got it right. Thank you to every individual who took the time to share valuable insights about how we will shape Clarington's future together. By capturing and prioritizing both corporate and community objectives, we will make sure our business operations support and are aligned with the priorities identified by the community. The result is a unique hybrid corporate and community strategic plan. This plan was developed in-house by staff from across the organization, with support from Planning Solutions Inc. for community engagement. Most of all, it was created thanks to the community's thoughtful feedback, bright ideas, and ambitious vision for the future. Public Survey (February/March) 1 Prepare Draft to Council (May) Strategic Plan Finalization* (Fall) 91 F", 7 (2 Community Engagement Initial Survey Final Survey . 1 % <18 2% <18 v— 790 17% 18-35 11678 13% 18-35 ��� Survey CAG 50 /° 36-55 � — Survey AG E 39 �° 36-55 � Participants29°i° 56-74 �-O participants 39°i° 56-74 3% 75+ 7% 75+ Engagement Sessions 77 �.` :� "`0 c� � s*i r .• � _— '�q ?:phi' x � �:^a+.:i .....v_.....« �- ski a �'r`�Ci-f"�`�„ - � r !r' �t t Making Strategic Investments Page i 10 i Page 53 Implementing Clarington's Strategic Plan Taking Action The 2024-27 Strategic Plan will guide Council decisions and administrative actions for the next four years and beyond. Implementation of the Strategic Plan is led by Clarington's Senior :> Leadership Team. With a clear vision, Clarington staff will ensure our workplans align with the Strategic Plan, and our actions contribute towards achieving our expected results. But we can't do it alone. Many actions outlined in this plan require partnership with not only the Region of Durham, provincial and federal governments; but also local stakeholders, community groups, businesses and schools. Clarington is committed to collaboration to deliver on our priorities. The 2024-27 Multi -Year Budget will supp items identified in the Strategic Plan. As a multi -year approach to budgeting, it wil ort how Clarington will implement key action one of the first municipalities in Ontario to take l align our resources to deliver on our strategic vision while ensuring financial sustainab four years. It's a new way of doing busin ility and predictability for tax rates over the next ess—one that is integrated, coordinated, aligned and effective. Clarington Strategic Plan 2024-27 Measuring our Success Clarington's strategic priorities have been designed for action. Clarington will use a performance management framework to measure and report on our metrics of success. Annually, we will provide a comprehensive report of work completed to date. We will update both Council and the community on our progress, challenges and successes through ongoing communications and engagement. Step 1 Plan (Approved) Step 2 Performance Management Framework Established Step 3 Annual Progress Report Step 4 Community Listening Clarington Strategic Plan 2024-27 Page 54 Page 111 1 Our Vision and Mission Vision: A connected, dynamic and welcoming community, focused on the future while respecting our past. Structure of our Strategic Plan Exceptional Municipal *r*1* Services and Governance Expected Results Priorities Actions L d Safe, Diverse, Inclusive and Vibrant Community Expected Results Priorities Actions Resilient, Sustainable 71and Complete Community Expected Results Priorities Actions Page 113 Page 114 LEAD Exceptional Municipal Services and Governance Objective: To be a leader in the delivery of efficient, effective and meaningful municipal services. Clarington Strategic Plan 2024-27 LEAD Exceptional Municipal Services and Governance *** Objective: To be a leader in the delivery of efficient, effective and meaningful municipal services. Expected Priorities Actions Results L.1: An L.1.1: Attract, retain and develop talented 4 Add resources to support organizational development employer of staff 4 Develop and implement Human Resources Strategy (employee choice engagement, training, recruitment, retention, talent management, succession planning, knowledge transfer) 4 Continue implementation of People Leaders training program L.1.2: Promote a culture of corporate 4 Identify opportunities and improve inter -departmental excellence communication to enhance service delivery L.1.3: Empower staff to identify 4 Undertake continuous improvement projects (inclusive of opportunities to improve efficiency and productivity, cost avoidance, and cost savings metrics) effectiveness 4 Implement a Municipal Ambassador Program L.1.4: Take steps to ensure our staff team 4 Complete Diversity Recruitment Strategy, based on the findings is diverse and inclusive, representative of from the Workforce Demographic Survey the community it serves Clarington Strategic Plan 2024-27 Page 58 Page 115 1 LEAD Exceptional Municipal Services and Governance *** Objective: To be a leader in the delivery of efficient, effective and meaningful municipal services. Expected Priorities Actions Results Ji L.2: L.2.1: Implement a multi -year budget to 4 Implement Multi -Year Operating Budget Finances and promote effective and long-term fiscal 4 Develop and implement Multi -Year Capital Budget operations management 4 Develop and implement Long -Term Financial Planning Framework are efficiently and responsibly L.2.2: Use technology and process 4 Undertake continuous improvement projects across organization managed improvement to modernize and optimize 4 Contract Region of Durham for audit services services 4 Modernize parking pay stations L.2.3: Design and implement a service 4 Implement a corporate -wide service delivery continuity plan delivery continuity plan L.2.4: Advocate for funding from upper 4 Regularly present community needs to government partners levels of government and other partners 4 Apply for grant funding opportunities L.2.5: Maintain, protect and invest in 4 Enhance Asset Management Plan Municipal infrastructure and assets 4 Funding strategy and proposed service levels for all assets Page 116 1 Page 59 Clarington Strategic Plan 2024-27 LEAD Exceptional Municipal Services and Governance *** Objective: To be a leader in the delivery of efficient, effective and meaningful municipal services. Expected Priorities Actions Results L.3: L.3.1: Develop and implement customer 4 Hire customer service specialists Exceptional service standards 4 Develop and implement Corporate Customer Service Standards program and service delivery L.3.2: Identify, establish and report on 4 Identify and report on service levels of interest to the community service levels of interest to the community 4 Optimize snow -clearing routes and allow for public tracking 4 Implement an arterial road sidewalk snow -clearing program L.3.3: Enhance the delivery of Emergency 4 Prioritize and implement Emergency and Fire Services Review and Fire Services across the community recommendations Clarington Strategic Plan 2024-27 Page 60 Page 117 1 LEAD Exceptional Municipal Services and Governance *** Objective: To be a leader in the delivery of efficient, effective and meaningful municipal services. Expected Priorities Actions Results LA L.4.1: Increase opportunities for civic 4 Draft and implement Public Engagement Strategy Residents are engagement and public participation 4 Increase opportunities for Council to connect both formally and engaged and informally with community members informed L.4.2: Proactively communicate with 4 Undertake public education campaign as part of Official Plan residents about the planning process and process how we are responsibly addressing growth L.4.3: Continue to cultivate an informed 4 Develop a communications toolkit, including tactics, to educate community through meaningful the community communications 4 Survey the community to confirm communication preferences for both urban and rural audiences 4 Use technology and partner with community groups to expand reach Page 118 1 Page 61 Clarington Strategic Plan 2024-27 odb Clarington Strategic Plan 2024-27 CONNECT Safe, Diverse, ME Inclusive and Vibrant Community Objective: To cultivate a strong, thriving and connected community where everyone is welcome. Page 119 1 CONNECT 0 Safe, Diverse, Inclusive and Vibrant Community d Objective: To cultivate a strong, thriving and connected community where everyone is welcome. Expected Priorities Actions Results CA: C.1.1: Enhance internet and cellular 4 Update Radiocommunication and Broadcasting Antenna System A connected connectivity across the community Protocol community 4 Update Secondary Plan policies to include connectivity considerations and work to address gaps 4 Enhance partnerships with mobile spectrum licence holders and internet providers 4 Proactively consider the use of municipal infrastructure/land to enhance coverage C.1.2: Be an active partner in the 4 Support the development of the Major Transit Station Areas development of GO Train stations and 4 Support the construction of GO Transit stations in Courtice and improved Regional transit connectivity Bowmanville 4 Work with Durham Region Transit and other partners to enhance community connections 4 Advocate for provincial investment in public infrastructure Page 120 1 Page 63 Clarington Strategic Plan 2024-27 CONNECT 0 Safe, Diverse, Inclusive and Vibrant Community d Objective: To cultivate a strong, thriving and connected community where everyone is welcome. Clarington Strategic Plan 2024-27 Page 64 Page 121 1 CONNECT 0 Safe, Diverse, Inclusive and Vibrant Community d Objective: To cultivate a strong, thriving and connected community where everyone is welcome. Expected Priorities Actions Results C.2: C.2.1: Support efforts to improve access 4 Partner with Region of Durham to create a Family Physician Residents to medical practitioners and health care Recruitment program are safe and services 4 Connect with local health care providers to advocate for increased healthy access to services 4 Advocate for construction to begin on the Bowmanville Hospital Expansion 4 Continued support for the construction of the Clarington Hospice C.2.2: Support and invest in the creation 4 Identify the range of housing needed of housing to meet the needs of the 4 Report on diversity of housing type approvals community 4 Complete Non-profit Affordable Housing fund 4 Improve the development approvals process 4 In collaboration with upper levels of government and partners, support the implementation of Durham Region's Housing Plan to address housing attainability, affordability and diversity of housing Page 122 1 Page 65 Clarington Strategic Plan 2024-27 CONNECT 0 Safe, Diverse, Inclusive and Vibrant Community d Objective: To cultivate a strong, thriving and connected community where everyone is welcome. Expected Priorities Actions Results C.2: C.2.3: Develop a traffic calming plan to 4 Complete a Traffic Calming Plan Residents address neighbourhood speeding and 4 Undertake public education campaign are safe parking concerns and healthy (continued) C.2.4: Partner with local school boards 4 Implement a public education campaign to address traffic -related safety issues in 4 partner with school boards and Durham Regional Police Service School Zones to advance the Municipality's Traffic Calming Plan C.2.5: Support the proactive management 4 Collaborate with Durham Regional Police of community safety and well-being Service - Community Safety Advisory Council 4 Support the implementation of the Community Safety and Well -Being Plan (facilitated by the Region of Durham) 4 Prioritize initiatives to improve community safety and well-being Clarington Strategic Plan 2024-27 Page 66 Page 123 1 CONNECT 0 Safe, Diverse, Inclusive and Vibrant Community d Objective: To cultivate a strong, thriving and connected community where everyone is welcome. Expected Priorities Actions Results C.3: C.3.1: Recognize and celebrate the 4 Strengthen existing and build new partnerships with community - A diverse, growing diversity of the community based organizations dedicated to diversity, equity and inclusion equitable and inclusive community C.3.2: Reduce barriers to municipal 4 Evaluate municipal programs and services with a view to programs, services and infrastructure improving accessibility and promoting inclusivity based on age, gender, abilities and socioeconomic status 4 Undertake actions to ensure the Municipality connects with all segments of the population (including new residents) C.3.3: Develop and implement the 4 Finalize and advance the Indigenous Engagement and Indigenous Engagement and Relationship Relationship Building Strategy Building Strategy 4 Strengthen partnerships with Indigenous communities and organizations C.3.4: Continue to commit to responding 4 Approve and implement the actions from the Draft Reconciliation to the Truth and Reconciliation Action Plan that address the Truth and Reconciliation Commission Commission Calls to Action Calls to Action and National Inquiry into Missing and Murdered Indigenous Women and Girls Page 124 1 Page 67 Clarington Strategic Plan 2024-27 CONNECT 0 Safe, Diverse, Inclusive and Vibrant Community d Objective: To cultivate a strong, thriving and connected community where everyone is welcome. Expected Priorities Actions Results C.4: Arts, C.4.1: Promote and support local arts, 4 Implement the Parks, Recreation and Culture Master Plan culture and culture, and heritage sectors 4 Strengthen existing and build new partnerships with organizations recreation are dedicated to advancing the culture, heritage and creative sectors prioritized C.4.2: Begin construction on a new 4 Complete design and begin construction of the South multi -use recreation facility Bowmanville Recreation Centre C.4.3: Design and construct outdoor 4 Complete the design and construction of outdoor ice-skating ice-skating amenities amenities in Courtice and Newcastle 4 Integrate an outdoor ice-skating amenity in design plan for South Bowmanville Recreation Centre C.4.4: Explore a potential location for a 4 Report to Council on potential option(s) for a performance venue, performing arts venue inclusive of expected costing Clarington Strategic Plan 2024-27 Page 68 Page 125 1 Patge 126 1 GROW RESPONSIBLY Resilient, Sustainable and Complete Community Objective: To promote responsible and balanced growth by developing the economy while protecting the environment. Clarington Strategic Plan 2024-27 GROW RESPONSIBLY Resilient, Sustainable and Complete Community Objective: To promote responsible and balanced growth by developing the economy while protecting the environment. Expected Priorities Results G.1: G.1.1: Expand Clarington's commercial and A strong local industrial tax base economy G.1.2: Continue to support business and industry to thrive 4 Identify priority unserviced areas 4 Advocate for increased water/sewer and electrical servicing capacity for industrial and commercial lands 4 Implement actions and tactics within Clarington's Economic Development Strategy 4 Develop a long-term vision for historic downtowns 4 Develop tools to support local businesses (large, small and home -based) 4 Implement a concierge program to streamline and prioritize non-residential development applications, leading to employment growth 4 Provide targeted support to help grow and diversify the agriculture sector Clarington Strategic Plan 2024-27 Page 70 Page 127 1 GROW RESPONSIBLY Resilient, Sustainable and Complete Community Objective: To promote responsible and balanced growth by developing the economy while protecting the environment. Expected Priorities Actions Results G.1: G.1.3: Continue active involvement in 4 Identify and capitalize on economic opportunities from small A strong local clean energy sector modular reactor deployment economy 4 Explore opportunities to advance clean energy initiatives and (continued) partnerships 4 Continue to take a lead role in nuclear host community opportunities GA A Establish a small business 4 Launch a small business incubator incubator 4 Take steps to attract businesses for incubation Page 128 1 Page 71 Clarington Strategic Plan 2024-27 GROW RESPONSIBLY Resilient, Sustainable and Complete Community Objective: To promote responsible and balanced growth by developing the economy while protecting the environment. Expected Priorities Actions Results G.2: Growth G.2.1: Prepare a new Official Plan that will 4 Complete and adopt the new Official Plan is proactively guide community growth to 2051 4 Update and complete the Comprehensive Zoning By -Law addressed 4 Update and complete identified Secondary Plans G.2.2: Advance construction of a new 4 Complete design and costing of the new facility Public Works facility, including a Fire 4 Determine and commit to construction Headquarters and Service Excellence Training Centre G.2.3: Develop and begin implementation 4 Develop and complete Parks, Recreation and Culture Master Plan of the Parks, Recreation, and Culture 4 Prioritize action items for implementation Master Plan Clarington Strategic Plan 2024-27 Page 72 Page 129 1 GROW RESPONSIBLY Resilient, Sustainable and Complete Community Objective: To promote responsible and balanced growth by developing the economy while protecting the environment. Page 130 1 Page 73 Clarington Strategic Plan 2024-27 GROW RESPONSIBLY Resilient, Sustainable and Complete Community Objective: To promote responsible and balanced growth by developing the economy while protecting the environment. Expected Priorities Results G.4: Healthy G.4.1: Design and implement Priority and resilient Green standards for all new development environment G.4.2: Be a leader in anticipating and addressing the impacts of climate change G.4.3: Protect and enhance Clarington's natural heritage 4 Develop Priority Green development standards 4 Implement Priority Green development standards for development applications 4 Implement Priority Green development standards for municipal facilities 4 Continue to implement the Clarington Corporate Climate Action Plan 4 Develop and launch a community outreach and education program to identify community climate mitigation measures 4 Establish a Municipal Climate Action Reserve Fund and Municipal Climate Resilience Reserve Fund 4 Advocate for provincial and federal legislation, regulation and policy changes that are aimed at reducing carbon emissions 4 Adopt Official Plan, zoning policies and standards for environmental protection 4 Work with partners and upper levels of government to ensure Clarington's natural heritage areas are protected and enhanced Clarington Strategic Plan 2024-27 Page 74 Page 131 1 LLI 414 7 11 Municipality of Clarington 40 Temperance Street Bowmanville, ON L1 C 3A6 Phone: 905-623-3379 TTY: 1-844-790-1599 ro/MunofClarington @clarington on Q@ClaringtonON 4 @ClaringtonON /municipality-of-clarington www.clarington.net Page 75 IYL ,i-r Grnwthe- � ❑ton"s Prona OU Fro ff FM 'Mz Al IV -IR A44 fitIi- Agenda • About the 2024-27 Budget • Chapter 1: Introduction • Chapter 2: Operating Budget • Chapter 3: Capital Budget • Chapter 4: Reserves and Reserve Funds • Chapter 5: Supplemental Information • Next Steps Page 77 clffftwn About the 2024-27 Budget • Recognition of the Team • A budget of firsts • First multi -year budget • First time submitted in November • First budget under new legislation • First publication to include Communications • New Layout Page 78 clffftwn A Growing Community Population Actuals 2001 to 2021 And Growth Forecast to 2051 250,000 200,000 150,000 100,000 50,000 2001 2006 2011 2016 2021 2026 2031 2036 2041 2046 Clarington 69,834 77,820 84,548 92,013 101,427 123,730 143,970 162,640 180,250 200,480 Page 79 2051 221,020 Off;w9min 91 1 1• = 1Ah f Multi -Year Budget The Plan for Growth: 2024-27 Budget includes the operational needs for the next four years AMP Updates to the Asset Management Plan in 2024 and 2025 will identify the needs and financial plan to maintain existing assets 401■iWIr40 DC and CBC Study n The updated DC and CBC Studies in 2024/25 will identify the required infrastructure investment to support growth Integrated Financial Plan The Integrated Financial Plan will take the operating and capital plans and include them in one plan Pillars of Financial Planning Flexibility providing and maintaining programs and services at acceptable levels of taxation, user rates, and reserve fund balances. Sustainability qP adapt to changing circumstances and continue to meet financial obligations without an over reliance on debt or significant changes to taxes or user rates. Page 81 Vulnerability avoiding an over -reliance on sources of funding outside municipal control or influence that could impact the ability to meet financial obligations. The Long -Term Financial Plan Funnel Corporate Level Growth and asset management plans prioritize the investments needed for each asset category in the 5-10 year range LT FP Page 82 Operational Level Resources are utilized to deal with current issues, a pothole or delivery a specific service. Master Plans summarize these services and identify current needs. Strategic Level The Multi -Year Budget and Long - Term Financial Plan will provide Long -horizon strategic resource allocation Revenues Property Taxes User Fees Investment Income 4 1 Balanced Budget 2024-27 Page 83 Expenses and Capital Investment Operating Expenses Capital Asset Additions Property Taxes Paid - Bungalow 7000 5000 4000 3000 2000 1000 0 2019 2020 Detached Bungalow - Tax Levy (Lakeshore) 2019 to 2023 2021 Ajax • • Clarington Oshawa Page 84 2022 Pickering Whitby 2023 Ciff;w9mil Property Taxes Paid - Two Storey Two Storey- Tax Levy (Lakeshore) (2019 to 2023) 7000 6000 4000 3000 2000 1000 0 2019 2020 2021 2022 2023 Ajax — — Clarington Oshawa Pickering Whitby Page 85 Ciff;W4011 Chapter 1: Introduction Projected Property Assessment $20,000,000,000 $18,000,000,000 $16,000,000,000 $14,000,000,000 $12,000,000,000 $10,000,000,000 $8,000,000,000 $6,000,000,000 $4,000,000,000 $2,000,000,000 Historical Assessment 2013 to 2023 Projected 2024 Assessment 2013 2014 2015 2016 2017 2018 2019 ■ Residential ■ Non -Residential 2020 n 2021 2022 2023 2024 Page 87 Ciff;W4011 2023 Accomplishments • Small Modular Reactors • GO Train • 1,580 new residential units • Support for healthcare • Service Clarington • Additional full-time emergency response truck • 22 kilometres of rural roads • 3,100 planning and infrastructure inquiries • Recreational facility improvements • Newcastle Arena • Stuart Park • Courtice Memorial Park • Operational efficiencies • Cashless • Utilities • E-bills Clarftwn Capitalizing on Grants • Streamline Development Approval Initiatives • Eiram Stormwater Management Pond Retrofit and Rehabilitation • Clarington Kickstart for Fitness and Active Living Program • Lifeguarding at Any Age Program • Grade Level Rail Crossing Safety Upgrades • Renovation of Shaw House Page 89 cluftwn Where Your Tax Money Goes _ Region of Durham Aft Provides Region -wide services such as child-care, transit, social services, garbage, police, ambulance, regional roads Municipality of Clarington Supports local services such as local roads, sidewalks and trails, parks and playgrounds, recreation facilities and programs, library and culture, local planning, Province of Ontario Funds public education including elementary and secondary schools. Page 90 CI(V*MR Projected Tax Levy Tax Levy From Prior Year $72,443,909 $76,500,768 $80,976,063 $85,915,603 New Growth For Year 1,086,659 1,338,763 1,619,521 1,718,312 Levy Growth From Prior Year 2,970,200 3,136,531 3,320,019 3,522,540 Page 91 Ciff*MR Budget Process Direction and Planning Draft Budget Presentation to Preparation Council and Public Council Deliberation and Amendment Budget Adoption Page 92 ciff;W4011 Staffing Requests 2024-27 Mayor and Council 0 0 0 0 Office of the CAO 0 1 1 0 Legislative Services 3.5 1 0 0 Financial Services 3 2 1 0 Public Works 3 1 0 0 Community Services 0 4 1 0 Planning and Infrastructure Services 2 5 0 0 Emergency and Fire Services (Note 2026) 0 20 0 0 Note: In 2026, it is expected that Volunteers will be reduced by 25 resulting in part from the additional full-time resources Page 93 Commitment to Continuous Improvement Review How changes working for the team? Execute Implement changes • 47 projects in 2023 • All departments involved • 2 Business Improvement identify Specialists hired Opportunities in the process workflow. • 6 new LEAN Six Sigma Green Belts trained Plan How can the current process be improved? Page 94 ciff;w9mil :u I On f we UTZ Ah 7 M T V. Operating Budget 2024-27 2021 2022 2023 2024 2023/2024 2025 2026 2027 Description Actuals Actuals Final Budget Draft Budget Variance Draft Budget Draft Budget Draft Budget Public Sector Accounting Board $390,901 $542,597 $0 $0 $0 $0 $0 $0 Non -Departmental (79,568,901) (82,066,346) (82,044,563) (72,332,069) 9,712,494 (77,137,882) (82,549,954) (86,953,034) Mayor and Council 707,771 766,367 949,648 1,183,151 233,503 1,215,992 1,250,848 1,290,849 Office of the CAO 1,268,133 1,560,210 2,762,276 3,117,458 355,182 3,368,449 3,631,210 3,784,919 Legislative Services 4,642,956 4,531,567 5,330,782 6,407,027 1,076,245 6,887,427 6,989,227 7,377,704 Financial Services 12,702,246 15,053,816 9,811,982 4,258,250 (5,553,732) 4,189,192 5,673,147 7,482,378 Emergency and Fire Services 14,435,832 14,994,240 14,711,141 14,766,827 55,686 16,668,609 18,215,017 18,773,057 Public Works 41,823,902 44,529,181 22,294,903 18,715,756 (3,579,147) 19,469,312 19,992,186 20,471,924 Community Services 14,642,665 14,009,346 14,556,757 12,842,659 (1,714,098) 12,989,894 13,519,252 13,870,233 Planning and Infrastructure Services 4,444,631 2,942,453 6,716,376 5,753,750 (962,626) 6,423,049 6,950,188 7,163,529 Region and Education Levies (2) (1) 0 0 0 0 0 0 Business Improvement Areas Levies 0 0 0 0 0 0 0 0 Clarington Public Library and Museums 4,014,674 3,951,170 3,891,058 4,334,737 443,679 4,867,102 5,246,082 5,631,118 External Agencies 1,025,780 938,476 1,019,640 952,454 (67,186) 1,058,856 1,082,797 1,107,323 Total $20,530,588 $21,753,076 $0 $0 $0 $0 $0 $0 Page 96 ciff;W4011 Budget Highlights • Target of 4.1 • Met, including new debt issued for SBRC • On average approximately 1.5% annual increase to capital investment • Approximately $16 for 1 % increase to the municipal bill Page 97 Operating and Capital Breakdown of Tax Levy 2022 to 2027 $100, 000,000 $90,000,000 $80,000,000 $70,000,000 $60,000,000 $50,000,000 $40,000,000 $30,000,000 $20,000,000 $10,000,000 2022 2023 ■ Capital Breakdown 2024 2025 2026 2027 ■ Operating Funding ciff;w9min External Agencies Fxternal Visual Arts Centre of Clarington rAwarded $230,221 Request $234,826 Request $239,522 RequestIrRequest $244,313 $249,199 Firehouse Youth Centre 329,683 285,097 3715411 378,839 386,416 Community Care Durham 523427 537476 547546 557637 563750 Bowmanville Older Adults 3371309 3447055 3547377 3657008 3755958 Newcastle Community Hall 501000 35,000 39,000 39,000 391000 Charles H. Best Diabetes Centre 25,000 25,000 25,000 25,000 0 Lakeridge Health 0 0 0 3,750,000 3,750,000 Grandview Children's Centre 20,000 0 0 0 0 Total $1, 044, 640 $977,454 $1, 083, 856 $4, 857, 797 $4, 857, 323 Page 98 Ciff*MR Long-term Debt Debt Servicing Costs with Forecasted Debt 2023 to 2033 $25,000,000 $20,000,000 $15,000,000 $10,000,000 $5,000,000 2023 2024 2025 2026 Total Debt Servicing - Existing 2027 2028 2029 2030 2031 Total Debt Servicing - New Debt —ARL Page 99 2032 2033 ciff;W40j" Long-term Debt • Existing Debt • Bowmanville Indoor Soccer — maturing in 2024 • Green Road — maturing in 2029 • Courtice Library — maturing in 2031 • South Bowmanville Recreation Centre — maturing in 2042 • Newcastle and Orono Arena Improvements — maturing in 2032 • Rickard Recreation Centre Improvements — maturing in 2032 • MAC Improvements — maturing in 2032 • New Debt • Additional SBRC debt • Newcastle Park • Outdoor Rinks Page100 clffftwn 0 Chapter 3: Capital Budget Page 101 Asset Management Plan Ontario Regulation b88/I/ July 1,2019 A Strategic Asset Management Policy is STEP 01 adopted by Council 49 STEP 02 July 1, 2024 AMP is prepared for all remaining non- STEP 03 core assets, with current levels of 4D services measured with costs to maintain 4D STEP 04 Page102 July 1, 2022 Core assets are included in an AMP with current levels of service measured with costs to maintain July 1, 2025 An AMP is created with proposed levels of service and a financing strategy included ciff;W40j" Capital Investment By Asset Category 2024 Budget by Asset Category Bridges and Culverts $386,500 Buildings 4,075,936 Cemeteries 555,085 Fleet 5,355,785 Information Technology 654,000 Miscellaneous Equipment 959,815 Parking Lots 831,000 Parks 1,911,130 Roads and Related 9,995,910 Storm Water and Erosion 1,065,895 Total $25,791,056 Page 103 cluboon Bridges and Culverts • Structures Rehabilitation: an annual project for replacement, rehabilitation and maintenance of structures resulting from the legislated inspections every two years, with locations determined based on the priority identified in the legislated inspections Page 104 clffftwn Buildings • Diane Harnre • Interior Improvements • Buildings • Accessibility Improvements • Building Improvements • Interior Improvements • South Courtice Arena Page105 A Miscellaneous Equipment • CAD System Upgrade: New Computer Aided Dispatch (CAD) System required by legislation changes. Page106 Parking Lots • Parking Pay Stations • Electric Vehicle Charging Stations • Parking Lot Resurfacing Page107 clffftmn Parks • Various Park Upgrades • Bowmanville Memorial Park Washroom Replacement Page108 CIffftwn m?*�1.LqTil■re I��EwI lrrs .ti Chapter 4: Reserves and Reserve Funds a N. .ems Page110 Reserve and Reserve Funds • Part of long-term financial planning • Key pillars in maintaining stable financial position • Reserves — an allocation of accumulated net revenue • Reserve Fund — physically segregated and restricted to meet a purpose • Obligatory —established by legislation or agreement • Discretionary —established by Council Page 111 clffftwn Reserve and Reserve Funds Contributions to Reserve Funds $15,011,198 Contributions to Reserves 135,000 General Fund from Reserve Funds 7,6155971 General Fund from Reserves Page112 $14, 964, 706 $15,124, 774 $16, 907,174 135,000 135,000 135,000 9,803,697 14, 448,486 14, 907, 725 475,467 ClartgMa 0 Chapter 5: Supplemental Information Page113 Supplemental Information • Business cases • Economic information • Legislative information • Acronyms • Glossary Page 114 Ciff;w9min Next Steps • Amendments • Council is currently in the period of time to propose amendments to the budget • December 4 Council meeting is set to allow for amendments • Council may waive the remaining time to make amendments • Mayoral Veto • Following amendments — 10 days • Can be shortened • Overturn • Only if there is a veto • Requires 2/3 Council support Page115 clffftwn Thank you Municipality of Clarington 40 Temperance Street Bowmanville, ON L1 C 3A6 905-623-3379 Toll Free: 1-800-563-1195 TTY: 1-844-790-1599 info@clarington.net www.clarington.net C]an-agton ok ��� 1 J� F 'i F s•� rw• a brary Glaring rc fives Museurr 2024 - 2027 Operating & Capital Budget Requests Presented by: Tenzin Shomar, Library Board Vice -Chair Monika Machacek, Chief Executive Officer Page117 r i V AiL 0 ■ 11.24.2023 Dr. Food Pantries Seed Libraries Edwardian Teas 41 kv . AN " rommm--'a _ ,, Mai W Maker's Space Inclusive Programming New Brand & Website W 2 �•uh�lllll!lll± 1d[I!I!l11II11lIl.: ;; 7 �, Key Performance Indicators Circulation — Physical Circulation — Digital Visits — In Person Visits —Digital (App, Website) Programs Offered � Program Attendance Programs Attendance (virtual) Total Active Members Total New Members 5531871 181,871 414,545 2461194 247,955 3131971 2871232 1191280 931736 975,151 1,211,728 1,504,804 5261563 294,500 688,318 216,706 2001522 L 286,441 1,765,774 1,912,032 30.7 -26.4% 42.8 8.3 11215 371 - 504 1 1,342 166.3% 24,460 91078 - 91027 � 20,940 132.0% 121P401 28,188 59,464 1 - - 381820 371260 351001 381822 40,214 3.6% 21776 11627 11798 21988 4,540 51.9% * Suspected incorrect due to door counter malfunction Page119 4500 New Members 750 Daily In Person Visits ;ton Library 016 ms &Archives 161fth � Municipal Funding Trends: End State Vision 6RO•1 $35 i Per Capita Municipal Library Funding, 2003-22; Forecasts, 2023-27 Similar Libraries Average, 2022, $49.30 Durham Libraries Average, 2022, $47.78 Clarington, 2022, $35.49 Similar Libraries Average, 2027, $55.13 Durham Libraries Average, 2027, $54.24 •' Clarington, 2027, • $51.10 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 —Clarington -Durham Librarid�'M'drage —Similar Libraries Average CLMA: LOWEST Fundee in Durham, MOST Cardholders as Percentage of Population Cardholders as % of Population, Clarington Source: Ontario Public Library Statistics Cardholders 40% Page 121 Cardholders as % of Population, Durham Libraries Average ,ardholders 30% rington Library M I seums &Archives u, AL M AL 4 L 4 L 1/ ♦ 11 4 L 4 L W ♦ 11 4 L 4 L 1/ ♦ 11 ♦ b L . L 11 ♦ 11 ♦ 16 a I W 1 Strategic nrit ies We are an inclusive and welcoming destination to ignite curiosity and where our community can relax, connect, learn and thrive Knowledge -Rich Organization a. Satisfying curiosity b. Engaging and supporting newcomers c. Expanding access to digital literacy Community Destination of Choice a. We are a safe space that is supportive, compassionate and welcomes diversity and inclusivity m b. We are the place to preserve and exhibit Clarington's cultural heritage c. We want to be a highly valued community partner Page122 Organizational Excellence a. We want to be an employer of choice b. We will be bold leaders in service design and delivery c. We will commit to continuous improvement Resource Utilization & Sustainability a. We will align with Municipal strategies b. We will be environmentally sound c. We will develop sustainable revenue generation strategies d. We will build business models to sustain pandemics and recovery efforts •ington Library ■ >eums & Archives A Canadian Institut Urban Urbain du '�,qn Institute Canada Canada's libraries are an untapped national network of social infrastructure that includes 652 library systems and 3350 branches. The Case for Canada's Public Libraries Why investment in public libraries is essential to Canada's post -pandemic recovery, competitiveness, and resilience ..SYA r s.44: Page124 r- 4: 7 • 0 a 0 0 firtilf Sustaining workforce development Reducing hate, racism, harm and violence Fostering cultural and artistic diversity Championing entrepreneurship and innovation Supporting newcomer settlement dvancing Reconciliation alking action on climate change Providing a community access point for public services Fostering mental health Offering spaces for public consultations -nd disseminations of information Supporting access to place -based programming -ington Library >eums & Archives A 2024 - 2027 Budget CLMA2023 - 2027 TOTAL Budget Category 2023 Budget 2024 Budget 2025 Budget 2026 Budget 2027 Budget Difference 2023-2024$ Difference 2023- 2024 % Difference 2024 2025 % Difference 2025 2026 % Difference 2026- 2027 % REVENUE Municipal Tax Levy $ 3,855,628.00 $ 4,317,451.25 $ 4,849,522.20 $ 5,228,198.72 $ 5,612,924.71 461,823.25 12% 12% 8% 7% MUNICIPAL REVENUE $ 3,855,628.00 $ 4,317,451.25 $ 4,849,522.20 $ 5,228,198.72 $ 5,612,924.71 461,823.25 12% 12% 8% 7% NON-MUN REVENUE $ 475,641.00 $ 534,731.00 $ 452,078.50 $ 349,451.43 $ 296,850.54 59,090.00 12% -15% -23% -15% TOTAL INCOME $ 4,331,269.00 $ 4,852,182.25 $ 5,301,600.70 $ 5,577,650.15 $ 5,909,775.25 520,913.25 12% 9% 5% 6% EXPENSES $ - $ - $ - $ - $ - 0.00 PERSONNEL $ 3,420,506.00 $ 3,761,571.00 $ 4,185,229.10 $ 4,427,138.31 $ 4,723,677.74 341,065.00 10% 11% 6% 7% LIBRARY & MUSEUM MATERIALS $ 334,764.00 $ 341,416.00 $ 348,241.00 $ 355,212.00 $ 362,314.00 6,652.00 2% 2% 2% 2% FACILITY SUPPORT $ 223,091.00 $ 349,548.35 $ 358,426.80 $ 367,571.60 $ 376,990.75 126,457.35 57% 3% 3% 3% PRODUCTS & SUPPLIES $ 40,193.00 $ 41,556.00 $ 41,556.00 $ 41,556.00 $ 41,556.00 1,363.00 3% 0% 0% 0% PROGRAMS $ 32,060.00 $ 35,000.00 $ 35,500.00 $ 36,000.00 $ 36,500.00 2,940.00 9% 1% 1% 1% CONTRACTED SERVICES $ 110,735.00 $ 111,244.90 $ 108,621.80 $ 110,026.23 $ 111,458.76 509.90 0% -2% 1% 1% INFO TECHNOLOGY $ 137,800.00 $ 175,750.00 $ 187,930.00 $ 204,050.00 $ 221,182.00 37,950.00 28% 7% 9% 8% MAKERSPACE Licenses $ - $ - $ - $ - $ - 0.00 STAFF DEVELOPMENT $ 32,120.00 $ 36,096.00 $ 36,096.00 $ 36,096.00 $ 36,096.00 3,976.00 12% 0% 0% 0% Transfer to Reserves $ - $ - $ - $ - $ - 0.00 TRANSFER TO CAPITAL RESERVE $ _ $ _ $ _ $ _ $ _ 0.00 $ - $ - $ - $ - $ - 0.00 TOTAL EXPENSES $ 4,331,269.00 $ 4,852,182.25 $ 5,301,600.70 $ 5,577,650.15 $ 5,909,775.25 520,913.25 12% 9% 5% 6% Page125 rington Library M I seums & Archives W, 2024 — 2027 Budget CLMA 2023 - 2027 TOTAL Budget Category 2023 Budget 2024 Budget 2025 Budget 2026 Budget 2027 Budget Difference2023 2024$ Difference 2023- 2024 % Difference 2024- 2025 % Difference 2025- 2026 % Difference 2026- 2027 % REVENUE Municipal Tax Levy $ 3,855,628.00 $ 4,200,451.25 $ 4,728,064.60 $ 5,103,097.39 $ 5,484,070.35 344,823.25 9% 13% 8% 7% MUNICIPAL REVENUE $ 3,855,628.00 $ 4,200,451.25 $ 4,728,064.60 $ 5,103,097.39 $ 5,484,070.35 34 9% 13% 8% 7% NON-MUN REVENUE $ 475,641.00 $ 534,731.00 $ 452,078.50 $ 349,451.43 $ 296,850.54 59,090.00 12% -15% -23% -15% TOTAL INCOME $ 4,331,269.00 $ 4,735,182.25 $ 5,180,143.10 $ 5,452,548.82 $ 5,780,920.88 403,913.25 9% 9% 5% 6% EXPENSES $ - $ - $ - $ - $ - 0.00 PERSONNEL $ 3,420,506.00 $ 3,761,571.00 $ 4,185,229.10 $ 4,427,138.31 $ 4,723,677.74 341,065.00 10% 11% 6% 7% LIBRARY & MUSEUM MATERIALS $ 334,764.00 $ 341,416.00 $ 348,241.00 $ 355,212.00 $ 362,314.00 6,652.00 2% 2% 2% 2% FACILITY SUPPORT $ 223,091.00 $ 231,628.35 $ 236,969.20 $ 242,470.28 $ 248,136.38 8,537.35 4% 2% 2% 2% PRODUCTS & SUPPLIES $ 40,193.00 $ 41,556.00 $ 41,556.00 $ 41,556.00 $ 41,556.00 1,363.00 3% 0% 0% 0% PROGRAMS $ 32,060.00 $ 35,000.00 $ 35,500.00 $ 36,000.00 $ 36,500.00 2,940.00 9% 1% 1% 1% CONTRACTED SERVICES $ 110,735.00 $ 111,244.90 $ 108,621.80 $ 110,026.23 $ 111,458.76 509.90 0% -2% 1% 1% INFO TECHNOLOGY $ 137,800.00 $ 175,750.00 $ 187,930.00 $ 204,050.00 $ 221,182.00 37,950.00 28% 7% 9% 8% MAKERSPACE Licenses $ - $ - $ - $ - $ - 0.00 STAFF DEVELOPMENT $ 32,120.00 $ 36,096.00 $ 36,096.00 $ 36,096.00 $ 36,096.00 3,976.00 12% 0% 0% 0% Transfer to Reserves $ - $ - $ - $ - $ - 0.00 TRANSFER TO CAPITAL RESERVE $ - $ - $ - $ - $ - 0.00 $ - $ - $ - $ - $ - 0.00 TOTAL EXPENSES $ 4,331,269.00 $ 4,734,262.25 $ 5,180,143.10 $ 5,452,548.82 $ 5,780,920.88 402,993.25 9% 9% 5% 6% Page126 rington Library M I seums &Archives u, Revenue Fee revenue increasing: $12,000 over 2023 • Then by 3% each year • Conservative estimate • Exam proctoring service • Room rental rates • Waverley Place rentals • Maker's Space • Merchandizing • In -kind partnerships and grants to reduce operational costs 71 � I� OL Personnel & Staffing Requests $341,065 increase over 2023 • Results of market review and collective bargaining • Increased costs for benefits • 94% CLMA employees registered for OMERS • No FTE requests in 2024 Facilities & Technology Facilities: Increase of $126,457 • CLMA budgeting for library and museum facilities instead of Community Services • Increase in CLMA budget • Decrease in CS budget Technology: Increase of $37,950 • Vendor costs have risen Ontario Public Library Staffing Guidelines Best Practice 0.6 FTE Clarington, Current 0.6 FTE Clarington, Proposed 0.6 FTE 11000 residents 2,444 residents 21292 residents DeficitOfPa?e ,za Deficit of 18 F FTE Requests 2024 - 2027 2025 Public Service Librarian • Improve in -branch services • Reduce service disruptions due to rise in incidents • Enhance quality of customer experience 2026 Community Engagement Associate • Provide proactive outreach to underserved areas • Forge relationships with anchor organizations • Build CLMA as a trusted community partner $691000 Collections Librarian • CLMA currently only employs (1) Collections Librarian • Increasing complexities in collection development, translation and decolonization of subject headings • Population growth and harmonization of Museum collection into ILS $99'.000 Page129 Key Performance Indicators Circulation -Physical Circulation -Digital Visits - In Person [Visits -Digital (App, Website) Programs Offered � Program Attendance � Programs Attendance (virtual) Total Active Members Total New Members L 5539871 1819871 414,545* 975,151 1,215 24,460 38,820 2,776 * Suspected incorrect due to door counter malfunction 2469194 2479955 1199280 1,211,728 371 9,078 12,401 37,260 L627 313,971 2879232 93,736 526,563 2949500 2009522 6889318 2169706 2869441 1,504,804 1,765,774 1,912,032 35,001 1,798 504 9,027 59,464 38,822 �m Page130 1,342 20,940 40,214 4,540 30.7% -26.4% 42.8% 8.3% 166.3% 132.0% 3.6% 51.9% 4500 New Members 750 Daily In Person Visits ;ton Library 016 ms &Archives 161fth ndicators Visits - In Person 18 17 16 14 12 10 8 6 4 1 2 0 2023 YTD 4149545* 1199280 Major Incidents by Category 6 5 1 4 5 1 1 1 2022 2021 2020 2011 939736 ■ Emergency Services Contacted, Lockdown ■ Emergency Services Contacted, On Scene ■ Emergency Services Contacted ■ H&S Concern (e.g. weapons, drug use), EmSvcs Not Contacted ■ Letter of Trespass Issued 2009522 2869441 60 50 44 40 1 30 20 10 A 0 2023 YTD Page 131 36 2022 42.8% All Incidents by Category 11 2021 19 2020 51 2019 750 Daily In Person Visits ■ Disruptive/inappropriate behaviour 1 ■ Mental health or homelessness ■ Criminal behaviour, inc weapons, drug use ■ Unattended child ■ Personal injury Theft/damage of personal property ■ Other ■ Facilities ■ Lost child ■ Fight ms &Archives * Suspected incorrect due to door counter malfunction FTE Requests 2024 - 2027 2025 Public Service Librarian • Improve in -branch services • Reduce service disruptions due to rise in incidents • Reduce reliance on Community Engagement staff for service desk coverage 2026 Community Engagement Associate • Provide proactive outreach to underserved areas • Forge relationships with anchor organizations • Build CLMA as a trusted community partner $691000 Collections Librarian • CLMA currently only employs (1) Collections Librarian • Increasing complexities in collection development, translation and decolonization of subject headings • Population growth and harmonization of Museum collection into ILS $99'.000 Page132 Indicators Visits — In Person 414,545* 119,280 93,736 200,522 1286"re 42.8% 0 ClaringtonCommunityMapping Lea[ edit was on March 7 T Pnrt View Part Perry: Pk:nctr Add layer _+ Share Q Preview x q clarington ® Cladnglon 1'Iirrle H,II ✓ CPLMA Locations , Individual styles I,y 8 Bawmenyille Branch Ceurtice Branch Q Newcastle Branch oeper,t OOrono Branch ®Sarah Jane Williams HC Waverley Place ® Clarke Schoolhouse Arts, Culture History -0 Individual styles OBW.Camp3C 0 0 BW - Visual Arta Centre of Cl QNV-A Gift of Art 0 QNV- Newcastle Historfcsl5e.,. 0 ®RLIA - Tyrone V ills Ltd Q 0 OtlH -Canadian Automotive QOSH-Genealogy Society Our... QOSH - Ontario Regiment Mus.., ©OSH - 4shawa Museum Q OSH - Packwood Estate (0 J90 fills Q OSH- Rahsn Vilaughlin Ga... 008 Oo ✓ Community 0 � _ IndivlCLC Styles QBw-Big Brothers Big Sisters... O Win © O ._ QBw-Bowmaiueamer.aduh.. .:� ©j: � �® � 0 QBW, Durham Region Police._ 0 © 0 0© 0 0 O Go gle My Maps Population Community Engagement Staff (FTE) Outreach Programs 0I 2016 2023 975100 1017427 2 2 5 77 2026 (Forecast) 123,900 3 154 * Suspected incorrect due to door counter malfunction Page133 ton Library 9 ns &Archives W%Afth FTE Requests 2024 - 2027 2025 Public Service Librarian • Improve in -branch services • Reduce service disruptions due to rise in incidents • Reduce reliance on Community Engagement staff for service desk coverage 2026 Community Engagement Associate • Provide proactive outreach to underserved areas • Forge relationships with anchor organizations • Build CLMA as a trusted community partner $691000 Collections Librarian • CLMA currently only employs (1) Collections Librarian • Increasing complexities in collection development, translation and decolonization of subject headings • Population growth and harmonization of Museum collection into ILS $99"000 Page134 Indicators Circulation -Physical Circulation - Digital Total Active Members Total New Members 5531871 2461194 181,871 247,955 38,820 37,260 21776 1,627 3131971 5261563 688,318 2871232 294,500 216,706 35,001 38,822 40,214 11#798 2,988 4,540 30.7 -26.4 3.6 51.9% Special Collections Borrowing Digital Collection Borrowing 6,000 5,540 2DO,ODO 190,000 175,100 180,000 165,058 5,000 4,627 160,000 L, 140,ODO 120,837 121,450 4,000 120,ODO 3,145 U 100,0 DO 3,000 80, 0OO U 60, OOO 2,000 1,743 40,000 20, DOO 1,000 746 2023 2023YTD 2022 2021 2019 ff P roj a cte d OverDrive Titles Borrowed 2023EST 2022 2021 2019 104,749 2018 gton Library ims & Archives %%bk6 Page135 Library Collections 100% DC Eligible 5% over 2022 3 % increase each year to 2027 2023: $243,075 2024: $255,060 2026: $260,364 2027: $270,672 Dr_ Projects Approved via Resolution #GG-096-23 Heritage Sites Restoration 2024: $115,655 Library Sites Refurbishments and Shelving 2024: $194, 512 2025: $95,000 2026: $16,445 2027: $75,000 Technology 2024: $160,000 2025: $140,000 2026: $101,944 Service Study Study for service delivery with the centralization of heritage into Bowmanville Library DC Eligible 2025: $60,000 Consolidate and Centralize Assets rentralizing & Consolidating Assets Clarke Schoolhouse Currently situated in a remote area with no adjacencies to washroom facilities Creating a cultural destination of choice -=POW Sarah Jane Williams Heritage Centre Open 18 hours per week, 130 meters from the Bowmanville Library Assembling Heritage Move the Clarke Schoolhouse to the Waverley Place grounds Feasibility assessment required Raw bkI Centralize Cultural Heritage A fully modernized library and accessible local history experiences that includes the Schoolhouse and Waverley Place in proximity of walking distance to one another will be of great value to Downtown Bowmanville Page138 Centralization of Cultural Heritage Clarke Schoolhouse Creating a cultural destination of choir - Page139 Centralization of Cultural Heritage: Bowmanville Library Renovation The Bowmanville Library is a 24,000 square foot library. It was expanded in 2003 and has not been retrofitted for modern uses in twenty years. Bowmanv ille iorar Rendering -- - - - For- i, Alk t•� pry M ` Claringtc Page 141 hives W. Museum Image Gallery: GTHA Libraries s V t o w. I� �l M 1,1�1A�,1s1s4.4�1�,1�r:tt Brampton Library, Springdale Library Opened 2018 Page142 Richmond Hill Public Library, Oak Ridges Library Re -opened 2019 0 An It Vaughan Public Library, Civic Resource Library Opened 2016 Impact of )nsolidatiw ✓ Unifying staff units across 4 facilities instead of 5 ✓ Centralization of heritage services ✓ Expanded hours for research ✓ Meeting Rooms ✓ Study Rooms ✓ Children's engagement spaces ✓ Local history and archives ✓ Exhibit spaces ✓ Digital literacy ✓ "Dewey's Cafe"' 'Film • • Phase 1: RFP for Architectural N/A N/A Services Phase 2: Design and Costing $200,000 MOC-CLMA Reserve *Note, the MOC-CLMA reserve maintains unspent funds for the 2020 Bowmanville accessibility upgrade Phase 3: Construction, Relocation $2.1 million Combination of: and Remediation Development Charges, Contribution from CLMA Capital and Tax Levy. Phase 4: Building Occupancy and $10,000 CLMA Capital Reserve Grand Re -Opening Page143 Ah Museum staff integration New revenue streams, financial migration and POS system zirg il iTFTi Re -Opening of Orono Library 5,000 new members I91 A Thank you. Questions? A Machacek Executive Officer hacek@cplma.ca age 14 • i w •ington Library ;eums & Archives %I A OSubmit Original to: Municipality of Clarington Financial Services Department 40 Temperance Street Bowmanville, Ontario U C 3A6 finance@clarin,qton.net Submission Deadline: Friday, September 8t', 2023 Please Print or Type Please Complete All Areas Organization Information Bowmanville Older Adult 26 Beech Avenue, Bowmanville, 905-697-2856 Association ON Contact Information Denise Allen I execdirector(W_bowmanviIleolderaduIts. cam 1905-697-2856 x25 Page146 Officers for current year President I David Penney Secretary I Linda Coutu Treasurer I Brenda Reber d av id . pen n eyasym patico. ca 905-623-6751 1C0LA11960@gmail.com 905-623-8008 re 905-697-9111 Is your Organization incorporated as non-profit? Yes ® No❑ If yes, when? (dd/mm/yy) 27/10/2015 Is your Organization based within the Municipality of Clarington? Yes ® No❑ Is your Organization based within the Region of Durham Yes ® No❑ List the programs/services provided by your Organization: Bowmanville Older Adult Association offers wellness, health, social activities, food programs, recreational and educational programs and events for adults 55+. Our organization provides programs, drop -ins, events and activities for both member and non- member senior participants. Mission Statement: To promote the health and happiness of older adults by providing opportunities to enhance their quality of life. Our Values and Beliefs: Accessible: to create an organization that is inclusive and affordable; we constantly identify and address barriers and create opportunities for members, potential members and guests. Caring: To beknown as a friendly and welcoming organization where members, guests and visitors feel safe, respected and welcome. Community Focused: To be part of and contribute to the broader community; we aspire to be a cooperative, collaborative, and respectful partner. Fiscally Responsible: To efficiently operate and achieve our goals in a manner that is both fiscally prudent and accountable to our members and partners. Member Focused: To ensure that the needs of our members are reflected in what we do presently and in our future priorities. Quality Programs: Held to the highest standards for delivery to meet the diverse needs of our Page147 members. The Bowmanville Older Adult Association provides programming (both in person and virtually) in the following areas: • Trips and Travel (day trips, all-inclusive adventures etc.) • General Interest (French, Spanish, Technology, Book Club, Trivia, Historic Walks etc.) • Daily Drop -Ins (Cards, Jamming, Table Tennis, Snooker, Bingo, Walking, Healthy Living, Darts, Knitting etc.) • Art and Music Programs (Watercolour, Pen and Ink, Caricature Drawing, Acrylics, Wood Carving, Djembe Drumming, Ukelele, Choir, Jam Sessions, Theatre Group, Quilting, Knitting/Crochet etc.) • Dance (Tap, Ballroom, Belly Dancing, Line Dancing, Nia etc.) • Wellness (Fitness, Boot Camp, Yoga, Mediation, Yogalates, Zumba, Age Reverse Essentrics, Tai Chi, Strength Training etc.) • Events and Food Programs (Cafe, Lunch Programs, Dances, Karaoke, Movie Premieres, Smile Theatre, Picnics, Euchre Extravaganzas etc.) And a variety of other programs (Golf, Bowling, New Members Coffee Chat, Friendship Group, Library, Brain Waves Cafe etc.) • Services include Foot Care, Mobility Clinics, Hearing Clinics, Haircutting/Styling • Partnerships including Clarington Camera Club, Alzheimer's Society, Home and Community Care Central Region, Living Well Home Medical Equipment, Exceptional Hearing Centre and more. Bowmanville Older Adult Association also offers accessible transportation to and from the 26 Beech location for older adults in the Clarington region who may need support getting to and from programs and events. Bowmanville Older Adult Association has a large volunteer base, and numerous volunteer opportunities for older adults and the greater community. What is the total program registration or association membership in your Organization? Current membership is over 1400. Each week day approximately 200 members participate at the centre. What percentage of your registration or membership are Clarington residents? 88% of our members are Clarington residents Describe how the program/services provided by your Organization will benefit as a result of Municipal funding. Municipal funding is at the core of our funding base. As a result of Municipal funding we are able to employ 14 staff (7 full time, 6 part time, and 1 contract), run a wide variety of programs, events and drop -in programs that support our members to enhance their Page148 quality of life. Municipal funding makes up approximately a third of our budget with other funding sources including grants and fundraising. --T® Recreation & Leisure What funding category does your Organization fall into? 2024 Request (insert dollar figure) 2025 Request (insert dollar figure) 2026 Request (insert dollar figure) 2027 Request (insert dollar figure) If you are requesting an increase in the municipal grant for 2024, please indicate the reason for the increase. If you are requesting an increase in the municipal grant for 2025, please indicate the reason for the increase. Civic ® Social ❑ Boards of Council / Hall Boards $ 344,055.00 $ 354, 377.00 $ 365,008.00 $ 375,958.00 We are asking for an increase of 2% over last year due to rising costs and inflation. Rising costs include: utilities, staffing dollars, building maintenance, snow removal, vehicle related costs including gasoline, insurance rates, and the increased price of food, office, program and general supplies for the centre. We are asking for an increase of 3% over in 2025 due to rising costs and inflation. The 3% requested is less than inflation over the recent past years and possibly less than inflation rates over the budget period short of a deep recession. We are asking Clarington to consider sharing a slightly larger portion of the inflation Page149 If you are requesting an increase in the municipal grant for 2026, please indicate the reason for the increase. If you are requesting an increase in the municipal grant for 2027, please indicate the reason for the increase. Has your organization made a previous request for a Municipal grant to the Municipality of Clarington? If yes, please complete the following: burden starting in 2025 by granting a 3% annual increase. This will allow us to continue programs without increasing fees significantly to seniors in the community. We are asking for an increase of 3% in 2026 due to rising costs and inflation. The 3% requested is less than inflation over the recent past years and possibly less than inflation rates over the budget period short of a deep recession. We are asking Clarington to consider sharing a slightly larger portion of the inflation burden starting in 2026 by granting a 3% annual increase. This will allow us to continue programs without increasing fees significantly to seniors in the community. We are asking for an increase of 3% for 2027 due to rising costs and inflation. The 3% requested is less than inflation over the recent past years and possibly less than inflation rates over the budget period short of a deep recession. We are asking Clarington to consider sharing a slightly larger portion of the inflation burden starting in 2027 by granting a 3% annual increase. This will allow us to continue programs without increasing fees significantly to seniors in the community. Yes ® No❑ Page 150 Has your organization requested funding in the last 12 months from any other Municipal, Yes ® No❑ Provincial or Federal department or agency? If yes, please complete the following: Agency -. -. Received Canada Summer 2023 $51,000.00 $35,084.00 Jobs Ministry for Seniors and Accessibility 2023 $42,700.00 $42,700.00 SALC (Seniors Active Living Centre) Ministry for Seniors and Accessibility 2023 $15,000.00 $8,740.00 Special Grant Ontario Trillium Foundation — Capital 2023 $19,200.00 Pending Grant Community Services 2023 $54,300.00 $54,300.00 Recovery Fund Ontario Trillium Foundation — Resilient 2023 $14,500.00 $14,500.00 Communities Fund Seniors Community Grant 2023 — 2024 2023/2024 $9,700.00 $9,700.00 Older Adult Centres' Association of 2023 $2,500.00 $2,500.00 Ontario 2023 Pending Durham Community $3,000.00 Grants New Horizons for Seniors — 2023 $25,0000.00 Pending Page 151 Terms and conditions 1. In the event that the funds allocated are not used for the services, event or project as described in the application, or if there are misrepresentations in the application, the amount of the financial assistance will be payable forthwith to the Municipality. 2. The applicant will make or continue to make attempts to secure funding from other sources, external to the Municipality of Clarington. 3. The applicant will keep proper books of accounts of all receipts and expenditures, relating to the services, event or project described in the application. 4. The applicant will retain and make available for inspection by the Municipality or its auditors all records and books of accounts of the Organization upon request from the Municipality, (which may be made within two years of the grant award). 5. If the recipient is an arms -length agency, the Grant Recipient shall indemnify and hold harmless the Municipality of Clarington against any claims, costs, causes of action, fines or any other losses or other penalties the Municipality of Clarington suffers related to the giving and usage of the grant to the grant recipient. Declaration of Organizations' Executive We certify that, to the best of our knowledge, the information provided herein is an accurate and complete and is endorsed by the Organization, which we represent and accept conditions as noted in this application. Name Title Date Signature David Penney President Denise Allen Executive Director ��C1Z� 17 4 This Application must be signed by two (2) Members of the Executive. Page152 Budget Information Please complete, in detail, the attached form. Also include a copy of the most recent statement of revenue and expenditures and statement of Assets/Liabilities (balance sheet), for the most recent fiscal year. Please return application form to; Financial Services Department Municipality of Clarington 40 Temperance Street Bowmanville, Ontario L1 C 3A6 (905) 623-3379 ext. 2601 finance _-clarin- tg on.ne Budget Information LRevenue 2027 2026 2025 2024 2023 Grants - Federal / $162,700 $160,700 $157,700 $155,700 $102,700 Provincial Municipal Grant $375,958 $365,008 $354,377 $344,055 $337,309 $48,000 $46,000 Memberships $44,000 $42,000 $40,000 $238,000 Registrations $229,000 $220,500 $210,000 $195,000 $240,000 $230,000 $220,000 $215,000 Fundraising $250,000 Other (Specify) Hospitality Coordination $130,000 $125,000 $120,000 $115,000 $90,000 Donations $53,000 $52,000 $51,000 $50,000 $45,000 Wheels in Action $10,000 $9,500 $9,000 $8,500 $8,500 Transportation Facility & Partnership $28,000 $27,000 $26,000 $25,000 $24,000 Rentals Bank Interest $15,000 $15,000 1 $15,000 1 $15,000 1 $2,000 Page153 Last Year Surplus/Deficit 1,310,658 1,269,208 rl,227,577 j 1,185,255 1,059,509 Total Revenue Salaries - Full Time $333,480 $320,460 $307,860 $296,100 $274,512 Salaries - Part Time $460,520 $442,540 $425,140 $408,900 $375,648 Facility Rental 0 f 0 0 0 10 Office Supplies $52,500 $3,500 $6,500 $65,000 $51,000 $3,250 $5,800 $49,500 $3,000 $5,500 $48,000 $2,500 $5,000 $50,000 $2,000 $5,000 Telephone Advertising Maintenance $63,000 $61,000 $58,000 $42,000 $63,000 $60,500 $58,000 Utilities $68,500 $65,750 Other (Specify) Wheels in Action $14,500 $13,800 $13,000 $12,000 $11,000 Insurance $16,500 $16,000 $15,500 $15,000 $12,000 1$60,000 Grants Hospitality $72,000 $66,300 $72,000 $64,000 $72,000 $61,200 $70,000 $58,650 $48,000 Amortization of Assets $23,000 $23,000 $23,000 $22,000 $20,000 Fundraising $117,000 $113,000 $108,000 $103,000 $80,000 Registered & Drop In $28,000 $27,000 $26,000 $25,000 $24,000 Programs Page154 Total Expenses 1,327,300 1,280,600 1,233,700 1,184,650 1,062,160 Surplus (Deficit) 1(16642) (11,392) 1 (6,123) $605 (2,651) The deficits reflected in the years 2025 — 2027 are a product of line by line best estimates. In the event those deficits materialized, BOAA would finance continuing operations with accumulated net assets. Note: All applicants must complete this section in order to have application considered for funding. Please summarize your budget information using categories listed above. Page 155 November 24,, 2023 "It's Always Fun at the BOAA!" Mission Promoting the health & happiness of older adults by enhancing their quality of life in a welcoming and inclusive environment. Page 157 Our Vision Inspire our members to be independent, active, healthy, empowered & socially connected. I Accessible - to create an organization that is inclusive and affordable; we will identify and address potential barriers, and create opportunities for members, potential members, and guests. Caring - to be known as a friendly and welcoming organization where members, guests and visitors can feel safe, respected and welcome. Community Focused - to be part of and contribute to the broader community; we aspire to be a cooperative, collaborative and rpgful partner. Bowmanville Ah Older Adult .9 Association # BOAAa Fiscally Responsible - to efficiently operate and achieve our goals in a manner that is both financially prudent and accountable to our members and partners. Member Focused - to ensure that the needs of our members are reflected in what we do today and in our future priorities. Quality Programs - to be known for excellent programs that meet the diverse needs of our members; our programs will promote social, educational and physical well-being. Page 159 OOUR PEOPLE "A purposeful focus on our members, volunteers & staff" QOUR ACTIVITIES "Deliver exceptional programs & services" Page160 QOUR COMMUNITY Strengthen community based partnerships' 0 OUR ORGANIZATION "Manage growth and development" 0 OUR IMAGE "Reflect & promote our vision, mission & values" OUR FOCUS purposely on our members, volunteers and staff 0 PEOPLE • Inclusiveness and Welcoming • Supportive Environment OUR DELIVER exceptional programs and services ACTIVITIES Promoting health, wellness and learning opportunities • Personal Interactions • Facility Utilization OUR STRENGTHEN community based partnerships COMMUNITY Promote Collaborative Relationships • Financial Contributors • Build Relationships Through Networking OUR MANAGE growth and development 0 ORGANIZATION Strong Governance Structure • Financial Sustainability • Enhancements to Administrative Processes • Personnel Management OUR PROMOTE and reflect our vision, mission and values IMAGE • Develop Comprehensive Annual Marketing & Advertising Plan • Increase Social Media Engagement Page 161 ".I-ir 4c7% .mow .. 4�. io dip fop Aft Ift i Increase in Participation in 2023 200 150 100 50 0 Average per day per Month 2022 to 2023 Page163 267 Series Series Wheels in Action Rides In 2023 we have supported over 4,790 rides for seniors to the centre as of November 6th. In 2022 we supported 2,161 rides for seniors to the centre. Page164 Increasing Food Programs — take away meals, cafe, lunches, community meals 1W ` it 165 Number of meals served in 2023 over 11,850 as of November 6t". Number of meals served in 2022 8,218 Page 166 Program Participation 2022 to 2023 Programs and Drop -in comparative 2022/2023 ego- 2022 2023 5Oo- Activities offered 469 554 ago- Cancelled 27 34 300 Running 376 524 200 Running 4596 95Y coo - a Drop in 153 164 Payed instructors 75 97 fie` Partners 11 13 New Programs 28 72 New Instructors 9 11 ■ 2022 ■ 2023 Page167 New Programs 2023 Winter 2023 Spring 2023 Embracing the Story With Biking The waterfront trail Green Thumb Indoors Brain Games Green Thumb Outdoors How to create and draw your character Happier and Calmer Haw to aoom shape up Internet Shopping and sharing sit and be tit Introduction to Android Cell Phones snowshoe wa lks Introduction to Word Yoga Look at the nose of that guy Navigating Social Media Pilates Strength Training and Yoga for Men The Sacred Art of Blessing using a free spreadsheet Watercolour Why weight Yoga Yoga with Weights New Programs Summer 2023 chair yoga Fame' Guides and Angels Forever Young Geek squad get fit with flair on the chair Healthy living workshop How to create and draw your character Intermediate Djembe Drumming Internet shopping and sharing Spanish Advance using a free spreadsheet Watercolour We are Woman we are sisters We are Woman we are sisters Yin Yoga Yoga Yoga Yoga with Weights Yoga I a tes Page168 Fall 2023 Age Reverse Essentrics All about passwords antivirus Beginners Drumming Belly Dancing chair yoga Change your Brain Change your Body Declutteri ng for Christmas DIY Holiday Boxes Geneaology Getting to know Windows Y1 Healthy Eating Haw to declutter your home Introduction to Android Cell Phones Introduction to Zentangle music and photos Nutrition from a fitness perspective Online shopping Quilting Lessons Sharing our stories Snooker lessons Strength and Balance Using Facebook, Instagram and Whatsapp Walking yourself to Fitness WOMEN's HEART HEALTH COMMUNITY PRESENTATION Writing your memoir Yoga Strength Conditioning wit Cardio Yogalates Yogalates Events 2023 New events included Drag Show, Monday Movie Premiere, and Bid Euchre Bonanzas rays 1 UZ:7 Total People Served 1,628 distinct individuals 58,001 Check ins for Programs and 2000 1800 1600 1400 1200 1000 8w 6w 400 2M 0 Events as of Nov 9, 2023 Distinct People Served Comparison 2018 2019 pp 2D22 2023 as of Nov ■ Distinct F?,R r 70 Volunteers and Volunteer hours In 2022 BOAR had 216 volunteers volunteer 11,o63 hours in various capacities v OL,1 A In 2023 we've had 227 volunteers volunteer 15,466 hours as of November 9tn in various capacities Page 171 Volunteer Roles Include • Event Support • Concerts in the Park • Rib fest • Ambassador Desk • Front Desk • Driver for Wheels in Action • Cafe • Dishwashing • Program and Events Committtee • Baking • Kitchen Preparation • Selling 50/50 and CTA Tickets • Serving meals • Choir (Long Term Care/other) • Checking in guests at events • Setting tables • Decorations • Convening drop -in programs • And more! Page172 251hYear Celebrations BBQ, Lunch, Dinner/Dance, Yearbook, Mural, Wine Tour, Cruise Page173 1 r tit. A� �� fs Page174 . • _ oehtist � v • y k VALl1 t� STORE A I _ so F 6 h General BOAR Stats - Age of Participants Ages over 85 ffL_ Ages 80 to 84 � Ages 75 to 79 Ages 70 to 74 Ages 65 to 69 Ages 60 to 64 Ages 55 to 59 Ages Below 55 M O 50 100 Page 176 Regional Break down for BOAA ■ Bowmanville 60°/a ■ Newcastle 17% ■ Courtice 6% Oshawa 4% m Orono 3% ■ Ajax 2% ■ Hampton 2% ■ Areaswithin Durham 2% Whitby 1% ■ Wareas Outside Durham 1% ■ Newtonville 1% ■ Port Hope 0% Page177 2023 Membership Survey (Spring 2023) • 91% of respondents said BOAR helps them stay healthy, active and engaged • 98% of respondents said they would recommend BOAA to people they know • 92% of respondents said that coming to BOAA makes them feel more connected to their community Page178 The BOAA is the best thing to happen to retirees. It keeps us healthy physically, mentally and socially. So important! Some of the nicest people I know belong to the BOAR! Great place to come for a reasonable price with lots of helpful people. I am always telling people about BOAA and how special it has become in my life. It's an exceptionally happy place. I always looks forward to being here. The "in" place to go. —Having too much fun! Keep up the fantastic work! As new members, it felt like a welcoming place right from the first moment. Page179 Municipal Budget Presentation BOAR 2023 / 2024 Revenues 2023 Budget 2024 Budget Grants- Provincial 42,700 42,700 Grants - Federal & Other 60,000 113,000 Municipal Grant 337,309 344,055 Memberships 40,000 42,000 Registrations 195,000 210,000 Fundraising 215,000 220,000 Hospitality Coordination 90,000 115,000 Donations 45,000 50,000 Wheels Transportation 8,500 8,500 Facility Rentals 24,000 25,000 Bank Interest 2,000 15,000 Total Revenues 1,059,509 1,185,255 Expenses 2023 BudgetBudget Salaries & Benefits 650,160 705,000 Registered & drop in Program 24,000 25,000 Wheels in Action 11,000 12,000 Advertising 5,000 5,000 Mai ntenance/Fa ci lities 42,000 58,000 Utilities 60,000 63,000 Admi n jG eneral 50,000 48,000 Insurance 12,000 15,000 Grants 60,000 70,000 Fundraising 80,000 103,000 Hosp ita I ity 48,000 58,650 Amortization of Assets 20,000 22,000 Total Expenses 1,062,160 1,184,650 Projected Surplus/Deficit gflc1. 605.00 Questions or Comments? Page 181 Ill RN!! 01 Twit Submit Original to: Municipality of Clarington Financial Services Department 40 Temperance Street Bowmanville, Ontario L1 C 3A6 finance(a)_clarington.net Submission Deadline: Friday, September 8t", 2023 Please Print or Type Please Complete All Areas Organization Information Contact Information Email TelephoneName Dianna Eastwood Dianna. Eastwood(a)ihsd.ca 905 579-8482 x245 Executive Director Veronica Breen Veronica.breen((j-)ihsd.ca 905 579-8482 x451 Program Coordinator Patti Harrington Patti. Harrington(o)_jhsd.ca 905 579-8482 x228 Finance Manager Page 183 Officers for current year Position President Sue Vanderkwaak roy-sue rogers.com (905) 436-9928 Secretary Peter Stephenson pstephenson2000(cb-rogers.com (905) 721-9606 Treasurer David McLeod davidmcleod21(a_yahoo.ca (905) 623-6188 Is your organization incorporated as non-profit? If yes, when? (dd/mm/yy) Is your Organization based within the Municipality of Clarington? Is your Organization based within the Region of Durham List the programs/services provided by your Organization: Clarington Youth Centres (CYC): - Firehouse Youth Centre The Loft Youth Centre NYC (Newcastle Youth Centre) Yes ❑x No❑ 06/12/1999 Yes ❑x No❑ Yes ❑x No❑ The Clarington Youth Centres (CYCs) offer free drop in programs tailored to the diverse needs of youth aged 12-19 years old within the Municipality of Clarington. The CYCs provide local youth with an open and encouraging environment designed to foster pro -social and recreational development as well as build healthy relationships to enrich local youths lives and enhance youths' self effacy. As part of John Howard Society of Durham (JHSD), the centres are staffed with Youth Counsellors who are trained to support this high -priority demographic by taking an empowerment and strenghts-based approach. In addition to post secondary requirements; our team receives additional training such as: First Aid CPR, Mental Health First Aid/ASIST, Non -Violent Crisis Prevention and Interviention, Food Safety, LGBTQS+ Foundations, Human Trafficking Awareness, Youth and Cannabis, SafeTalk, Harm Reduction, Anti -Bias Training and more to increase our teams' response and Page 184 awareness to youths needs. Our work is prevention based. Youth attending our spaces are provided a wide range of resources and programs that they otherwise may not have access to. The Centres provide in-house and structured activities with the goal of engaging youth in new opportunities and to expand youths' self -development and identity alongside youth counsellors to positively support their journey.Our programming is based on 5 Pillars offering activities in: Social/Leisure, Sports/Recreation, Life Skills, Creative/Arts, and Volunteer/Civic Engagement. We offer a variety of activities as youth often get involved in something they are familiar with and then we are able to introduce them to new activities and opportunities to challenge positive decision making, growth, and build self-confidence within a safe space with trusted mentors. Within our spaces and partnerships there is access for gym programs including basketball, floor hockey, and volleyball as well as equipment to host pool tournaments, ping pong, air hockey, video games, music programming, food programs and creative arts. We also host a variety of life skills training programs at youths' request such as budgeting, cooking programs, resume workshops, Safe Food Handling, wellness groups, facilitated discussions based on current trends and social topics, art projects and more. Through all of our activities our Youth Counsellors provide in the moment intervention and prevention strategies and tools youth can transfer into other areas of their life such as problem solving, conflict resolution, emotion regulation and teamwork. Beyond our structured programming, the Clarington Youth Centres encourage proactive youth engagement in the community. We do this by offering a variety of volunteer opportunities, with us or within our community. Youth can get involved by assisting in daily operations of the youth centres or by participating in community -based initiatives as representatives of the Centres. Events such as our annual Fright Night hosts over 200 youth volunteer positions. These volunteer experiences not only provide youth with their required volunteer hours, they also provide practical employment related skills and enlighten youth to understand the value of community. Our annual Community Clean Up, Clarington Community Christmas Party, Sports Tournaments, community booths plus more are some of the other events throughout the year that provide further opportunities for youth to earn volunteer hours while giving back to their community. During the summer our team transitions to provide FREE trips and outings outside of our spaces. We kicked off summer this year with a dance bringing all 3 youth centres and community together to celebrate. We attended Cobourg Beach, Sky Zone, Cedar Park, Orono Park, hosted our 3rd annual Summer Sports Day, cheered on the Toronto Blue Jays and more! Our goal is to provide barrier free access to these trips and excursions with expenses and transportation covered allowing youth, who otherwise may not have the means to participate, join in and be included. Our Youth Counsellors continue to support youth experiencing challenges related to their developmental stage and varying life circumstances. Page185 What is the total program registration or association membership in your Organization? January 1 St 2023 to August 31 St 2023 Loft = 1,806 Visits 684 Registered Youth Firehouse = 2,313 Visits 506 Registered Youth NYC = 2,499 Visits 711 Registered Youth (*Firehouse Visits include summer program attendance at events) What percentage of your registration or membership are Clarington residents? 100% Describe how the program/services provided by your Organization will benefit as a result of Municipal funding. ■ Safe and supervised space for youth to connect with peers and belong. ■ Opportunities to participate and get involved in Youth Centre and community - based programming at no cost. ■ Leadership Opportunities — events and programming initiatives led by youth. ■ Access to supports, resources and referrals. ■ Inclusion, voice is heard — youth are able to talk about their ideas, personal challenges, successes, and problem -solving strategies. ■ Enhanced connections and experiences for employment and educational opportunities ■ Skill building — opportunities to cook, play sports, create, and participate in workshops and discussions geared towards healthy relationships, youth mental health, coping strategies, team building, self -advocacy and more. ■ Opportunities to develop social skills and connect with a diverse group of youth and community partners. ■ Youth have a safe space to attend where they are welcomed and wanted. ■ Partnership programs in turn allow the community to see that youth are an important part of our community and have valuable skills and can make a significate contribution to our community. ■ The support from the Municipality of Clarington show youth they are valued. What funding category does your Organization fall into? # Recreation & Leisure ❑ Civic # Social ❑ Boards of Council / Hall Boards Page 186 2024 Request (insert dollar figure) $364,398.06 minus carry over of $79,301.00 $ 285, 097.00 is 2024 operational budget request We have accumulated this carry over due to low staff levels. We predict a surplus by 2023 year end as we work towards a full staff compliment and will apply this surplus to any deficits in 2024. 2025 Request (insert dollar figure) $371,411 2026 Request (insert dollar figure) $378,839 2027 Request (insert dollar figure) $386,416 If you are requesting an increase in the municipal grant for 2024, please indicate the reason for the increase. Annual increases reflected in this submission are requested to maintain and enhance our programs and services as pre rising operational costs, including wages for qualified youth centre staff that adequately align with sector standards. (Wages based on Collective Agreement dated April 1, 2023 — March 31, 2026) Due to a recently implemented collective agreement at our agency, we have introduced a 2.25% annual salary increase. Consequently, we are intensifying our fundraising endeavors to mitigate the extra expenses. Additionally, we are monitoring our budgets to address the rising operational costs. Page 187 If you are requesting an increase in the Same as above municipal grant for 2025, please indicate the reason for the increase. If you are requesting an increase in the Same as above municipal grant for 2026, please indicate the reason for the increase. If you are requesting an increase in the Same as above municipal grant for 2027, please indicate the reason for the increase. Has your organization made a previous request for a Municipal grant to the Yes No❑ Municipality of Clarington? If yes, please complete the following: Agency -. -. Received John Howard Society 2023 357253 357253 John Howard Society 2022 348540 348540 John Howard Society 2021 336228 336228 John Howard 2020 331226 331226 Society Has your organization requested funding in the last 12 months from any other Municipal, Yes ❑ No Provincial or Federal department or agency? If yes, please complete the following: Terms and conditions In the event that the funds allocated are not used for the services, event or project as described in the application, or if there are misrepresentations in the application, the amount of the financial assistance will be payable forthwith to the Municipality. 2. The applicant will make or continue to make attempts to secure funding from other sources, external to the Municipality of Clarington. 3. The applicant will keep proper books of accounts of all receipts and expenditures, relating to the services, event or project described in the application. 4. The applicant will retain and make available for inspection by the Municipality or its auditors all records and books of accounts of the Organization upon request from the Municipality, (which may be made within two years of the grant award). 5. If the recipient is an arms -length agency, the Grant Recipient shall indemnify and hold harmless the Municipality of Clarington against any claims, costs, causes of action, fines or any other losses or other penalties the Municipality of Clarington suffers related to the giving and usage of the grant to the grant recipient. Page 189 Budget Information 0- 2023 Grants — Federal / Provincial 386,416 378,839 371,411 285097 357,253 2% increase being requested but with the reduction Municipal Grant of carry overfunds being deducted from the actual request of 364398 Memberships Registrations 35,000 35,000 35,000 35,000 25,000 Fundraising 10,000 10,000 10,000 10,000 10,000 Other (Specify) United United United United United Way Way Way Way Way 79301 Last Year Surplus/Deficit Surplus 431,416 423,839 416,411 409,398 392,253 Total Revenue Page 190 Expenditures Salaries — Full Time 1 203069 1 198600 1 194230 1 189956 2023 184800 Salaries — Part Time 115669 113124 110634 108200 99500 Administration 34370 34370 34370 34370 34370 CPP/EI 25499 24938 24389 23852 22750 Employee Benefits 24368 23832 23307 22795 22173 Facility Rental 1200 1200 1200 1200 1200 Office Supplies 1500 1500 1500 1500 1500 Telephone 2480 2480 2480 2480 2480 Youth Recognition 2500 2500 2500 2500 2500 Maintenance 2500 2500 2500 2500 2500 Mileage 1400 1400 1400 1400 1400 Food 500 500 500 500 500 Client Assistance 300 300 300 300 300 Fundraising 5000 5000 5000 5000 5000 Program Supplies 7281 7815 8321 9065 7500 Page 191 Staff Training 1600 1600 1600 1600 1600 Insurance 2180 2180 2180 2180 2180 Total Expenses 431416 423839 416411 409398 392253 Surplus (Deficit) Note: All applicants must complete this section in order to have application considered for funding. Please summarize your budget information using categories listed above. Page192 *** /U 11% M n a), qT1 t NYt R a arint Youth Centres Presented to Municipality of Clarington November 24th 2023 Page 193 M PC AN "To reduce the impact of crime and its causes by providing a spectrum of effective prevention and intervention programs." We envision a Durham Region where everyone contributes to a safe, healthy and just community." howard society Page194 Durham A � L tre F-1 Coy AAM Social/Leisure Recreation /Sports Lifeskills/workshops Creative Arts/Music Volunteer/Community Page195 Act 0 Ivity Matters " All moments have potential, and with careful planning, the moments that we create during our planned and purposeful activities have the potential to change a life, for the better, for ever." Phelan, J (2023) Activity Matters: Using Activities to Build Connections in Child and Youth Core. Cape Town: The CYC-Net Press o .. ■ _r . o6mmomo r �J k1l - I w r 1�1 I N ap IL p�larington 4 Y• '-�w.;�' - � ! r - x�"t - '�a. , .7.Vu �'' � a 1 ".i:�..'' r:�l�v�-`•atQ :_ �-C' �"d`= �- '� _ :i ��,�' 'ram •�'"'•, ���� ,R-i i�l;la � _ - �� � � •i` � .. - _-._ ��.{'._. _ i � .' r -. - •' 1:L T[Y]tlh PhRR �:1 �.':�' ~_• 3$. � : - �--,� 'C - r TOM MINE] LIA. W Znfr W7; NEU— mIs. 4. f Boom" 9 A). v Unit u -=got fIT:::, —MEN tc�' 1.. , , - -- - F i r• I/Ft/ _iF-mfuw,--IT y J ,■ // � I f / s � r ,;:rid` k•*''' -��..; -F k. - - r ,afi�cee,, .���•.�, Fes' �wri�21. 1.�}�'.,:. _ - ., 14. r - -r � -}Y�^ , - ' ' �,. , , - .• i . ti � - - i .ice'. _ _ � - six''.: _f.,.. �,: `' ♦ - I••. ,� •, +�f�..,a, f`4' •;yf:� `,; •_ ..'�-�'fS ,.�,ih �.'r'�' .r: �y'•r''-. � '' � -� '_ � .w',''�I[+: .,'Lli 7 Attendance Jan -Mar ber�F�l Num 31000 17500 V 00 Loft Firehouse *8 youth per night target Oct -Dec NYC Page 202 00, 1 Law r 1 1 s1� i _ f- 1 Illomp . : 6 i q ► i� ►} * ■• ' CE s . lL ._ I x $364,3981000 2024 Funding Request *Reduced by $79,301,00 surplus $2135009700 Municipal Grant Fundraising/Donations United Way Salaries Operational Costs TOTAL 357,253 25,000 10,000 392,253 329,380 62,873 392r253 I 364,398 35,000 10,000 409,398 344,803 64,595 409,398 Page 206 Lookii �Novse *NYC * r�� <GAt* . NEINCAST�*v • to 2024 Enhanced Cooking Programs Music Production and Recording Youth Led Initiatives Community Outreach and Collaboration Focus on Staff Recruitment Page 207 q I v v Thank You cycentres.ca i "'" @cycentres Page 208 Submit Original to: Municipality of Clarington Financial Services Department 40 Temperance Street Bowmanville, Ontario L 1 C 3A6 finance _clarington.net Submission Deadline: Friday, September 8', 2023 Please Print or Type Please Complete All Areas Organization Information Contact Information Page 209 Officers for current year Position President Helen Brenner hjbrenner1 @yahoo.ca Secretary Fayrial Leung fayrial.leung@outlook.com Treasurer n/a n/a Is your Organization incorporated as non-profit? If yes, when? (dd/mm/yy) Is your Organization based within the Municipality of Clarington? Is your Organization based within the Region of Durham List the programs/services provided by your Organization: Yes ❑x No❑ 24/02/1983 Yes ❑x No❑ Yes ❑x No❑ Community Care Durham (CCD), is a multi -service, registered charitable organization providing a broad range of services for adults who have needs related to aging, physical and/or mental health. We assist our clients with services that support their independence, health, and quality of life. In doing so, we help them remain in their own homes - where they want to be. Some of our services are provided free of charge while others have a user fee to assist with the total cost of service delivery. Our services are administered through service locations across Durham Region. CCD is now ready to embrace new challenges with an emboldened strength of purpose and experience. We intend to make CCD a leading community support agency in Ontario, setting the standard for responsiveness, quality, efficiency, and innovation that will benefit tens of thousands of Durham residents. Our Strategic Plan is focused on four priorities to focus our efforts to meet the challenges and opportunities that lay ahead: • Enhancing Client Quality of Life Page 210 Investing in Our People Championing Healthy Communities Building for Our Future 2023 marks our 46t" year of serving the Durham Region community. During this time, we have responded to citizens' needs and we shall continue doing so with our dedicated staff, volunteers and our many Durham partners. CCD's Programs and Services Community Care Resource Nurse (CCRN) — new in 2022123 The CCRN will provide nursing services such as: • health education/teaching • physical and mental health assessments • healthcare navigation and collaboration (assist clients in accessing resources such as family MD visits, blood work requisitions, physiotherapy, home and community care, etc.) • wellness checks, and post -hospitalization assessments to ensure clients are safe in their homes after being discharged from hospital The factors outlined above are the key motivators of the CCRN Pilot Project within CCD. The CCRN will assist clients in ways of conducting clinical assessments (mental health, physical health, etc.), providing support and advocacy in health care navigation, visiting clients after an ED visit or admission to hospital, and by providing health teaching and education. Through the support of the CCRN, clients living in the community and care providers will have access to clinical experts who are able to make timely interventions that could prevent loss of independence; emergency department visits; avoidable hospital admissions; and a premature move to a long-term care setting for an older adult. CCRN services are available across Durham Region and are offered in a senior's own home through in -person visits, virtual, and telephone consultations. There is no fee for CCRN services. Community Food Box First developed in response to the challenges created by the COVID-19 pandemic, CCD's Community Food Box program is continuing to support vulnerable members of our community that are unable to safely acquire needed essentials. With the support of local businesses and farms, the food boxes contain the essentials for healthy eating, much of which are locally made or grown. The boxes an affordable approach to safely accessing healthy, nutritious food help. We are continuing to partner with local businesses to bring clients a truly "community" experience, with the goal of expanding to a robust "farm to table" program with the support of local growers, many in Clarington. Community Food Boxes are delivered to clients by CCD volunteers and Page 211 staff every Friday. The Community Food Box costs $35.50 (subsidies available) and includes the equivalent of 5.5 meals. Delivery and safety check at no additional charge. Meals on Wheels Nutritious hot and/or frozen meals help ensure clients' nutritional needs are met while also providing social interaction and a safety check from our volunteers who make the deliveries. In response to client/caregiver requests, meals can also be ordered online. There are presently 9 routes throughout the Municipality of Clarington where hot meals (entree, soup, salad and dessert) are delivered, which equates to approximately 145 meals per week. Frozen meals (entree and soup/dessert as per client preference) are available on a weekly basis with presently 6 routes which equates to approximately 180 meals per week. A variety of meals is provided using two different suppliers. Meal choices can accommodate a variety of nutritional requirements (diabetic, renal, minced etc.). Hot meals are available Monday to Friday and are delivered between 11:00 a.m. and 1:00 p.m. Frozen meals are available weekly and are delivered based on geographical location and /or volunteer availability. There is a cost to the meal(s) with subsidies available. Transportation Transportation services provide a great solution when individuals are unable to use public transportation because of needs related to aging, physical and/or mental health and when friends or relatives are not available to help. Rides, primarily to medical appointments, shopping, errands, and personal appointments and to access CCD programs, are provided by CCD staff using CCD vehicles or volunteers using their own vehicles. Our staff drivers utilize a fully accessible bus and two minivans that are equipped with a specialty seat system on the passenger side to facilitate entry and exit for individuals with mobility issues. Many of our Clarington Adult Day Program clients rely on this service in addition to many other Clarington CCD clients to access not only CCD services but other appointments and errands. This is a fee for service with a minimum fee applied and set fee structure depending on location of drive. Luncheon Out These gatherings provide group outings for clients to enjoy a meal and socialize with other individuals from their community. Where needed, transportation to the event is also available. With the focus on helping seniors stay connected, CCD's Luncheon Out program outings typically include a hot nutritious meal, great entertainment, and health/wellness demonstrations. Current locations in Clarington include Courtice, Bowmanville and in the fall in Kendal. The Luncheon Out program usually has 40-55 individuals attending on average. There is a reasonable fee for the lunch and a small additional fee if needing CCD to provide transportation to and from the event. Friendly Visiting Clients who are isolated and would benefit from a visit are matched with a Friendly Visiting volunteer. The volunteer offers companionship on a regular basis with a Page 212 face-to-face visit or telephone visit at the mutually agreed upon time. Visits are up to two hours in length. During a Friendly Visit, clients and volunteers may engage in a variety of activities including: a friendly chat, shared hobby, exercise or learning a new skill/hobby, all while making a lasting friendship. There is no fee for this service. Telephone Reassurance / Wellness Checks Telephone Reassurance provides peace of mind for the clients and their loved ones with a social call without the face-to-face Volunteers provide regular phone contact - for social reasons or for security interactions. This can be a daily check on their wellbeing and provide social interaction by a volunteer. For security calls, the client's emergency contact is called if the client does not respond to the call. This service remains extremely in demand. Calls can be made anytime during the day, 7 days a week, depending on the needs of the clients and availability of the volunteer. There is no fee for this service. Foot Care Clinics Foot Care services are provided by registered foot care nurses in a community - based setting. The clinics provide regular foot care and recommend chiropodist and physician referrals where needed. CCD's Foot Care program is an important Health and Wellness service that is available to people who need assistance with basic foot care due to loss of vision, mobility issues or diabetes or when friends or relatives are not available to help. Presently Foot Care clinics are held in Newcastle, Wilmont Creek and Clarington Hub. Each appointment is 15 minutes and there is a fee for service. COPE Mental Health Program COPE (Creating Opportunities for Personal Excellence) is a unique community -based mental health service that offers group support to individuals aged 16 and older with emotional, mental health, and/or life adjustment concerns. Our programming is focused on education, community connection, and coping strategies to assist with the management of mental health symptoms and overall wellbeing. The COPE Mental Health Program currently includes the following components: 50+ emotional support groups relating to anxiety, depression, bipolar disorder, stress management, chronic pain, bereavement, men's wellness, women's wellness, and social support. Recruitment, screening, comprehensive mandatory training, ongoing support and supervision of volunteers to provide support group facilitation for group members Educational events and life skills development through our Let's Talk About events, weekly Life Skills Group, and series of 4 to10 week workshops offered Page 213 continuously throughout the year with topics such as Managing Anxiety and Depression, Mindfulness and Meditation, Self -Esteem, Self -Compassion, Distress Tolerance, Unhelpful Thinking Styles, and more! Assessment, referral, and mental health/social service information to the community. This program offers virtual and in -person support groups. Since the virtual format can accommodate more participants in each session, the waitlists for this program have been removed. There is no fee for this service. Adult Day Program Offers a safe and comfortable setting for clients with needs related to aging and/or disability to enjoy a wide array of social and therapeutic recreational programs. CCD Adult Day Programs can provide your loved one with supervised therapeutic programming in a diversified, socially inclusive, and secure environment. Caring for a loved one requires an opportunity to take a break, and this is another benefit of this service. We design our program to improve clients' physical, social, emotional, and cognitive health. A hot nutritious meal and snacks are also part of the day. Qualified staff and volunteers provide recreational programming and assist with routine living activities. The program operates Monday to Friday from 8:00 a.m. to 4:00 p.m. and clients from all areas in Clarington can utilize the CCD accessible bus for transportation to and from the program. This is a fee for service program. Exercise & Falls Prevention A provincial initiative with the primary objectives of maintaining, expanding, and improving access to exercise and falls prevention classes for older adults. Focusing on increasing strength, flexibility, balance, and endurance, Exercise and Falls Prevention classes help people to maintain and/or improve their physical abilities to reduce their fall risk as they age. This helps to maintain their independence and improve their overall quality of life. These classes are offered free of charge to all eligible participants. CCD currently provides oversight for this initiative at in -person sites in Durham Region; with 4 sites hosting classes in Clarington including Municipality of Clarington Newcastle Library location, Wilmont Creek, Seasons and Bowmanville Creek Retirement. Our program offers the falls prevention classes and regular exercise classes in addition to a variety of classes that include Zumba, Yoga, and Stretch and Tone classes weekly. We also provide daily virtual classes for individuals who cannot access a physical location. Access to Primary Care (APC) Enables high risk seniors access to their primary care appointments by utilizing the successful service delivery structure of the existing Home at Last program. APC Personal Support Workers accompany older adult clients (or those with special needs) to critical primary care appointments. APC workers stay with the client Page 214 throughout their appointment to provide support and settle the client home safely following their appointment. This service ensures clients have access to primary care support in a delivery method that is cost-effective and client focused. Assisted Living Services for High Risk Seniors (ALS) CCD's Assisted Living services are offered in a variety of settings, including seniors' apartments, social housing buildings or even in a senior's own home from hub locations in Pickering -Ajax, Whitby -Oshawa, and Clarington. Available to eligible clients residing in the retirement community of Wilmot Creek in Newcastle. This service provides support to high -risk seniors living at home and includes personal support, homemaking, security checks and reassurance services. Regularly scheduled visits are provided on a 24/7 basis by Personal Support Workers and the care provided is based on the needs of the client. Clients also have the option of requesting unscheduled visits by a Personal Support Worker for needs that cannot wait until the next scheduled visit. Again, unscheduled visits are available on a 24/7 basis. Personal support Services, Homemaking Services, Security Checks and Care Coordination are major functions of this service. Home at Last (HAL) Program A collaboration between community hospitals, Home and Community Care Support Services (formerly known as CE-LHIN) and CCD, which assists clients with their settlement home upon discharge from the hospital and provides short term personal support to assist with this transition (i.e., transportation home, safety check of the home environment, linkage to community resources, grocery shopping, meal preparation etc.). It also ensures appropriate referral and linkage to CCD services. In -Home Respite A regional caregiver relief service offering a temporary break from the responsibility associated with caring for a loved one with needs related to aging and/or disability. Care is delivered by qualified Personal Support Workers who partner with care partners to ensure their loved ones are safely cared for while care partners take time for their own activities, helping to prevent care partner burnout and illness. PSW's maintain a safe environment and are trained to provide personal care, assistance with routine living activities, social interaction, meal preparation, client centered homemaking and more. In home Respite can be scheduled during the day, evening and overnight depending on the client/care partner need. There is a fee for service for this program. Home To Stay CCD's Home to Stay Program is a full fee for service program available to clients requiring the skills of an Experienced Caregiver for routine activities of daily living and instrumental activities of daily living. Both Personal Support Worker and Homemaking Services are available and both support clients care to help them stay at home longer. Page 215 What is the total program registration or association membership in your Organization? 9,698 (FY2022-23) What percentage of your registration or membership are Clarington residents? 15% Registration in Clarington is broken down as follows: Service FY2022-23 Access to Primary Care 13 Adult Day Program 69 Assisted Living 68 COPE Mental Health 148 Home at Last (Home Settlement after Hospitalization) 67 Home First (Hospital Discharge Assistance) 118 Home Support (Personal Support Care) 747 In Home Respite 23 Supported Referral 429 Detail of Home Support Services FY2022-2023 (CLIENTS) Community Food Box 38 Meals on Wheels 205 Foot Care 261 Transportation 313 Visiting Social & Safety 79 Number of COPE Mental Community Volunteers Health Support Clarington 13 195 Page 216 Describe how the program/services provided by your Organization will benefit as a result of Municipal funding. Clarington residents have and will receive a number of important benefits as a direct result of this municipal funding. Expanded Services: CCD's Assisted Living program was initially offered to residents of Wilmot Creek. Service was then expanded to a 5 km radius around Wilmot Creek. Most recently it has expanded even further to a 10 km radius enabling CCD to provide 8716 hours of care in FY22-23. • Dedicated Transportation Service: Clarington is the only municipality in Durham Region that has a CCD accessible bus dedicated to ensuring their residents have transportation to programs, medical appointments, etc. Last year 6906 rides were provided to Clarington residents, a higher number than any other municipality. Client Fee Subsidies: CCD provided $31,305.70 in program/service subsidies to residents of Clarington in FY22-23 who were/are experiencing financial challenges. We never want finances to be a barrier to clients accessing the programs/services they need. No Adult Day Program Waiting Lists: There are no waiting lists for our Adult Day Program in Clarington whereas there are for other municipalities. Beneficiary of Pilot Programs: When CCD launched its Community Care Resource Nurse program, this valuable service was offered to residents of Clarington. This pilot program is proving vital in reducing hospitalizations/emergency department visits while providing fast and efficient care to clients and preventing the exacerbation of chronic and/or new health conditions. • Feedback from Clients: Staff at CCD's Clarington office receive frequent phone calls from clients in Clarington thanking us for the vital programs and services we offer and saying that they "don't know what they'd do without us". Results from our annual client and care partner surveys indicate that 92% of our clients give us a positive satisfaction review while 97% of care partners do. Incredible Value for Funding Provided: Here are statistics for some of the other programs/services received last year by the 1366 Clarington residents that we support: Page 217 `��MUM�rf f 2,284 2,193 Meals Group Participants CLOD Bpi AD 4OXY PRo �6 * WZL` 44• c��� 10,893 rti • "fig 1,014 " Hours of Care Foot Care Visits ARPGRANS Py9 �N Wy�� y`'�SOD L Yeti g� Ip 18,363 T c 8,716 a Meals Hours of Care What funding category does your Organization fall into? ❑ Recreation & Leisure ❑ Civic X Social ❑ Boards of Council / Hall Boards 2024 Request (insert dollar figure) $53,476 2025 Request (insert dollar figure) $54,546 2026 Request (insert dollar figure) $55,637 2027 Request (insert dollar figure) $56,750 Page 218 If you are requesting an increase in the We are requesting the allowable municipal grant for 2024, please indicate inflationary annual increase of 2%. the reason for the increase. If you are requesting an increase in the We are requesting the allowable municipal grant for 2025, please indicate inflationary annual increase of 2%. the reason for the increase. If you are requesting an increase in the We are requesting the allowable municipal grant for 2026, please indicate inflationary annual increase of 2%. the reason for the increase. If you are requesting an increase in the We are requesting the allowable municipal grant for 2027, please indicate inflationary annual increase of 2%. the reason for the increase. Has your organization made a previous request for a Municipal grant to the Yes X No❑ Municipality of Clarington? If yes, please complete the following: Mun. of Clarington 2022-2023 Requested $53,895 Received $52,427 Mun. of Clarington 2021-2022 $52,580 $52,580 Mun. of Clarington 2020-2021 $54,000 $54,000 Mun. of Clarington 2019-2020 $50,000 $50,000 Mun. of Clarington 2018-2019 $50,000 $50,000 Mun. of Clarington 2017-2018 $40,500 $40,500 Mun. of Clarington 2016-2017 $48,000 $39,500 Mun. of Clarington 2015-2016 $29,532 $29,532 Page 219 Has your organization requested funding in the last 12 months from any other Municipal, Yes X No El Provincial or Federal department or agency? If yes, please complete the following: .Requested Township of Scugog — Kilometres for 2023 1000 1000 CCD support Community Services Recovery Fund 2023 95,000 0 (Gov't of Canada) United Way 2023 68,000 58,000 Ontario Community Supports 2023 187,211 0 Association Community Care Durham is requesting annual funding from all eight Durham Region Municipalities for the upcoming year and will continue to do so moving forward. This will allow us to enhance the programs/services we offer in each municipality, remove waitlists, provide more subsidies, etc. Terms and conditions In the event that the funds allocated are not used for the services, event or project as described in the application, or if there are misrepresentations in the application, the amount of the financial assistance will be payable forthwith to the Municipality. 2. The applicant will make or continue to make attempts to secure funding from other sources, external to the Municipality of Clarington. 3. The applicant will keep proper books of accounts of all receipts and expenditures, relating to the services, event or project described in the application. 4. The applicant will retain and make available for inspection by the Municipality or its auditors all records and books of accounts of the Organization upon request from the Municipality, (which may be made within two years of the grant award). 5. If the recipient is an arms -length agency, the Grant Recipient shall indemnify and hold harmless the Municipality of Clarington against any claims, costs, causes of action, fines or any other losses or other penalties the Municipality of Clarington suffers related to the giving and usage of the grant to the grant recipient. Page 220 Declaration of Organizations' Executive We certify that, to the best of our knowledge, the information provided herein is an accurate and complete and is endorsed by the Organization, which we represent and accept conditions as noted in this application. Name Title Date Signature James Meloche Chief Executive Officer Sept. 7/23 Jennifer Rusaw Vice President, Client Sept.7/23Servic c� �4r`.Mr%L 1"7 This Application must be signed by two (2) Members of the Executive. Budget Information Please complete, in detail, the attached form. Also include a copy of the most recent statement of revenue and expenditures and statement of Assets/Liabilities (balance sheet), for the most recent fiscal year. Please return application form to: Financial Services Department Municipality of Clarington 40 Temperance Street Bowmanville, Ontario L1 C 3A6 (905) 623-3379 ext. 2601 finance clarington.net Budget Information $216, 057 $211, 821 $207, 667 $203, 596 $231, 343 Grants — Federal / Provincial $56,750 $55,637 $54,546 $53,476 $52,427 Municipal Grant Page 221 0 0 0 0 0 Memberships 0 0 0 0 0 Registrations $695, 500 $595, 500 $495, 500 $395, 500 $252, 945 Fundraising $12,950,959 $12,697,018 $12,488,057 $12,203,978 $12,292,381 Other — Ontario Health Funding Other —Client $2,500,164 $2,451,142 $2,403,080 $2,355,961 $1,884,829 Fees Other — $56,363 $55,258 $54,174 $53,112 $32,548 Investment Income Other — $186,277 $182,625 $179,044 $175,533 $179,051 Amortized Capital Contributions Other — Grant 0 0 0 0 $334,453 Funding and Rebates Last Year Surplus/Deficit $16,662,070 $16,249,000 $15,842,069 $15,441,155 $15,259,977 Total Revenue - L�� Salaries — Full $8,566,342 $8,312,012 $8,060,708 $7,812,370 $7,020,277 Time Salaries — Part $3,474,579 $3,406,450 $3,339,657 $3,274,173 $3,991,942 Time Facility Rental $413,233 $405,131 $397,187 $389,399 $378,348 Page 222 Office Supplies $56,102 $55,002 $53,923 $52,866 $67,673 Telephone $76,420 $74,921 $73,452 $72,012 $68,382 Advertising $43,695 $42,839 $41,999 $41,175 $41,020 Maintenance $306,216 $300,212 $294,325 $288,554 $258,074 Utilities $91,476 $89,682 $87,924 $86,200 $63,087 Other— Direct Program Expenses $3,331,862 $3,266,531 $3,202,482 $3,139,688 $3,204,293 Other- Amortization $302,144 $296,220 $290,412 $284,717 $276,118 Total Expenses $16,662,070 $16,249,000 $15,842,069 $15,441,155 $15,369,215 Surplus 0 0 0 0 $(109,238) (Deficit) Note: All applicants must complete this section in order to have application considered for funding. Please summarize your budget information using categories listed above. Page 223 (M Community Care Durham SUPPORTING PEOPLE, STRENGTHENING COMMUNITY Municipality of Clarington 2024-2027 Budget — Special Request Community Care Durham (CCD) is requesting an additional $148,647* to purchase an accessible passenger bus for use in the Municipality of Clarington. CCD's transportation service continues to be a necessary and important support to Clarington residents, ensuring that they can access medical appointments (within and outside of Durham Region), vaccination clinics, attend CCD's Adult Day Program, and go shopping for groceries or other necessities. In 2022-23, CCD's transportation service provided 6,906 drives in Clarington — a higher number than any other municipality. Clarington is the only municipality with a dedicated CCD accessible bus and we're proud to have been offering transportation services to residents with an accessible bus for well over 20 years. Many residents, especially those with physical and/or cognitive challenges, rely on CCD's transportation services as options for safe, accessible, and affordable transportation are very limited. As Durham Region Specialized Transit moves towards an integrated model for passengers with conditional eligibility involving transfers between vehicles for trips greater than 3km, CCD continues to provide door-to-door service for all our clients. As required, CCD's transportation service may also include an attendant to ensure the comfort and safety of all passengers during the trip. This is particularly important for the independence of passengers with physical and/or cognitive challenges and it means that family members/care partners are not required to accompany their loved ones on scheduled trips. CCD also partners with other organizations in Clarington to provide accessible transportation to support their events and programs. The CCD accessible bus currently providing transportation in the Municipality of Clarington has been in use for nearly a decade and will need to be replaced as part of CCD's Capital Replacement Policy. In the past 21 months, almost $20,000 of maintenance and unexpected repairs were needed on the bus. A new bus would provide accessible transportation for Clarington residents for the next ten years. It is important to note that CCD will ensure that costs related to maintenance, staffing, and operation of this vehicle are covered. Also, transportation services were included in CCD's modernization initiative which was implemented earlier this year. This initiative will result in more efficient scheduling and overall operations to maximize the number of residents able to use CCD's transportation services each day. *Please refer to attached quote for further details and specifications of this accessible bus with capacity for 10 passengers and 2 passengers using wheelchairs. Page 224 August 30/23 Humberview MOB I L I TY Customer Name Address City Prov PC Community Care Durham 20 Sunray St. Unit 1 Whitby ON L1N 8Y3 Contact Person Phone # Email Manufacturer Model # QTY Sarah Thorneycroft 905-430-1880 Diamond VIP2000 1 1 Diamond VIP2000 WCL Bus -138" Wheelbase Date Model Year Passenger Quantity New/Used Wheelchair Capacity Ford E-350 / 7.3 V8 Gas / 6spd Auto / 12,500 GVWR 10-31-2022 2023 10 Passengers NEW 2 3 � -w.� wnrr�c n, xz PL.�.CNCNY. �-rc,erssw+vcow ®-N'11PRLGh/YRTiF AOF'N 5YA'KJLPYff �EL� AW M7�N. 0-N'11PRLGhA'RTiF AOF'N STORAG' PAG I.OG.YA%N. hGN-fG fv 5 rrmwwmc v WXGIFf!NW6 oiamono Page 225 • Humbervievw Company Name Address City Prov PC (N., 0 F3I L I TY Contact Person Phone # Email Manufacturer Model # QTY I V I INTERIOR FEATURES: EXTERIOR FEATURES: CANADIAN CLIMATE PACKAGE Gerflor Siruis Anthracite 100% Composite Bus Body Structure ACT 70,000 BTU Air Conditioning System RH & LH Entry Assist Rail 100% Composite Entrance Steps Qty 2 65,000 BTU (1)Floorheaters (1) Wall Mount Grab Handle Vertical , R&L of Entrance Door 3 Egress Windows per side Insulated Heater Lines Electric Bi-Fold Entrance Door- 32" Timbren Suspension Booster Pump Modesty Panel Behind Entrance Door and Driver Diamond Plate Driver Running Board with Anti- Undercoated Body LED Lighting Package Skid Tread Color coded Wiring -Aisle Lights Power and Heated Side Mirrors 100% Composite Bus Body Structure Canadian Bilingual Decal Package Daytime Running Lights CMI Fabric ceiling , Abs Interior Walls Emergency Roof Hatch LED Lighting Package Coat Hook for Driver -Marker Lights/Turn/Reverse/Brake SAFETY EQUIPMENT -Side Mount Turn Signals w/ First Aid Kit SEATING Guards Emergency Triangle Kit Freedman ES -Go (10) Fixed Seating -Centre Mount Brake Light Interior Warning Decal Kit -Bilingual French/English Level 3 Seat Covers (Indigo Blue) Front and Rear Mudflaps Fire Extinguisher-5LB 3pt . Seat Belts Undercoated Body Arm Rests -Aisle Side Exhaust Run to Driver Side Grab Handle Aisle Side Rear Tow Hooks (2) Factory Ford Driver Seat with Factory Cover 34x60 Rear Door with 2 windows Rear Bumper Body Colour: White Molding Drip WHEELCHAIR EQUIPMENT Rear Mount Wheelchair Lift AUDIO VISUAL/ELECTRONICS: Braun ADA Century 2Wheelchair Lift, 1000IBS (Rear Pump) Ford AM/FM Wheelchair Ramp Restraint Belt Backup Camera with 7" Colour Monitor COLOUR & FINISHINGS QUICK REFERENCE: Q'Stralnt Slide-N-Click Restraints MP3/Aux Input Retractable Lap and Shoulder Belts Backup Alarm Exterior: White Q'Straint Storage Bags Gateway Interlock Kit with Fast Idle System Kubota entry Door lock Interior: Soft Touch Fabric Interior - Dual Leaf Wheelchair Door Rear Door Ajar Buzzer Seating: Freedman ES -GO 3pt. Seatbelts D409 Decal Package PA System Seating Fabric: Level 3 - Indigo LED Light and Buzzer at W/C Door VEHICLE PRICE Two Way Radio Prep Package SUMMARY Flooring: Gerflor - Sirius Anthracite PRICING *Includes Ontario Safety Inspection Currency CDN Dollars Pricing does not include Provincial Tax Quote is Valid for a period of 15 Days $25,000 Deposit Due at Signing; 2ND deposit of $ 55,000 Due when VIN# is assigned Delivery Remaining Balance Due Upon Notice of Completion Prior to Deliver Photos are for Reference Only *May Contain Optional Features PRICE (Taxes $148,647 Excl.)Per Unit Page 226 Community Care Durham SUPPORTING PEOPLE, STRENGTHENING COMMUNITY Community Care Durham Municipality of Clarington November 24, 2023 Page 227 Supporting People, Strengthening Community Overview of Community Care Durham • Our 340 staff and 920 volunteers provide a wide range of health and social support services to 9,682 clients across Durham Region. • We support 1366 clients in Clarington with many receiving more than one service — 2099 program participants. • 203 dedicated volunteers in Clarington provided 11,924 hours of service. • Our clients are 16 to 106 years of age. • 92% of our clients and 97% of their Care Partners report positive satisfaction with our services. ® Community Care Durham Based on FY22-23 SUPPORTING PEOPLE, STRENGTHENING COMMUNITY Page 228 2 Supporting People, Strengthening Community Overview of Community Care Durham • Through our supports, CCD addresses the needs of Seniors, Food Security, Mental Health, social Isolation, Ldre Partner Burnout, and Hospital Avoidance, enabling clients to safely live at home. • Consider the costs: • $730/day -Hospital • $201/day -Long Term Care • $103/day for an individual to remain at home with supports ®Community Care Durham SUPPORTING PEOPLE, STRENGTHENING COMMUNITY Page 229 i Supporting People, Strengthening Community Mission Supporting People, Strengthening Community With coordinated networks of volunteers and staff, enrich the well- being and quality of life for people wherever they call home. Vision Communities where people are enabled to maximize their independence and thrive wherever they live. C Community Care Durham SUPPORTING PEOPLE, STRENGTHENING COMMUNITY Page 230 I 45+ years of serving the Durham Community 4 Supporting People, Strengthening Community Our Strategic Priorities •Enhancing Clien • Investing in our t Quality of Life People *Championing Healthy Commun *Building for our Future C Community Care Durham SUPPORTING PEOPLE, STRENGTHENING COMMUNITY Page 231 sties 0 Community Care Durham SUPPORTING PEOPLE, STRENGTHENING COMMUNITYOur I 7• ti Services Page 232 CCD's Support of Clarington Residents 1,366 clients ro�14UN/r� �ANN { W 4z - � s�P • N 8,304 2,284 . . Visits ��oQso- Meals pROGRA�S Social & Safety 1,014 Foot Care Visits 2,193 Group Participants eo, IDAY PPjc, q �Xss plri ��5 ON Wy��cpORT,�� 1Ed}bf 18,363 6,906 �o 0 Meals Rides Page 233 'rv€° 10,893 Hours of Care 1,963 Respite Hours of Care 8,716 Hours of Care Based on FY22-23 7 Supporting People, Strengthening Community Food and Nutrition Meals on Wheels (hot and frozen) • Last year CCD delivered 18,363 hot and frozen meals to 6.iarington residents. Community Food Box • We delivered the equivalent of 2,284 meals to wring -Eon residents. ®Community Care Durham SUPPORTING PEOPLE, STRENGTHENING COMMUNITY Page 234 lk&h, /Mf U 1 y�,O. PAS O N WA \00 D BOA' 6-0 Supporting People, Strengthening Community (A-00D s ONeu, pp g pSu ortin In a en encefo o80�' Tom, a 94-year-old widower, gets Meals on Wheels delivered. He needed the program after losing his wife of 45 years. "My Martha, she spoiled me with all the cooking," he said of his late wife. "I felt so helpless when she passed. A grown man who can't even feed himself. I wouldn't be here (at home) if it weren't for them (the supports I receive)," Tom said. "I don't want to leave. This is my home:' C Community Care Durham SUPPORTING PEOPLE, STRENGTHENING COMMUNITY Page 235 Supporting People, Strengthening Community Adult Day Program • Full -day supervised, therapeutic programming • Activities are designed to improve cognitive, social, emotional and physical functions in either a group setting or based on an individual's needs • Care partners can take a break knowing their loved ones are safe and engaged • 10,893 hours of care in Clarington ® Community Care Durham SUPPORTING PEOPLE, STRENGTHENING COMMUNITY Page 236 10 Supporting People, Strengthening Community 00�-,Q PY PRO 4 Supporting Clients & Their Care Partners (.1�,,;; _z "Thank you to all of the Day Program staff and volunteers. Since my husband started coming there, he has really come out of his shell and is much happier at home as well. He speaks so highly of you all and is enjoying himself immensely. It also gives me some to myself, and I always know he is in good hands." ®Community Care Durham SUPPORTING PEOPLE, STRENGTHENING COMMUNITY Caregiver of Adult Day Program Client Page 237 � 11 Supporting People, Strengthening Community COPE Mental Health Program COPE =Creating Opportunities for Personal Excellence • Community based support groups for individuals 16+ • In -person and online groups • Workshops • Focus is on education, community connection, and developing coping skills to improve mental health • group participants from Clarington ®Community Care Durham SUPPORTING PEOPLE, STRENGTHENING COMMUNITY Page 238 12 Supporting People, Strengthening Community Supporting Mental Health �GOPE it, �t*rA L HSPV- "Thank you for connecting us once again. Now more than ever, maintaining our connections is key to the stability and/or betterment of our mental health. Too often physical distancing can lead to isolation and for many of us, isolation can be deadly. Thank you for giving us a way to break this possibility:' ®Community Care Durham SUPPORTING PEOPLE, STRENGTHENING COMMUNITY COPE Client Page 239 h&h, 13 Supporting People, Strengthening Community Health and Wellness Foot Care Clinics • 1,014 visits in Clarington Exercise & Falls Prevention Classes Community Care Resource Nurse (new program) • A registered practical nurse (RPN) provides nursing services in clients' homes that aim to prevent hospitalizations/emergency department visits while providing fast and efficient care to clients, preventing the exacerbation of chronic and/or new health conditions. ®Community Care Durham SUPPORTING PEOPLE, STRENGTHENING COMMUNITY Page 240 PROGRAMS Supporting People, Strengthening Community Help at Home Respite —Caregiver Relief • 1,963 hours of care in Clarington Friendly Visiting &Telephone Reassurance • 8,304 visits in Clarington �tESPlri ri ®Community Care Durham SUPPORTING PEOPLE, STRENGTHENING COMMUNITY �ME AT �q\ Page 241 kk&h, 15 Supporting People, Strengthening Community Help at Home Assisted Living • Available to eligible clients residing in the retirement community of Wilmot Creek in Newcastle and all Bowmanville • Supports high risk seniors living at home • Services include personal support, homemaking, security checks, and reassurance services • Regularly scheduled visits are provided on a 24/7 basis by Personal Support Workers • Clients also have option of requesting unscheduled visits by a Personal Support Worker for needs that cannot wait • 8716 hours of care provided last year to residents of Clarington C Community Care Durham SUPPORTING PEOPLE, STRENGTHENING COMMUNITY Page 242 riVE 16 Supporting People, Strengthening Community Transportation • Accessible Van Service • Assisted Transportation • Medical & Other Important Drives • 6qO6 drives provided for residents of Clarington last year ®Community Care Durham SUPPORTING PEOPLE, STRENGTHENING COMMUNITY Page 243 ihh,6' 17 Benefits to Clarington Residents Supporting People, Strengthening Community as a result of municipal funding Client Fee Subsidies • CCD provided $31,306 in program/service subsidies to residents of Clarington in FY22-23 who were experiencing financial challenges. This ensured that finances were not a barrier to clients accessing the programs/services they needed. for Service Provided • Funding requested is equivalent to $25 per program participant in Clarington. • CCD is requesting equivalent funding from all municipalities in Durham and the Region. ®Community Care Durham SUPPORTING PEOPLE, STRENGTHENING COMMUNITY Page 244 Supporting People, Strengthening Community Benefits to Clarington Residents as a result of municipal funding Expanded Services • CCD's Assisted Living program was initially offered to residents of Wilmot Creek. Service was then expanded to a 5km radius and further expanded to a 10km radius in Bowmanville enabling CCD to provide 8716 hours of care in FY22-23. Dedicated Transportation Service • Clarington is the only municipality in Durham Region that has a CCD accessible bus dedicated to ensuring its residents have transportation to programs, medical appointments, etc. Last year rides were provided to Clarington residents, a higher number than any other municipality — almost 25% of CCD's total rides. CCommunity Care Durham SUPPORTING PEOPLE, STRENGTHENING COMMUNITY Page 245 19 Benefits to Clarington Residents as a result of municipal funding Supporting People, Strengthening Community No Adult Day Program Waiting Lists • There are no waiting lists for our Adult Day Program in Clarington. Beneficiary of Pilot Programs • CCD's Community Care Resource Nursing program was first launched in Clarington and is proving effective in reducing hospitalization/emergency department visits while providing fast and efficient health care to clients. ®Community Care Durham SUPPORTING PEOPLE, STRENGTHENING COMMUNITY Page 246 20 Supporting People, Strengthening Community Why Your Continued Support is Important Partner with Community Care Durham to: • Create awareness of our programs to those who need it and help residents of Clarington safely and independently age at home — where they want to be. • Champion our role in Durham, with a focus on growth, collaboration and innovation to respond to the region's growing, and aging, community. • Advocate for sustainable growth funding with a focus on technology and wage parity. • Over time, help us bring to life the vision of Community Wellness Hubs across Durham through fundraising, connecting to local business, and grant supports. ®Community Care Durham SUPPORTING PEOPLE, STRENGTHENING COMMUNITY Page 247 21 JFtFICUrTIIrIg L:03-P_C y r ' Accessible Passenger Bus 1 \ A ge 248 22 0RTIIVC 10 Forthcoming Need � m • CCD's accessible passenger bus currently serving Clarington needs to be replaced within 2 years. 3NINV`y • Provides a vital service to Clarington residents, ensuring that they can access medical appointments, vaccination clinics, attend CCD's Adult Day Program, and go shopping for groceries or other necessities. • Last year CCD provided 6,906 rides to 355 clients in Clarington — a number that will only continue to increase. • CCD will ensure that costs related to maintenance, staffing, and operation of this vehicle are covered. • For an investment of $148.,647,, Clarington residents will have access to safe, accessible, and affordable transportation for ten years. Community Care Durham SUPPORTING REQ�RLE,��R9r��THENING COMMUNITY 23 ovililLmle L°y �. ,�,, ,ru �ti it+�� , ��� �[� r��r�� ) �"`, � Chi 5�+,• .�I '�C �. '• � f+�, 1, �� 1+' � '��.�, � 11}I,I`e' t �; 4 C;; �,, ti +�. rt �l � I ;: i Yi;,�, Submit Original to: Municipality of Clarington Financial Services Department 40 Temperance Street Bowmanville, Ontario L 1 C 3A6 finance(a)clarington.net Submission Deadline: Friday, September 8', 2023 Please Print or Type Please Complete All Areas Organization Information Contact Information Page 251 Officers for current year Position President Jen Berger board evac.ca 647-865-9338 Secretary Jess MacGregor secretary(@vac.ca 905-809-5034 Treasurer Hissan Khan hissanrkhanC@gmail.com 437-221-0699 Is your Organization incorporated as non-profit? If yes, when? (dd/mm/yy) Is your Organization based within the Municipality of Clarington? Is your Organization based within the Region of Durham List the programs/services provided by your Organization: Yes ✓ No❑ 04/08/1976 Yes ✓ No❑ Yes ✓ No❑ The VAC is dedicated to delivering contemporary art to the Clarington Community, the wider Durham Region, and beyond. Educational and public engagement programs are offered to kids, youth, and adults. At the same time, contemporary art exhibitions show the works of Canadian regional and national artists in various stages of their careers. The VAC is a safe space where ideas are exchanged, questions are asked, and connections are made. o art classes, art camps, workshops and PA Days for kids o art classes and workshops for adults o artist/curator talks and tours o educational and career development opportunities for artists, academic interns and high school Co -Op students o partnerships with other organizations o volunteer and engagement opportunities for youth and adults Page 252 What is the total program registration or association membership in your Organization? YTD September 4, 2023 Current Memberships = 184 Class Participants = 462 Gallery Visitors = 5,278 What percentage of your registration or membership are Clarington residents? 81% Describe how the program/services provided by your Organization will benefit as a result of Municipal funding. With the generous support of the Municipality of Clarington, the VAC continues to offer art and learning opportunities to the residents of Clarington. We can keep our classes and programs affordable while ensuring that artists and staff receive compensation for teaching classes and workshops and delivering programs. With this financial assistance, we can purchase art materials needed for programming and maintain the equipment in the studios for our members to use. This support also helps us support community partnerships. This funding support also assists with marketing, promotion and day-to-day mandatory office and operational expenses. What funding category does your ❑ Recreation & Leisure Organization fall into? ❑ Civic ✓ Social ❑ Boards of Council / Hall Boards 2024 Request (insert dollar figure) $234,826.00 2025 Request (insert dollar figure) $239,522.00 2026 Request (insert dollar figure) $244,313.00 2027 Request (insert dollar figure) $249,199.00 Page 253 If you are requesting an increase in the The VAC is asking for a 2% increase to municipal grant for 2024, please indicate assist with the cost of living and inflation the reason for the increase. increases. If you are requesting an increase in the The VAC is asking for a 2% increase to municipal grant for 2025, please indicate assist with the cost of living and inflation the reason for the increase. increases. If you are requesting an increase in the The VAC is asking for a 2% increase to municipal grant for 2026, please indicate assist with the cost of living and inflation the reason for the increase. increases. If you are requesting an increase in the The VAC is asking for a 2% increase to municipal grant for 2027, please indicate assist with the cost of living and inflation the reason for the increase. increases. Has your organization made a previous request for a Municipal grant to the Yes ✓ No❑ Municipality of Clarington? If yes, please complete the following: Agency Municipality of Clarington 2023 -. -. $230,221.00 Received $230,221.00 Municipality of Clarington 2022 $226,606.00 $224,606.00 Municipality of Clarington 2021 $223,315.00 $219,366.00 Municipality of Clarington 2020 $219,366.00 $219,366.00 Page 254 Has your organization requested funding in the last 12 months from any other Municipal, Yes ✓ No❑ Provincial or Federal department or agency? If yes, please complete the following: Agency -. -. Received Ontario Arts Council 2023 $15,359.00 $26,163.00 Canadian Museums 2023 $66,785.00 $53,661.00 Association Service Canada 2023 $35,262.50 $28,210.00 (Canada Summer Jobs) Canada Council 2023 $30,870.00 $30,870.00 Canada Council 2024 2024 $59,900.00 $59,900.00 Terms and conditions 1. In the event that the funds allocated are not used for the services, event or project as described in the application, or if there are misrepresentations in the application, the amount of the financial assistance will be payable forthwith to the Municipality. 2. The applicant will make or continue to make attempts to secure funding from other sources, external to the Municipality of Clarington. 3. The applicant will keep proper books of accounts of all receipts and expenditures, relating to the services, event or project described in the application. 4. The applicant will retain and make available for inspection by the Municipality or its auditors all records and books of accounts of the Organization upon request from the Municipality, (which may be made within two years of the grant award). Page 255 5. If the recipient is an arms -length agency, the Grant Recipient shall indemnify and hold harmless the Municipality of Clarington against any claims, costs, causes of action, fines or any other losses or other penalties the Municipality of Clarington suffers related to the giving and usage of the grant to the grant recipient. Declaration of Organizations' Executive We certify that, to the best of our knowledge, the information provided herein is an accurate and complete and is endorsed by the Organization, which we represent and accept conditions as noted in this application. This Application must be signed by two (2) Members of the Executive. Budget Information Please complete, in detail, the attached form. Also include a copy of the most recent statement of revenue and expenditures and statement of Assets/Liabilities (balance sheet), for the most recent fiscal year. Please return application form to: Financial Services Department Municipality of Clarington 40 Temperance Street Bowmanville, Ontario L 1 C 3A6 (905) 623-3379 ext. 2601 finance clarington.net Page 256 Budget Information Grants - Federal / $192,405 $188,632 $184,933 $181,306 $119,048 Provincial' Municipal Grant $249,199 $244,313 $239,522 $234,826 $230,221 Memberships $5,306 $5,202 $5,100 $5,000 $8,000 Registrations2 $129,468 $126,929 $124,440 $122,000 $145,500 Fundraising3 $77,468 $75,949 $74,460 $73,000 $58,000 Other (Specify)4 $12,204 $11,965 $11,730 $11,500 $25,200 Last Year Surplus/Deficit $1,535 $1,352 $1,401.00 ($8,115) ($30,446) $667,585 $654,339 $641,590 $619,517 $555,523 Total Revenue .202 - Salaries - Full Times $406,248 $398,282 $390,472 $382,816 $382,113 Q..,I..,Fies PaFt Tonge7 Faemlity Rental Program Costs, $140,973 $138,208 $135,498 $129,900 $92,000 Page 257 Office Supplies9 $20,620 $20,215 $19,819 $18,450 $14,700 Advertising $5,306 $5,202 $5,100 $5,000 $5,225 Maintenance $40,305 $39,515 $38,740 $37,000 $28,600 Utilities10 $12,000 $12,000 $12,000 $12,000 $12,000 Other (Specify)" $40,170 $39,382 $38,609 $32,950 $29,000 Total Expenses $665,622 $652,804 $640,238 $618,116 $563,630 Surplus (Deficit) $1,963 $1,535 $1,352 $1,401 ($8,115) Note: All applicants must complete this section in order to have application considered for funding. Please summarize your budget information using categories listed above. Revenue Notes: 'Grants: OAC CAC Service Canada Canadian Museum Association, 2 Registrations: earned revenue from Adult and Kids Classes, Workshops and Camps 3 Fundraising - Donations, Sponsorships, Mayor's Gala 'Other: Bank Interest, Art materials sales, catalogue sales, special events, Ontario Arts Endowment Expenditure Notes: 5 Salaries: Full Time, Paid Interns, Summer Student Wages, Staff benefits, MERCS s Part Time: The VAC currently does not have part-time employees ' Program Costs: Artist Fees, Catalogue Costs, Documentation, Installation, Instructor Fees, Art Supplies 8 Office Supplies: Sundry, computer lease, Online registration system fees, bank service fees, PO Box, Org memberships 9 Utilites: Holdback - telephone/internet, garbage disposal, liability insurance, hydro, water 10Other: Fundraising, Professional Fees, Insurance, Travel, Reserve Fund Page 258 Lea yo All. ITS" Invest in Cultureti Minds Connect Communities FAnoxic Memory -*V- Page 261 2023 SHORTLIST 6 days ago • • • x EXHIBITION OF THE YEAR Budget over $20,000 u Thematic Crip Ecologies: Vulnerable Bodies in a Toxic Landscape Art Windsor -Essex, in partnership with Tangled Art + Disability, 2023 @artwlndseres K Amanda Cachia, Curator & Exhibition Designer Nostalgia Interrupted Doris McCarthy Gallery, 2022 @dma utac Ingrid Jones, Curator & Exhibition Designer utures Visual Arts Centre of Clarington, 2023@--m.- acre Matthew Kyba, Megan Kammerer, Curators Galeries Galleries #2023GOGA ward s 2023 SH PT 6 days ago �f <' EXHIBITION OF THE YEAR Budget under $20,000 Monographic Anoxic Memory Visual Arts Centre of Clarington, 2023 t> Megan Kammerer, Curator ,1 s @visualartseentre t ;. Where Were You in '92? Agnes Etherington Art Centre, in partnership with Optica Gallery (Montreal), 2022 �•� Emelie Chhangur, Charlotte Gagnier, Nasrin Himada, Curators @aeartcentre S All Galeries ONTARIO Galleries #2023GOGAwards FEvery Beloved Object A Page 264 Every Beloved Object 7 I� r.. *Poor r i.• f Page 265 T„ L bw K •. � 4n OP6 fit- ]:f *-4 '1--' f'� Prelude/Requiem Sc Y •' Y 11 •7 f[}� s t�4%%t�a. s_ . An obligation to awaken, IF and at the same time, dream I to Page 273 ,It An obligation to awaken, and at the same time, dreams . an 5 Memories of the Mountain 47 41 :q*. � +fir r ' - • � _ May '� �• . T ,LIX Careers: Student Grants r` r.S �• .Y �� •�� M .� •-Cry r• �' .: �_ .C,rr." ,VP Educational Programs Y r 1 w -a Jr r Volunteers ge 10 . ; j Class Enrolment 2023 662 23.7% Community Programs J 20 535 CPL Winter Wonderlearn Clarington Christmas Party 2 Career Day Events Volunteers 4 bus groups 5 workshops 2023 60 2022 34 L4 g.3 Submit Original to, Municipality of Clarington Financial Services Department 40 Temperance Street Bowmanville, Ontario L 1 C 3A6 finance �clarington.net Submission Deadline: Friday, September 8', 2023 Please Print or Type Please Complete All Areas Organization Information Contact Information Page 282 Officers for current year Position President Chair — Crystal Yaki 905 441 2911 Gabrielle Bell Secretary 905 213 4628 (not board member) Gabrielle Bell Treasurer 905 213 4628 (not board member) Is your Organization incorporated as non-profit? If yes, when? (dd/mm/yy) Is your Organization based within the Municipality of Clarington? Is your Organization based within the Region of Durham List the programs/services provided by your Organization: Yes ❑ No® Yes ® No❑ Yes ® No❑ As per the Massey Will the Newcastle Community Hall is available for use by the community. We are currently home base to Newcastle Lions Club, YMCA EarlyOn Programming, Newcastle Historical Society, Soper Valley Model Train Association, Durham Masonic Lodge, Newcastle Bowling Association. The main hall is permitted to the public for fundraisers, celebrations, weddings, funerals, meetings, etc. We also have 2 meeting rooms available for use. Page 283 What is the total program registration or association membership in your Organization? N/A What percentage of your registration or membership are Clarington residents? N/A Describe how the program/services provided by your Organization will benefit as a result of Municipal funding. Municipal funding assists with the day to day operation costs of the hall. As this is a 100 year old historic building owned by the Municipality of Clarington it is important to continue to maintain the structure so that it continues to be available to the community as it was intended. Although the Board strives to increase rentals to cover the cost of operating this building at this time it has not been possible. ❑ Recreation & Leisure What funding category does your Organization fall into? ❑ Civic ❑ Social Boards of Council / Hall Boards 2024 Request (insert dollar figure) $35,000.00 2025 Request (insert dollar figure) $39000.00 Page 284 2026 Request, (insert dollar figure) $39000.00 2027 Request (insert dollar figure) $39000.00 If you are requesting an increase in the municipal grant for 2024, please indicate the reason for the increase. If you are requesting an increase in the Increased costs municipal grant for 2025, please indicate the reason for the increase. If you are requesting an increase in the Increased costs municipal grant for 2026, please indicate the reason for the increase. If you are requesting an increase in the Increased costs municipal grant for 2027, please indicate the reason for the increase. Has your organization made a previous request for a Municipal grant to the Yes j No❑ Municipality of Clarington? If yes, please complete the following: �Agency Municipality Year 2023 Requested 35000.00 Received 35000.00 Municipality 2022 45000.00 45000.00 Municipality 2021 71700.00 71700.00 Municipality 2020 20000.00 20000.00 Page 285 Has your organization requested funding in the last 12 months from any other Municipal, Yes ❑ No Provincial or Federal department or agency? L If yes, please complete the following: Terms and conditions 1. In the event that the funds allocated are not used for the services, event or project as described in the application, or if there are misrepresentations in the application, the amount of the financial assistance will be payable forthwith to the Municipality. 2. The applicant will make or continue to make attempts to secure funding from other sources, external to the Municipality of Clarington. 3. The applicant will keep proper books of accounts of all receipts and expenditures, relating to the services, event or project described in the application. 4. The applicant will retain and make available for inspection by the Municipality or its auditors all records and books of accounts of the Organization upon request from the Municipality, (which may be made within two years of the grant award). 5. If the recipient is an arms -length agency, the Grant Recipient shall indemnify and hold harmless the Municipality of Clarington against any claims, costs, causes of action, fines or any other losses or other penalties the Municipality of Clarington suffers related to the giving and usage of the grant to the grant recipient. Declaration of Organizations' Executive We certify that, to the best of our knowledge, the information provided herein is an accurate and complete and is endorsed by the Organization, which we represent and accept conditions as noted in this application. Page 286 This Application must be signed by two (2) Members of the Executive. Budget Information Please complete, in detail, the attached form. Also include a copy of the most recent statement of revenue and expenditures and statement of Assets/Liabilities (balance sheet), for the most recent fiscal year. Please return application form to: Financial Services Department Municipality of Clarington 40 Temperance Street Bowmanville, Ontario L 1 C 3A6 (905) 623-3379 ext. 2601 _fi_nancega clarington.net Budget Information Revenue FederalGrants — Provincial 2027 2026 2025 2024 2023 Munici•_ l Grant Memberships Registrations Page 287 Newcastle Community Hall Air Conditioning Proposal Presentation to Council Nov 24 2023 100 Years Serving Clarington • Donated by the Massey Family in 1923 to serve the community • Hub of the community of Newcastle and surrounding areas hosting weddings, dances, concerts, funerals, business dinners, celebrations, markets, and many other events every year Page 290 Benefits of Air Conditioning • Safer temperatures • Additional rentals, estimated at 8 more per year for main hall could mean $16,000 more in revenue • Preserve designated historical features of hall like the wood paneling (By -Law 93-147 NCH Heritage Designation) • Increase Efficiency since Air Source Heat pump offsets heating costs/ lowers fuel consumption (Clarington Climate Action Plan CCAP pg 40, 1.12 "Replace mechanical equipment with high efficiency") • Additional Community Cooling Centre (CCAP pg 47, 7.1) • Improved Air Quality Page 291 Cost • 2023 Clarington cost analysis (Hamilton Smith Limited) is $575,000 to $600,000 • If electrical upgrade is required, $600,000 to $650,000 (estimate only) Page 292 Clarftwn 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: Special General Government Committee Date of Meeting: November 24, 2023 Report Number: FSD-044-23 Submitted By: Trevor Pinn, Deputy CAO/Treasurer Reviewed By: Mary -Anne Dempster, CAO Resolution#: File Number: By-law Number: Report Subject: Long -Term Financial Planning Framework Recommendations: 1. That Report FSD-044-23, and any related delegations or communication items, be received; and 2. That the Long -Term Financial Planning Framework attached to Report FSD-044-23 be approved; and 3. That all interested parties listed in Report FSD-044-23, and any delegations be advised of Council's decision. Page 293 Municipality of Clarington Page 2 Report FSD-044-23 Report Overview The Municipality of Clarington has developed its first Long -Term Financial Planning Framework. The framework will be used as a guide for financial and strategic decision - making. The framework includes a set of principles, strategies, and processes that will be put in place to ensure the use of a sustainable funding model for the strategic priorities of Council. The Long -Term Financial Planning Framework is the first step in achieving an Integrated Long -Term Financial Plan. 1. Background 1.1 In the first quarter of 2023, the structure of the Financial Services Department was revisited to emphasize the importance of long-term financial planning. Given the expected growth and regulatory focus on future financial planning (asset management plans, development charges, community benefits charges, etc.) it was felt that a new Financial Planning division was required. The position of Manager of Financial Planning/Deputy Treasurer was subsequently created to lead the new division. 1.2 Long-term financial planning involves forecasting future revenue, expenses, and risk factors to ensure the financial capacity of an organization is aligned with its strategic objectives. The development of a Long -Term Financial Planning Framework (LTFPF) is the first step toward embedding long-term financial planning into the strategic decision - making of the Municipality. 1.3 The LTFPF for Clarington is included as Attachment #1 to this report. A summary of the report is provided in the section below. 2. Long -Term Financial Planning Framework Purpose 2.1 The purpose of the LTFPF is to identify the strategies, policies, and processes that are required to ensure the Municipality maintains a sustainable funding model for financing corporate initiatives and strategic priorities. The framework will ensure the Municipality is taking a long-term approach in projecting revenue, expenses, and potential risk factors. 2.2 The LTFPF is intended to be a complementary tool to the Municipality's annual budgeting process and will be used to inform all long-term financial planning decisions. The LTFPF includes a set of strategies, policies and processes that are designed to address current and future financial challenges. These challenges include, but are not limited to, expenditure pressures, new growth, inflation, and securing sustainable revenues and funding sources. Page 294 Municipality of Clarington Report FSD-044-23 2.3 The LTFPF is designed to enable the Municipality to achieve the following goals: • Ensure financial decisions are sustainable over the long term; • Allow for financial flexibility to adapt to changing circumstances; and • Minimize vulnerability to factors outside the Municipality's control. Page 3 2.4 Upon Council approval of the LTFPF, staff will begin to develop and implement the strategies identified in the framework. Once the strategies have been fully developed and implemented, the corresponding documents and policies will combine to form the Municipality's Integrated Long -Term Financial Plan. Principles 2.5 The LTFPF is grounded on a set of foundational principles to help achieve the goals listed above. The table below identifies the three foundational principles: Principle Definition ■ The degree to which a government can maintain To be financially sustainable, its existing financial obligations, both in respect now and into the future, by Financial of its service commitments to the public and providing and maintaining Sustainability financial commitments to creditors, employees programs and services at and others, without increasing the debt or tax acceptable levels of taxation, burden relative to the economy within which it user rates, and reserve fund operates. balances. The degree to which a government can change To be able to adapt to changing its debt or tax burden to meet its existing circumstances and continue to Financial financial obligations, both in respect of its meet financial obligations Flexibility service commitments to the public and financial without an over reliance on debt commitments to creditors, employees and or significant changes to taxes or others. user rates. The degree to which a government is dependent To minimize vulnerability by on sources of funding outside its control or avoiding an over -reliance on influence or is exposed to risks that could impair sources of funding outside Financial its ability to meet its existing financial municipal control or influence Vulnerability obligations, both in respect of its service that could impact the ability to commitments to the public and financial meet financial obligations. commitments to creditors, employees and others. Page 295 Municipality of Clarington Report FSD-044-23 Page 4 2.7 In addition to the foundational principles, financial decisions will also be guided by a set of supplementary principles. These supplementary principles include ensuring financial transparency and intergenerational equity, while aligning financial decisions with strategic planning. Strategies 2.8 In order to achieve the goals of long-term financial planning and to adhere to the core principles, the LTFPF identifies strategies to be developed for the following key components: • Capital and Asset Management • Reserve and Reserve Fund Management • Long-term Debt Management • Investment Management • User Fee Management 2.9 The LTFPF in Attachment #1 provides details on the strategies for each component, along with corresponding deliverables. Some of the key deliverables are: • Developing long-term capital forecasts for inclusion in the annual budget; • Developing a Reserve and Reserve Fund Policy, inclusive of target balances; and, Ensuring updated Strategic Plans, Asset Management Plans, Development Charge Studies, and Community Benefits Charge Strategies are fully integrated into the budget. 2.10 Long-term financial planning strategies are conscious practices and methods used to achieve a specific purpose and/or goal and to maintain the Municipality's financial health. The key financial planning principles will be considered and applied to each of the financial planning strategies identified. Performance Measurement 2.11 In order to ensure the LTFPF strategies and deliverables are achieving the desired outcome, a set of metrics will be developed to measure progress. This financial health scorecard will include quantitative metrics related to the three foundational principals. Page 296 Municipality of Clarington Report FSD-044-23 Page 5 2.12 The metrics will be developed through a scan of industry best practices and a review of data availability within the Municipality. Once the scorecard has been developed, it will be updated and presented annually by the Treasurer or designate. 3. Financial Considerations 3.1 There are no direct financial considerations associated with the LTFPF. However, there will be future financial considerations associated with certain deliverables outlined in the framework (e.g. financial forecasts, Development Charge Studies, Asset Management Plans, etc.). The financial implications of these deliverables will be provided to Council at the time the documents are completed. 4. Concurrence Not Applicable. 5. Conclusion It is respectfully recommended that Council approve the Long -Term Financial Planning Framework as a means of providing staff with the direction to pursue the strategies, policies, and processes embedded in the framework. Once the strategies, policies, and processes have been put in place, the documents will combine to form an Integrated Long -Term Financial Plan for the Municipality of Clarington. Staff Contact: Paul Davidson, M.Sc, Manager, Financial Planning/Deputy Treasurer, 905-623- 3379 ext. 2607 or pdavidson@clarington.net. Attachments: Attachment 1 — Growing Clarington: Long -Term Financial Planning Framework Interested Parties: There are no interested parties to be notified of Council's decision. Page 297 911AT/ 11 [@ Kl re 19111@ 196 _ fa claftwin a �r Attachment 1 to Report FSD-044-23 Message from the Treasurer.................................................................................................................. 3 Overview................................................................................................................................................... 4 Long -Term Financial Planning Framework........................................................................................... 4 Long -Term Financial Planning Principles..............................................................................................6 Long -Term Financial Planning Strategies.............................................................................................7 Performance Measurement and Reporting.........................................................................................12 Summaryand Conclusion.....................................................................................................................13 Page 299 Attachment 1 to Report FSD-044-23 Message from the Treasurer To Members of Council and the Residents of Clarington, The Municipality of Clarington's Long -Term Financial Planning Framework (LTFPF) sets the goals and principles that will ensure the Municipality's financial sustainability, flexibility and affordability. Clarington is one of the fastest growing municipalities in Ontario. This growth will continue to put pressure on the financial resources of the Municipality to manage it sustainably. The framework balances the current financing needs of our operations with ensuring long-term sustainability. This is the first financial planning framework of this kind produced by the Municipality. It is an important step in our ongoing work to modernize our financial management and planning processes to ensure that it can respond to the increasing demands of our growing community and provide optimal value for our taxpayers. This framework will inform the development of our future Development Charges Studies, Asset Management Plans and Integrated Long -Term Financial Plan. The Municipality is committed to managing growth responsibly to ensure that our community is able to access the services and infrastructure it needs, now and in the future. Trevor Pinn, CPA, CA Deputy CAO/Treasurer November 27, 2023 Page 300 Attachment 1 to Report FSD-044-23 Overview The Municipality of Clarington is a fast-growing community and is the Eastern gateway to the Greater Toronto and Hamilton Area (GTHA). The Municipality has adopted several strategic priorities for capital investment and service delivery to its stakeholders. To achieve those priorities and continue to provide services to its residents, the Municipality must have the financial capability to do so. This capability is referred to as financial sustainability: the long-term ability to deliver the level and types of services expected by the community and the ability to meet financial commitments at acceptable levels of taxation in relation to the environment in which we operate. Numerous financial challenges can put pressure on Clarington's financial sustainability. The LTFPF has been developed to help the Municipality navigate those challenges. The LTFPF combines financial forecasting with strategizing and establishes a highly collaborative process for addressing current and future financing needs. Long -Term Financial Planning Framework Purpose of the Framework The LTFPF is intended to guide financial and strategic decision making by ensuring long-term cost and revenue implications are considered. The framework will ensure the Municipality utilizes a sustainable funding model to meet the operating and capital needs associated with the strategic priorities of Council. The framework includes specific principles, strategies and processes to address current and future financial challenges, such as expenditure pressures, new growth, inflation, and securing sustainable revenues and funding sources. These challenges must be addressed in a manner that balances the need to keep municipal taxes affordable with the need to maintain and improve service levels. The LTFPF is the foundation on which Council and staff will build and deliver services and programs that reflect the community's priorities. It is an important tool in ensuring the financial health and sustainability of services in the Municipality of Clarington. The LTFPF is a complementary tool to the Municipality's annual budgeting processes and will be used to inform all long-term financial planning decisions. The framework will be used to guide decisions and corporate policies by ensuring a consistent and sustainable financing approach is applied throughout the organization. Page 301 Ensures transparency and accountability Supports sustainability by maintaining financial forecasting, risk assessments Provides financial tools to protect long-term financial capacity, stability and flexibility Benefits of a Long -Term Financial Planning Framework Supports business planning and budget decisions, by balancing affordability and stability Consistent with best practice and regulatory requirements Takes into account current long-term fiscal, social and economic challenges, opportunities and and unexpected events Attachment 1 to Report FSD-044-23 Long -Term Financial Planning Principles The LFTPF is grounded on a set of foundational and supplemental principles to help achieve the following goals: 1. Ensure financial decisions are sustainable over the longterm; 2. Allow for financial flexibility to adapt to changing circumstances; and 3. Minimize vulnerability to factors outside the Municipality's control. Foundational Principles The foundational principles commonly adopted in municipal finance include sustainability, flexibility and vulnerability. Public Sector Statements of Recommended Practice (SORP-4) by Chartered Professional Accountants Canada include these indicators in the assessment of the financial conditions of governments. .. The degree to which a government can To be financially sustainable, maintain its existing financial obligations, now and into the future, by Financial both in respect of its service commitments providing and maintaining Sustainability to the public and financial commitments to programs and services at creditors, employees and others, without acceptable levels of taxation, increasing the debt or tax burden relative to user rates, and reserve fund the economy within which it operates. balances. The degree to which a government can To be able to adapt to change its debt or tax burden to meet its changing circumstances and Financial existing financial obligations, both in respect continue to meet financial Flexibility of its service commitments to the public and obligations without an over financial commitments to creditors, reliance on debt or significant employees and others. changes to taxes or user rates. The degree to which a government is dependent on sources of funding outside its To minimize vulnerability by control or influence or is exposed to risks avoiding an over -reliance on Financial that could impair its ability to meet its sources of funding outside Vulnerability existing financial obligations, both in respect municipal control or influence of its service commitments to the public and that could impact the ability to financial commitments to creditors, meet financial obligations. employees and others. Page 303 Attachment 1 to Report FSD-044-23 Supplementary Principles In addition to the foundational principles, several supplemental principles will also be considered in financial decision -making. These supplemental principles include: Ensuring financial decisions align with the Municipality's strategic plans and priorities. Ensuring financial equity in service delivery by: • providing services at a rate that reflects the value and level of services provided; and • providing intergenerational equity by ensuring the beneficiaries of services are the ones responsible for paying for the services. Ensuring transparency by communicating key challenges and considerations in financial decisions. Long -Term Financial Planning Strategies Long-term financial planning involves many different components, each involving a unique strategy for implementation. It is important to understand which strategies should be prioritized for development to ensure alignment with Council priorities and objectives. The long-term financial planning process will involve the creation of long-term forecasts for both capital infrastructure requirements and the financing requirements needed to support these investments. To achieve long-term financial sustainability, strategies for the following key components will need to be developed: • Capital and Asset Management • Reserve and Reserve Fund Management • Long-term Debt Management • Investment Management • User Fee Management Long-term financial planning strategies are conscious practices and methods used to achieve a specific purpose and/or goal and maintain the Municipality's financial health. The key financial planning principles will be considered and applied to each financial planning strategy. The Municipality currently engages in numerous informal long-term financial planning practices and strategies. However, a formal long-term financial planning framework is required to anticipate future needs while current needs are being met. Page 304 Attachment 1 to Report FSD-044-23 Strategy: Capital and Asset Management Capital infrastructure investments are a critical component of long-term financial planning. Long-term capital infrastructure planning will ensure that the necessary investments in growth -related infrastructure are being made to meet the service level needs of a growing community. Capital infrastructure planning also includes managing investment in existing assets to maintain existing service levels. The ability to balance investments in both new and existing infrastructure is integral to the long-term financial sustainability of the Municipality. Ensuring that appropriate investments in new and existing infrastructure can be made sustainably requires long-term capital forecasting. Forecasting infrastructure needs into the future will allow investments to be smoothed out over a longer period. This allows for both sustainable infrastructure investment and greater intergenerational equity. The Municipality will develop and incorporate long-term capital forecasts into the budgeting process. The capital forecasts will be guided by the Municipality's corporate strategic plan and various other strategic policy documents (e.g., Clarington Official Plan and departmental master plans). The capital forecasts will also align with the plans for maintaining existing infrastructure assets (Asset Management Plan) and the plans for future growth -related infrastructure (Development Charges Studies and Community Benefits Charge Strategies). Investments must also be forecasted based on the current and future economic environment. Strategic Plan and Policy Documents Clarington's Strategic Plan is the principal guiding document for governance, community development, infrastructure and service delivery in the Municipality. The Strategic Plan directs long-term planning for the Municipality and serves as a foundation on which the corporate business plan, department business plans, master plans, and budgets are developed. The purpose of the Strategic Plan is to provide strategic priorities and a road map for Council and staff to determine the best way to provide services and help the community thrive. The Official Plan is the Municipality's plan for future development. It sets out a clear vision for how the Municipality of Clarington will grow and develop over the next 20 years and beyond. It provides a comprehensive long-term land use policy framework for current and projected growth and development. The primary function of the Official Plan is to provide direction for long-term development contained in both statutory and non -statutory documents, such as area structure plans, area redevelopment plans, and conceptual schemes. The Municipality of Clarington also has several departmental master plans that have been created for the various service areas within the Municipality. These plans are Page 305 Attachment 1 to Report FSD-044-23 typically used to provide an in-depth analysis and detailed plan for a specific organizational area. These plans also detail the capital infrastructure requirements needed to achieve the desired level of service. These strategic documents combine to set the policy direction for the Municipality. Long-term financial planning must consider these documents to ensure long-term infrastructure and service level investments are consistent with the policy direction of the corporation. Asset Management Plan Clarington's Asset Management Plan and Strategic Asset Management Policy establish the policies, activities, timescale, and resources needed for the Municipality to maintain its existing stock of capital assets in a manner that meets its service level objectives. Capital assets include facilities, buildings, roads and related infrastructure, equipment and networks that are utilized daily to provide services. It is essential that long-term financial planning align with the Asset Management Plan to ensure funding is available for the future repair and maintenance of existing infrastructure. The deferral or elimination of maintenance and repair work could result in the physical decline of our assets, increased costs to replace an asset, or service level deterioration. Long-term financial planning will incorporate the Asset Management Plans of the Municipality to ensure financially sustainable investments in critical infrastructure. Development Charges Study and Community Benefits Charge Strategy The Municipality's Development Charges Study and future Community Benefits Charge Strategy, along with the corresponding by-laws, are forward -looking documents establishing future capital infrastructure needs based on estimated future growth. Long-term financial planning must consider both the operating and capital investments required to support future capital acquisition. Long-term financial planning must align with both the Development Charges Study and the Community Benefits Charge Strategy to ensure funding for future infrastructure is available at the time the funding is required. Although the capital costs of the infrastructure projects included in the Development Charges Study and Community Benefits Charge Strategy are largely funded by the associated charges collected from developers, recent changes to Provincial legislation also require the Municipality's to cover an increasing portion of the costs. Municipalities are also responsible for covering the ongoing operating costs associated with the new infrastructure. The municipal share required for these projects will need to be planned for in a financially sustainable manner. Page 306 Attachment 1 to Report FSD-044-23 Economic Forecasting Understanding the current economic environment and forecasting future economic trends is essential in forecasting the funding required for future capital and operating needs. Future estimates of inflation, interest rates, and exchange rates are key assumptions in forecasting the future cost of capital. These indicators, along with other economic factors such as employment, commodity prices, and global supply chains, will significantly affect the amount of funding required to meet future service delivery goals. It is imperative that long-term financial planning and capital management be supported by a thorough review of current and future economic conditions. Strategy: Reserve and Reserve Fund Management The Municipality currently has a combination of both obligatory (ie: required by legislation) and discretionary (ie: created at the discretion of Council) Reserve Funds. Obligatory reserve funds form part of the Municipality's deferred revenue and are established by legislation or as a requirement of an agreement. The funds are segregated from the Municipality's general funds and may only be used for the purpose as described in the applicable legislation or agreement. Discretionary reserve funds are established by Council and are not required by legislation or agreement. Funds are segregated from the general funds of the Municipality and earn interest which is applied to the balance in the reserve fund. A reserve is an allocation of accumulated net revenue that makes no reference to any specific asset and does not require the physical segregation of money. Reserves are part of the revenue fund and do not earn interest like a reserve fund. Reserves and reserve funds are a key funding source for the Municipality's capital program. Consistent contributions to reserve and reserve funds are crucial to preserving the Municipality's financial stability. Annual contributions to reserve and reserve funds will be guided by long-term capital forecasts that align with the Asset Management Plan, Development Charges Study, Community Benefits Charge Strategy, and the various corporate strategic documents. In order to ensure the Municipality's reserve and reserve funds are being managed in a sustainable manner, the following steps will be undertaken and monitored continually: Creation of a Reserve and Reserve Fund policy to guide the creation, maintenance and target funding levels of reserves and reserve funds; • Semi-annual review of balances in reserves and reserve funds to ensure balances are reasonable and contributions meet anticipated future needs; and Page 307 Attachment 1 to Report FSD-044-23 Determination of requirements for all existing reserves and reserve funds. Certain funds may be consolidated if no longer needed. Strategy: Long -Term Debt Management Debt is an effective tool in financing capital projects to achieve growth targets and service level expectations. The use of long-term debt supports intergenerational equity by ensuring financial contributions toward large capital infrastructure projects are spread across all beneficiaries over the asset's useful life. When managed appropriately and planned wisely, debt helps municipalities meet their service -level objectives. However, to ensure debt -related costs do not hinder current and future services, debt levels must be managed appropriately to ensure affordability. The Province of Ontario has prescribed limits for the level of debt servicing costs that a municipality may carry, limiting the amount of debt that a municipality may take on. To ensure debt levels are managed and maintained at sustainable levels, a long-term debt management policy will be established. This policy will: • Define goals to achieve intergenerational equity and ensure it is maintained; • Create a debt service ratio target, and • Create a detailed plan for managing and repaying the debt while ensuring taxpayers' affordability. Strategy: Investment Management The effective management of investment funds can provide an additional source of revenue that is not directly derived from local taxpayers. Investment revenue can be used as a source of funding for either capital investment or operational services to the community. According to the Municipal Act, 2001, a municipality has the authority to invest money it does need immediately in securities in accordance with prescribed rules and regulations. The rules and regulations are set out in Ontario Regulation 438/97 and include a prescribed list of eligible investment securities. The Municipality has established an Investment Policy that provides an internal set of investment limitations and requirements based on the regulations set out in Ontario Regulation 438/97. These internal limitations set requirements for diversification across investment types and maturities. As the Municipality builds out long-term capital forecasts, the Municipality's investment portfolio will need to be aligned with the financing requirements in the Page 308 Attachment 1 to Report FSD-044-23 capital plan. This will include ensuring investment maturity dates are monitored to ensure funds are available at the times they are needed. The Investment Policy must align with the Reserve and Reserve Fund Policy to ensure the capital program has the funding available to proceed as planned. Strategy: User Fee Management Ensuring that services are paid for by the individuals using the services is an important aspect of financial sustainability. The User Fee By-law provides the authority for the Municipality to impose fees and charges on certain services. The by-law also provides the actual fees charged for the various services. The corresponding User Fee Revenue Policy provides guidance on when and how, user fees will be collected. User fees are one of the few revenue tools available to municipalities outside of property taxes. Effective management of user fees is a key component in ensuring intergenerational equity. Ensuring user fees are set at a rate that recovers the cost of providing the service will ensure the services are provided in a financially sustainable manner. Municipal Budget Process The municipal budget is the primary mechanism for allocating the resources required to implement the strategies outlined above. The Municipality's budget is guided by the Multi -Year Budget Policy, which outlines the procedures required to obtain multi -year budget approvals. To adhere to the Municipality's long-term financial planning principles, the municipal budget must incorporate the strategies outlined in the LTFPF. Performance Measurement and Reporting To ensure the long-term financial planning strategies are meeting the goals of the foundational principles, a financial health scorecard will be developed and reported annually. The scorecard will include several quantitative measures related to the foundational principles. The metrics will be developed using best practices and will include specific achievable targets. The scorecard will be updated and presented annually by the Treasurer or designate. Page 309 Attachment 1 to Report FSD-044-23 Summary and Conclusion The Long -Term Financial Planning Framework provides a guideline for achieving financial sustainability over the long term. It also provides a guideline for ensuring the Municipality's financial position remains flexible to adapt to changing circumstances and minimizes vulnerabilities to external shocks. The LTFPF provides the strategies required for implementation to achieve the goals identified in the foundational and supplemental principles. The strategies involve aligning long-term financial forecasting with the various municipal strategic plans and guiding documents. In order to ensure the LTFPF is achieving its desired goals, specific performance measures will be tracked and reported annually. This method of performance measurement will determine whether additional policies or procedures need to be implemented to ensure the long-term financial sustainability of the Municipality. Page 310