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Table of Contents
Chapter 1: Introduction Chapter 2: Operating Budget
Message from the Mayor.......................................................4
Highlights of A Plan for Growth ............................................
39
Message from the CAO and Treasurer .................................
6
2024 Operating Budget Summary.......................................40
About Clarington...................................................................
7
Mayor and Council ...............................................................
42
2023 Highlights.....................................................................
8
Office of the CAO.................................................................
47
Capitalizing on Grant Funding...............................................9
Legislative Services .............................................................
56
Alignment with 2024-27 Strategic Plan................................10
Financial Services ................................................................
67
Municipal Levy and How Your Taxes Are Spent .................11
Emergency and Fire Services ..............................................
75
NetLevy Required..........................................................11
Public Works ........................................................................
84
What is a Multi -Year Budget?..............................................12
Community Services...........................................................
96
Budget Process...................................................................13
Planning and Infrastructure Services .................................
108
Departmental Highlights......................................................15
Clarington Public Library, Museums and Archives ............121
Mayor and Council..........................................................15
External Agencies ..............................................................
131
Office of the Chief Administrative Officer ........................15
Long-term Debt ..................................................................
135
Legislative Services........................................................16
Financial Services...........................................................16
Chapter 3: Capital Budget
Emergency and Fire Services.........................................16
Public Works...................................................................17
Capital Budget
141
Community Services.......................................................17
Capital Investments...........................................................142
Planning and Infrastructure Services..............................18
Summary of 2024 Capital Budget
143
Clarington Public Library, Museums and Archives .........18
Capital Projects for 2024...................................................146
External Agencies...........................................................18
Highlights of 2024 Capital Investment
150
Organizational Chart...........................................................
20
Asset Management Planning
g g
155
Changes to Staffing Requests from 2023 Budget ...............
21
Commitment to Continuous Improvement ...........................
30
Chapter 4: Reserves and Reserve Fund
Reserves and Reserve Fund.............................................157
Reserves...........................................................................157
Reserve Funds..................................................................157
Reserve Summary .............................................................158
Reserve Definitions...........................................................160
Reserve Fund Summary ...................................................162
Reserve Fund Definitions..................................................167
Reserve Fund Consolidation.............................................175
Reserve Fund Contributions and Transfers .......................176
Historical Reserve Fund Contributions and Transfers ....... 179
Future Reserve and Reserve Fund Policy .........................183
Chapter 5: Supplemental Information
What is Fund Accounting..................................................185
Revenue and Expense Categories....................................187
Financial Policies..............................................................188
Appendices.......................................................................190
Snapshot of our Community..............................................190
ClimateActions.................................................................
200
Economic and Legislative Impacts ....................................
203
Staffing Requests..............................................................209
2024 to 2027 Staffing Request Business Cases ...............
210
Service Level Business Cases ..........................................
321
Glossary of Terms.............................................................
341
Acronyms..........................................................................
345
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Introduct'l
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Chapter 1: Introduction
Message from the Mayor
I am proud to present A Plan for Growth:
Clarington's 2024-27 Budget.
Clarington has taken a huge step forward as
a leader in the Greater Toronto and
Hamilton Area (GTHA)—and beyond. This
year, Clarington was named the fourth
happiest place in all of Canada —and we're
aiming to become number one. Our
municipality is an ideal place to raise a family, start and grow a
business and enjoy an exceptional quality of life. We're growing, and
we're modernizing.
As one of the newest members of Ontario Big City Mayors, Clarington
has an influential voice in advocating for strong and effective
municipalities with our federal, provincial and municipal partners. Our
municipality is teaming up with 28 other cities in Ontario, representing
nearly 70 per cent of our province's population, to champion policies at
all levels of government that will enable us to unleash our economic and
cultural potential.
Clarington is also a leader in our country's nuclear energy sector —an
industry that generates over $6 billion a year nationally and is becoming
increasingly important in the emerging global green economy. As a
founding member and chair of the Canadian Association of Nuclear
Host Municipalities, Clarington is working with global partners at the
International Atomic Energy Agency to help shape a clean, efficient,
safe, and prosperous future for residents and businesses in our
neighbourhoods, across Canada, and around the world.
Transformative projects such as the construction of four small
modular reactors (SMRs) at the Darlington nuclear site, the
redevelopment of the Bowmanville Hospital and the extension of
the GO Train to two new stations in Clarington will result in
thriving neighbourhoods, jobs and growth. Our municipality isn't
just unlocking our economic potential. We're also creating a
community where people can raise a family, connect with their
neighbours, help shape their community and pursue their
professional and educational dreams.
That's why Clarington is embarking on its first multi -year budget
for 2024 to 2027, to help chart our course through that
transformation. We are one of the first municipalities in Ontario to
do so.
This four-year plan provides stability and predictability for the
families and businesses who do so much to help our community
thrive —so that they can plan for the future with confidence.
The budget will also take significant steps to implement
Clarington's 2024-27 Strategic Plan.
It lays out a plan to support responsible, diverse and environmentally
sustainable growth, including streamlining the housing development
approvals process to support Clarington's pledge to build 13,000 new
housing units and increasing our public works fleet, with a priority on
green electric vehicles, to meet higher service demands.
This budget also builds on Clarington's ongoing efforts to be a leader
in the delivery of efficient, responsive, meaningful and modern
programs and services. We are exploring a centralized fire services
headquarters in North Bowmanville to bring improved service to
northern rural communities, implementing a robust cybersecurity
capability and conducting a thorough review of our zoning by-laws.
In addition, the budget takes action to build strong, thriving, and safe
communities across the municipality. We are upgrading parks and
playgrounds, providing additional support to Marigold Hospice Care
and launching a business incubator that brings together talent,
innovation and creativity to help unleash the potential of Clarington's
businesses.
This is an exciting time in Clarington as we continue to be one of the
fastest -growing communities in Ontario. On behalf of Council, I
encourage residents and business owners to take a look at Clarington's
plan to provide them with the opportunities, services and supports they
need to make the most of our municipality's bright future.
Sincerely,
4
Adrian Foster
Mayor
Message from the Chief Administrative Officer and Treasurer
The 2024-27 Budget is the Municipality of
Clarington's plan for the significant growth
®` we are anticipating over the coming years.
Prudent financial planning, data -driven
decision -making and a long-term vision are
essential to support Clarington's residents
and businesses as we take on the
challenges and opportunities that lie ahead.
That is why Clarington is preparing a multi-
year budget. This new approach will allow us
to focus on our long-term goals and vision —and further align resources.
It also makes it easier for residents and businesses to understand our
long-term plans, while giving them certainty about tax rates for the next
four years. It's a new way of doing business —one that is integrated,
coordinated, aligned and effective. This budget will support how we will
implement key action items identified in the 2024-27 Strategic Plan —a
future -ready and forward -thinking plan of action that has been shaped
with the help of Clarington residents and businesses. The Strategic Plan
is the destination, and the multi -year budget is the app we're using to
plan how we get there.
Clarington continues to be in a strong financial position, with more
financial assets than liabilities; however, as we continue to grow
our reserves will be used to respond to the needs of the
community and stabilize the tax levy. And while Clarington has
relatively low debt servicing costs, we will need to take on
additional debt to facilitate the critical infrastructure that we need to
sustain development. Clarington continues tc
modernize and innovate to meet the needs
of a dynamic and growing community by
investing in technology that will enable
the public to access municipal services
more easily when they need them, in
addition to providing more efficient
delivery of those services.
By coordinating the Strategic Plan and multi -year
budget, the Municipality of Clarington is creating an agile, effective
and efficient performance framework that is focused on delivering
exceptional services to everyone who lives, works, invests in and
visits our dynamic community.
Sincerely,
Mary -Anne Dempster, MBA, CPA, CGA
Chief Administrative Officer
Trevor Pinn, CPA, CA
Deputy CAO / Treasurer
About Clarington
Clarington, the eastern gateway to the Greater Toronto and Hamilton Area, is a beautiful community that
blends dynamic urban amenities with tranquil rural charm. The municipality covers an area of
approximately 611 square kilometres and features four historic downtowns and urban centres and over
14 hamlets. Residents and visitors enjoy waterfront trails alongside Lake Ontario, Greenbelt -protected
farmlands and the natural beauty of the Oak Ridges Moraine.
Clarington's population is approximately 109,400. We are projected to add 221,000 new people and
40,400 new jobs in the next 30 years. This level of growth will require a long-term plan that includes
investment in our infrastructure and services to meet the needs of a growing community.
The Municipality delivers a wide range of services, including local roads, recreation facilities and
programming, parks and fields, development and maintenance municipal law enforcement, fire and
emergency services, building inspection and local planning.
Clarington is one of eight lower -tier municipalities in the Region of Durham. The Region provides
services such as water and wastewater, social housing and social services, regional roads, Provincial
Offences Act court services, police and ambulance services.
2023 Highlights
In 2023 the Municipality of Clarington took significant steps forward and achieved
notable accomplishments to help provide an environment in which Clarington
residents and businesses could succeed.
These accomplishments include:
• Working with the Province of Ontario and Ontario Power Generation to
support the deployment of four Small Modular Reactors at the
Darlington Nuclear Generating Station, which will mean thousands of
jobs during construction and hundreds of local jobs during operations.
When completed, the project will create enough clean electricity to
power 1.2 million homes.
• Worked closely with Durham Region and the Province to make
significant progress in bringing the GO train to Clarington and further
connecting our community to the rest of the GTHA.
• Providing final approval for 1,580 new residential units.
• Providing $1.25 million in grant funding to get shovels in the ground to
build Marigold Hospice Care in Newcastle.
• Launching the Service Clarington Citizen Portal to make it easier for
residents and businesses to access programs and services.
• Placing an additional full-time emergency response truck and crew at
the renovated Fire Station 1.
• Resurfacing 22 kilometres of rural roads.
• Renovating the Newcastle Arena, upgrading Stuart Park, and opening
the first municipal cricket pitch at Courtice Memorial Park.
• Implementing a GPS system to improve winter snow -clearing
operations.
• Providing $45,000 in support to over 15 community organizations and
groups through the Community Funding Program.
• Enabling residents and businesses to receive their tax bills
electronically, reducing postage and paper use.
• Responding to over 3,100 planning and infrastructure inquiries with an
average response time of less than five days.
• Finding efficiencies to reduce the municipality's overall utilities budget
by $86,200.
• Achieved productivity and cash savings combined of approximately
$100,000 through cashless initiative at Town Hall.
Capitalizing on Grant Funding
The Municipality is strengthening its capability to capitalize on grant funding opportunities that can help fund priority initiatives in Clarington.
The CAO's Office has developed a centralized Grant Administration Program to support staff in identifying, reviewing, and pursuing funding
opportunities to secure non -taxation revenue to deliver projects, programs and services. This program will also help identify best practices,
clarify roles and responsibilities, foster increased interdepartmental collaboration across the Corporation, and reduce duplication of efforts.
The benefits of this program were identified through a Continuous Improvement project.
Some examples of grant funding -supported projects in 2023 include:
Streamline Development Approval Initiatives.
$1 million from the Ministry of Municipal Affairs and Housing for various
projects to modernize, streamline and accelerate residential development
approvals.
Eiram Stormwater Management Pond Retrofit and Rehabilitation.
$175,706 from the Investing in Canada Infrastructure Program —Green
Infrastructure Stream administered by Infrastructure Canada for pond
upgrades to restore functionality and improve stormwater management and
treatment.
Clarington Kickstart for Fitness and Active Living Program.
$35,000 from the Canada Parks and Recreation Association for fitness
programs for newcomers to Canada.
Lifeguarding at Any Age Program.
$17,830 from the Ontario Ministry for Seniors and Accessibility to support
lifeguard recruitment and certifying adults and seniors in aquatic leadership.
Grade Level Rail Crossing Safety Upgrades at Cobbledick Road.
$697,255 from Transport Canada's Rail Safety Improvement Program to
construct an enhanced warning signal system, gate crossing improvement
works, sightline visibility and signage improvements.
Renovation of Shaw House.
$300,000 from Infrastructure Canada for repairs and renovations, including
accessibility measures, to create a space for municipal and community
purposes. The building will be the home of Invest Clarington's Business
Resource and Innovation Centre (BRIC), a small business incubator that will
support local businesses to create jobs and boost economic growth.
Alignment with 2024-27 Strategic Plan
A Plan for Growth will work in concert with Clarington's 2024-27 Strategic Plan, which sets the course for the Municipality to navigate change and take advantage
of the opportunities in its future. Together, these two documents will help guide Clarington forward.
The Strategic Plan consists of the following themes, which were informed by input from Council and the community:
- Exceptional Municipal ( Q�� ) Ome Safe, Diverse, Inclusive
Services and Governance and Vibrant Community
Resilient, Sustainable
and Complete Community
Municipal Levy and How Your Taxes Are Spent
Every dollar of your tax bill is currently divided into three separate portions:
• Approximately 50 per cent for the Regional tax set by the Regional
Municipality of Durham.
• Approximately one third for the Municipal tax set by the Municipality of
Clarington.
• The remainder goes to the educational tax for local school boards, which
is set by the Province of Ontario.
Net Levy Required
The Municipality needs to invest in critical infrastructure and increasing service
levels in order to respond to the needs of a growing population. To support those
investments, while maintaining the financial health of the Municipality, this
Budget includes an average net levy increase of 4.2 per cent per year from 2024
to 2027.
Municipal Levy and Tax Spending
Educational Tax .
16.7%
Municipal Tax
The 4.2 per cent is the annual increase to Clarington's total municipal budget, 33.3%
not to individual property tax bills. Clarington's portion of a homeowner's tax bill
is about one-third of the total amount. Clarington's budget increase will result in
about a 1.4 per cent annual increase to the total property tax bill, or approximately $67 more a year for the average
home.
Clarington property taxes are the lowest in the Lakeshore and second lowest in Durham Region for a single-family
dwelling. The municipal portion of a homeowner's tax bill supports a wide range of services, including local road
maintenance, recreation facilities and programming, parks and fields, municipal law enforcement, fire and
emergency services, economic development, building inspection and local planning.
Determining the change in net levy required from property taxes is a combination of both the operating and capital
budgets, including any contributions to and from reserves and reserve funds.
Regional Tax
50%
The following chart indicates the change in the Municipal levy from 2024 to 2027, including the estimated growth in assessment and the final amendments from the
draft budget.
E
V
a
d
__AEh
Tax Levy from Prior Year
$72,443,900
$76,807,800
$81,336,600
$86,273,500
New Growth for Year
1,086,700
1,338,800
1,619,500
1,718,312
Final Budget Amendments
307,000
53,500
(2,600)
(2,600)
Levy Growth from Prior Year
2,970,200
3,136,500
3,320,000
3,519,900
Total
$76,807,800
$81,336,600
$86,273,500
$91,511,800
Levy Growth averages approximately 4.2 per cent per year. In 2024, new growth is assumed to be equal to 1.50 per cent of the 2023 levy, increasing
to 1.75 per cent in 2025 and 2.00 per cent in 2026 and 2027.
What is a Multi -Year Budget?
Under the Municipal Act, 2001, a municipality can choose to prepare a budget covering one to five years. Clarington is preparing a four-year budget.
Rather than preparing an annual budget, Council will review and adopt budgets for the next four years which will be reevaluated annually. Benefits of
implementing a multi -year budget include:
• Council can implement a longer -term vision and align budget priorities
with Clarington's 2024-27 Strategic Plan.
• Clarington can make long-term plans to manage its anticipated strong
population growth over the coming years.
• The Municipality can better anticipate and plan for longer -term financial
needs, such as managing its anticipated strong population growth over
the coming years and helping meet its commitment to build more
housing.
• Savings can be achieved by planning longer -term procurement
contracts farther in advance.
• Sudden cost fluctuations and unexpected changes can be managed
and minimized.
• The Municipality, residents and businesses have more certainty about
their taxes, enabling them to better plan for their future.
Budget Process
The Municipality of Clarington's budget process enables the Corporation to prepare a plan that prioritizes projects, programs and services based on anticipated
revenues and expenses. Under the Strong Mayors, Building Homes Act, 2022, the Mayor of Clarington has the duty to prepare the municipality's budget and
present it to Council.
Direction
and Planning
Direction and Planning
Draft Budget Presentation to
Preparation Council and Public
Council
Deliberation and
Amendment
• Mayor determined direction and priorities for the municipality and directed staff to
prepare a budget. The Financial Services Department issued budget guidelines,
timelines and base budgets (operating and capital) to municipal departments based on
that direction. Departments then reviewed and proposed amendments to base budgets,
based on their operational needs, to the Mayor and CAO.
Budget
Adoption
Proposed Budget Preparation
49 • Financial Services Department consolidated the amended base budgets and related
financial details to create a proposed budget, which was presented to the Mayor for
review.
Presentation to Council and Public
• Staff released a preview of the proposed budget to the public on November 20, 2023.
• Mayor provided the proposed budget to Council on November 22, 2023.
• Mayor and Staff presented an overview of the proposed budget on November 24, 2023. These
dates were well ahead of the legislated requirement of February 1 of each year.
Council Deliberation and Amendment
• Council had 30 calendar days from November 22, 2023, to propose and vote on amendments to the
a q proposed budget.
• Once Council's amendments had been voted on, the Mayor had 10 calendar days to veto those
amendments. The Mayor waived the right to veto those amendments.
Budget Adoption
• The Budget was deemed adopted on December 6, 2023. Staff were permitted to access their adopted
9
budgets and begin implementing budget measures such as providing funding for programs and hiring staff.
Departmental Highlights
Mayor and Council
Clarington Municipal Council is an elected body that provides governance for the Municipality, sets policy and makes decisions about municipal financing and
services. Council consists of a Mayor, two Regional Councillors, and four Local Councillors. Local Councillors represent the residents of one of four municipal
wards on Council. Regional Councillors represent residents of one of two regional wards, comprised of two local wards each. Like Local Councillors, they are
voting members of Clarington Council; they, and the Mayor, also represent Clarington residents on the Regional Municipality of Durham Council.
Office of the Chief Administrative Officer
The Chief Administrative Officer (CAO) is accountable to provide strategic leadership for the overall management of the Corporation and deliver on Council
priorities. To support the CAO to deliver on Council expectations, staff in the CAO's office are focused on policy development, strategic initiatives, corporate
communications, corporate performance, intergovernmental affairs, non -taxation revenue generation, and grant administration.
With a goal to improve customer service, the Municipality of Clarington has modernized its organizational structure to centralize the bulk of its public service
delivery into the new Public Services Department, which oversees the following public -facing functions:
Clarington Fire and Emergency Services, including emergency response, public education and fire prevention.
Community Services, including municipal facilities and recreation programming, customer service and climate change.
Public Works, including municipal road, bridge and sidewalk maintenance; park and sports field maintenance; and crossing
guards.
This reorganization was implemented after the adoption of the 2024-27 Budget; therefore, Clarington Fire and Emergency Services, Community Services,
and Public Works will continue to be referenced as separate departments throughout the budget book. The change is administrative in nature and has no
impact on the Municipality's finances as presented in the Budget.
Total Staffing Compliment (Full-ti
Operating Budget
$
$3,368,449$3,631,209
1 $3,784,919
Legislative Services
The Legislative Services Department is responsible for providing legal and legislative advice and support to Council and the Municipality, municipal law
enforcement, animal services, the Clerk's office, human resources and legal services.
20
2025 2026
111 2027 Mj
Total Staffing Compliment (Full-time and part-time)
Operating Budget
$6,989,227
Financial Services
The Financial Services Department is responsible for the Municipality's overall financial activities, including managing the Corporation's financial assets, collecting
taxes, developing Municipal budgets, procuring goods and services, and information technology services.
2024 A
2026jl�__
2027
Total Staffing Compliment (Full-time an
Operating Budget '': •
'
'
Emergency and Fire Services
Clarington Emergency and Fire Services provide professional and highly trained emergency response, education, inspection, permitting and fire
prevention services. The department is made up of full-time and volunteer firefighters.
Public Works
Public Works is responsible for the maintenance of the Municipality's roadways, sidewalks, parks, outdoor recreational amenities, cemeteries, and municipal
fleet and equipment.
W �m
2026
Total Staffing Compliment (Full-time and part-time)
•
Operating Budget $18,920,756
$19,674,312',
: •
', • •
Community Services
Community Services delivers indoor recreation facilities, programs and activities for residents as well as for minor sport organizations. It also operates and
maintains recreational facilities, municipal buildings, fire stations, library branches, museum facilities, and operation depots, as well as providing operational
support for municipal and departmental special events. In addition, Community Services administers the annual Community Funding Program, which supports
not -for -profit and volunteer -based organizations in the community.
"W 2024
Total Staffing Compliment (Full-time and part-time)
•
Operating Budget M $12,842,659
$13,048,394'
'•
Planning and Infrastructure Services
The Planning and Infrastructure Services Department is responsible for managing the growth of the Municipality. The department develops planning policy,
issues building permits, reviews development applications for infrastructure planning, oversees key infrastructure investment projects, and supports local
economic development activities through Invest Clarington.
2024
Total Staffing Compliment (Full-time and part-time)
Operating Budget ',
', •
', • • ::
', •
Clarington Public Library, Museums and Archives (CPLMA)
CPLMA connects residents with cultural, literacy, heritage, and learning resources. CPLMA provides services through five locations and two additional heritage
buildings: Bowmanville Library Branch, Courtice Library Branch, Orono Library Branch, Newcastle Library Branch, Sarah Jane Williams Heritage Centre, Kirby
School House and Waverley Place.
2024
2026
Total Staffing Compliment (Full-time and part-time67
. • 70
Operating Budget ==6==Ei
$5,246,08 '
External Agencies
Clarington provides funding support for a variety of external agencies to deliver programs and services for members of the community. These agencies operate
outside of the Municipality's operational functions and are not consolidated into the Municipality's financial statements for reporting purposes. The Visual Arts
Centre of Clarington is a not -for -profit charitable organization that nurtures cultural development in Clarington by fostering creativity through arts education,
exhibition, and promotion.
2024 Request 2025 Request
Firehouse Youth Centre
Community Care Durham
Bowmanville Older Adults
Newcastle Community Hall
Charles H. Best Diabetes Centre
Lakeridge Health Foundation
Visual Arts Centre of Clarington
Total
2026 Request 2027 Request
Clarftwn
A Plan for Growth: Clarington's 2024-27 Budget 1 19
Organizational Chart
Recreation
Services
Facilities
Community
Development
r
evention
ining
ppression
Legal Services
Municipal Law
Enforcement
Human Resources
Clerk's Services
Financial Reporting
Purchasing
Information
Technology
Taxation
Financial Planning
Community
Planning
Development
Engineering
Economic
Development
Infrastructure
Development
Review
Parks and Property
Traffic
Roads
Maintenance and
Winter Control
C em ete ri es
Changes to Staffing Requests from 2023 Budget
The 2023 Budget approved staffing requests for 2023-25 based on the expected staffing needs (compensation and benefits) forecasted at that time. A Plan for
Growth includes staffing for 2024-27 that revises the projections for 2023-25.
The following table identifies the staffing requirements for 2024-27 as well as the changes made from the 2023 Budget forecast. Changes to staffing are a result of
factors such as efficiencies through Continuous Improvement, changes in Provincial legislation and to meet the directed tax levy target. Additional details on the
business cases for these positions are listed in Chapter 5.
low=
--V
2024
2025
(Proposed
1
1
(Proposed
2025
20251•
2027
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Budget
BudgetBudge
Policy and
Mayor and Council /
Communications
Office of the Mayor
Advisor
1
$115,100
$0
$0
$0
$0
$0
$0
$0
$0
Office of the CAO /
CAO Executive
Administration
Assistant
1
115,100
0
0
0
0
0
0
0
0
Office of the CAO /
Business
Corporate
Performance
Performance
Specialist
1
102,600
0
0
0
0
0
0
0
0
Customer Service
Office of the
Specialist
CAO/Corporate
1-2025
Performance
1-2026
2
0
0
0
0
0
136,003
136,003
139,826
0
Legislative Services
Health & Safety
/ Human Resources
Associate
1
106,800
0
0
0
0
0
0
0
0
2024
1
2025
(Proposed
1
1
(Proposed
2025
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BudgetBudget
Organizational
Development and
Legislative Services
Learning
/ Human Resources
Specialist
1
0
0
143,819
143,819
0
0
0
0
0
Legislative Services
/ Legal Division
Associate Solicitor
1
173,600
0
0
0
0
0
0
0
0
Legislative Services
/ Legal Division
Realty Manager
1
0
0
172,319
172,319
0
0
0
0
0
Municipal Law
Enforcement
Legislative Services
Officer I
/ Municipal Law
1-2024
Enforcement
1-2025
2
0
0
82,974
82,974
85,505
0
85,505
0
0
Convert part time
Legislative Services
Clerk I to full time
/ Animal Services
Clerk II
0.5
0
14,500
0
14,500
0
0
0
0
0
Financial Services /
Information
Chief Information
Technology
Officer
1
186,100
0
0
0
0
0
0
0
0
Financial Services /
Project Lead
Information
1-2024
Technology
1-2026
2
0
106,200
0
106,200
0
0
0
115,907
0
Financial Services /
Solutions Analyst
Information
2-2024
Technology
2-2025
4
0
106,200
106,200
212,400
108,300
108,300
216,600
0
0
Financial Services /
Asset Management
Financial Analyst
0
0
0
0
0
101,000
101,000
0
0
0
2024
2025
(Proposed
1
1
(Proposed
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•ment)
Budget
BudgetBudget
Financial Services /
Accounting
Services
Accounting Clerk 1
0
0
0
0
0
85,500
(85,500)
0
0
0
Financial Services /
Purchasing
Services
Buyer
0
0
0
0
0
105,500
105,500
0
0
0
Emergency and
Fire Services /
Suppression
Firefighter
16
0
0
0
0
1,308,911
1,308,911
0
0
Emergency and
Fire Services /
Suppression
Captain
4
0
0
0
0
679,556
679,556
0
0
Public Works /
Heavy Equipment
Operations
Operator — Roads
1
101,500
0
0
0
0
0
0
0
0
Public Works /
Heavy Equipment
Operations
Operator — Parks
1
101,500
0
0
0
0
0
0
0
0
Permanent Part
Public Works /
time Labourers —
Operations
Roads
1
32,700
0
0
0
0
0
0
0
0
Permanent Part
Public Works /
time Labourers -
Operations
Parks
1
32,700
0
0
0
0
0
0
0
0
Public Works /
Manager of Parks
Operations
Services
1
0
201,700
0
201,700
0
0
0
0
0
Arborist
Public Works /
1-2024
Operations
1-2025
2
0
96,100
0
96,100
0
99,682
99,682
0
0
2024
2025
(Proposed
1
1
(Proposed
2025
20251•
2027
-•.
123-
2023 Final
in 20231
1(2024-27
Final
Final
Final
Division
Position
2027••-
••-
' •
••-
••-
Amendment)
Bu••-
••-
Budget
Public Works /
Light Equipment
Operations
Operators 4
0
0
172,000
172,000
0
175,400
175,400
0
0
0
Public Works /
Operations
Business Analyst
1
115,100
0
0
0
0
0
0
0
0
Public Works / Fleet
Fleet Technician
1
0
0
108,245
108,245
118,000
(118,000)
0
0
0
Community
Community
Services /
Development
Administration
Assistant
1
108,400
0
0
0
0
0
0
0
0
Community
Services / Building
Part-time Building
Services
Services 11
1
47,100
0
0
0
0
0
0
0
0
Community
Services /
Part-time
Recreation
Assistant
Services
Coordinator
1
48,800
0
0
0
0
0
0
0
0
Community
Recreation
Services /
Programmer
Recreation
1-2025
Services
1-2026
2
0
92,700
92,700
0
94,500
0
94,500
112,789
0
Community
Services /
Recreation
Services
Clerk 11
0
0
0
0
0
69,100
(69,100)
0
0
0
Community
Services /
Recreation
Aquatic
Services
Programmer
0
0
0
0
0
94,500
94,500
0
0
0
2024
2025
(Proposed
1
1
(Proposed
2025
20251•
2027
-•.
123-
2023 Final
in 20231
1(2024-27
Final
Final
Final
Division
Position
2027••-
••-
' •
••-
••-
Amendment)
Bu••-
••-
Budget
Community
Services /
Recreation
Aquatic Deck
Services
Leads
2
0
0
0
0
0
173,785
173,785
0
0
Community
Plumbing
Services / Facilities
Technician
1
0
0
0
0
117,100
0
117,100
0
0
Community
Services / Facilities
Facility Supervisor
0
0
0
0
0
144,800
144,800
0
0
0
Community
Services / Facilities
Lead Hand
0
0
0
0
0
110,700
110,700
0
0
0
Community
Facility Operator II
Services / Facilities
(8)
0
0
0
0
0
548,900
(548,900)
0
0
0
Planning and
Infrastructure
Services /
Infrastructure
Capital Works
Division
Engineer
1
146,800
0
0
0
0
0
0
0
0
Planning and
Infrastructure
Services /
Infrastructure
Construction
Division
Inspector
1
97,100
0
0
0
101,000
101,000
0
0
0
Planning and
Infrastructure
Services /
Senior
Infrastructure
Construction
Division
Inspector
1
0
0
0
0
0
112,630
112,630
0
0
2024
2025
(Proposed
1
1
(Proposed
2025
20251•
2027
-•.
123-
2023 Final
in 20231
1(2024-27
Final
Final
Final
Division
Position
2027••-
••-
' •
••-
••-
Amendment)
Bu••-
••-
Budget
Planning and
Infrastructure
Services /
Infrastructure
Infrastructure
Division
Technologist
1
0
106,200
0
106,200
0
0
0
0
0
Planning and
Infrastructure
Services /
Development
Transportation
Engineering
Engineer
1
146,800
0
0
0
0
0
0
0
0
Planning and
Infrastructure
Services /
Development
Water Resources
Engineering
En ineer
1
146,800
0
0
0
0
0
0
0
0
Planning and
Infrastructure
Services /
Development
Construction
Engineering
Inspector
1
0
0
0
0
101,000
0
101,000
0
0
Planning and
Infrastructure
Services /
Development
Development
Review
Engineering
Technician
1
0
0
0
0
101,000
0
101,000
0
0
Planning and
Infrastructure
Services /
Community
Planning
Principal Planners
3
405,000
0
0
0
0
0
0
0
0
2024
2025
(Proposed
1
1
(Proposed
2025
20251•
2027
-•.
123-
2023 Final
in 20231
1(2024-27
Final
Final
Final
Division
Position
2027••-
••-
Amendment),
••-
••-
' •ment)
Budget
BudgetBudget
Planning and
Infrastructure
Services /
Community
Senior GIS
Planning
Analyst
0
0
121,700
(121,700)
0
0
0
0
0
0
Planning and
Infrastructure
Services /
Community
Senior Planners
Planning
(7)
0
0
1,542,500
(1,542,500)
0
0
0
0
0
0
Planning and
Infrastructure
Services /
Community
Planning
Planner II 3
0
0
637,200
637,200
0
0
0
0
0
0
Planning and
Infrastructure
Services /
Development
Review
Planner 1
1
87,900
0
0
0
0
0
0
0
0
Planning and
Infrastructure
Services /
Development
Review
Principal Planner
1
135,000
0
0
0
0
0
0
0
0
Planning and
Infrastructure
Services /
Development
Review
Senior Planner
0
0
118,700
(118,700)
0
0
0
0
0
0
2024
2025
(Proposed
1
1
(Proposed
2025
20251•
2027
-•.
123-
2023 Final
in 20231
1(2024-27
Final
Final
Final
Division
Position
2027••-
••-
' •
••-
••-
Amendment)
Bu••-
••-
Budget
Planning and
Infrastructure
Services /
Sr. Economic
Economic
Development
Development
Officer
1
0
156,564
0
156,564
0
0
0
0
0
Summary changes
to wages identified
last year for
required positions
0
0
30,103
30,103
0
15,794
15,794
0
0
Total FTE Tax
Support Impact
1
70
1 $2,552,500
$3,472,264
$2,041,140
$1,431,124
$2,261,805
$980,260
$3,242,065
$368,522
$0
Funding from
other sources
Business
Continuity and
Emergency and
Emergency
Fire Services /
Management
Administration
Planner
1
$73,700
$0
$0
$0
$0
$0
$0
$0
$0
Planning and
Infrastructure
Plumbing/
Services / Building
Mechanical
Inspection
Inspector
1
97,100
0
0
0
0
0
0
0
0
2024
1
2025
(Proposed
1
1
(Proposed
20220265
2025
1
Department
123-
2023 Final
in 20231
1(2024-27
Final
Final
Final
DivisionPosition
2027••-
••-
' •
••-
••-
' •ment)
Budget
BudgetBudget
Planning and
Infrastructure
Upgrade Building
Services / Building
Inspector to
Inspection
Senior
1
7,000
0
0
0
0
0
0
0
0
Planning and
Infrastructure
Services / Building
Inspection
Building Engineer
1
146,800
0
0
0
0
0
0
0
0
Planning and
Infrastructure
Services / Building
Inspection
Building Inspector
1
0
0
0
0
101,000
0
101,000
0
0
Planning and
Infrastructure
Services / Building
Supervisor of
Inspection
Inspection
1
0
0
0
0
152,800
0
152,800
0
0
Summary changes
to wages identified
last year for
required positions
0
0
0
0
0
2,530
2,530
0
0
Total funded from
other sources
(Reserve funds)
6
$324,600
$0
$0
$0
$253,800
$2,530
$256,330
$0
$0
Total 2023, 2024-
27 Approved
Staffing
76
$ 2,877,100
$1,431,124
$3,498,395
$368,522
$0
Commitment to Continuous Improvement
In order to meet the needs of a growing and changing community, the Municipality of Clarington has made a commitment to Continuous Improvement (CI) across
the organization. The Municipality is applying a data -driven, disciplined, and innovative approach to enhance the way it delivers services to people and businesses
in Clarington.
Cl is a systematic and ongoing approach to enhancing processes, products, and services within an organization. The goal is to make incremental and sustainable
improvements over time, with the aim of increasing efficiency, quality, productivity, and customer satisfaction.
Objectives are achieved through the implementation of a Lean
Management framework, which systematically identifies and
eliminates non -value-added activities in order to focus the
organization's work to deliver exceptional results to its customers.
The Municipality created two Business Improvement Specialist
positions who hold Lean Six Sigma Black Belts and are charged
with completing Cl initiatives and supporting the overall
development of a Cl framework for the Corporation. To continue
fostering a culture of continuous improvement, six staff were
trained and certified as Lean Six Sigma Green Belt.
Creating a Cl culture in the Corporation isn't just the responsibility
of Lean Six Sigma -certified employees —everyone has a role to
play in finding ways to deliver exceptional services. Municipal
staff are encouraged to make small daily improvements in the
way they do their work. Those interested in taking on a Lean
project can feel free to reach out to their manager or Lee -Ann
Reck, Manager of Corporate Performance, with their ideas.
Review
How changes working
for the team?
Execute
Implement Changes
Diagram above: Continuous Improvement Cycle
Identify
Opportunities in the
process workflow.
Plan
How can the current
process he improved?
Staff identified the following opportunities for process improvements and implemented efficiencies across the organization:
Project
Team
Details
Corporate Performance (CAO),
Centralizing fleet management and oversight saves money and time in purchasing.
Centralization of Fleet
Public Works, Facilities (CSD),
Standardizing the types of vehicles purchased reduces maintenance costs and ensures
Purchasing (FSD)
that the Municipality meets fleet electrification targets.
Strategic Initiatives (CAO),
Eliminating the acceptance of cash at non -recreation facilities increases staff safety,
Going Cashless
Accounting (FSD),
saves time and effort in counting and preparing deposits, and reduces the cost of hiring
armoured car services.
Corp Perf (CAO) Clerks (LSD),
Moved mail room to first floor of the Municipal Administrative Centre (MAC) to be closer
Mail Room Relocation
Facilities (CSD)
to Clerks Division and optimize the mail route to take on additional responsibilities with
no additional staff time.
Continuous Improvement (CAO)
Project to improve the lead time on the existing manual and ad -hoc process by 40 per
Special Event Booking
Community Development (CSD),
cent. The project was divided into phases; the first phase is complete with a projected
Process
Recreation Services (CSD)
annual savings of approximately 10 per cent in processing time, or $60,000. Phase 2 will
begin in November 2023.
Reviewing and reducing the number of manual interventions required to confirm a
tentative booking, standardizing the process to reduce the variation in the number of
Facility Booking Process
Continuous Improvement (CAO),
days to complete a booking. Underused part-time staff were leveraged to support the
Customer Services (CSD)
process, freeing up capacity of full-time staff to focus on more complex work. The initial
improvements in this process will see a processing cost reduction of 20 to 25 per cent,
or $40,000450,000 as a first step.
A review of the current process of Contract Administration Services (CAS) and Design
In -House Contract
Continuous Improvement (CAO),
services resulted in improved consistency of decision -making and improved identification
Administration and Design
Infrastructure (P&I)
of projects which could be managed internally versus being contracted out. The project
will see a cost reduction of 10 per cent, or up to $100,000, when fully implemented by
the end of 2023.
Project
Team
Details
Engineering Roster
Continuous Improvement (CAO),
Review and redesign of the current pre -qualified engineering vendor list resulted in an
Procurement
Infrastructure (P&I), Purchasing
increase in capacity for infrastructure staff to perform engineering work, reducing the
(FSD)
overall procurement time by 20 per cent.
Automating work order processing through CityWide, this will reduce variation on work
Fleet Work Order Process
Continuous Improvement (CAO),
orders, ensure work is linked to the asset for cost tracking, increases the efficiency of
Flow
Fleet, Administration
work assignments to fleet technicians and reduces duplicate work. These improvements
will see a process savings of 1800 hours of productivity over the year.
Implementing an automated work order process for maintenance and inspections
workflow has resulted in improved documentation, monitoring and compliance. Work
Parks Inspections and
Continuous Improvement (CAO),
scheduling can be completed more efficiently and updated in real time in the field,
Maintenance Flow
Parks, Administration
reducing manual process and need for paper documentation. These improvements will
result in 1312 hours of increased capacity for existing staff and a reduction of 244
duplicate inspections as well as reduction in costs associated with vehicle use.
Eliminating unnecessary account coding for general ledger accounts, realizing
Continuous Improvement (CAO),
requirements for accounting, and reducing duplication of work already available in City
GL Account workflow
Accounting (FSD), Administration
Wide platform. Improvements resulted in a reduction of the overall number of GL
(PW)
Accounts and freeing up 2.5 days of productivity per month in public works and
accounting.
Created new Departmental
Creating a new Vision, Mission and Core value statements creates a unity in purpose
Vision, Mission, and Core
CEFS
and goals, ultimately resulting in coordinated and intentional results which link to the
Value statements.
strategic direction of the department.
Revised Establishing and
Revised the by-law and updated services to respond to community needs resulted in
Regulating by-law
CEFS
reduction in training requirements for services that were not required or responded to,
creating an efficiency in staff time and increasing customer satisfaction.
Fire Protection Agreement
Signed a fire protection services agreement with Oshawa Fire Services for the delivery
with OFS
CEFS
of specialty rescue services, allowing staff to focus additional time and resources on
core services.
Project
Team
Details
Review of Response
Conducted a review of CEFS response services and identified service gaps in a report to
Services
CEFS
Council. Resulted in the addition of a fourth fully staffed fire truck, increasing the ability
to service the community.
Improved Open Air Burning
CEFS
Improved efficiency of open air burning and false alarm processes to increase revenue
and False Alarm Procedures
and reduce administrative work.
Leased Fire Station 5
CEFS, Legal Services (LSD)
Increased revenue for the department of $27,500 per year by leasing Fire Station 5 to
EMS to run a community paramedic program jointly with CEFS fire response.
Redesigned Clarington's
Emergency Management
CEFS, Communications (CAO),
When completed in November 2023, will improve the municipality's preparation to
Plan and provided training to
PWD, IT (FSD)
respond to emergencies within the community.
the Municipal Control Group
Training hours increased year
over year and included new
CEFS
Improved quality of services provided, resulting in increased success rate in minimizing
techniques and an improved
the impact of an emergency to residents.
skill maintenance program.
Training to prepare for high-
CEFS
Improved services provided by firefighters by training them on high rise firefighting.
rise buildings.
Training provided by expert from Toronto Fire Services.
Saved by the Beep Program
CEFS
New program delivered to the community to improve smoke alarm awareness and
compliance.
Facilities (CSD), ground floor
Panic fobs installed at Customer centric wickets. Lanyards for meeting rooms 1 E and 1 D
Panic Fobs
customer service
and lanyard fob for Clerks during Council/Committee Meetings, aimed at increasing staff
safety and reducing the response time by facilities staff when issues arise.
Bi-weekly cheque runs,
Increased uptake of EFT by up to 80 per cent of vendors has enabled staff to reduce
increasing Electronic Funds
Accounting
cheque runs from weekly to bi-weekly and reduce the amount of staff time and costs
Transfer (EFT)
associated with mailing and printing cheques.
Project
Team
Details
Electronic Document
Showcased Clarington's leadership in modernizing and leveraging technology by
Management project
IT
demonstrating the Electronic Document Management Project to other municipalities
interested in duplicating the approach in their jurisdictions.
Electronic workflow approval
Digitizing the processing and storage of Journal Entries. This improvement reduces
and storage of all Finance
Accounting, Tax and Capital
paper use, frees up storage space and reduces staff time required to manually search
Journal Entries
for documents.
Electronic storage of signing
Digitizing the processing and storage of signing authorities. This improvement reduces
authority approvals.
Financial Services
paper use, frees up storage space, reduces staff time required to manually search for
documents and improves access to files for a hybrid workforce.
Developed annual purchasing
order review and closing
Purchasing and accounting
Improved the accuracy of records, reduced number of open records and increased
efficiency in staff time resources.
process.
IT, PWD, Planning, Infrastructure,
Incorporating electronic payments processing and developing a cash receipt import
AMANDA Implementation
Clerks, CEFS, Finance, By -Law,
process for electronic payments increased customer ability to self-service and reduced
Building
staff time spent on manual entries. Process flow improvements for frontline customer
service staff were also identified and implemented.
Simplified the investment processes and implemented quarterly reviews to shorten year -
Cemetery / Perpetual Care
Accounting
end reporting deadlines and Bereavement Authority of Ontario reporting requirements,
reducing the reconciliation effort and time for staff.
Created efficiencies by identifying a single point of contact for Financial Services
Implemented Financial
Accounting
touchpoints and interactions in each department. Business partners assist with budgets,
Services Business Partners
operating expense review and general finance related inquiries; this streamlined the
process and saved time for both accounting staff and departments.
Developed cashflow
Developed a cash flow model to provide accurate data to support financial investment
forecasting model
Accounting
decision making. Creating this model and presenting data in one place in a streamlined
document reduced staff time required to gather that information.
Project
Team
Details
Developed municipal price
Accounting
Developed an economic model to determine the inflation costs specific to the
index
Municipality, enabling the Municipality to identify inflationary impacts on budget needs.
Improved meeting quality for virtual participants by having Council members remain in
Chambers during closed sessions instead of using the Anteroom. Improved capacity for
Closed Session Venue
Clerks, Facilities (CSD)
staff to attend as the Anteroom does not meet the needs of attendance for closed
session meetings. Reduced need for Council and Clerk staff to move locations and
improved sound quality. Cost avoidance from future equipment replacements needs of
the Anteroom.
ADP approval email
HR —Payroll (LSD)
Productivity savings for approvers to not have to enter the ADP system unless a pending
notifications
request is waiting.
—Business Partners (LSD),
Creating process efficiencies, reducing manual effort for HR staff and hiring managers,
Applicant Tracking System
Co
Communications (CAO)
and improving new hire onboarding by transitioning to ADP's applicant tracking system,
automating candidate screening and interview steps and improving hiring procedures.
Transitioned ON Duty Diary Logbooks to an online Outlook format. Removed travel time
On Duty Logbook transition
PWD — Administration and Traffic
waste exchanging logbook to rotating staff, and time required to gather documentation
for claims purposes. Documentation is electronic and easily accessible for staff.
Electronic Splash Pad
Splash pad and playground structure inspection added to digital database. Staff
Inspection
PWD — Administration and Parks
complete inspection on tablet. Removed need for paper filing. Efficiencies created by
storing all records in a standard location, eliminating need for paper records.
PWD —Administration, Fleet,
Streamlined circle checks in winter vehicles by transferring from paper to tablet.
Digital Circle Checks
Parks, Traffic, Roads
Deficiencies are integrated to Fleet CityWide Service Requests in real time. Reduced
paper and time wasted to report deficiencies.
CityWide Winter Route
PWD —Administration, Roads,
Winter patrol was transferred to CityWide route patrol. Digital records result in reduced
Patrol.
Traffic
paper use and more efficient route and inspection work. Records are saved in database,
reduced paper.
Project
Team
Details
Improved culvert inventory tracking throughout the year with an updated spreadsheet
that captures culvert details and couplers used (for permanent and temporary
Culvert Inventory Tracking
PWD — Roads
installations), enabling up-to-date inventory tracking throughout the year and reducing
time and effort in reconciling information at the end of year. Will increase inventory
accuracy.
Updated Timesheet
PWD —Administration, Traffic
Updated timesheet template from one sheet per day to one sheet per pay period.
Template
Notably reduced time and errors in information in the master payroll spreadsheet.
Implemented Focus GPS system for online real-time mapping of winter operations,
Real -Time Mapping — Winter
PWD —Whole department
improving route planning and assignment of uncompleted routes to night shift, reducing
Operations
resource use and helping ensure compliance with Provincial minimum maintenance
standards (MMS).
Making all new cross culverts with reflective flexible bollards to reduce staff time and
Reflective Cross Culverts
PWD — Traffic, Roads
effort in locating culvert ends in the winter snow, improving road safety and
maintenance.
Increased Armadillo Stealth
Enhancing and increasing data collection and related processes, and reducing need for
Radar Traffic Counters
PWD — Traffic
outside contractors, through the use of five Armadillo stealth radar traffic counters.
Response times are also drastically improved.
Inventory of Driveway and
Compiling an inventory of driveway and road cross culverts which will be converted into
Road Cross Culverts
PWD — Capital Works, GIS
its own layer in GIS. Work was conducted by a summer student over the last two
summers.
Improving inspections and identification of deficiencies by updating the procedure and
Revision of MMS Inspection
training manual for annual sidewalk MMS inspections. Procedure now includes
Procedure and Training
PWD — Capital Works
identification of each deficiency and implementation of an office review to assign a
Manual
recommended treatment and addition to repair contracts. Improving sidewalk measuring
with a new tool that gauges the height of trip hazards with more accuracy.
Project
Details
Improving infrastructure maintenance capabilities by creating a new GIS web application
GIS Web Application for
PWD — Capital Works,
for the crack sealing contract. The application visually shows the roads recommended
Crack Sealing Contract
Infrastructure, GIS
for crack sealing, enabling staff to select the roads to be included in the contract for each
year. Costs maximized through a dashboard that totals the cost of roads as they are
selected.
The application process was improved to make it easier for customers to apply for the
Improving Snow Clearing
PWD —Administration, Traffic,
service, including an updated snow clearing web page, enabling online registration,
Program for Seniors and
Customer Service (CSD)
creating data collection and process improvements in the ActiveNet platform, and
Persons with Disabilities
updating and standardizing hours of operation to improve customer service. The project
is anticipated to result in 10 to 30 per cent improvement in processes.
Chapter 2.40Iq
Operating Budget
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Chapter 2: Operating Budget
Highlights of A Plan for Growth: Clarington's 2024-27
Budget
The budget is an essential policy document for the Municipality, as it is a
blueprint for staff and Council. The Municipality is implementing a multi-
year budget for 2024-27 in two stages. In 2024, Clarington is presenting a
multi -year operating budget to 2027, and a one-year capital budget for
2024. In 2025, the Municipality will be presenting a multi -year capital
budget to 2027.
Implementing a multi -year capital budget in 2025 will enable Clarington to
align its capital plan with the Parks, Recreation and Culture Master Plan
and the municipality's asset management plan, both of which will be
submitted for Council approval in 2024. By taking a staged approach, the
Municipality is ensuring that both its operating and capital plan addresses
the needs of people and businesses in Clarington.
I
2024 Operating Budget Summary
Description
Public Sector Accounting Board
Non -Departmental
Mayor and Council
Office of the CAO
Legislative Services
Financial Services
Emergency and Fire Services
Public Works
Community Services
Planning and Infrastructure
Region and Education Levies
Business Improvement Areas Levies
Clarington Public Library and Museums
External Agencies
2021
Actuals
2022
Actuals
2023 Final
Budget
2024 Final
Budget
2023 / 2024
Variance
2025 Final
Budget
2026 Final
Budget
$390,901
$542,597
$0
$0
$0
$0
$0
(79,568,901)
(82,066,346)
(82,044,563)
(72,542,069)
9,502,494
(77,401,382)
(82,810,854)
707,771
766,367
949,648
1,183,151
233,503
1,215,992
1,250,848
1,268,133
1,560,210
2,762,276
3,117,458
355,182
3,368,449
3,631,209
4,642,956
4,531,567
5,330,782
6,407,027
1,076,245
6,887,427
6,989,227
12,702,246
15,053,816
9,811,982
4,258,250
(5,553,732)
4,189,192
5,673,147
14,435,832
14,994,240
14,711,141
14,766,827
55,686
16,668,609
18,215,017
41,823,902
44,529,181
22,294,903
18,920,756
(3,374,147)
19,674,312
20,197,186
14,642,665
14,009,346
14,556,757
12,842,659
(1,714,098)
13,048,394
13,575,153
4,444,631
2,942,453
6,716,376
5,758,750
(957,626)
6,423,049
6,950,188
(2)
(1)
0
0
0
0
0
0
0
0
0
0
0
0
4,014,674
3,951,170
3,891,058
4,334,737
443,679
4,867,102
5,246,082
1,025,780
938,476
1,019,640
952,454
(67,186)
1,058,856
1,082,797
2027 Final
Budget
$0
(87,211,334)
1,290,849
3,784,919
7,377,704
7,482,378
18,773,057
20,676,924
13,923,533
7,163,529
0
0
5,631,118
1,107, 323
Total $20,530,588 $21,753,076 $0 $0 $0 $0 $0 $0
F 0
Mayor and Council
Overview
Clarington Council is an elected body that provides leadership for the
Municipality, sets policy and makes decisions about municipal financing
and services. Council membership includes a Mayor, two Regional
Councillors and four Local Councillors, elected by voters in Clarington.
The Municipal Act, 2001, defines the responsibilities of the Mayor and
Council. The Mayor holds dual roles as the Head of Council and the Chief
Executive Officer of the Municipality. As the Head of Council, the Mayor
presides over Council meetings so that its business can be carried out
efficiently and effectively; provides leadership, information and
recommendations to Council; and represents the Municipality in
interactions with the public, stakeholders and other levels of government.
As the Chief Executive Officer, the Mayor upholds and promotes the
objectives of the Municipality and fosters public interest and involvement in
the Municipality and its activities.
Local Councillors represent the residents of one of four municipal wards
on Council. Regional Councillors represent residents on one of two
regional wards, which are comprised of two local wards each. Like Local
Councillors, they are voting members of Clarington Council; they also
represent, along with the Mayor, Clarington residents on the Regional
Municipality of Durham Council.
Front row: Regional Councillor Anderson (Wards 1 and 2), Mayor Foster, Regional
Councillor Woo (Wards 3 and 4); Back row: Councillor Traill (Ward 3), Councillor
Zwart (Ward 4), Councillor Rang (Ward 2), Councillor Elhajjeh (Ward 1)
Adrian Foster Council
Mayor
Executive
Assistant to the
Mayor
Policy and
Communications Councillors'
Advisor a Office Assistant
ciff mn A Plan for Growth: Clarington's 2024-27 Budget 1 43
Staffing Complement 2024-27
Operating Budget
Budget Summary
2023 /
2021
2022
2023 Final
2024 Final
2024
2025 Final
2026 Final
2027 Final
Description
Actuals
Actuals
Budget
Budget
Variance
Budget
Budget
Budget
Mayor
Expenditures
Salaries, Wages and Benefits
$245,047
$257,773
$337,823
$460,512
$122,689
$474,138
$486,966
$500,837
Materials and Supplies
21,696
33,821
57,615
55,080
(2,535)
55,280
55,580
55,880
Council
Expenditures
Salaries, Wages and Benefits
415,796
430,861
463,678
566,689
103,011
583,904
604,232
628,762
Materials and Supplies
1,677
2,466
15,070
14,470
(600)
14,470
14,470
14,470
Ward Council
Expenditures
Materials and Supplies
14,734
22,103
47,520
52,400
4,880
53,600
54,400
55,200
Description
Regional Council
Expenditures
Materials and Supplies
Administration
Materials and Supplies
Total
2023 /
2021 2022 2023 Final 2024 Final 2024 2025 Final 2026 Final 2027 Final
Actuals Actuals Budaet Budaet Variance Budaet Budaet Budaet
8,821
19,343
27,942
30,500
2,558
31,100
31,700
32,200
0
0
0
3,500
3,500
3,500
3,500
3,500
$707,771 $766,367 $949,648 $1,183,151 $233,503 $1,215,992 $1,250,848 $1,290,849
Budget Highlights
The following items highlight the 2024-27 budget for Mayor and Council:
Salaries, Wages and Benefits
• The increase in salaries reflects the annual Cost of Living Adjustments (COLA), annualization of new positions
from the previous year, half -year for 2024-27 new positions, estimated changes in benefits and reflect changes
to market and pay equity for the positions undertaken in 2022 and 2023.
• The 2024 increase includes the addition of 1/3 tax-free allowance applied to Mayor and Council to reflect the
changes to the Income Tax Act, 1990, approved by Council, through By-law 2023-056.
Office of
the CAO
4
6
0
Office of the CAO
Department Overview
The Chief Administrative Officer (CAO) is accountable for the overall management of the Corporation of the Municipality of Clarington. The staff within the Office of
the CAO focus on policy development, strategic initiatives, communications, corporate performance, intergovernmental affairs, non -taxation revenue sources and
grant administration. The CAO's mandate is directed by the corporate strategic plan, as set by Mayor and Council, which outlines their key priorities.
Core Activities
Administration: Manages the affairs of the Municipality to ensure its efficient
and effective operation; implements Council's decisions and establishes
administrative practices and procedures to carry out Council's decisions;
undertakes research and provides advice to Council on the policies and
programs of the Municipality; executes the strategic plan and providing
oversight and leadership across the corporation.
Communications: Manages both internal and external communication
channels. Responsible for creative services, corporate branding, digital
presence (including web and social media), public engagement and issues
management.
Corporate Performance: Oversees Continuous Improvement (CI) initiatives,
project management, climate change response and corporate customer
excellence. Includes meeting obligations under approved Climate Plans to
reduce greenhouse gas emissions; providing structure and support to all
departments in standardizing and creating resources for project management;
and driving Cl projects.
Strategic Initiatives: Leads the corporate strategic planning, monitoring and
reporting process and is responsible for intergovernmental affairs and
strategic corporate projects. Leads the transition of the internal audit function
to the Region of Durham through a contracted service model starting in 2024.
2023 Accomplishments and Successes
Developed the 2024-2027 Strategic Plan which included a
comprehensive public engagement process, garnering significant
input from the community, both online and in person. The Strategic
Plan will provide a roadmap for how, collectively, we will allocate
resources and deliver on the identified priorities. It will also provide
measures which will ensure progress is tracked as we work towards
implementing the community's collective vision for Clarington.
Completed a service delivery review of the Municipal Law
Enforcement Division (MLE) over the course of 2023. Several
opportunities for service enhancements were recommended within
the report: People and Process, Technology and Equipment,
Standards and Services. The proposed recommendations will
provide an enhanced customer experience, promote data -driven
decision making, and provide productivity gains through the
increased adoption of technology. It marks the first comprehensive
service delivery review undertaken internally at the Municipality.
Using funding from the third intake of the Audit and Accountability
fund, staff worked with a consultant to develop recommendations
that, when implemented, would enable the Municipality to realize
significant efficiencies in Public Works administration and activities.
Conducted a review of the cell phone tower policy. The updated
policy provides guidance and direction to applicants, Council,
Planning and Infrastructure Services staff, and members of the
public about the process of establishing radiocommunication and
broadcasting antenna systems. It includes direction on Industry
Canada's authority, mandate and process. The updated protocol
will ensure the development of a high calibre wireless
telecommunications service in Clarington. The accompanying report
also provides a path towards increasing cellular coverage across
Clarington through proactive initiatives to be undertaken by staff.
Led lifeguard recruitment advertising campaign, in partnership with
Community Services, leading to the hiring of 19 new lifeguards and
six aquatic assistants —a significant improvement over previous
years.
• Supported Emergency and Fire Services' volunteer recruitment
efforts with a robust campaign that led to 200 new applicants within
six weeks.
• Development of a Sustainable and Resilient Design Standard to
guide new construction and renovations of Municipally owned
buildings and support the Municipality's targets to be a net -zero
corporation. The standard considers measures to not only reduce
greenhouse gas emissions, but also improve asset resilience, water
efficiency and quality, and local ecology. It is a component of the
Municipality's Corporate Climate Action Plan (CCAP).
• Transformed and expanded the Municipality's communications
function with the hiring of two Communications Officers and
developing comprehensive strategies and processes to be more
responsive and provide better customer service to the public.
• Established a centralized grant administration program to ensure
that the municipality leverages every funding opportunity available
to minimize tax impacts to rate payers.
• Implementing a Cl framework to apply a data -driven, disciplined
and innovative approach to enhance the way the Municipality
delivers services to people and businesses in Clarington. The
CAO's Office created two Business Improvement Specialist
positions who hold Lean Six Sigma Black Belts. Six staff, trained
and certified as Lean Six Sigma Green Belts, identified
opportunities for process improvements and implemented
efficiencies within the organization.
• Modernization through the development of universal customer
service standards and expectations across the organization aimed
at increasing customer satisfaction. This included establishing
standard response time expectations for inquiries and complaints to
provide data for evidence -based decision making, modernizing
phone functionality by creating phone queues on call volumes and
performance against the standards, and commencing the call
centre project with integration in Durham 311 and Durham CRM to
increase service delivery and reduce the cost and risk to
municipality.
Developed a Trespass Policy in conjunction with Legislative
Services to support front line staff and leadership in dealing with
volatile customers to ensure we are upholding a safe and tolerant
environment for staff to work.
• With a focus on succession planning and supporting staff in
enhancing and developing leadership skills, developed and rolled
out 4 leadership competencies to underpin expectations on skills for
people leaders in achieving corporate goals. Hosted the first
Municipal leadership conference, a two-day event to build skills of
people leaders to support the four competencies.
• Commenced the project planning for the Talent Management
Framework to be rolled out to the Corporation in 2024. The
framework is aimed at providing structure around developing future
talent to ensure long term succession planning and sustainability of
the workforce for Clarington.
• Conducted a workforce demographic and engagement survey to
assess the current environment to determine where gaps exist and
develop plans to address.
• Launched a new digital engagement platform to enhance our
connection with residents. This included installing user friendly and
interactive kiosks in five municipal facilities, providing a convenient
and modern opportunity for residents to actively participate in the
decision -making process and provide valuable input on important
projects and initiatives happening in the community.
Photo above: CAO Mary -Anne Dempster and Mayor Adrian Foster stand
with the new Clarington Connected Kiosk.
Special Projects
Mary -Anne Dempster, CPA, CGA
CAO
Director, Strategic
Initiatives
Strategic Business
Priorities Communications Improvement
Clarington A Plan for Growth: Clarington's 2024-27 Budget 1 51
Staffing Complement 2024-27
The following highlights the changes in staffing needs during the period 2024 to 2027:
• The Corporate Performance Division is seeking to add two Customer Service
Specialists, one each in 2025 and 2026.
Operating Budget
Budget Summary
Description
Administration
Revenue
User Charges
Expenditures
Salaries, Wages and Benefits
Materials and Supplies
Contracted Services
2023 /
2021 2022 2023 Final 2024 Final 2024 2025 Final 2026 Final 2027 Final
Actuals Actuals Budaet Budaet Variance Budaet Budaet Budaet
$0
($155)
$0
$0
$0
$0
$0
$0
496,477
844,005
423,821
478,128
54,307
496,015
508,410
521,267
43,846
40,032
71,325
59,925
(11,400)
59,925
59,925
59,925
159,025
68,308
30,000
30,000
0
30,000
30,000
30,000
Description
2021
Actuals
2022
Actuals
2023 Final
Budget
2024 Final
Budget
2023 /
2024
Variance
2025 Final
Budget
2026 Final
Budget
2027 Final
Budget
Transfers from Reserve and Reserve Fund
0
39,868
0
175,000
175,000
175,000
175,000
175,000
Strategic Initiatives
Revenue
User Charges
0
0
0
(24,200)
(24,200)
(24,200)
(24,200)
(24,200)
Expenditures
Salaries, Wages and Benefits
0
208
477,905
346,212
(131,693)
371,456
381,161
391,267
Materials and Supplies
0
0
28,500
3,500
(25,000)
3,500
3,500
3,500
Contracted Services
0
0
30,000
100,000
70,000
100,000
100,000
100,000
Communications
Expenditures
Salaries, Wages and Benefits
551,673
497,256
520,084
817,121
297,037
859,640
904,760
929,837
Materials and Supplies
75,749
83,437
101,100
129,000
27,900
129,000
129,000
129,000
Contracted Services
59,695
56,588
165,575
165,575
0
165,575
165,575
165,575
Corporate Performance
Expenditures
Salaries, Wages and Benefits
0
202
727,936
657,647
(70,289)
767,988
948,528
1,054,198
Materials and Supplies
0
0
91,030
29,550
(61,480)
84,550
99,550
99,550
Contracted Services
0
0
150,000
150,000
0
150,000
150,000
150,000
Contributions
Revenue
Transfer between Funds
(118,332)
(69,539)
(55,000)
0
55,000
0
0
0
Total
$1,268,133
$1,560,210
$2,762,276
$3,117,458
$355,182
$3,368,449
$3,631,209
$3,784,919
Budget Highlights
The following items highlight the 2024-27 budget for the Office of the CAO:
Salaries, Wages and Benefits
• The increase in salaries reflects the annual COLA, annualization of
new positions from the previous year, annualization of new positions
approved in 2023, half -year for 2024-27 new positions, estimated
changes in benefits and reflect changes to market and pay equity for
the positions undertaken in 2022 and 2023.
Administration
• Furniture and Fixtures costs of $11,500 have been reallocated to
Community Services.
Corporate Performance
• Changes to salaries and wages are due to the Inclusion, Diversity,
Equity, Anti -Racism (IDEA) and Accessibility Coordinator positions
reallocated to Legislative Services — Clerks Division in -year in 2023;
and the Corporate Performance Division is seeking to add two
Customer Service Specialists, one each in 2025 and 2026.
• Decrease in material and supplies budget is due to reallocation of
IDEA portfolio to Legislative Services — Clerk's Division.
Strategic Initiatives
• User charges of $24,200 have been added to reflect anticipated
rental revenue from cellular equipment on the Municipality's property.
• Contracted services have been increased by $100,000 to contract
internal audit functions from the Region of Durham.
Communications
• Increase in materials and supplies mostly due to $30,000 for the
addition of Corporate promotional items.
Laa1s1i�
Ah
v
M
Legislative Services
Department Overview
The Legislative Services Department is responsible for providing legal and legislative advice and support to Council, municipal staff and the Chief Administrative
Officer. The Municipal Solicitor offers professional advice on matters including planning and development, commercial issues, corporate matters, privacy, freedom
of information, municipal elections and municipal by-laws, and provides legal representation for the Municipality before all levels of court, administrative boards and
tribunals. The department is also responsible for care and adoption of animals, human resources, effective administration of Council and Committee meetings, and
records management.
Core Activities
Clerk's Division: Delivers secretariat services for Council and Standing Committees, provides records
management, licensing and permitting and supports public services such as elections, print and
mailroom services, and licenses for marriages, cemeteries and lottery.
Human Resources: Responsible for the management of the municipality's staffing, including
recruitment, retention, and labour relations. Training, collective agreement negotiations, payroll
administration and health and safety.
Municipal Law Enforcement: Responsible for implementing and ensuring compliance with municipal
by-laws.
Animal Services: Operates the animal shelter, adoption services and related activities.
Legal Services: Provides legal advice and support to Council, Municipal staff and the CAO.
�t
i
___0
2023 Accomplishments and Successes
• Digitized the lottery license process to provide an efficient method to
deliver the service and real-time data for decision -making.
• Developed training for eScribe, the Municipality's meeting
management and citizen engagement software platform that enables
remote participation in Council meetings.
• Developed and implemented a revised procedural by-law to
streamline Committee and Council meetings.
• Successfully concluded CUPE Negotiations with Local 74, Inside and
Outside Bargaining Units.
• Streamlined hiring process, including automated offer letter
approvals and signoffs, onboarding processes, and implementation
of a fully automated applicant tracking system to provide better data
for decision -making.
• Launched the Service Clarington Citizen Portal.
• Launched Mobile Parking Payment System as part of the Municipal
Parking Payment Modernization Initiative.
• Managing an 11 per cent increase in volume of animal intakes and
adoptions in 2023, with intakes poised to be more than 400.
Manager,
Municipal Law
Enforcement
Animal Services
Enforcement
People Services
Rob Maciver
Deputy CAO,
Legislative Services/
Solicitor
Associate Solicitor Municipal Clerk
Manager, Human
Resources
Compensation ■ Health and
and Benefits Safety
Inclusion,
Diversity and Accessibility
Anti -Racism
Clerk's Office
Ciarilwn
A Plan for Growth: Clarington's 2024-27 Budget 1 58
Staffing Complement 2024-27
2023
2023
2024
2024
2025
2025
2026
2026
2027
2027
Division Full-time
Part-time
Full-time
Part-time
Full-time
Part-time
Full-time
Part-time
Full-time
Part-time
Administration
Clerk's Services
Human Resources
Legal Services
Municipal Law Enforcement
Total Needs
The following highlights the changes in staffing needs during the period 2024 to 2027:
• Clerk's Services will temporarily increase part-time staff in 2026 for the municipal election. This staff is funded by the
Municipal Election Reserve which the Municipality uses to spread the cost of the election over the four-year period.
• Human Resources is requesting an Organizational Development and Learning Specialist in 2024.
• Legal Services is seeking to add a Realty Manager in 2024 to look after the Municipality's real estate portfolio and
transactions.
• Municipal Law Enforcement is looking to expand by an additional officer in both 2024 and 2025 as the population
increases and calls for service increase.
• Animal Services, within Municipal Law Enforcement, is seeking to increase administrative support by upgrading the
current part-time Clerk I to a full-time Clerk II in recognition of the increased workload and required support to run the
shelter and respond to animal services calls.
Operating Budget
Budget Summary
2023 /
2021
2022
2023 Final
2024 Final
2024
2025 Final
2026 Final
2027 Final
Description
Actuals
Actuals
Budget
Budget
Variance
Budget
Budget
Budget
Public Sector Accounting Board
Expenditures
Amortization Expense
$29,765
$36,115
$0
$0
$0
$0
$0
$0
Administration
Revenue
User Charges
(119,276)
(132,508)
(138,800)
(137,300)
1,500
(137,300)
(137,300)
(137,300)
Expenditures
Salaries, Wages and Benefits
898,178
1,331,477
1,381,373
1,753,695
372,322
1,799,826
1,847,531
1,897,164
Materials and Supplies
70,426
85,660
84,840
118,820
33,980
118,820
120,820
125,070
Contracted Services
12,744
23,083
25,800
25,800
0
25,800
25,800
25,800
Transfers from Reserve, Reserve Fund and Capital
94,801
62,487
75,000
10,000
(65,000)
10,000
10,000
10,000
Human Resources/Payroll
Expenditures
Salaries, Wages and Benefits
1,849,397
1,627,147
1,852,808
2,061,250
208,442
2,171,185
2,224,224
2,266,660
Materials and Supplies
7,093
10,652
11,900
38,200
26,300
38,400
38,400
38,400
Contracted Services
86,872
102,977
115,000
115,500
500
142,500
115,500
115,500
Rents/Financial Expenses
89,908
108,905
155,000
175,000
20,000
191,000
198,600
206,600
Health and Safety
Expenditures
Materials and Supplies
24,266
7,840
29,740
18,240
(11,500)
22,740
19,240
22,740
Contracted Services
6,762
4,315
3,000
30,000
27,000
8,000
23,000
15,000
Transfers from Reserve, Reserve Fund and Capital
11,500
12,000
0
0
0
0
0
0
Description
2021
Actuals
2022
Actuals
2023 Final
Budget
2024 Final
Budget
2023 /
2024
Variance
2025 Final
Budget
2026 Final
Budget
2027 Final
Budget
Animal Services
Revenue
User Charges
(93,967)
(93,955)
(87,800)
(90,700)
(2,900)
(90,700)
(90,700)
(90,700)
Donations and Contributions from Others
(9,731)
(10,613)
0
0
0
0
0
0
Expenditures
Salaries, Wages and Benefits
409,150
424,563
463,655
497,782
34,127
549,678
567,509
583,058
Materials and Supplies
58,430
67,571
71,240
70,240
(1,000)
72,840
75,540
78,140
Contracted Services
78,174
80,119
65,731
91,400
25,669
93,400
95,400
97,400
Transfers from Reserve, Reserve Fund and Capital
10,000
44,987
10,000
0
(10,000)
0
0
0
Municipal Law Enforcement
Revenue
User Charges
(16,806)
(11,645)
(28,000)
(28,000)
0
(28,000)
(28,000)
(28,000)
Fines/Penalties on Interest
(16,910)
(28,394)
(25,000)
(25,000)
0
(25,000)
(25,000)
(25,000)
Expenditures
Salaries, Wages and Benefits
881,496
816,344
909,512
1,119,138
209,626
1,255,887
1,336,578
1,374,700
Materials and Supplies
15,343
13,904
23,500
22,500
(1,000)
22,500
22,500
22,500
Contracted Services
42,609
77,645
65,000
64,400
(600)
64,400
64,400
64,400
Transfers from Reserve, Reserve Fund and Capital
8,538
2,400
0
0
0
0
0
0
Parking Enforcement
Revenue
User Charges
(101,899)
(201,945)
(100,000)
(100,000)
0
(100,000)
(100,000)
(100,000)
Fines/Penalties on Interest
(261,835)
(361,849)
(250,000)
(250,000)
0
(250,000)
(250,000)
(250,000)
Expenditures
Salaries, Wages and Benefits
386,703
393,328
504,550
535,751
31,201
550,362
565,693
581,366
Materials and Supplies
23,753
35,376
27,340
47,140
19,800
47,140
47,140
47,140
Contracted Services
10,802
10,553
20,000
20,000
0
20,000
20,000
20,000
2023 /
2021
2022
2023 Final
2024 Final
2024
2025 Final
2026 Final
2027 Final
Description
Actuals
Actuals
Budget
Budget
Variance
Budget
Budget
Budget
Rents/Financial Expenses
9,832
13,164
10,000
10,000
0
10,000
10,000
10,000
Transfers from Reserve, Reserve Fund and Capital
363,779
567,180
350,000
350,000
0
350,000
350,000
350,000
Election
Revenue
User Charges
0
(1,480)
0
0
0
0
(1,500)
0
Expenditures
Salaries, Wages and Benefits
0
69,218
0
0
0
0
33,467
0
Materials and Supplies
0
120,686
0
0
0
0
140,500
0
Contracted Services
10,550
138,695
4,000
5,500
1,500
5,720
173,000
89,820
Rents/Financial Expenses
0
4,369
0
0
0
0
5,000
0
Transfers from Reserve, Reserve Fund and Capital
125,000
261,531
125,000
125,000
0
125,000
125,000
125,000
Legal Services
Revenue
User Charges
(84,136)
(60,492)
(58,000)
(62,000)
(4,000)
(62,000)
(62,000)
(62,000)
Expenditures
Salaries, Wages and Benefits
385,674
102,684
262,883
454,212
191,329
557,381
591,835
607,402
Materials and Supplies
31,251
37,807
43,300
43,300
0
43,300
43,300
43,300
Contracted Services
51,530
97,782
100,000
100,000
0
100,000
100,000
100,000
Transfers from Reserve, Reserve Fund and Capital
70,161
100,000
0
0
0
0
0
0
Grants
Revenue
Grants
(30,039)
(38,249)
(22,000)
0
22,000
0
0
0
Contributions
Revenue
Transfer between Funds
(556,211)
(1,189,642)
(561,890)
(612,891)
(51,001)
(627,502)
(1,118,300)
(658,506)
Cemetery
2023 /
2021
2022
2023 Final
2024 Final
2024
2025 Final
2026 Final
2027 Final
Description
Actuals
Actuals
Budget
Budget
Variance
Budget
Budget
Budget
Revenue
User Charges
(260,474)
(268,643)
(220,100)
(226,600)
(6,500)
(226,600)
(226,600)
(226,600)
Expenditures
Materials and Supplies
0
0
1,800
1,800
0
1,800
1,800
1,800
Fleet
Expenditures
Materials and Supplies
39,753
38,418
30,400
34,850
4,450
36,850
36,850
36,850
Total
$4,642,956
$4,531,567
$5,330,782
$6,407,027
$1,076,245
$6,887,427
$6,989,227
$7,377,704
Budget Highlights
The following items highlight the 2024-27 budget for Legislative Services:
Salaries, Wages and Benefits
• The increase in salaries reflects the annual COLA, annualization of new positions from the previous year, annualization of new
positions approved in 2023, half -year for 2024-27 new positions, estimated changes in benefits and reflect changes to market and
pay equity for the positions undertaken in 2022 and 2023.
Administration
• Increase in Materials and Supplies is a result of the reallocation of IDEA portfolio reallocated from CAO's Budget. This is specifically
for the Accessibility Advisory Coordinator for initiatives including education, National Accessibility Week Speakers, International Day
of Persons with Disabilities, sponsorship of Staff Lunch -and -Learns, and American Sign Language (ASL) interpretation for all
Committee meetings.
Human Resources and Payroll
• Materials and Supplies increased mostly due to a new 2024 Corporate Advertising Account of $27,000. Consolidation of recruitment advertising account
in HR Division. HR will coordinate external job advertisements, which was previously done by each department.
• Rent and Financial expenses increased by $20,000 for additional modules in ADP, recruitment (replacement system) and performance management
(new module to automate performance and health and safety orientation).
• Contracted services increased:
0 2024: $27,000 — Annual ($3,000) budget for ergonomic assessments; Approximately $15,000 for three days of audiometric testing (maximum
number of tests for three days is about 400 tests) done every two years; approximately $7,000 for noise surveys done every three years;
approximately $3200 for ladder and fall protection inspections (annually); approximately $500 for new sharps waste disposal program; provider
fee for Workplace Safety and Insurance Board (WSIB) Excellence Program $1,200 (annual provider fee, but would receive WSIB rebates).
0 2025: $8,000 — Annual ($3,000) budget for ergonomic assessments; approximately $3,200 for ladder and fall protection inspections (annually);
approximately $500 for new sharps waste disposal program; provider fee for WSIB Excellence Program $1,200 (annual provider fee but would
receive WSIB rebates).
0 2026: $23,000 — Annual ($3,000) budget for ergonomic assessments; Approx $15,000 for three days of audiometric testing (maximum number
of tests for three days is approximately 400 tests) done every two years; approximately $3,200 for ladder and fall protection inspections
(annually); approximately $500 for new sharps waste disposal program; provider fee for WSIB Excellence Program $1,200 (annual provider fee
but would receive WSIB rebates).
0 2027: $15,000 — Annual ($3,000) budget for ergonomic assessments; approximately $7,000 for noise surveys done every three years;
approximately $3,200 for ladder and fall protection inspections (annually); approximately $500 for new sharps waste disposal program; provider
fee for WSIB Excellence Program $1,200 (annual provider fee but would receive WSIB rebates).
Animal Services
• Annual increase in Vet Services costs, 2024-27.
• Operating budget in Administration decreased $23,000 due to moving of livestock
revenue and expenses from Administration to Animal Services. $3,000 Fees are
recovered — cremation or burial of pets. $20,000 per the MILE Service Delivery
Review — to streamline the focus of the Animal Services division, contract out
dead animal pick-up.
Parking Enforcement
• Materials and Supplies increased to Parking Repair Maintenance for Meter
Management System by $19,800. Please see Parking Pay stations Business
Case. Will be removed if 2024 capital project not approved.
2026 Municipal Election
• Revenue increase in 2026 of $1,500 for nomination fees and candidate election
sign charges. This would only capture any non-refundable election/nomination
fees or non-refundable sign deposits.
• Materials and supplies budget $140,500. Includes $3,500 office supplies, $5,000
miscellaneous operating supplies, $81,000 postage for voter information letters,
$50,000 advertising expense and $1,000 for travel.
-.i LZ■
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Financial
Services
CL
Financial Services
Department Overview
The Financial Services Department is responsible for the Municipality's overall financial activities. It is responsible for all accounting services
and provides financial advice to Council and other departments. The department develops Municipal budgets, collects taxes, and manages the
Corporation's financial assets. The Department is also responsible for processing insurance claims against the Municipality, procurement of
goods and services, and information technology services.
Core Activities
Accounting Services: Financial reporting, including annual financial
statements and statutory reports mandated by other levels of
government. The division also oversees reserve and reserve funds used
to pay for various services within the Municipality.
Taxation Services: Billing and collecting property taxes, providing
assistance to taxpayers on assessment inquiries and responding to tax
appeals.
Financial Planning: Preparing annual or multi -year budgets, long-term
financial plans and forecasts, Development Charge Studies, and
Community Benefits Charge Strategies.
Asset Management: Reporting capital assets, corporate asset
management planning, and ensuring capital project financing is available.
Purchasing: Purchasing required supplies, vehicles, equipment,
products, services, rentals, consulting, construction, renovations, and
printing services. The division follows strict rules and procedures to
ensure that all business conducted with the Municipality is done in a fair
and transparent manner.
Information Technology: Provides and supports all technology services
for the Municipality, including software, hardware, network security, etc.
With the rise of digitization, IT supports several internal and customer -
focused solutions that increase municipal business's overall effectiveness
and efficiency levels.
2023 Accomplishments
• Rolling out new electronic tax bills. This optional service will allow taxpayers to
receive their tax bills in PDF format.
• Through our Assessment Base Management process, staff identified over
$100,000 in new revenue from properties that were miss -classified or under -
assessed. This ensures fairness within the property tax system.
• Through collaborating with our vendors, we have increased the use of
Electronic Fund Transfers to over 78 per cent of our payments, reducing the
use of cheques and shortening the time it takes to pay vendors.
• Recognized as an expert in their field, IT staff Presented at Municipal
Information Systems Association on Application Programming Interface (API)
uses between municipal systems.
Trevor Pinn, CPA, CA
Deputy CAO, Financial
Services/Treasurer
Manager, Financial Manager, Taxation Manager, Financial Manager, Chief Information
Reporting / DeputyE Services Planning / Deputy Purchasing Officer
Treasurer Treasurer Services
Financial
Reporting
Accounting
Long-term
Planning Budgets
Network Client
Administration Applications
IT Business
Development
CIarboon A Plan for Growth: Clarington's 2024-27 Budget 1 69
Staffing Complement 2024-27
OW 2023
Full-time
2023
Part-time
2024
Full-time
2024
Part-time
2025
Full-time
2025
Part-time
2026
Full-time
2026
Part-time
2027
Full-time
2027
Part-time
Administration MMMMMMMMMM
Accounting Services MM=M=M=M1=M
Financial Planning
Information Technology
1
Purchasing Services
Taxation Services
_.A
Total Needs mim I48
2
4 •
2
49
The following highlights the changes in staffing needs during the period 2024 to 2027:
• Starting in 2024, part-time wages were increased to facilitate a co-operative education student in Financial
Services. This position will rotate between divisions based on corporate needs and student applicants' learning
objectives.
• The Information Technology Division is seeking to expand to facilitate the continued growth of the municipality,
technology support requests and to facilitate continuous improvement through digitization of the Municipality's
processes.
o In 2024, the addition of two Solutions Analysts and a Project Lead will allow the Division to develop the
project management office required to support future IT projects internally as well as support the diverse
requests from departments for software, hardware and training functions.
o In 2025, two more Solutions Analysts will expand the support function of the division as we move further
down the IT roadmap and digitization of services.
o In 2026, an additional Project Lead will add support to a growing Project Management Office within IT
and further support growth and modernization activities.
Operating Budget
Budget Summary
Description
Public Sector Accounting Board
Expenditures
Amortization Expense
Administration
Revenue
User Charges
Fines/Penalties on Interest
Information Technology
Expenditures
Salaries, Wages and Benefits
Materials and Supplies
Contracted Services
Transfers from Reserve, Reserve Fund and
Capital
Reclass: CF (NON-TCA) to GF
Finance Administration
Revenue
2021
Actuals
$838,023
2022 2023 Final 2024 Final 2023 / 2024 2025 Final 2026 Final 2027 Final
Actuals Budqet Budqet Variance Budqet Budqet Budqet
$830,143 $0 $0
(225,431) (341,209) (400,000) (400,000)
(1,582,533) (1,571,377) (1,500,000) (1,700,000)
$0 $0 $0 $0
0 (400,000) (400,000) (400,000)
(200,000) (1,900,000) (2,100,000) (2,300,000)
1,415,002
1,432,260
1,681,449
2,200,998
519,549
2,557,354
2,795,117
2,928,369
9,332
7,854
11,593
12,750
1,157
13,350
14,050
14,750
6,216
52,098
55,000
61,000
6,000
67,100
73,900
81,200
318,122
685,590
200,000
0
(200,000)
0
0
0
685,940
636,102
1,010,000
1,450,000
440,000
1,595,000
1,754,600
1,930,000
Description
2021
Actuals
2022
Actuals
2023 Final
Budget
2024 Final
Budget
2023 / 2024
Variance
2025 Final
Budget
2026 Final
Budget
2027 Final
Budget
Fines/Penalties on Interest
4,084
(3,691)
(3,500)
(2,800)
700
(2,600)
(2,400)
(2,200)
Expenditures
Salaries, Wages and Benefits
3,111,643
3,059,861
3,495,069
3,738,314
243,245
3,871,020
3,988,411
4,100,608
Materials and Supplies
209,262
121,016
126,977
115,600
(11,377)
115,600
115,600
115,600
Contracted Services
86,184
76,483
65,000
70,000
5,000
70,000
70,000
70,000
Transfers from Reserve, Reserve Fund and
0
293,800
0
0
0
0
0
0
Capital
General Corporate
Revenue
User Charges
(170,729)
(771,174)
0
0
0
0
0
0
Gain/(Loss) on Disposal of Tangible Capital Assets
(38,202)
(271,028)
0
0
0
0
0
0
Expenditures
Materials and Supplies
501,091
633,377
530,549
582,263
51,714
582,316
582,395
582,395
Contracted Services
1,331,711
1,628,293
1,590,100
1,400,600
(189,500)
1,502,100
1,603,600
1,705,100
Rents/Financial Expenses
(290,614)
409,326
297,000
234,300
(62,700)
234,900
235,500
236,100
Transfers from Reserve, Reserve Fund and
6,939,100
8,503,603
6,750,000
0
(6,750,000)
0
0
0
Capital
Contributions
Revenue
Transfer between Funds
(445,955)
(357,511)
(4,097,255)
(3,504,775)
592,480
(4,116,948)
(3,057,626)
(1,579,544)
Total
$12,702,246
$15,053,816
$9,811,982
$4,258,250
($5,553,732)
$4,189,192
$5,673,147
$7,482,378
Budget Highlights
The following items highlight the 2024-27 budget for Financial Services:
Salaries, Wages and Benefits
• The increase in salaries reflects the annual COLA, annualization of new positions from the previous year, annualization of new positions approved in 2023,
half -year for 2024-27 new positions, estimated changes in benefits and reflect changes to market and pay equity for the positions undertaken in 2022 and
2023.
Administration
• Increased fines revenue by $200,000 to reflect actuals.
Information Technology
• Increase of software maintenance by $425,000. The increase represents a full year of AMANDA (funded from Building), EPLAN Software, Office 365 upgrade
license to E3, Esri three-year contract renewal, cloud -based phone system, additional security systems, mobile device management and Energy Cap
Software.
Finance Administration
• Decrease in materials and supplies due to the movement of furniture to the Community Services Department.
General Corporate
• Materials and Supplies has increased primarily as a result of adding a contingency of approximately $50,000 to 2024-27 for unexpected expenses.
• Contracted Services decreased in 2024 by $192,000 due to a one-time cost in 2023 for the required triannual actuarial review on post -employment benefits;
new development charge study to update for growth numbers, updated capital costing and changes to the Development Charges Act, 1997; update to the
Land Acquisition Study (required every five years) that was reversed in 2024.
• Rents and financial expenses reduced by $62,700 due to exclusion of credit card transaction fees.
r
o
Emergency
And Fire Services
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Emergency and Fire Services
Department Overview
Clarington Emergency and Fire Services (CEFS) provide professional and highly trained emergency
response, education and fire prevention services to all residents. Clarington has a composite
department made up of full-time and volunteer firefighters.
Vision
A community free from loss of life, injuries and property damage.
Mission
An innovative service dedicated to protecting our community through education, prevention, and
emergency response.
Core Values
Professionalism: a commitment to excellence in everything we do.
Integrity: dedicated to honesty and accountability while holding ourselves to a high ethical standard.
Compassion: devoted to treating people with dignity and kindness.
Core Activities
Fire Prevention and Public Education: Creating a fire -safe community by reducing the
occurrence and impact of fires through public education programs and fire inspections.
Clarington strives to educate the public about fire safety through various education programs,
hall tours and community events, and provide safety lectures and fire safety training to
families, community groups, schools, clubs, and businesses throughout the municipality.
Fire Suppression: CEFS responds to various emergency needs including medical calls,
motor vehicle accidents, fire calls, hazardous material spills, carbon monoxide incidents,
natural gas line ruptures, and specialized rescue calls such as water and ice rescues and
slope rescue situations. To complete these tasks Fire Services has a variety of tools such as
extrication tools, defibrillators, specialized saws and cutting tools, a variety of nozzles, rope
equipment and ladders. All this equipment assists in providing an effective response in
suppression.
Maintenance Division: Provides Self -Contained Breathing Apparatus (SCBA) fit testing,
repairs and maintains the SCBA and other personal protective equipment used by the
department.
Training Division: Researches, develops, and delivers leading -edge emergency response
techniques and procedures. This group ensures that emergency services are effective and
delivered in a consistent manner between platoons.
Management Division: Provides strategic direction for CEFS in a cost effective, efficient, and
effective manner. Ensures that the services provided match the emergency needs of the
community.
2023 Accomplishments and Successes
• Created new CEFS Vision, Mission, and Core Value statements.
• Created a Cl committee to empower staff to implement improvements.
• Inclusion of sensory kits on fire trucks, along with training on how to use
them when responding to incidents involving neurodivergent people.
• Increased medical response services to include emergency calls related
to difficulty breathing and chest pains.
• Signed a fire protection services agreement with Oshawa Fire Services
for the delivery of specialty rescue services.
• Updated mutual aid agreement with Port Hope to accurately reflect the
services each organization provides.
• Improved management of false fire alarms and illegal burns through
amended Municipal fee by-laws, implementing cost recovery fees for
preventable incidents and improving efficiency of response processes.
• Conducted a thorough review of the emergency response services
provided by CEFS and provided recommendations to Council to
address service gaps.
• Began the review and revision of all departmental operating guidelines
and policies to ensure CEFS is implementing industry best practices.
• Leased Fire Station 5 to EMS to run jointly with CEFS fire response.
• Hired, trained, and placed 18 new volunteer firefighters into service.
CEFS received 265 volunteer applications thanks to a robust six -week
recruitment campaign —a 148 per cent increase over 2022.
• Redesigned Emergency Management Plan and provided training to the
Municipal Control Group.
• Training hours increased year over year, including new fire ground
techniques and improved skill maintenance.
• High rise firefighting expert from Toronto Fire Services trained CEFS
staff to prepare for high rise buildings.
• New Officer Development Program's inaugural class had nine
graduating officers, with 10 potential officers currently enrolled in a
second class.
• 15 people certified to the SP103 Standard for Wildland Firefighting.
• All staff trained in mental health and operational stress management
through programs provided by CAMH and Wounded Warriors Canada.
• "Saved by the beep program" delivered to the community to improve
smoke alarm awareness and compliance.
Fire Suppression
David Speed
Director, Emergency
Services / Fire Chief
Deputy Fire Chief _ Business Manager
(2)
Fire Prevention _ Training Mechanical
Offbg ffl A Plan for Growth: Clarington's 2024-27 Budget 1 78
Staffing Complement 2024-27
2023
Full-time
Administration
2023
Part-time
2024
Full-time
2024
Part-time
2025
Full-time
2025
Part-time
2026
Full-time
2026
Part-time
2027
Full-time
2027
Part-time
Fire Prevention
Fire Suppression
Mechanical Support
Training
Total Needs :�
®�®
••
®
••
��
••
��
The following highlights the changes in staffing needs during the period 2024 to 2027:
• 20 full-time firefighters to staff an existing fire truck to respond to emergency calls from renovated Fire Station 1, Bowmanville positions approved by Council in -
year (2023) for budget year 2025.
• Discontinue the Volunteer firefighter program at Station 1 effective January 2026.
Operating Budget
Budget Summary
Description
Public Sector Accounting Board
Expenditures
Amortization Expense
Administration
Revenue
User Charges
Expenditures
Salaries, Wages and Benefits
Materials and Supplies
Contracted Services
External Transfers to Others
Transfers from Reserve, Reserve Fund
and Capital
Contributions
Revenue
Transfer between Funds
Fire Prevention
Revenue
User Charges
Expenditures
Salaries, Wages and Benefits
Materials and Supplies
Contracted Services
Fire Suppression
Expenditures
Salaries, Wages and Benefits
2021 2022
Actuals Actuals
$1,041,306 $1,080,113
2023 Final
Budaet
SIR
2023 /
2024 Final 2024 2025 Final
Budaet Variance Budaet
$0 $0 $0
2026 Final
Budaet
SIR
2027 Final
Budaet
119
(374,254)
(409,619)
(165,000)
(445,000)
(280,000)
(445,000)
(445,000)
(445,000)
950,575
921,643
1,102,755
1,082,106
(20,649)
1,108,540
1,135,855
1,164,317
171,473
226,549
235,350
237,250
1,900
240,050
242,550
245,350
0
0
0
0
0
0
0
0
7,750
750
10,000
0
(10,000)
0
0
0
983,424
931,665
900,000
250,000
(650,000)
250,000
250,000
250,000
(95,629)
(231,000)
(548,624)
(320,000)
228,624
(400,000)
(400,000)
(400,000)
(48,863)
(29,513)
(44,500)
(30,400)
14,100
(30,400)
(30,400)
(30,400)
751,294
627,638
803,658
762,722
(40,936)
788,787
827,200
856,083
28,282
23,464
45,000
45,000
0
45,000
45,000
45,000
77,032
0
1,000
1,000
0
1,000
1,000
1,000
8,520,681
8,994,273
9,516,762
10,212,886
696,124
12,085,459
13,802,858
14,255,497
2023 /
2021
2022
2023 Final
2024 Final
2024
2025 Final
2026 Final
2027 Final
Description
Actuals
Actuals
Budget
Budget
Variance
Budget
Budget
Budget
Materials and Supplies
65,642
70,384
100,000
105,000
5,000
105,000
105,000
105,000
Contracted Services
58,388
80,744
90,000
100,000
10,000
100,000
100,000
100,000
Fire Training and Technical Support
Expenditures
Salaries, Wages and Benefits
335,998
554,203
536,626
558,058
21,432
576,504
595,730
615,859
Materials and Supplies
6,127
6,738
8,500
12,000
3,500
12,000
10,000
10,000
Fire Communications
Expenditures
Contracted Services
683,737
747,430
794,000
804,000
10,000
804,000
804,000
804,000
Fire Mechanical
Expenditures
Materials and Supplies
74,653
119,705
105,000
105,000
0
105,000
105,000
105,000
All Stations- Part-time Administration
Expenditures
Salaries, Wages and Benefits
858,343
923,435
901,280
907,615
6,335
933,836
671,881
691,226
Materials and Supplies
34,523
61,195
59,700
67,300
7,600
67,300
67,300
67,300
Contracted Services
12,764
12,692
23,700
26,100
2,400
26,100
26,100
26,100
Municipal Emergency Measures
Revenue
User Charges
(5,000)
(5,000)
(10,000)
(10,000)
0
(10,000)
(10,000)
(10,000)
Expenditures
Materials and Supplies
25,109
2,207
5,950
5,000
(950)
5,000
5,000
5,000
Fire Mechanical Technical Support
Expenditures
Salaries, Wages and Benefits
137,990
142,277
144,984
151,190
6,206
160,433
165,943
171,725
Fleet
Expenditures
Materials and Supplies
134,487
142,267
95,000
140,000
45,000
140,000
140,000
140,000
Total
$14,435,832
$14,994,240
$14,711,141
$14,766,827
$55,686
$16,668,609
$18,215,017
$18,773,057
Budget Highlights
The following items highlight the 2024-27 budget for Emergency and Fire Services:
Administration
• Revenues increased by $280,000: $250,000 reflects the Ontario Power Generation (OPG) grant to be used in -year to fund certain activities such as
firefighter overtime, and $30,000 to reflect revenue actuals for increased cost recovery services.
• Salaries, Wages and Benefits decreased due to the cancellation of the Business Continuity and Emergency Management Planner position approved in 2023.
CEFS is not going forward with this position.
Fire Suppression
• Salaries, Wages and Benefits:
o The 2025 increase represents the hiring of 20 fire suppression positions approved by Council in -year in 2023. This
includes 16 firefighters and four captains.
o A Plan for Growth also increases the budgeted overtime for firefighters to reflect actuals as well as to provide resources
to meet staffing obligations for responses. Clarington has an agreement with OPG to receive $250,000 annually. Over the
next four years, funds from OPG held in the Community Emergency Management Reserve Fund will be used to fund
overtime. Overtime requirements will be reviewed to consider operational efficiencies from the proposed new station.
Overtime has been increased as follows:
■ 2024 increase to $150,000 utilizing OPG annual funds (no tax impact).
■ 2025 increase fire OT to $400,000 ($400,000 OPG)
■ 2026 increase fire OT to $775,000 ($400,000 OPG + $375,000 tax supported reserve funds)
■ 2027 increase fire OT to $775,000 ($400,000 OPG + 375,000 tax supported reserve funds)
All Stations — Part -Time Administration
• Salaries, Wages and Benefits — Discontinue the Volunteer firefighter program at Station 1 effective January 2026.
K;
Public Works
Public Works
Department Overview
Public Works is responsible for the maintenance of the Municipality's roadways, sidewalks, parks, cemeteries, and municipal fleet and equipment.
Core Activities
Roads: Maintenance of paved and unpaved roadways and sidewalks,
including snowplowing, ditching, culvert installations and pothole patching.
Traffic: Responsible for the provision of crossing guards throughout the
Municipality at key school locations, the development of traffic calming
measures and traffic safety.
Fleet: Maintain municipal fleet vehicle network, including emergency services
equipment such as fire trucks.
Parks and Cemetery: Maintenance of splash pads, beaches, cemetery and
sports fields, parks and open spaces and trail. The division also has
responsibility over the forestry program, seasonal grass cutting and special
event programs such as festival setup and takedown.
Capital Works: This division oversees capital construction and maintenance
contracts with external agencies.
2023 Accomplishments and Successes
• Resurfaced a total of 22 kilometres of rural road.
• Transitioned from paper to electronic:
o ON Duty Diary Logbooks.
o Parks Inspections.
o Circle checks.
o Winter patrol.
• Culvert inventory tracked throughout the year to improve accuracy.
• Updated daily timesheet template to save time and improve accuracy.
• Improved winter operations with Focus GPS system.
• Marking all new cross culverts with reflective flexible bollards.
• Increased inventory of Armadillo stealth radar traffic counters to five.
• Summer student collecting an inventory of driveway and road cross culverts for
including in departmental GIs database.
• Improved the Senior Snow Clearing application process.
• The annual sidewalk minimum maintenance standards (MMS) inspection now
includes a recommended treatment. Also implemented a new sidewalk measuring
tool that gauges the height of trip hazards more accurately.
• A new GIS web application has been created for the crack sealing contract.
• Met the needs of local cricket players by assigning space on existing sports field
infrastructure.
Fleet
Manager,
Operations
Roads
i
Steve Brake
Director, Public Works
Traffic
Parks and
Property
Manager, Parks
Services
Cemeteries
Capital Projects
Clarifl#OH A Plan for Growth: Clarington's 2024-27 Budget 1 86
Staffing Complement 2024-27
MENEW2023
Full-time
Administration
2023
I Part-time
2024
Full-time
2024
Part-time
2025
Full-time
2025
Part-time
2026
Full-time
2026
Part-time
2027
Full-time
2027
Part-time
Operations (Note 1)
Parks Services
Total Needs
Note 1 — The Municipality's 40 Crossing Guards are included in the part-time category within Operations as they report to the Traffic Section of Operations.
The following highlights the changes in staffing needs during the period 2024 to 2027:
• The Fleet division is requesting a Fleet Technician in 2024.
• Parks Services is requesting a Manager of Parks Services in 2024.
• Forestry is requesting two Arborists, one in 2024 and one in 2025.
Operating Budget
Budget Summary
2021
2022
2023 Final
2024 Final
2023 / 2024
2025 Final
2026 Final
2027 Final
Description
Actuals
Actuals
Budget
Budget
Variance
Budget
Budget
Budget
Public Sector Accounting Board
Expenditures
Amortization Expense
$17,047,620
$18,215,846
$0
$0
$0
$0
$0
$0
Administration
Revenue
User Charges
(599,437)
(818,946)
(285,300)
(239,300)
46,000
(249,300)
(259,300)
(269,300)
Expenditures
Salaries, Wages and Benefits
4,739,231
5,009,281
3,525,721
4,123,154
597,433
4,281,220
4,425,096
4,564,842
Materials and Supplies
117,402
150,721
115,600
199,400
83,800
196,412
198,817
201,617
Contracted Services
36,488
263,989
35,000
25,000
(10,000)
25,000
25,000
25,000
Debt Services (Principal and Interest paid)
546,623
546,559
0
0
0
0
0
0
Transfers from Reserve, Reserve Fund, Capital
6,981,104
7,039,248
0
0
0
0
0
0
Contributions
Revenue
Donations and Contributions from Others
(5,230)
(400)
(2,500)
(1,500)
1,000
(1,500)
(1,500)
(1,500)
Transfer between Funds
(1,317,936)
(2,018,342)
0
0
0
(289,575)
(283,140)
(276,705)
Street Lighting
Revenue
User Charges
(4,867)
(8,850)
(15,000)
(15,000)
0
(15,000)
(15,000)
(15,000)
Expenditures
Materials and Supplies
591,704
383,986
450,000
450,000
0
450,000
450,000
450,000
Contracted Services
193,956
187,457
200,000
200,000
0
200,000
200,000
200,000
Debt Services (Principal and Interest paid)
219,670
219,869
219,155
219,400
245
219,400
219,100
219,100
Transfers from Reserve, Reserve Fund, Capital
100,000
100,000
0
0
0
0
0
0
Description
2021
Actuals
2022
Actuals
2023 Final
Budget
2024 Final
Budget
2023 / 2024
Variance
2025 Final
Budget
2026 Final
Budget
2027 Final
Budget
Parks
Expenditures
Salaries, Wages and Benefits
1,490,232
1,290,845
1,539,522
2,112,522
573,000
2,389,792
2,512,430
2,579,884
Materials and Supplies
701,678
683,217
827,045
1,439,800
612,755
1,443,800
1,440,500
1,442,300
Contracted Services
1,103,471
1,672,307
1,658,230
1,994,550
336,320
2,092,700
2,192,676
2,294,713
Rents/Financial Expenses
122,794
57,901
60,000
90,000
30,000
92,700
95,481
98,345
Debt Services (Principal and Interest paid)
0
0
0
0
0
289,575
283,140
276,705
Transfers from Reserve, Reserve Fund, Capital
1,151,144
1,421,706
635,000
0
(635,000)
0
0
0
Cemetery
Revenue
User Charges
Expenditures
Salaries, Wages and Benefits
Materials and Supplies
Transfers from Reserve, Reserve Fund, Capital
Parking Lots
Expenditures
Debt Services (Principal and Interest paid)
Safe Roads
Expenditures
Materials and Supplies
Contracted Services
Waste Collection
Revenue
User Charges
Expenditures
Materials and Supplies
Recycling Collection
(159,600)
(189,728)
(145,800)
(156,000)
(10,200)
(156,000)
(156,000)
(156,000)
268,851
278,874
363,992
418,565
54,573
429,494
440,471
452,406
165,052
223,517
113,800
273,740
159,940
259,040
259,240
259,540
55,000
190,000
5,000
0
(5,000)
0
0
0
147,794
147,927
0
147,600
147,600
147,600
147,400
147,400
12,588
4,146
11,000
11,000
0
11,000
11,000
11,000
48,585
3,760
50,000
60,000
10,000
60,300
60,600
60,900
(73)
(100)
0
0
0
0
0
0
0
1,908
0
0
0
0
0
0
2021
2022
2023 Final
2024 Final
2023 / 2024
2025 Final
2026 Final
2027 Final
Description
Actuals
Actuals
Budget
Budget
Variance
Budget
Budget
Budget
Revenue
User Charges
(15)
0
0
0
0
0
0
0
Expenditures
Materials and Supplies
0
427
0
0
0
0
0
0
Roads Maintenance
Revenue
User Charges
(26,477)
(10,650)
0
(10,000)
(10,000)
(10,000)
(10,000)
(10,000)
Expenditures
Salaries, Wages and Benefits
603,994
574,302
686,800
749,200
62,400
757,500
773,500
789,500
Materials and Supplies
839,294
747,606
788,575
1,529,900
741,325
1,539,400
1,548,500
1,557,716
Contracted Services
533,307
785,288
774,245
1,029,000
254,755
1,053,850
1,079,200
1,105,500
Transfers from Reserve, Reserve Fund, Capital
2,450
0
0
0
0
0
0
0
Hardtop Maintenance
Expenditures
Salaries, Wages and Benefits
385,208
295,823
419,800
440,000
20,200
455,000
455,000
460,000
Materials and Supplies
389,888
472,059
820,500
976,700
156,200
988,660
1,000,865
1,013,522
Contracted Services
161,045
173,876
220,000
250,000
30,000
257,500
265,200
273,200
Loosetop Maintenance
Expenditures
Salaries, Wages and Benefits
66,527
83,488
66,000
75,000
9,000
82,200
85,000
88,750
Materials and Supplies
280,160
415,549
380,000
671,000
291,000
700,100
712,100
724,400
Winter Control
Revenue
User Charges
(10,947)
(35,471)
(45,000)
(70,000)
(25,000)
(68,100)
(69,100)
(70,200)
Expenditures
Salaries, Wages and Benefits
770,359
999,435
1,045,000
1,230,000
185,000
1,270,000
1,310,000
1,340,000
Materials and Supplies
1,336,128
1,953,058
2,155,000
3,152,000
997,000
3,152,000
3,152,000
3,152,000
Contracted Services
60,213
388,767
850,000
500,000
(350,000)
500,000
500,000
500,000
2021
2022
2023 Final
2024 Final
2023 / 2024
2025 Final
2026 Final
2027 Final
Description
Actuals
Actuals
Budget
Budget
Variance
Budget
Budget
Budget
Safety Devices
Expenditures
Salaries, Wages and Benefits
241,677
342,911
348,000
366,000
18,000
371,000
376,000
386,000
Materials and Supplies
438,862
430,163
510,000
547,400
37,400
533,900
533,900
533,900
Contracted Services
56,845
0
30,000
95,000
65,000
97,300
99,600
102,000
Stormwater Management
Expenditures
Salaries, Wages and Benefits
14,351
20,205
20,000
26,000
6,000
26,000
24,800
25,000
Materials and Supplies
8,186
6,172
13,000
25,000
12,000
25,000
25,000
25,000
Contracted Services
182,122
96,028
215,000
100,000
(115,000)
100,000
100,000
100,000
Regional Roads
Expenditures
Salaries, Wages and Benefits
4,306
1,391
2,000
0
(2,000)
0
0
0
Materials and Supplies
18,212
1,361
1,000
1,000
0
1,000
1,000
1,000
Fleet
Revenue
Other Income - Contributions from Others
0
0
0
(5,054,750)
(5,054,750)
(5,054,750)
(5,054,750)
(5,054,750)
Expenditures
Salaries, Wages and Benefits
629,363
645,695
777,718
917,575
139,857
998,294
1,021,560
1,047,339
Materials and Supplies
0
0
21,800
21,800
0
21,800
21,800
21,800
Transfers from Reserve Fund
1,085,000
1,085,000
2,835,000
0
(2,835,000)
0
0
0
Total
$41,823,902
$44,529,181
$22,294,903
$18,920,756
($3,374,147)
$19,674,312
$20,197,186
$20,676,924
Budget Highlights
The following items highlight the 2024-27 budget for Public Works:
Salaries, Wages and Benefits
• The increase in salaries reflects the annual COLA, annualization of new
positions from the previous year, annualization of new positions
approved in 2023, half -year for 2024-27 new positions, estimated
changes in benefits and reflect changes to market and pay equity for
the positions undertaken in 2022 and 2023.
Administration
• Decrease in revenues and expenditures are due to an internal
restructuring of accounts.
• Increase in materials and supplies by $88,000 for emergency clean-up
and fleet allocation due to updating MTO rates used to charge out
equipment time. There is a corresponding revenue set up for the
allocation and there is no tax impact for this increase.
Parks
• Materials and Supplies increased by $612,755. Increase of $476,000
for Parks Maintenance Fleet allocation and increase of $266,000 for
Forestry Fleet allocation due to updating MTO rates used to charge out
equipment time. There is a corresponding revenue set up for the
allocation and there is no tax impact for this increase.
• Council Amendment — increased forestry contracted services by
$205,000 to increase service levels, in addition to the increase in
forestry contracted services of $120,000 contained in the budget. Total
2024 budget increase is $325,000. A forestry review will be conducted
to determine what work will require an in -year adjustment from reserve.
Increase to assist with outstanding work orders, additional volume and
increase in cost of trees for General Tree Contract, Block Pruning
Program, Urban and Park Planting and Green Space Removals.
• Increase of $30,000 in Parks maintenance rental expense to add
portable toilet locations to permitted fields.
•
Created new accounts related to the expected debt issuance for the
Newcastle Neighbourhood Park. The debt is expected to be issued in
2024 with first repayment due in 2025.
Cemetery
• Materials and Supplies net increase of $159,940. Of the increase,
$152,000 is due to updating MTO rates used to charge out equipment
time. There is a corresponding revenue set up for the allocation and
there is no tax impact for this increase.
Parking Lots
• In 2018, an internal loan was issued for capital works related to parking
lot rehabilitation. Debt repayment costs of $147,600 for principal and
interest has been included, with internal loan to be completed by 2033.
Safe Roads
• Increase to contracted services for traffic services. This is a new
account as of 2024. Budget used to be included in Infrastructure's
Pavement Rehabilitation capital.
Road Maintenance
• Materials and Supplies net increase is $741,325. Small equipment
increased by $3,000, culvert maintenance -miscellaneous operating
supplies increased due to backlog, infrastructure reaching end of
lifecycle, increase in cost of materials. Fleet allocations for culvert
maintenance increased $233,000; weed control increased $145,000;
ditch and shoulder maintenance increased $231,000; road patrol
increased $49,000; and roadside cleanup increased $35,000 due to
updating MTO rates used to charge out equipment time. There is a
corresponding revenue set up for the allocation and there is no tax
impact for this increase.
• Contracted Services net increase is $254,755. An increase of $102,100
for ditching contract due to Climate Action Plan to reduce flooding in
flood -prone areas. An increase of $38,000 (of which $18,000 is a
reallocation from miscellaneous operating supply account) for catch
basin and storm sewer maintenance due to inflation and additional
maintenance needs due to aging infrastructure. The urban curb -cut
contract increased by $26,500 due to contract pricing for curb
reinstatements and the amount of curbs that need to be reinstated and
address backlog. The sidewalk maintenance contract account
increased by $85,000. Increase due to inflation, additional maintenance
needs due to aging infrastructure and to address Climate action plan
items. Also added new budget for concrete curb replacement.
Hardtop Maintenance
• Materials and Supplies net increase is $156,200. Pavement patching
net increase is $119,000 based on updating MTO rates. Sweeping
waste disposal fees decreased by $150,000 based on prior years
actuals and sweeping fleet allocation increased by $148,000 due to
updating MTO rates used to charge out equipment time. There is a
corresponding revenue set up for the allocation and there is no tax
impact for this increase. Miscellaneous operating supplies for pavement
markings increased by $40,000 due to growth and inflation, additional
maintenance needs due to aging infrastructure and $5,000 to address
Corporate Climate Action Plan items.
• Pavement resurfacing contract services increased by $30,000 due to
additional maintenance needs from aging infrastructure and to address
climate action plan items.
Loosetop Maintenance
• Materials and Supplies net increase is $291,000. An increase of
$30,000 for dust control due to a new contract. Gravel patch and
resurfacing increased by $253,000 due to updated MTO rates used to
charge out equipment time. There is a corresponding revenue set up for
the allocation; there is no tax impact for this increase.
Winter Control
• Net increase in revenues of $25,000 is based on the timing of first
occupancy in new developments and the increased number of
customers and increased fee of the program to participants.
• Increase in materials and supplies of $8,400 includes an increase of
$8,000 for winter control fleet allocations based on a five-year average
and anticipated needs in 2023 and an increase of $400 in
miscellaneous operating supplies.
• Decrease in contracted services of $350,000 includes a decrease for
winter maintenance as staff are clearing arterial sidewalks and
pedestrian crossing locations at an estimated contract saving of
$150,000. Senior snow clearing program contract decreased by
$200,000 based on prior year actuals.
Safety Devices
• Materials and Supplies net increased is $37,400 primarily due to
updated MTO rates used to charge out equipment time. There is a
corresponding revenue set up for the allocation; there is no tax impact
for this increase.
• Railway crossing maintenance contract decreased by $10,000 based
on inspections by Transport Canada and anticipated needs in 2024 and
future years.
Stormwater Management
• Contracted services decrease of $115,000 as surveys will be completed
and these funds are no longer required.
Fleet
• Contributions from others of just over $5,000,000 added to offset fleet
allocation expenses, the expenses in other departments offset this
revenue and this is used for cost allocation measures only. Expenses
for fleet are captured in one account and allocated based on usage.
1w
Community
Services
i
wr- IMINMEM.
Community Services
Department Overview
The Community Services Department is responsible for the provision of indoor recreation facilities, programs and activities providing the
residents of Clarington a variety of recreation and leisure opportunities, in a welcoming, enjoyable, and safe environment. Community Services
is responsible for the provision of indoor recreation facilities, programs and activities providing the residents of Clarington a variety of recreation
and leisure opportunities, in a welcoming, enjoyable, and safe environment. This includes the provision of facilities for our minor sport
organizations to operate their hockey, figure skating, lacrosse, and swimming programs to their many participants.
The division also provides registered and drop -in recreation fitness and aquatic programming, that services residents of all ages. Through our
community development efforts, we also administer the annual Community Funding Program, which provides funding to various agencies and
organizations, to support the valuable work they perform in our community.
Core Activities
Facility Services
• Operate and maintain municipally operated indoor recreation facilities.
• Operate and maintain Municipal Administrative Centre and Clarington Public
Library Main Branch.
• Repair and maintenance of fire stations, operations depots, other library and
museum buildings, Bowmanville Older Adult Centre, and Visual Arts Centre.
• Manage and supervise all construction and renovation on municipally owned
buildings.
• Liaise with Community Hall and Arena Boards.
• Manage the Naming Rights, Advertising and Sponsorship Program.
• Provide operational support to municipal and departmental special events.
Recreation Services
• Develop and operate recreation, fitness and aquatic programs and
activities.
• Operate the fitness centre and older adult centre at Courtice Complex.
• Support access to recreation for low-income participants through internal
and external funding assistance programs.
• Allocate and permit indoor and outdoor rental space to community
organizations and the public.
• Manage the annual Council -approved Community Funding Program,
which provides financial support to local community agencies and
organizations.
• Represent the Municipality on the Durham Regional Police Service
Community Safety Advisory Council, as well as other community -based
groups.
• Provide support to various community organizations through individual
consultation as group information sharing.
• Coordinate the intake of all non -municipal special event applications.
• Manage municipal and department special events including Mayor's Golf
Classic, Mayor's Art Gala, and Canada Day.
10
r
A
2023 Accomplishments and Successes
• In 2023 we experienced a post -pandemic rebound in swimming lesson
registrations, including a 40 per cent increase in our Fall Session
numbers.
• With the most recent fall staff hiring, our aquatic staffing resources have
grown significantly and are reaching pre -pandemic levels. This was
accomplished through various collaborative and innovative efforts with
the aquatics team and Corporate Communications.
• Contributing to the Parks, Recreation and Culture Master Plan working
group. This work will continue into 2024 with major findings and
recommendations due to Council in September 2024. This work will
assist Council and senior staff in the strategic planning for indoor and
outdoor recreation and cultural services.
• Special Events team successfully held the inaugural Celebrate Sport in
Clarington Event in Spring 2023, at the Garnet B. Rickard Recreation
Complex. We plan to build on this success and expand our celebration
of the sporting accomplishments of our residents at the local, national,
and international levels.
• Council approval for Phase I of the South Bowmanville Recreation
Centre (SBRC) Project. The RFP for design services to be issued in
2024.
• Facility Services continues expansion of in-house renovation and
smaller capital projects work, including Shaw House and CAO Office
renovations.
• Facility Services assisted with development of office design standards
for future workspaces, with goal to standardize furniture procurement
and maximize use of space.
• The Newcastle Arena renovation is nearing completion with a ceremony
to celebrate the re -opening scheduled in late November 2023.
• Cl initiatives — working with CAO's Office on several process reviews.
This work will continue in 2024.
• Special Event Application Growth: post -pandemic rebound, with over 60
applications administered to date in 2023, compared to over
approximately 20 in 2022.
• Mayor's Golf Classic: expect to raise approximately $30,000 for Durham
Hospice. Sponsorship sales for this event was managed internally by
Community Services staff in conjunction with the Mayor's Office.
• Community Funding Program: Financial support of approximately
$45,000 was provided to over 15 community organizations and groups
through the Community Funding Program in 2023. Additionally, funds
were provided to support local concerts in the park events.
• Continuation of the Clarington Charges Forward initiative through the
addition of electric vehicle and mobile device charging stations at
municipal facilities and inside recreational facilities.
Manager, Facilities
Facilities
Management
Off-ington
Building Services
George Acorn
Director, community Services
Community
Development Manager,
Coordinator Recreation
Fitness and Older
Adult a Aquatics
Recreation
A Plan for Growth: Clarington's 2024-27 Budget 1 99
Staffing Complement 2024-27
M T 1110=1
Administration
2023
Full-time
2023
Part-time
2024
Full-time
2024
Part-time
2025
Full-time
2025
Part-time
2026
Full-time
2026
Part-time
2027
Full-time
2027
Part-time
Community Development
Facilities
Recreation
Total Needs
•
The following highlights the changes in staffing needs during the period 2024 to 2027:
. Recreation Services — Recreation Programmer 2025.
• Facilities — Plumbing Technician 2025.
• Recreation Services — Aquatic Deck Leads (2) 2025.
. Recreation Services — Recreation Programmer (Inclusion) 2026.
• 2026-27 SBRC funds put aside in reserve funds for future staffing.
Operating Budget
Budget Summary
2021
2022
2023 Final
2024 Final
2023 / 2024
2025 Final
2026 Final
2027 Final
Description
Actuals
Actuals
Budget
Budget
Variance
Budget
Budget
Budget
Public Sector Accounting Board
Expenditures
Amortization Expense
$2,080,972
$2,054,759
$0
$0
$0
$0
$0
$0
Administration
Revenue
User Charges
(35,866)
(77,845)
(64,000)
(74,000)
(10,000)
(100,000)
(110,000)
(130,000)
Expenditures
Salaries, Wages and Benefits
920,015
941,182
1,055,908
882,393
(173,515)
905,245
928,922
953,578
Materials and Supplies
25,236
36,276
62,555
41,900
(20,655)
42,400
90,400
43,900
Contracted Services
279,052
91,522
240,000
0
(240,000)
0
0
0
Transfers from Reserve, Reserve Fund and
1,762,201
1,859,441
1,342,500
0
(1,342,500)
0
0
0
Capital
Grants
Revenue
Grants
0
0
0
0
0
0
0
0
Contributions
Revenue
Transfer between Funds
(1,696,392)
(2,539,740)
(1,935,754)
(1,287,653)
648,101
(1,894,647)
(2,800,133)
(3,632,811)
Fleet
Expenditures
Materials and Supplies 39,200 24,552 23,350 22,400 (950) 22,400 32,900 32,900
Recreation Services Administration
Revenue
User Charges (121) (1,535) 0 0 0 0 0 0
Expenditures
Salaries, Wages and Benefits 1,115,978 966,978 1,301,950 1,716,637 414,687 1,946,031 2,197,954 2,326,102
Description
2021
Actuals
2022
Actuals
2023 Final
Budget
2024 Final
Budget
2023 / 2024
Variance
2025 Final
Budget
2026 Final
Budget
2027 Final
Budget
Materials and Supplies
12,219
11,803
31,000
29,200
(1,800)
29,200
29,200
29,200
Facilities
Revenue
User Charges
(1,143,774)
(1,917,180)
(2,286,300)
(2,408,400)
(122,100)
(2,486,400)
(2,815,200)
(2,948,000)
Transfer between Funds
0
0
0
(213,215)
(213,215)
(218,012)
(222,917)
(227,933)
Expenditures
Salaries, Wages and Benefits
3,884,704
4,594,678
4,933,047
5,422,466
489,419
5,652,477
5,872,813
6,035,127
Materials and Supplies
2,598,219
3,376,299
3,544,590
3,601,100
56,510
3,352,800
3,648,600
3,838,100
Contracted Services
256,694
425,475
717,595
699,500
(18,095)
729,200
795,700
823,400
Debt Services (Principal and Interest paid)
1,514,261
1,787,898
2,896,065
1,872,933
(1,023,132)
2,523,230
3,425,816
4,257,578
Transfers from Reserve, Reserve Fund and
1,148,621
357,109
0
0
0
0
0
0
Capital
Concessions
Revenue
User Charges
(5,932)
(22,102)
(60,240)
(62,100)
(1,860)
(64,100)
(76,000)
(77,400)
Expenditures
Salaries, Wages and Benefits
8
0
0
0
0
0
0
0
Aquatic Programs
Revenue
User Charges
(275,596)
(739,798)
(911,350)
(1,230,000)
(318,650)
(1,269,400)
(1,309,900)
(1,351,700)
Expenditures
Salaries, Wages and Benefits
296,192
698,646
1,169,428
1,311,429
142,001
1,340,235
1,369,829
1,400,009
Materials and Supplies
21,383
45,631
52,360
74,100
21,740
74,100
74,100
74,100
Fitness Programs
Revenue
User Charges
(75,474)
(375,595)
(458,900)
(556,800)
(97,900)
(574,500)
(596,700)
(624,300)
Expenditures
Salaries, Wages and Benefits
146,416
251,099
314,351
335,684
21,333
343,108
349,097
372,416
Materials and Supplies
5,849
13,655
25,800
25,800
0
26,300
26,900
27,500
Rents/Financial Expenses
0
240
2,100
3,300
1,200
3,300
3,300
3,300
Description
2021
Actuals
2022
Actuals
2023 Final
Budget
2024 Final
Budget
2023 / 2024
Variance
2025 Final
Budget
2026 Final
Budget
2027 Final
Budget
Recreation Programs
Revenue
User Charges
(140,232)
(430,467)
(647,950)
(784,300)
(136,350)
(809,300)
(848,100)
(967,100)
Expenditures
Salaries, Wages and Benefits
134,296
259,122
651,011
728,600
77,589
744,986
758,985
811,585
Materials and Supplies
9,481
35,542
78,300
78,300
0
78,300
78,300
78,300
Contracted Services
3,271
24,318
31,800
35,300
3,500
35,300
35,300
35,300
Community Development
Revenue
User Charges
(131,700)
(137,816)
(172,330)
(185,200)
(12,870)
(186,600)
(188,300)
(189,900)
Expenditures
Salaries, Wages and Benefits
58,384
73,239
5,510
9,540
4,030
9,768
9,993
10,224
Materials and Supplies
143,970
158,523
189,010
197,500
8,490
197,500
197,500
197,500
Contracted Services
28,008
34,545
47,200
49,400
2,200
49,400
49,400
49,400
55+ Active Adults
Revenue
User Charges
(27,027)
(76,976)
(98,875)
(129,600)
(30,725)
(133,700)
(148,700)
(178,400)
Expenditures
Salaries, Wages and Benefits
31,887
75,255
102,388
109,490
7,102
111,955
111,393
137,682
Materials and Supplies
2,832
17,611
10,300
12,700
2,400
12,700
12,700
12,700
Contracted Services
0
4,100
8,500
6,000
(2,500)
6,000
6,000
6,000
Rents/Financial Expenses
0
5,014
4,000
4,000
0
4,000
4,000
4,000
Customer Service
Revenue
User Charges
(17,479)
(20,986)
(16,500)
(16,500)
0
(17,000)
(17,600)
(18,100)
Expenditures
Salaries, Wages and Benefits
753,620
988,063
1,158,390
1,195,055
36,665
1,233,045
1,264,378
1,296,761
Materials and Supplies
58,695
131,752
135,500
248,300
112,800
248,300
250,500
324,200
Smallboards Consolidated
Expenditures
2021
2022
2023 Final
2024 Final
2023 / 2024
2025 Final
2026 Final
2027 Final
Description
Actuals
Actuals
Budget
Budget
Variance
Budget
Budget
Budget
Contracted Services
5,869
15,600
17,000
17,000
0
18,100
19,300
20,650
External Transfers to Others
12,188
4,241
0
0
0
0
0
0
Debt Services (Principal and Interest paid)
0
122,749
791,395
792,339
944
792,530
792,433
792,671
Smallboards Non -Consolidated
Expenditures
Contracted Services
2,329
22,425
19,500
19,500
0
20,800
22,200
23,700
External Transfers to Others
9,412
80
0
0
0
0
0
0
Libraries (Facilities)
Expenditures
Materials and Supplies
3,319
17,088
24,850
25,100
250
25,100
25,100
25,100
Contracted Services
4,424
8,556
15,140
15,500
360
16,200
17,000
17,800
Debt Services (Principal and Interest paid)
78,466
78,488
78,663
78,511
(152)
78,243
78,890
78,394
Client Services
Expenditures
Salaries, Wages and Benefits
538,336
624,399
0
0
0
0
0
0
Materials and Supplies
9,689
13,423
0
0
0
0
0
0
Museum (Facilities)
Expenditures
Materials and Supplies
13,764
13,941
20,100
20,300
200
20,500
20,700
20,900
Contracted Services
8,378
7,514
8,800
10,300
1,500
10,300
10,300
10,300
Community Grant Program
Expenditures
External Transfers to Others
38,500
76,555
99,000
98,850
(150)
99,000
98,800
98,800
Municipal Sponsorships
Expenditures
External Transfers to Others
135,920
0
0
0
0
0
0
0
Total
$14,642,665
$14,009,346
$14,556,757
$12,842,659
($1,714,098)
$13,048,394
$13,575,153
$13,923,533
Budget Highlights
The following items highlight the 2024-27 budget for Community Services:
Salaries, Wages and Benefits
• The increase in salaries reflects the annual COLA, annualization of
new positions from the previous year, annualization of new
positions approved in 2023, half -year for 2024-27 new positions,
estimated changes in benefits and reflect changes to market and
pay equity for the positions undertaken in 2022 and 2023.
Administration
• Materials and Supplies increased by a one-time cost of $50,000 in 2026
for special events due to the South Bowmanville Rec Centre official
opening.
• Contracted services decreased by $240,000. In 2023, hire a consultant
to do the Community Services Sport, Leisure and Culture Master plan.
This plan will provide support for future investment in capital and
programming needs. This was a one-time cost in 2023.
Facilities
• Revenue increased by $122,100 in 2024 due to an increase to post -
pandemic revenues. 2026 and 2027 revenues have increased and
include projected revenues for SBRC.
• New accounts transfer between accounts is used to offset staff
time/salary expenses regarding employees working on capital
projects.
• Materials and Supplies overall increase by $56,510 due to several
nominal changes at each facility. Two notable changes are:
o Increase of $350,200 for the centralization of furniture and
fixture accounts.
o Decrease of $250,000 in the Camp 30 repair and maintenance
account. Heat and Hydro increases are based on estimated
costs provided by Financial Services Department.
Aquatic Programs
• Increase in revenues of $318,650 due to post -pandemic revenues
and program growth.
Fitness Programs
• Increase in revenues of $97,900 due to post -pandemic revenues
and program growth.
Customer Service
• Materials and Supplies increased net $112,800. An increase of $62,800
primarily for ACTIVE NET transaction fees which are expected to
increase due to post pandemic operational levels. An increase of
$50,000 to cover subsidy costs for FAP. Previously surplus unclaimed
account credits were used to fund, those balances are diminished.
Hall Boards Consolidated
• This sub -department is for the hall boards that are consolidated within
the Municipality for winter control. This would include Boards of Council
such as the Tyrone Community Hall Board.
Hall Boards Non -Consolidated
• This is sub -department is for non -consolidated hall boards, such as the
Hampton Community Association. This expense is for winter control
costs for those boards that are not consolidated within the Municipality,
per the Community Group Roadmap approved in October 2021.
Recreation Programs
• Increase in revenues by $136,350 as a result of post -pandemic
program growth and increased demand.
55+ Active Adults
• Revenue increased by a net of $30,725 as a result of post -pandemic
program growth and increased demand.
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Planning and Infrastructure
Department Overview
The Planning and Infrastructure Services Department is responsible for managing the growth of the Municipality. The department develops planning policy, issues
building permits, reviews development applications for infrastructure planning, oversees key infrastructure investment projects, and supports local economic
development activities.
Core Activities
Community Planning: Responsible for planning policy including the official
plan and secondary plans. Manages review of commercial and mixed -use
development applications and community engagement. Responsible for the
both the Clarington Heritage Advisory Committee and the Clarington
Agricultural Advisory Committee of Council.
Development Review: Oversees land use planning implementation,
development application review and approval, land division zoning and
Committee of Adjustment. Respond to general land use inquiries regarding
the development potential of private property.
Building Division (Permits and Inspections): Responsible for issuing
building, renovation/addition and demolition permits and conducting building,
structural, plumbing and HVAC inspections. Interprets the Development
Charges By-law and Ontario Building Code.
Infrastructure: Responsible for the development and planning of
infrastructure requirements and long-term asset management planning. The
division oversees infrastructure construction and works with external agencies
on infrastructure such as cable, internet, power locations. Responsible for the
development and planning of infrastructure requirements and long-term asset
management planning. The division oversees construction of new parks and
trails, management of infrastructure assets, active transportation planning and
construction oversight for the Planning and Infrastructure's capital program.
Development Engineering: Reviews, inspects and assumes new
developments, provide engineering support and comments on proposed
development applications and works with Infrastructure Division on planning
for infrastructure needs to support growth.
Economic Development: Develops community economic development
strategy, works with key stakeholders such as the Clarington Board of Trade
(CBOT) for job attraction and retention, supports for local tourism businesses,
and events to promote Clarington in and outside of the Region.
2023 Accomplishments and Successes
• Completed the modernization of the building permit process moving to a
completely electronic application, review and inspections.
• Created the position of Building Engineer and an additional Building
Inspector to support and facilitate the building permit processes at all
stages.
• Re -introduced the Builder/Developer Workshop.
• Building staff obtained 18 new Ministry of Municipal Affairs and Housing
Building Code qualifications.
• Received and continued to process over 410 ongoing Development
Applications (Pre -consultation, Land Division, Subdivision, Zoning By-
law Amendments, Part Lot Control, Site Plans, Official Plan
Amendments, Minor Variances).
• Provided the final approval for 1,580 residential units in Clarington.
• Responded to 3,296 public inquiries.
• Updated the Parkland and Open Space Dedication By -Law.
• Worked with Finance to update fee by-law that expired July 1, 2023,
resulting in a three per cent increase.
• Successfully held 12 Statutory Public Meetings, clearing 2022 backlog
bringing us up to date ahead of the timeframes in the More Homes for
Everyone Act, 2022.
• Initiated the Parks, Recreation, and Culture Master Plan project.
• Hosted five information centers for secondary plans and subwatershed
studies.
• Wilmot Creek Neighbourhood Secondary Plan was adopted by Council.
• Presented Soper Creek Subwatershed Study -Phase 1 report to the
Council. Phase 2 of the Subwatershed Study, a new future conditions
hydrologic model, is being developed.
• Completed the Robinson Creek and Tooley Creek Subwatershed
Study.
• Initiated Clarington's Official Plan Review, which includes a
comprehensive engagement program for residents and stakeholders to
participate.
• Distributed almost 500 trees to residents under the Trees for Rural
Roads Program.
• Completed 105 Planning Map requests and 173 Infrastructure and
Public Works map requests.
• Developed interactive online maps and dashboards for Asset
Management, Clarington Geospatial Data, and Capital Works.
• Completed the construction of Lake Road extension.
• Reconstructed the Port Darlington boat launch.
• Completed the Bowmanville Cemetery expansion.
• Installed two electric vehicle charging stations at the Orono Library to
support climate change initiatives.
• Awarded the Active Transportation Master Plan scheduled to be
completed in 2024.
• Completed the Newcastle Community Park.
• Tendered 2023 Pavement Rehabilitation and Brown Street
reconstruction, with completion targeted for 2024.
• Completed the Brookhill Parkette.
• Completed the public consultation on the Soper Creek Phase Three
project.
• Authorized the commencement of two developments.
• Issued 50 municipal consents and 21 site alteration permits.
• Completed the Environmental Study for Meadowglade Road and
Farmington Drive.
• Developed and Launched Concierge Service for businesses.
• Launched the process from transforming the Shaw House into the
Economic Development offices and the Business Resource and
Innovation Centre. Including the preparation of a feasibility study and a
design proposal.
• Processed nine patio permits.
• Processed five Community Improvement Plan (CIP) applications.
• Attracted and facilitated AccessIO, a technology startup and angel
investor event that brought together 300 attendees between a kick-off
event at Canadian Tire Motorsport Park (CMTP) and a main event at
the Darlington Energy Centre.
• Created new "Invest Clarington" Economic Development Division brand
identifier and its new, standalone website.
• Executed three promotional seasonal tourism campaigns.
• Launched Pick -Your -Own promotional campaign.
• Facilitated two features on Breakfast Television featuring Joey's World
and Soper Creek.
• Supported the development of the Nuclear Energy Sector Business
Attraction Strategy.
I
cces,
Legislative Changes / Economic Changes
• More Homes Built Faster Act, 2022: Downloading of the Land
Division Function to the Local Municipality (anticipated increase in
revenue and expenditures on this function).
• More Homes for Everyone Act, 2022: newly imposed timeframes for
Development Review files. If the Municipality does not meet certain
timeframes, it is required to provide tiered refunds to the applicants.
• Introduction of new two -stage pre -consultation approach, increased
revenue for pre -consultation meetings.
Initiatives/Plans
Initiated Clarington's Official Plan Review
• The Official Plan review presents an excellent opportunity to ensure that, as Clarington continues to be
one of the fastest growing municipalities in the Greater Toronto Area, we're proactively planning a
community that fits with our shared values and Council's Strategic Plan. Policies in the Official Plan can
ensure that we're growing in a manner that protects what we value most and enhances our community.
Revisiting our vision will be key to achieving this.
Parks, Recreation, and Culture Master Plan
The Municipality of Clarington is creating a Parks, Recreation, and Culture Master Plan to understand and
plan for services to meet our current and evolving needs. It involves:
• Parks: The parkland and natural areas that provide places for play and leisure.
• Recreation: The facilities, services, and programming that activate our public spaces including indoor
and outdoor facilities, play equipment and infrastructure.
0 Culture: The facilities, services and programming that highlight our communities' identity, including libraries, heritage, visual and performing arts.
• Trails: The links between our communities that encourage active lifestyles and exploring our natural features.
The Master Plan will use a holistic approach to synthesize these components in a way that compliments one another.
The plan will make recommendations for future services that are fiscally and environmentally sustainable while suiting
the unique needs of our communities.
The Parks, Recreation, and Culture Master Plan will:
• Map out our current resources and assets.
• Assess our current and future needs.
• Create a vision and set of priorities that fits our community.
• Lay out a detailed plan to implement our recreational priorities.
• Use a holistic approach to planning our recreational and cultural facilities so that they work together to meet our
needs.
Active Transportation Master Plan (ATMP) and Wayfinding System Strategy
Parks,
Recreation
and Culture
Master Plan
• The ATMP aims to establish an active transportation network plan, inform policies and develop an implementation program and schedule to support
Clarington's vision for a safe, integrated, and cohesive transportation network for all modes of active travel. This includes walking, cycling, and other
nonmotorized modes of travel and mobility devices. The ATMP will also recognize and review the integration of active transportation with public transit routes
to form a complete and connected network.
• The Wayfinding System Strategy will complement the ATMP and serve to inform and guide active transportation users in a navigational and advisory
capacity, inform policies, encourage and promote utilization of these features, and develop an implementation program/schedule to complement the ATMP.
Key Performance Indicators
• Average response time of 3.2 days per public inquiry.
• Issued 758 residential units.
• Completed 10,424 inspections.
Carlos Salazar
Deputy CAO, Planning
and Infrastructure
Manager, Manager, Manager, Manager, Manager,
Community Development Development Chief Buildin Economic
Planning and p11 p g Infrastructure
Design 11
Review Engineering Official Development
Cla boron A Plan for Growth: Clarington's Proposed 2024-27 Budget 1 113
Staffing Complement 2024-27
2023
Full-time
Administration
2023
Part-time
2024
Full-time
2024
Part-time
2025
Full-time
2025
Part-time
2026
Full-time
2026
Part-time
2027
Full-time
2027
Part-time
Chief Building Official
Community Planning
Development Engineering
Development Review
Economic Development
Infrastructure
Total Needs
The following highlights the changes in staffing needs during the period 2024 to 2027:
Development Engineering: one Construction Inspector and one Development Review Technician in 2025.
Infrastructure: one Infrastructure Technologist in 2024; one Senior Construction Inspector in 2025.
Economic Development: one Senior Economic Development Officer in 2024.
Building Inspection: one Building Inspector and one Supervisor of Inspections in 2025.
Operating Budget
Budget Summary
Description
Public Sector Accounting Board
Expenditures
Amortization Expense
Planning
Expenditures
Salaries, Wages and Benefits
Infrastructure
Revenue
Transfer between Funds
Expenditures
Salaries, Wages and Benefits
Materials and Supplies
Contracted Services
Debt Services (Principal and Interest paid)
Administration
Revenue
User Charges
Other Income - Sale of Assets (NON-TCA)
Expenditures
Salaries, Wages and Benefits
Materials and Supplies
Contracted Services
Transfers from Reserve, Reserve Fund and
Capital
Contributions
2021 2022 2023 Final 2024 Final 2023/2024 2025 Final 2026 Final 2027 Final
Actuals Actuals Budaet Budaet Variance Budaet Budaet Budaet
2,863
38,485
0
0
0
0
0
0
0
58,797
4,652,542
5,281,569
629,027
5,679,234
6,025,253
6,192,392
0
0
0
(929,424)
(929,424)
(1,022,880)
(1,105,732)
(1,130,611)
0
15,090
1,488,257
1,703,652
215,395
1,900,589
2,029,955
2,085,119
0
0
33,540
24,000
(9,540)
24,500
24,500
24,500
0
0
125,000
125,000
0
125,000
125,000
125,000
0
0
553,160
553,240
80
552,198
550,225
548,292
(1,057,437) (1,533,960) (2,355,800) (2,469,800) (114,000) (2,474,800) (2,474,800) (2,474,800)
(280,000) 0 0 0 0 0 0 0
3,268,104
3,129,869
472,993
624,627
151,634
645,295
666,875
683,882
104,182
81,186
196,890
163,000
(33,890)
159,480
159,480
159,480
200,416
492,651
867,000
476,075
(390,925)
511,075
586,075
661,075
1,598,557
1,508,451
377,500
50,000
(327,500)
50,000
50,000
50,000
2021
2022
2023 Final
2024 Final
2023 / 2024
2025 Final
2026 Final
2027 Final
Description
Actuals
Actuals
Budget
Budget
Variance
Budget
Budget
Budget
Revenue
Transfer between Funds
(268,390)
(992,389)
(2,498,094)
(1,865,651)
632,443
(1,982,525)
(2,122,254)
(2,142,658)
Building Inspection
Revenue
User Charges
(3,038,510)
(1,967,075)
(1,774,500)
(1,899,100)
(124,600)
(1,955,300)
(2,013,300)
(2,072,900)
Fines/Penalties on Interest
0
0
(500)
(500)
0
(500)
(500)
(500)
Expenditures
Salaries, Wages and Benefits
1,430,979
1,455,434
2,041,034
2,189,611
148,577
2,440,976
2,640,679
2,722,366
Materials and Supplies
60,472
59,499
43,900
47,400
3,500
50,150
50,150
50,400
Contracted Services
64,708
14,440
195,000
195,000
0
195,000
195,000
195,000
Transfers from Reserve, Reserve Fund and
939,545
0
0
0
0
0
0
0
Capital
Parks
Expenditures
Contracted Services
0
0
10,000
10,000
0
10,000
10,000
10,000
Roads and Structures
Expenditures
Contracted Services
0
0
12,000
12,000
0
12,000
12,000
12,000
Safe Roads
Expenditures
Materials and Supplies
0
0
2,500
2,500
0
2,500
2,500
2,500
Roads Maintenance
Expenditures
Contracted Services
0
0
17,500
20,000
2,500
20,000
20,000
20,000
Environmental
Revenue
User Charges
(137,510)
(118,416)
(84,670)
(84,670)
0
(84,670)
(84,670)
(84,670)
Expenditures
Materials and Supplies
5,273
2,623
3,500
3,500
0
3,500
3,500
3,500
Description
2021
Actuals
2022
Actuals
2023 Final
Budget
2024 Final
Budget
2023 / 2024
Variance
2025 Final
Budget
2026 Final
Budget
2027 Final
Budget
Contracted Services
133,231
108,416
80,000
80,000
0
80,000
80,000
80,000
Fleet
Expenditures
Materials and Supplies
0
0
2,800
2,800
0
2,800
2,800
2,800
Smallboards Consolidated
Expenditures
Materials and Supplies
(40)
925
1,500
1,500
0
1,500
1,500
1,500
Tourism
Expenditures
Salaries, Wages and Benefits
232,952
229,581
247,989
0
(247,989)
0
0
0
Materials and Supplies
69,920
98,920
68,600
0
(68,600)
0
0
0
Contracted Services
26,607
15,383
21,500
0
(21,500)
0
0
0
Development Review
Revenue
User Charges
(289,743)
(1,523,318)
0
0
0
0
0
0
Expenditures
Materials and Supplies
23,289
35,955
0
0
0
0
0
0
Contracted Services
289,651
717,078
0
0
0
0
0
0
Economic Development
Expenditures
Salaries, Wages and Benefits
0
18,611
331,985
819,671
487,686
855,177
892,702
916,612
Materials and Supplies
53,719
25,142
360,250
297,250
(63,000)
297,250
297,750
297,750
Contracted Services
371,418
325,000
573,000
325,500
(247,500)
325,500
325,500
225,500
Transfers from Reserve, Reserve Fund and
640,375
646,075
650,000
0
(650,000)
0
0
0
Capital
Total
$4,444,631
$2,942,453
$6,716,376
$5,758,750
($957,626)
$6,423,049
$6,950,188
$7,163,529
Budget Highlights
The following items highlight the 2024-27 budget for Planning and Infrastructure Services: The following items highlight the 2024-27 budget for Planning and
Infrastructure:
Salaries, Wages and Benefits
• The increase in salaries reflects the annual COLA, annualization of new
positions from the previous year, annualization of new positions
approved in 2023, half -year for 2024-27 new positions, estimated
changes in benefits and reflect changes to market and pay equity for the
positions undertaken in 2022 and 2023.
Infrastructure
• Transfer between accounts new to offset staff expenses, for staff
working on capital projects.
• No change to Contracted services budgeted of $125,000 for unexpected
design assignments.
Administration
• Revenues increased net $114,000. Majority of increase of $102,000 is
due to new two -stage pre -consultation approach.
• Contracted services decreased net $390,925. A $650,000 increase is
based on the business case submitted for the Comprehensive Zoning
Bylaw update review was a one-time cost in 2023 and was reversed in
2024. An increase of $259,075 for consulting expenses:
o $50,000 increase for anticipated Peer Reviews for Development
Engineers.
o $169,075 Request for Community Planning for consultants for
evaluation of 55 properties on the Heritage Register for their
removal from the list at the end of 2024 as a result of changes to
the Heritage Act, 1990.
o $40,000 one time ask for the Waterfront Strategy. This project
has been delayed by one year and will restart in 2024. Building
Inspection.
Building Inspection
• Increase in building permit revenue of $124,600 in 2024 based on fee
study/annual permit fee increase.
• Materials and Supplies decreased by $58,500. This includes a decrease
of $69,500 in travel/mileage submissions as each inspector has a
municipal vehicle now. Offsetting increases are several nominal
accounts.
• Contracted Services decreased by net $109,500. A decrease of $87,000
for consulting and a decrease of $22,500 for professional fees.
Environmental
• Revenues and Expenditures net to zero for Port Granby. This is a
continuing project including the Government of Canada, Town of Port
Hope and the Municipality of Clarington.
Tourism
• Tourism has merged with Economic Development.
Economic Development
Materials and Supplies decreased net $63,000. Internal reallocations, tourism merged with Economic development increased material and supplies, reversal
of 2023 one-time costs reduced material and supplies. One reversal was $100,000 for physician recruitment, and the other reversal was a one-time cost of
$48,800 associated with a 2023 business case.
Contracted services decreased by $247,500 which includes a reduction of $119,000 for profession fees, an increase of printing costs of $21,500 and a
decrease of $150,000 to the CBOT contract that was allocated to salary to fund the Senior Economic Development officer 2024 position. Contracted services
decreased by $247,500 which includes a reduction of $119,000 for profession fees, an increase of printing costs of $21,500 and a decrease of $150,000 to
the CBOT contract that was allocated to salary to fund the 2024 Senior Economic Development officer position.
Li
Clarington
Public Library,
Museums and
Archives
Ip
L
Clarington Public Library, Museums and Archives
Clarington Public Library, Museums and Archives (CPLMA) connects residents with cultural, literacy, heritage, and learning resources. CPLMA provides service
through five locations and two additional heritage buildings: Bowmanville Library Branch, Courtice Library Branch, Orono Library Branch, Newcastle Library Branch,
Sarah Jane Williams Heritage Centre, Kirby School House and Waverley Place. The Clarington Public Library Board oversees the governance of the CPLMA under
the provisions of the Public Libraries Act, 1990, and the Standards for Community Museums in Ontario.
CPLMA inspires curiosity and is a destination where our community can relax, connect, learn, and thrive. Residents can freely access print and digital collections,
special lending collections, multilingual resources, digital literacy supports, programming for all ages, genealogy, and archival research.
Core Activities
Loaning Services: a robust and curated physical and digital collection of books, science and
technology kits, internet hotspots, newspapers, movies, graphic novels, and resource kits that
support the spectrum of learning styles — all available without cost and with a Library Card. Quiet
study spaces and videoconferencing services are also freely available to the community.
Literacy Development: CPLMA supports the development of literacy in its various forms,
including digital literacy, financial literacy, reading and writing skills, and cultural literacy. CPLMA
provides literacy outreach services to older adult facilities, schools, childcare facilities and at
community events. CPLMA opened a Makerspace in the Courtice Library to support STEM
literacy and build digital literacy skills.
Heritage: CPLMA is the caretaker and curator of Clarington's community memory. School and
community heritage programs are offered to promote and experience Clarington's heritage.
Research and genealogy resources and requests are supported by highly trained heritage staff.
The Museum is the home of community relevant historical letters, diaries, photographs, negatives,
films, audio and videotapes, and artifacts.
2023 Accomplishments and Success
• Provided increased services and resources in response to heightened demand, resulting in
increases across all key performance indicators.
• Developed a new strategic plan, a new brand and a new website to reflect the harmonized
organization.
• Opened food pantries in Bowmanville, Newcastle and Orono libraries in partnership with
Feed the Need and the Clarington East Food Bank to help address food insecurity in
Clarington.
• In celebration of Pride Month and partnership with Durham Children's Aid Society, CPLMA
welcomed over 150 attendees to the highly anticipated Drag Queen Storytime event.
• Opened Clarington's first Maker Space in Courtice to provide access to STEM and digital
literacy tools.
• Installed "Clarington Rewind" heritage panels in community centres, in partnership with
Clarington Tourism, to share our rich history.
• After a three-year hiatus, the Waverley Place, home of the Jury family, re -opened for special
events and functions.
Legislative Changes / Economic Changes
• Facility maintenance for CPLMA facilities has moved into the CPLMA budget,
previously in the Community Services budget, accounting for three per cent or
$117,000 of the overall increase.
• Personnel included the costs for a ratified collective agreement.
• No new staff are requested in 2024.
• Three new FTEs are requested, one per year from 2025 to 2027.
• Provincial funding has remained static and is not anticipated to increase.
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Initiatives/Plans
CPLMA 2023-27 Strategic Plan supports four pillars based on the core belief that CPLMA is an inclusive
and welcoming destination to ignite curiosity and where our community can relax, connect, learn and thrive:
• Knowledge -Rich Organization
• Satisfying curiosity
• Engaging and supporting newcomers
• Expanding access to digital literacy
• Community Destination of Choice
• We are a safe space that is supportive, compassionate and welcomes diversity and inclusivity
• We are the place to preserve and exhibit Clarington's cultural heritage
• We want to be a highly valued community partner
• Organizational Excellence
• We want to be an employer of choice
• We will be bold leaders in service design and delivery
• We will commit to continuous improvement
• Resource Utilization and Sustainability
• We will align with Municipal strategies
• We will be environmentally sound
• We will develop sustainable revenue generation strategies
• We will build business models to sustain disasters and recovery efforts
Parks, Recreation and Culture Master Plan: includes an analysis of library and museum services.
2025 Service Study: Requested to effectively plan for permanently managing heritage services in library
facilities.
Key Performance Indicators
Circulation - Physical
019
553,871
2020
246,194
313,971
526,563
688,318
.-
30.7%
Circulation - Digital
181,871
247,955
287,232
294,500
216,706
-26.4%
Visits - In Person
414,545*
119,280
93,736
200,522
286,441
42.8%
Visits - Digital (App, Website)
975,151
1,211,728
1,504,804
1,765,774
1,912,032
8.3%
Programs Offered
1,215
371
-
504
1,342
166.3%
Program Attendance
24,460
9,078
-
9,027
20,940
132.0%
Programs Attendance (virtual)
-
12,401
28,188
59,464
-
-
Total Active Members
38,820
37,260
35,001
38,822
40,214
3.6%
Total New Members
2,776
1,627
1,798 12,988
4,540
51.9%
*suspected incorrect due to door counter malfunction
Heritage Services
Monika Machacek
Chief Executive Officer
Director,
Neighbourhood Manager, Business Manager, Human
Services Administration Resources
Marketing and
Programs and Community
Public Service Events Engagement
Director, Strategy
and Innovation
Collections Technology
clff mn
A Plan for Growth: Clarington's 2024-27 Budget 1 125
Staffing Complement 2024-27
CPLMA current FTE count is 45, which accounts for full time, part-time (permanent part-time, occasional and students). Our current state staff ratio is 1 FTE per
2,254 residents.
The following highlights the changes in staffing needs during the period 2024 to 2027:
CPLMA is requesting 3 FTEs over the course of the budget period to support the increased use of the organization.
• 2025: A Public Services Librarian is requested for the Bowmanville Library, the busiest location, to address the
rise in incidents and also to support operations of the location. A new FTE will permit the expansion expand in -
branch public service initiatives and programs and reduce the need for occasional staff to fill schedule gaps.
2026: A Community Engagement Associate is requested for the system to support the growing number of
requests from schools and organizations to provide outreach literacy and engagement programs. The CPLMA
manages approximately 80 outreach visits annually, and we cannot support all requests. Programs range from
providing story times to daycares to genealogy support to older adult organizations.
2027: A Collection's Librarian is requested to support the growing and diversifying collection needs in the
organization. The organization sees approximately 16,500 digital items borrowed per month and 57,000 physical
checkouts per month, and this will continue to grow as the population increases.
Historical and Requested Funding
HISTORICAL AND REQUESTED FUNDING FOR CLARINGTON LIBRARY, MUSEUMS AND ARCHIVES
2022 AWARD
2023 AWARD
2024 AWARD
2025 AWARD
2026 AWARD
2027 AWARD
Operating Budget
Budget Summary
2023 /
2021
2022
2023 Final
2024 Final
2024
2025 Final
2026 Final
2027 Final
Description
Actuals
Actuals
Budget
Budget
Variance
Budget
Budget
Budget
Contributions
Revenue
Transfer between Funds
$0
$0
($27,570)
$0
$27,570
$0
$0
$0
Clarington Library, Museums & Archives
Expenditures
Materials and Supplies
0
9,012
12,750
12,908
158
13,070
13,237
13,409
Contracted Services
0
0
4,250
4,378
128
4,510
4,646
4,784
External Transfers to Others:
Operating Grants
3,515,599
3,583,083
3,855,628
4,317,451
461,823
4,849,522
5,228,199
5,612,925
Capital Grants
423,075
323,075
0
0
0
0
0
0
Transfers from Reserve, Reserve Fund and Capital
76,000
36,000
46,000
0
(46,000)
0
0
0
Total
$4,014,674
$3,951,170
$3,891,058
$4,334,737
$443,679
$4,867,102
$5,246,082
$5,631,118
Budget Highlights
This is the first year CPLMA submitted one budget for the organization. The
first main pressure in the budget is the increases in salaries, benefits, and
wages because of the CUPE bargaining and the market review adjustments.
No new staff are requested in 2024, with three FTEs requested from 2025 to
2027.
The second pressure is that CPLMA is budgeting for its facilities, instead of
Community Services, to align expenses with the appropriate service unit. This
new increase adds three per cent, or $117,000, to the CPLMA budget. The
overall increase to the tax levy would be nine per cent, or $350,000, without
the change.
CPLMA is budgeting that user fee revenue will increase will each year from
2025 onward. 2024 will be the first full calendar year that includes rental fees
for meeting rooms and special events and weddings at the Waverley Place.
Category
Revenue
2022
Budget
20231
Budget
Budget
1
Budget
16
Budget
20272024
Budget
1
Variance
1
1
Variance
1
1
Variance
1
16
Variance
1 •
2027
Variance
Municipal Tax Levy
$3,583,083
$3,855,628
$4,317,451
$4,849,522
$5,228,199
$5,612,925
$461,823
12%
12%
8%
7%
Non- Municipal Revenue
202,969
475,641
534,731
452,079
349,451
296,851
$59,090
12%
-15%
-23%
-15%
Total Income
3,786,052
4,331,269
4,852,182
5,301,601
5,577,650
5,909,776
520,913
12%
9%
5%
6%
Expenses
Salaries, Wages and
Benefits
2,874,066
3,420,506
3,761,571
4,185,229
4,427,138
4,723,678
$341,065
10%
11%
6%
7%
Library Materials
327,114
327,114
333,656
340,329
347,136
354,079
$6,542
2%
2%
2%
2%
Museum Materials
7,500
7,650
7,760
7,912
8,076
8,235
$110
1 %
2%
2%
2%
Facility Support
245,090
223,091
349,548
358,427
367,572
376,991
$126,457
57%
3%
3%
3%
Product and Supplies
39,758
40,193
40,193
41,556
41,556
41,556
$0
0%
3%
0%
0%
Programs
27,230
32,060
35,000
35,500
36,000
36,500
$2,940
9%
1 %
1 %
1 %
Contracted Services
102,076
110,735
111,245
108,622
110,026
111,459
$510
0%
-2%
1 %
1 %
Information Technology
134,305
137,800
175,750
187,930
204,050
221,182
$27,950
20%
13%
9%
8%
Staff Development
28,913
32,120
34,459
36,096
36,096
36,096
$3,976
12%
0%
0%
0%
Total Expenses
$3,786,052
$4,331,269
$4,852,182
$5,301,601
$5,577,650
$5,909,776
$509,550
12%
10%
5%
6%
WE
6s.
External Agencies
External agencies, including the Visual Arts Centre of Clarington, operate outside of the Municipality's operational functions and are not consolidated into the
Municipality's financial statements for reporting purposes. The 2019-2022 fiscal support for external agencies through operating grants are presented below:
External Agency
Visual Arts Centre of Clarington
2019 Awarded
$215,065
2020 Awarded
$219,366
2021 Awarded
$223,315
2022 Awarded
$224,606
Firehouse Youth Centre
276,731
331,226
336,288
289,841
Community Care Durham
50,000
50,000
54,000
52,580
Bowmanville Older Adults
306,800
312,936
318,569
329,082
Newcastle Community Hall
20,000
20,000
71,700
45,000
Grandview Children's Centre
20,000
20,000
20,000
20,000
Clarington Hospice
0
0
115,000
0
Total
$673,531
$734,162
$915,557
$736,503
The fiscal support requests for external agencies awarded through operating grants in the 2024-27 Budget are presented below:
External Agency
Visual Arts Centre of Clarington
2023 Awarded
$230,221
2024 Request
$234,826
2025 Request
$239,522
2026 Request
$244,313
2027 Request
$249,199
Firehouse Youth Centre
329,683
285,097
371,411
378,839
386,416
Community Care Durham
52,427
53,476
54,546
55,637
56,750
Bowmanville Older Adults
337,309
344,055
354,377
365,008
375,958
Newcastle Community Hall
50,000
35,000
39,000
39,000
39,000
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
Budget Highlights
The Visual Arts Centre of Clarington is a not -for -profit charitable organization that nurtures the cultural
development of Clarington by encouraging creativity through arts education, exhibition, and promotion. The
organization is requesting a 2.0 per cent increase for 2024-27 to provide ongoing support for programs.
Firehouse Youth Centre (John Howard Society) is requesting $364,398.06 less carry over of $79,301.00
for a total of $285,097 for 2024. The carryover is accumulated due to low staff levels. A surplus by 2023
year-end is expected as they work towards a full staff complement and will apply this surplus to any deficits
in 2024.
Community Care Durham — Clarington requested a 2.0 per cent increase for each year 2024-27.
Community Care Durham (CCD) has submitted a request for a special grant of $148,647 to purchase an
accessible passenger bus for use in the Municipality of Clarington. This request has not been included it
the budget.
Bowmanville Older Adults is requesting a 2.0 percent increase in 2024, and a 3.0 per cent increase for
each year 2025-27.
Newcastle Community Hall: In 2023, the $50,000 included a one time $15,000 request for funding for the
100-year anniversary of the Hall, this amount was supported in principle by Council in 2022 for a grant
application to the Government of Canada. The grant request, not including the one-time cost, was $35,000
in 2023. Therefore, there are no requests for an increase in 2024. They are however asking for increases
due to increased costs for years 2025-27.
Charles H. Best Diabetes Centre is requesting a $25,000 contribution to the expansion of the centre
funded by the Tax Rate Stabilization Reserve Fund and that this be included in 2024-26 allocations.
Lakeridge Health (Bowmanville) Foundation is requesting $7,500,000 to the Bowmanville Hospital
($3,750,000 for 2026 and 2027) to be funded from the Strategic Capital Reserve Fund.
Grandview Children's Centre is not making any requests for 2024-27. 2023 was the final year of a five-
year commitment towards their capital program for a new facility that serves the Region of Durham,
including the Municipality of Clarington. The total request was $100,000, or $20,000 per year.
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77
S.
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Long-term Debt
Introduction
The Municipality of Clarington currently has external debt, issued by the Region of Durham
(the Region), related to capital infrastructure. The Province of Ontario limits municipal debt
based on a maximum percentage of revenues that may be used to service the debt costs
annually. Debt servicing costs include interest and principal payments and are currently
limited to 25 per cent of the municipality's net own source revenues.
Annual Repayment Limit
The Province of Ontario calculates the Annual Repayment Limit (ARL) for municipalities,
based on the municipalities' calculation of revenues and debt servicing costs. For the year
2023, the Municipality of Clarington's ARL statement indicates that it has a repayment limit
of approximately $22,029,900 with available space of roughly $19,890,500.
As a percentage of net revenues, the Municipality's debt servicing costs are not projected to
exceed the ARL in 2024. Council adopted a Debt Management Policy in 2021 that outlined
the roles, rules, and processes of issuing debt. The Municipality established a threshold of
10 per cent of own source revenue for debt, which is less than the 25 per cent legislated
threshold.
The Municipality's 2024 ARL statement has not been provided to the Municipality at the time
of writing.
Existing Debenture Debt
The Municipality currently has external debt, issued through the Region, related to:
• Bowmanville Indoor Soccer— maturing in 2024, this debt was for
constructing the Bowmanville Indoor Soccer facility and is funded
primarily through development charges.
• Green Road — maturing in 2029, this debt was for the grade separation
of the railroad track and Green Road. This debt is development charge
funded.
• Courtice Library — maturing in 2031, this debt was for the Courtice
Branch of the Clarington Public Library. This debt is primarily
development charge funded.
• Rickard Recreation Centre Improvements — maturing in 2032, this
debt was renovations at the RRC, including replacing Pad A arena floor,
roof replacement and repainting. This debt is tax levy funded.
• Municipal Administration Centre Improvements — maturing in 2032,
this debt was various renovations including main boiler replacement,
roof replacement, accessibility improvements, audiovisual system
updating, lighting retrofits and building security. This debt is tax levy
funded.
• South Bowmanville Recreation Centre — maturing in 2042, this debt is
for constructing the SBRC and is funded approximately 70 per cent by
development charges. The debt was issued in two additional phases. It
is expected that new debt will be issued in 2025 and 2026, with first
payments in 2026 and 2027 respectively.
• Newcastle and Orono Arena Improvements — maturing in 2032, this
debt was issued to fund repairs of the Newcastle and Orono arenas
floors and refrigeration systems. The repairs are expected to provide at
least ten years to these facilities.
• Newcastle Park — anticipated to be issued in 2024, with the first
payments starting in 2025, this debt will be issued to fund the Newcastle
Neighbourhood Park and is funded by Development Charges.
• Outdoor Rink — anticipated to be issued in 2024, with the first
payments starting in 2025, this debt will be issued to fund two outdoor
skating facilities. The outdoor skating pads will be located in Courtice
and Newcastle and are expected to be used in the summer as
recreational spaces.
• Newcastle Community Hall — anticipated to be issued in 2024, with the
first payments starting in 2025, this debt will be issued to fund an air
conditioner at the Newcastle Community Hall. The total cost of the air
conditioner is $650,000. Newcastle Community Hall will repay $325,000.
The following table summarizes the external debt servicing costs for the taxation year 2024-27:
024
2024
Principal
Interest
Principal
Interest
Principal
Interest
Principal
Interest
Debenture
Payments
Payments
Total
Payments
Payments
Total
Payments
Payments
Total
Payments
Payments
Total
Bowmanville
Indoor Soccer
$158,000
$5,293
$163,293
$0
$0
$0
$0
$0
$0
$0
$0
$0
Green Road
449,000
104,240
553,240
463,000
89,198
552,198
477,000
73,225
550,225
492,000
56,292
548,292
Courtice Library
65,000
13,511
78,511
66,000
12,243
78,243
68,000
10,890
78,890
69,000
9,394
78,394
Rickard
Recreation
Centre
Improvements
64,269
19,931
84,200
66,060
18,195
84,255
67,851
16,313
84,164
69,840
14,345
84,185
Municipal
Administration
Centre
Improvements
82,468
25,574
108,042
84,766
23,348
108,114
87,064
20,932
107,996
89,617
18,407
108,024
SBRC
663,000
854,398
1,517,398
689,000
830,861
1,519,861
1,256,908
1,184,348
2,441,256
1,828,816
1,462,753
3,291,569
Newcastle and
Orono Arena
Improvements
558,000
234,339
792,339
578,000
214,530
792,530
599,000
193,433
792,433
622,000
170,671
792,671
Newcastle Park
0
0
0
160,875
128,700
289,575
160,875
122,265
283,140
160,875
115,830
276,705
Outdoor Rink
0
0
0
400,000
320,000
720,000
400,000
304,000
704,000
400,000
288,000
688,000
Newcastle
Community Hall
0
0
0
65,000
26,000
91,000
65,000
23,400
88,400
65,000
20,800
85,800
Total
$2,039,737
$1,257,286
$3,297,023
$2,572,701
$1,663,075
$4,235,776
$3,181,698
$1,948,806
$5,130,504
$3,797,148
$2,156,492
$5,953,640
Internal Loans
As a means of funding various capital acquisitions, funds are borrowed from the Municipal Capital Reserve Fund. These funds are secured by promissory notes
with interest rates ranging from 2.2 per cent to 3.3 per cent and payment terms of 15 years. The financing arrangements and ultimate repayment are approved by
Council through the budget process.
Proposed New Debt
The Municipality of Clarington proposed that new long-term debt be issued in the period 2024-27 for capital projects already approved by Council. In 2024, the
Municipality will be issuing debt for the Newcastle Community Hall air conditioner, Newcastle Community Park (funded by development charges) and two outdoor
rinks (funded in part by development charges). The budget anticipates these debts being issued in late 2024 with payments starting in 2025; however, timing may
vary based on issuance of the debt by the Region of Durham. In 2025 and 2026, it is anticipated that two additional debentures will be issued for the SBRC, these
are partially funded by development charges) and payments are expected to start in 2026.
The following chart shows the debt servicing costs for the Municipality's existing and approved new debt for the Municipality with legislated ARL for the years 2023
to 2033:
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 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037
� Total Debt Servicing - Existing � Total Debt Servicing - New Debt ARL
2038 2039 2040
As the Municipality updates its Asset Management Plan additional debt may be required to meet the funding requirements for that investment, the years 2028
onwards may vary as a result. The above chart shows the cost for the anticipated debt to be issued as noted above.
Conclusion
The Municipality of Clarington is within the statutory limit for debt servicing costs as mandated by the Province of Ontario. The Municipality carries a relatively low
debt load funded mainly from development charges as the debt relates to growth -related capital projects.
While reliance on debt is anticipated to increase in the coming years as growth -related capital infrastructure is built, there may need consideration for long-lived
replacements being funded from debt, if appropriate. This will be the focus of the new debt management policy being developed.
hapter 30
:
a pi*tal
Budget
. I•ii, li �ji'
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-A.L.-
Chapter 3: Capital Budget
A municipality's capital budget outlines the investment it will make in the
creation, purchase, repair and rehabilitation of the assets that it uses to
provide services.
The Municipality of Clarington is implementing the capital portion of its multi-
year budget for 2024-27 in two stages. In 2024, the Municipality is presenting
a one-year capital budget. In 2025, the Municipality will be presenting a multi-
year capital budget from 2025 to 2027. The 2025-27 capital budget will enable
Clarington to align its capital plan with the Parks, Recreation and Culture
Master Plan and the municipality's asset management plan, both of which will
be submitted for Council approval in 2024.
The following summarizes the Municipality's investment in capital assets for
2024. This table shows the budget by asset type; this method of presentation
better aligns with asset management requirements as well as a service
delivery approach where the focus on the type of asset rather than the
department that may have responsibility for it.
Asset Typejllk__
and Culverts
Gross Cost
$386,500
Buildings
4,725,936
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
Total
1,065,895
$26,441,056
Capital Investments
Infrastructure is the largest investment the Corporation makes and forms the foundation of our services to stakeholders. Economic, population
and service growth cannot occur or be sustained without infrastructure investment.
Infrastructure requires a significant commitment to build, renew or replace and often takes years to plan, design and build. This investment of
resources ensures that the Municipality can provide services at the levels that our taxpayers have come to expect. Due to the timing required
to plan, purchase/build and operate assets, it is essential to take a long-term view and plan accordingly.
Clarington's capital budget sets funding for:
Capital assets: the physical assets that the Municipality owns or controls that have some form of financial
value, such as the Diane Hamre Recreation Centre (DHRC).
Municipal Infrastructure: The equipment and systems that provide the Municipality with roads, bridges,
culverts, stormwater systems, and recreation facilities.
As further development occurs, the Municipality will update its capital budget as part of a well -scheduled process, relying heavily on its asset
management plans to help make decisions regarding project priorities and timing.
Many municipalities face an infrastructure gap —the difference between the work needed to keep municipal assets and infrastructure in good
working condition, and the funds available to do so. As a result, various asset management changes have been introduced, the most recent of
which is Ontario Regulation 588/17.
Under that regulation, all Ontario municipalities are required to have:
• A strategic asset management policy by July 1, 2019, reviewed and updated at least every five years, which the
Municipality already has in place.
• An asset management plan for water, wastewater, storm, roads, bridges and culverts by July 1, 2022, which
Clarington has also completed.
• An asset management plan for all municipal infrastructure assets by July 1, 2024, which the Municipality is
currently developing.
• A funding strategy and proposed service levels for all assets by July 1, 2025, which the Municipality is currently
developing.
Summary of 2024 Capital Budget
Each year, the Municipality budgets for capital projects that could be as simple as purchasing a piece of equipment or as complex as constructing a bridge. Funding
for these projects comes from various sources, such as tax levy, development charges, external grants, or debt. The 2024 capital budget proposes an investment of
approximately $26,441,056 in assets used to provide services to taxpayers.
Sources of Financing
The two main sources of funds for the 2024 capital investment are reserve funds and development charges. Approximately $22.3 million in investment will be
funded through reserve funds, which include funds that are supported by tax levy as well as grants from other levels of government. Investment in growth -related
infrastructure of just over $3.5 million is supported through development charges and $650,000 is being funded through debenture.
The contributions for capital expenditures, not including debt servicing charges, are based on a dedicated capital infrastructure levy. The aim is to increase the
capital levy by 1.5 per cent each year. The table below provides the tax levy for 2023-27, along with a comparison of the capital levy under a 1.5 per cent levy
scenario and the actual capital levy included in the 2024-27 multi -year budget. Although the capital contributions vary on an annual basis, over the four years of A
Plan for Growth, the two scenarios result in a similar outcome. The total capital support, included in the 2024-27 multi -year budget, exceeds the 1.5 per cent
scenario by approximately 1.5 per cent in total. The capital contributions will be reviewed and updated as part of the multi -year capital budget submission in 2025,
where adjustments to the contributions will be made based on changes to the assessment growth actuals.
$72,443,900
0242024-27
$76,807,800
$81,336,600
$86,273,500
$91,511,800
. • •- - 12,813,500
13,005,700
13,200,800
13,398,800
13,599,800
53,205,100
.. - -. . • 12,813,500
13,640,700
13,909,200
13,111,300
13,315,500
53,976,700
- $0
$635,000
$708,400
($287,500)
($284,300)
$771,600
The Municipality's capital budget primarily reflects hard infrastructure assets such as roads, bridges and buildings. The Departmental summary of the total cost for
the 2024 budget is as follows:
Department
Legislative Services
Gross Cost
$388,600
Reserve Funds
$388,600
Development Charges
$0
Debenture
$0
Financial Services
654,000
654,000
0
0
Emergency and Fire Services
480,500
480,500
0
0
Public Works
11,752,770
10,301,960
1,450,810
0
Community Services
5,389,971
4,739,971
0
650,000
Planning and Infrastructure Services
7,269,500
5,503,500
1,766,000
0
Libraries and Museums
505,715
250,655
255,060
0
Total
$26,441,056
$22,319,186
$3,471,870
$650,000
The Municipality's 2024 capital budget by asset type and funding source is summarized as follows:
Asset Type
Bridges and Culverts
Gross Cost
$386,500
Reserve Funds
$386,500
Development Charges
$0
Deb
$0
Buildings
4,725,936
4,075,936
0
650,000
Cemeteries
555,085
555,085
0
0
Fleet
5,355,785
3,904,975
1,450,810
0
Information Technology
654,000
654,000
0
0
Miscellaneous Equipment
959,815
704,755
255,060
0
Parking Lots
831,000
831,000
0
0
Parks
1,911,130
1,811,130
100,000
0
Roads and Related
9,995,910
8,829,910
1,166,000
0
Storm Water and Erosion
1,065,895
565,895
500,000
0
Total
$26,441,056
$22,319,186
$3,471,870
$650,000
Capital Projects for 2024
The Municipality of Clarington's capital projects vary in size and complexity, from replacing computer hardware to the complete reconstruction of
segments of road -related infrastructure.
A project may be completed within a single budget year, while larger infrastructure projects span multiple years. The funding sources for capital
projects include grants from the Province of Ontario and the Government of Canada, development charges, reserves and reserve funds, tax levy and
debt.
As a result of escalating construction costs, several projects in 2024 are requests for additional funds for already approved projects; those projects
are highlighted in green in the following table. Three projects were returned and re -budgeted based on the criteria for keeping/returning project and
are highlighted in blue below.
Proiects by Asset Cateaory Reserve Funds Develoament Charaes Debenture
Bridges & Culverts
Structures Rehabilitation
Total Bridges & Culverts
Buildings
Station Improvements
Hampton Depot Dome Repairs
DHRC — Interior Improvements
Buildings & Property —Accessibility Improvements
Buildings & Property — Building Improvements
Buildings & Property — Interior Improvements
CCC — Interior Improvements
FAC Admin — Annual Building Audits
DSC — Interior Improvements
SCA — Building Improvements
$386,500 $0 $0
386,500 0 0
50,000
0 0
261,015
0 0
1,531,320
0 0
126,521
0 0
801,180
0 0
259,400
0 0
209,400
0 0
155,117
0 0
30,618
0 0
577,500
0 0
Projects by Asset Category Reserve Funds Development Charges Debenture
Newcastle Community Hall- Air Conditioner 0 0 650,000
Building & Property Roof Replacements 73,865 0 0
Total Buildings 4,075,936 0 650,000
Cemeteries
Columbarium
Bowmanville Cemetery Road Paving Phases 1 to 3
Columbarium Concrete Pad
Cemetery Fence Replacements Year 2
Total Cemeteries
Fleet
Municipal Law Enforcement Vehicle — New
Fleet Replacement — Roads
Green Fleet Replacement — Roads
Fleet Replacement — Parks
Fleet New — Roads
Fleet New — Parks
Facility Administration — Fleet
Total Fleet
Information Technology
Computer Hardware
Computer Software
Total Information Technology
144,120
0
0
282,180
0
0
28,490
0
0
100,295
0
0
555,085
0
0
65,000
0 0
3,080,325
0 0
90,450
0 0
442,200
0 0
0
1,067,010 0
0
383,800 0
227,000
0 0
3,904,975 1,450,810 0
419,000 0 0
235,000 0 0
654,000 0 0
Proiects by Asset Ca
Miscellaneous Equipment
Print Shop Mail Room Folder Inserter
Commercial Washing Machine
S.C.B.A.
Bunker Gear
Leather Bunker Boots
Fitness Equipment
Portable Radios
Training Aids
CAD System Upgrade
Pagers
Library Technology
Library Collection
Museum Capital
Total Miscellaneous Equipment
Parking Lots
Parking Pay Stations
EV Charging Stations
Parking Lot Resurfacing
Total Parking Lots
Parks
Various Park Upgrades
Stuart Park Ball Diamond Upgrades
Reserve Funds
Development Charges
Debenture
15,600
0
0
8,000
0
0
50,000
0
0
133,500
0
0
10,000
0
0
2,000
0
0
50,000
0
0
15,000
0
0
150,000
0
0
20,000
0
0
135,000
0
0
0
255,060
0
115,655
0
0
704,755
255,060
0
300,000 0 0
198,000 0 0
333,000 0 0
831,000 0 0
1,038,260 0 0
152,130 0 0
Projects by Asset Category Reserve Funds Development Charges Debenture
Bowmanville Memorial Park Washroom Replacement 620,740 0 0
Foster Creek Neighbourhood Park West 0 100,000 0
Total Parks 1,811,130 100,000 0
Roads and Related
Rural Road Resurfacing
Orono Mill Street Curb
Veteran's Square Rehabilitation
Bowmanville Ave Street Lighting (Baseline Road to CPR Bridge)
Liberty St Street Lighting (Longworth Avenue to Conc. 3)
Parkway Avenue & Flett Street Surface Asphalt
Pavement Rehabilitation Program
Concession Road 7 and Liberty Street N Intersection Improvements
O'Dell St Reconstruction (West Limits to High Street)
Concession Road 3 (Liberty Street to 110m E)
Baseline Road Improvement (Mearns Avenue to Lambs Rd)
High Street Reconstruction (Concession to North Limits)
Albert Street Design (Duke Street to Brown St)
Durham Street Design (Duke Street to Brown St)
Mill Street Orono Design (Main Street to 400m N)
George Street Utilities (Mill Street N to Beaver Street N)
Lambert Street N Utilities (King Street E to Church Street)
Church Street and Temperance Street Sidewalk Improvements
Liberty Street Cycle Track & Sidewalk (Longworth Avenue to Concession 3)
Accessible Signal Upgrade (Longworth Avenue at Clayton Crescent)
Accessible Signal Upgrade (Longworth Avenue at Brooking Street)
3,579,715
0 0
66,145
0 0
550,050
0 0
0
743,000 0
118,000
0 0
50,000
0 0
2,597,000
0 0
50,000
0 0
250,000
0 0
40,000
107,000 0
56,000
274,000 0
502,000
0 0
57,000
0 0
57,000
0 0
84,000
0 0
18,000
0 0
8,000
0 0
69,000
0 0
0
42,000 0
157,500
0 0
157,500
0 0
Proiects by Asset Ca
Accessible Signal Upgrade (Baseline Road at Spry Avenue)
Pedestrian Crossovers (PXO)
Total Roads and Related
Storm Water and Erosion
Clarington Stormwater Pond Cleanout
Bond Head Jetty & Beach Erosion Protection
Stormwater Management Facility (Clarington Technology Business Park)
Total Storm Water and Erosion
Total 2024 Capital Program
Highlights of 2024 Capital Investment
The following provides additional information on select capital projects.
Bridges and Culverts
Reserve Funds Development Charges Debenture
153,000 0 0
210,000 0 0
8,829,910 1,166,000 0
415,895 0 0
150,000 0 0
0 500,000 0
565,895 500,000 0
$22,319,186 $3,471,870 $650,000
• 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
Buildings
• DHRC Interior Improvements: replacement of pool deck dehumidification system, pool and deck grouting and gym floor maintenance lifestyle refinishing
and repainting of lines to support pickleball programming.
• Buildings and Property Accessibility Improvements: work to be completed at Sarah Jane Williams Heritage Centre to Waverley Place to improve the
path of travel between buildings and installation of a heritage accessible ramp. The works will address public safety concerns and risk mitigation.
• Buildings and Property Building Improvements: this project includes work at several locations to improve the building envelope:
o MAC Library design renovation — design and costing to modernize and centralize cultural heritage.
o MAC Stairs, ramp and railing renovation — additional funds required as per costing for stairs, ramps, and railing repairs.
o MAC Ductwork insulation — insulate ductwork on the east side of MAC.
o MAC Exterior painting — MAC exterior painting to occur on the 1903 part of MAC building.
o MAC Council chambers windows replacement — energy efficient upgrade.
o MAC third floor improvements — modernization of existing workspace to accommodate hybrid office use.
o MAC Demountable partitions — Council chambers improvements to accommodate in camera sessions, as well as first floor upgrades to mitigate
noise from Library and MAC Customer Service.
o CEFS Station 4 Oil Interceptor — Prevent drainage of contaminants into storm drain.
o Station 2 Generator updates — upgrades to generator as per TSSA code requirements.
o Waverly Place — to repair building heritage components including railing, masonry, columns, and plaster.
• Buildings and Property Interior Improvements:
o Courtice Community Centre (CCC) boiler replacement — Design and Class D pricing for CCC main boilers.
o Fitness centre renovation — renovation to existing board room office space, including new lighting, flooring and removal of glass walls to brighten
and increase floor space for fitness members and improve site lines of entire area for staff.
o CCC Fitness Equipment — installation of existing equipment as per replacement program.
• South Courtice Arena: improvements to multi -sport courts including removal of existing asphalts court and replacement with new rubberized court
surface, creation of additional space to accommodate accessible fitness equipment to allow for more participants and addition of a new accessible
outdoor fitness area for year-round use.
0 Newcastle Community Hall: Council Amendment — Install new air conditioner at Newcastle Community Hall.
Fleet
• Fleet Replacement — Roads: several vehicles and heavy equipment pieces are subject to replacement in 2024 based on the approved criteria in
Resolution #GPA-475-93:
0 2012 Chevrolet 3/4 Ton 4X4
0 2013 Johnston Vacuum Sweeper
0 2013 Johnston Vacuum Sweeper
0 2010 Intl Tandem Dump Combo Plow
0 2010 Intl Single Dump Combo Plow
0 2010 Intl Single Dump Combo Plow
0 2012 John Deere Tractor
0 2013 John Deere Tractor with Mower
0 2011 Ford F450 1 Ton Dump
0 2011 Ford 1 Ton Crew Cab
0 2012 Ford 1 Ton Crew Cab 4X4
0 2014 Chev 350 4x4 Plow Combo
0 2015 GMC 1 Ton 4X4 Combo Plow
• Green Fleet Replacement- Roads: to replace equipment in accordance with Resolution #GPS-475-93. Replacement is to be an electric pickup truck:
o 2012 Chevrolet 1/2 Ton 4X4
• Fleet Replacement — Parks: replacement of equipment in accordance with Resolution #GPA-475-93 for the Parks Division:
0 2012 Ford Garbage Compactor
0 2014 Ford Two -Ton Dump Truck
• Fleet New — Roads: several growth -related vehicles and equipment are required and funded by development charges as per DC Study #5.1.40:
o Single Axle Plows (2)
o Tilt Deck Trailers (2)
o Tractor with Side Deck Roadside Mower
o Transit Van
o Asphalt Hot Box Trailer
• Fleet New — Parks: several growth -related vehicles and equipment are required and funded by development charges. As per DC Study: #5.1.40.
o Half Ton Crew Cab Pickups (2)
o Forestry Truck for Chipper
• Facility — Fleet:
o DHRC vehicle replacement (purchased in 2009) 09-027 as per the Electric Vehicle Action Plan (EVAP)
o HVAC van vehicle replacement (purchased in 2011) 11-549 as per the EVAP. This truck is 13 years old and past expected useful life as per PW
Fleet replacement policy
o SCA vehicle replacement of (purchased in 2007) 07-026 as per the EVAP
Miscellaneous Equipment
• CAD System Upgrade: New Computer Aided Dispatch (CAD) System required by legislation changes.
Parking Lots
• Parking Pay Stations: As part of Clarington's efforts to modernize its services and create efficient, cost-effective processes, the Municipality is looking to
remove the older style coin -operated machines in downtown Bowmanville. This proposal is to replace those machines with pay and display machines that
would be strategically located for ease of use and improved customer experience. These machines will be in addition to the mobile parking app launched
earlier this year. The Payment Modernization Report provides additional information about the project, which includes an associated operating cost of
$19,800 per year for 2024-27 for repair and maintenance of the equipment.
Parks
• Electric Vehicle Charging Stations: the installation of chargers and infrastructure at various locations throughout the Municipality.
• Parking Lot Resurfacing: resurfacing the Newcastle Memorial Arena parking lot as part of the annual program to resurface municipally owned parking
lots, including drainage and minor operational improvements as required.
• Various Park Upgrades: this project includes upgrading existing park infrastructure based on safety, accessibility, user/population base and equipment
requiring replacement. In 2024, the parks to be upgraded include Stuart Park, Rosswell Park and Bowmanville Memorial Park.
• Bowmanville Memorial Park Washroom Replacement: Replacement of the existing washroom facility with a new building to meet current accessibility
standards.
Roads and Related
• Rural Road Resurfacing: this is an annual project for surface treatment on rural roads within the Municipality, locations to be determined in the spring of
2024 based on condition assessment.
• Veteran's Square Rehabilitation: courtyard construction with a tender date of January, 2024; construction to begin April 1, 2024; and completion in
October, 2024
• Pavement Rehabilitation Program: an annual project to extend the lifecycle of road pavement structures with asphalt overlays and base repairs (cold
milling, joint sealing, full depth crack repairs). Roads are prioritized through the bi-annual Roads Needs Study and treatment is determined to maximize
the cost effectiveness of the intervention. This project is funded in part by the Canada Community -Building Reserve Fund.
Asset Management Planning
The Municipality completed a comprehensive asset management plan (AMP) for core assets (roads, bridges, and storm water assets) in 2022. This AMP included
the current state of assets, replacement values, key performance indicators and life cycle activities for the Municipality's core assets.
The Municipality is currently working on completing the next iteration of the AMP, which will be presented to Council in June 2024. This new AMP will include the
current state, replacement values, key performance indicators, and lifecycle activities for the remainder of the assets owned by the Municipality.
The table below provides a preliminary five-year forecast for the replacement of assets under each asset category, reflecting the current information available in the
asset management financial database. That information is currently being reviewed and updated, as part of the 2024 AMP, by an inter -departmental working group.
The information in the table below will be revised over the coming months and updated numbers will be provided with the AMP in June.
It should be noted that the backlog reflects an aggregated total of replacements that, according to their estimated useful life, should have already been completed.
Although the Municipality has a large backlog of replacements, it does not necessarily mean the items in the backlog are in poor condition or that they require
immediate replacement. Certain assets in the backlog may still be considered in good condition even though they are beyond their estimated useful life. The 2024
AMP will provide updated condition assessments to accompany the replacement costs.
Bridges & Culverts
$267,278
$2,005,582
$4,771,467
$4,458,295
$5,057,177
$5,105,366
Buildings
43,613,566
5,770,331
2,754,478
649,255
4,038,234
25,157,948
Fleet
2,182,234
3,839,975
5,273,534
4,591,093
4,510,091
2,897,752
Information Technology
718,658
345,138
312,134
26,559
11,997
583,627
Miscellaneous Equipment
877,343
1,209,079
255,965
319,237
376,286
527,943
Parking Lots
1,093,586
333,000
0
525,000
334,000
80,000
Parks
10,341,842
956,078
912,109
1,305,188
1,439,553
1,453,515
Roads
26,695,208
44,227,901
34,386,443
23,775,534
8,147,928
5,962,337
Storm Sewers
844,464
0
0
53,768
239,144
84,446
Total
$86,634,179
$58,687,084
$48,666,131
$35,703,929
$24,154,411
$41,852,934
Chapter 4:0
Reserves and
Reserve Fund
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Chapter 4: Reserves and Reserve Fund
Reserves and reserve funds allow the Municipality to plan for the long term, finance non -recurring operating or capital projects, and mitigate any unknown
situations that may arise while minimizing fluctuations in the tax levy. They are key pillars in maintaining a stable financial position. Consistent contributions to
reserve and reserve funds are crucial to preserving the Municipality's financial stability.
Reserves
A reserve is an allocation of accumulated net revenue that makes no reference to any specific asset and does not require the physical segregation of money.
Reserves are part of the revenue fund and do not earn interest like a reserve fund.
Reserve Funds
Reserve funds are physically segregated and restricted to meet a specified purpose. Reserve funds are invested in accordance with the Municipality's Investment
Policy, with all earnings forming part of the reserve fund. There are two types of reserve funds:
Obligatory Reserve Funds
These are funds established by legislation or as a requirement of an agreement. The funds are segregated from the Municipality's general funds and may only be
used for the purpose defined in the applicable legislation or agreement. Obligatory reserve funds form part of the Municipality's deferred revenue.
Discretionary Reserve Funds
Discretionary reserve funds are established by Council and are not required by legislation or agreement. Funds are segregated from the general funds of the
Municipality and earn interest which is applied to the balance in the reserve fund.
Reserve Summary
2024 Summary
Reserve Name
2023
Projected' Ending
Balance
2024
Expenditures
Capital
2024
Expenditures
Operating
2024
Contributions
from General
2024
Balance (Estimated)
Self Insured Losses
$275,861
$0
$0
$0
$275,861
Municipal Acquisition of Property
3,685,379
0
0
0
3,685,379
Records Maintenance
81,707
0
0
10,000
91,707
Fire Prevention Reserve
304,552
0
0
0
304,552
General Capital
412,411
0
0
0
412,411
Pits and Quarries
425
0
0
0
425
Rural Road Rehabilitation
52,168
0
0
0
52,168
Legal Fees
370,885
0
0
0
370,885
Consulting / Professional Fees
52,651
0
0
0
52,651
Park Development
812
0
0
0
812
Election Expenses
268,419
0
0
125,000
393,419
Burketon Park Improvement
7,569
0
0
0
7,569
Samuel Wilmot Nature Area
49
0
0
0
49
Clarington Heritage Committee
5,151
0
0
0
5,151
Total
$5,518,039
$0
$0
$135,000
$5,653,039
Represents available balance as of October 31, 2023.
2025-27 Summary
Reserve Name
2024 Ending
Balance
Estimated
2025
Expenditures
2025
Contributions
2026
Expenditures
2026
Contributions
2027
Expenditures
2027
Contributions
2027 Ending
Balance
Estimated
Self Insured Losses
$275,861
$0
$0
$0
$0
$0
$0
$275,861
Municipal Acquisition of
3,685,379
0
0
0
0
0
0
3,685,379
Property
Records Maintenance
91,707
0
10,000
0
10,000
0
10,000
121,707
Fire Prevention Reserve
304,552
0
0
0
0
0
0
304,552
General Capital
412,411
0
0
0
0
0
0
412,411
Pits and Quarries
425
0
0
0
0
0
0
425
Rural Road Rehabilitation
52,168
0
0
0
0
0
0
52,168
Legal Fees
370,885
0
0
0
0
0
0
370,885
Consulting / Professional Fees
52,651
0
0
0
0
0
0
52,651
Park Development
812
0
0
0
0
0
0
812
Election Expenses
393,419
0
125,000
(475,467)
125,000
0
125,000
292,952
Burketon Park Improvement
7,569
0
0
0
0
0
0
7,569
Samuel Wilmot Nature Area
49
0
0
0
0
0
0
49
Clarington Heritage Committee
5,151
0
0
0
0
0
0
5,151
Total
$5,653,039
$0
$135,000
($475,467)
$135,000
$0
$135,000
$5,582,572
Reserve Definitions
The following outlines the purpose of the reserves and the anticipated activity for the 2024 fiscal year. The following outlines the purpose of the reserves and the
anticipated activity for the 2024-27 fiscal years.
Self -Insured Losses
This reserve was established when the Municipality amended its insurance coverage. The savings realized from higher deductibility levels, good claim records and
other funds unused for insurance purposes were used to establish the original reserve. In any given year, the intention is that a department may request funds
from the reserve to cover expenditures incurred as a result of an insurable loss that the insurance provider does not reimburse.
Municipal Acquisition of Property
The monies in this reserve are for use by Council to purchase properties that would improve the Municipality's real property holdings and assist in fulfilling the
Municipality's long-range acquisition program. The proceeds from the sale of municipal real properties are added to this reserve.
General Capital
This reserve was established with the approved transfer of funds to cover capital projects in -progress at year-end. Later, the reserve definition was elaborated to
provide for contingency items of a capital nature and hold funds budgeted for capital projects that are incomplete at year-end. Currently, unfinished capital projects
remain in the capital fund, and the reserve now houses funds that are unexpended for operating accounts and incomplete open PO's. The expectation is that this
is a short-term layover of these unexpended funds, with a resolution within a year or two.
Legal Fees
The Municipality established this reserve to provide a funding source for external legal specialists that may be required. The timing of these specialists may not be
consistent and is dependent on schedules outside of the control of the Municipality. Annual contributions into the reserve mitigate fluctuations of costs from year to
year.
Clarington Heritage Committee
This reserve was established to allow the committee to increase public awareness and education, conduct research, and provide for the general education of
cultural heritage conservation issues and admiration of the committee. Funds in this reserve were allocated through previous budget allocations and fundraising
efforts of the committee.
Consulting and Professional Fees
The timing of consulting and professional work may not follow fiscal years. Unspent funds are deposited into this reserve and may be drawn upon to fund
previously budgeted work in a subsequent year.
Records Maintenance
This reserve was established to accumulate funds for a significant records management initiative, which included digitizing and destroying older files. This ongoing
work receives funding annually from unspent budgeted amounts for records management, spreading the cost of major events over multiple years.
Elections Expenses
This reserve accumulates the estimated funds required to hold the municipal election every four years. An amount is transferred into this reserve annually in
anticipation of the municipal election to reduce the impact to the operating budget every election year. Expenses related to the election, including ward boundary
reviews, may be funded from this reserve.
Fire Prevention
This reserve was originally established to maintain the operations of the Junior Fire Fighter program. In later years, the Fire Protection and Prevention Act, 1997,
stated that "every municipality shall establish a program in the municipality which must include public education concerning fire safety and certain components of
fire prevention; and provide such other fire protection services as it determines may be necessary in accordance with its needs and circumstances." With this shift
in fire education focus from fire suppression to fire prevention, this reserve's purpose shifted to accommodate more public education and fire prevention
awareness.
Pits and Quarries
The Municipality owns its own quarry located on Morgan Road. The establishment of this reserve was at the advice of staff to charge the local market price per
cubic yard and any surplus realized from annual quarry operations at year-end. The logic in doing so was to pay any claims which could result from the use of the
site, rehabilitation of the site in accordance with the Aggregate Resources Act, 1990, and to purchase another site upon depletion of the existing location.
Reserve Fund Summary
2024 Reserve Fund Summary
Reserve Fund Name
Parking Lot
Economic Development
Roads Capital
Parkland Cash In Lieu
Engineering Fleet
Newcastle Waterfront
Strategic Capital
Municipal Capital Works
General Municipal
Engineering Inspection
Roads Contribution
Debenture Retirement
Facilities / Parks Maintenance
Engineering Parks Capital
Community Services Capital
Cemeteries Capital
Computer Equipment
Fire Equipment
2023 Projected
Ending Balance
$1,258,252
619,303
855,143
8,006,582
146,447
45,762
2,662,316
3,842,958
4,390,530
721,134
154,841
488,863
959,714
204,546
1,002,792
40,642
233,810
574,507
2024
Expenditures
Capital
($300,000)
0
(156,145)
0
0
0
0
(6,561,810)
0
0
0
0
(1,811,130)
0
(4,430,626)
0
(469,000)
(415,500)
2024
Expenditures
Operating
($612,891)
(100,000)
0
0
0
(40,000)
0
(170,000)
(2,000,000)
(150,000)
0
(16,329)
0
0
0
0
0
0
2024
Contributions
from General
$350,000
50,000
500,000
0
0
0
125,000
3,763,711
0
0
0
0
1,597,000
0
2,285,000
5,000
400,000
400,000
2 Represents available balance as of October 31, 2023
3 Represents internal transfers between Reserve Funds. Details are provided in the "Reserve Fund Contributions and Transfers" section.
Internal
Transfers3
Revenues
2024 Balance
(Estimated)
$0
$0
$695,361
0
0
569,303
0
0
1,198,998
0
0
8,006,582
(146,447)
0
0
0
0
5,762
0
0
2,787,316
3,670,946
0
4,545,805
0
0
2,390,530
0
0
571,134
0
0
154,841
0
0
472,534
0
0
745,584
(204,546)
0
0
2,057,267
0
914,433
0
0
45,642
0
0
164,810
0
0
559,007
Reserve Fund Name
Animal Services Capital
Operations Equipment
Clerk Fleet
Port Granby LLRW Agreement
Municipal Government Enterprise
Older Adults Programming
Library Capital
Library Computer Equipment
Museum Capital Bowmanville
Museum Capital Clarke
Bowmanville BIA (97-122)
Newcastle BIA
Newcastle Arena Operating
Rate Stabilization
Community Improvement Plan
Canada Community -Building Fund Receipts'
Building Division
CSD Building Refurbishment
Beautification / Tree Planting
Cemetery - Hampton Union, Orono
Stormwater Management Pond Maintenance
Engineering Review
Community Emergency Management
2023 Projected
Ending Balance
264,063
272,525
5,041
302,220
28,579,934
39,302
1,157,734
282,914
77,643
87,582
15,668
84,493
2,597
11,064,903
183,101
333,340
1,607,532
1,892,042
68,277
116,683
33,930
1,138, 573
610,783
2024
Expenditures
Capital
0
(3,904,975)
0
0
0
0
0
(135,000)
0
0
0
0
0
0
0
(2,286,000)
0
0
0
0
0
0
0
2024
Expenditures
Operatinq
0
0
0
0
0
0
0
0
0
0
0
0
0
(1,013,446)
0
0
(782,411)
0
0
0
0
(240,000)
(150,000)
2024
Contributions
from General
15,000
4,000,000
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
250,000
a The 2024-2027 Canada Community Building Fund allocation is not yet known. The tables assume the same allocation as 2023 ($3,045,085)
Internal
Transfers3
0
151,488
(5,041)
0
0
0
0
0
(77,643)
(87,582)
0
0
0
(3,466,400)
0
0
0
(1,892,042)
0
0
0
0
0
Revenues
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
3,045,085
1
1
1
1
1
1
2024 Balance
(Estimated)
279,063
519,038
0
302,220
28,579,934
39,302
1,157,734
147,914
0
0
15,668
84,493
2,597
6,585,057
183,101
1,092,425
825,121
0
68,277
116,683
33,930
898,573
710,783
Reserve Fund Name
2023 Projected
Ending Balance
2024
Expenditures
Capital
2024
Expenditures
Operating
2024
Contributions
from General
Internal
Transfers3
Revenues
2024 Balance
(Estimated)
Parking Lot Rehabilitation
834,734
(333,000)
0
325,000
0
0
826,734
ASO Benefits
1,497,094
0
(500,000)
0
0
0
997,094
Mun Gov't Ent. — Other
965,534
0
0
30,000
0
0
995,534
Future Staffing
225,871
0
0
787,487
0
0
1,013,358
Provincial Infrastructure
2,671,858
(1,516,000)
0
0
0
2,793,800
3,949,658
Continuous Improvement RF
259,126
0
0
50,000
0
0
309,126
Orono BIA (2016-029)
33,108
0
0
0
0
0
33,108
DC Growth Studies
(234,958)
0
0
0
0
0
(234,958)
DC Library Services
1,933,813
(255,060)
(78,511)
0
0
0
1,600,242
DC Fire Protection Services
4,650,270
0
0
0
0
0
4,650,270
DC Park & Rec Services
3,201,587
(100,000)
(1,209,142)
0
0
0
1,892,445
DC Services Related to Highways
16,948,993
(3,116,810)
(553,240)
0
0
0
13,278,943
NEW — Climate Action Plan
0
0
0
125,000
0
0
125,000
NEW — Climate Change Resilience
0
0
0
50,000
0
0
50,000
Total
$107,416,052
($25,791,056)
($7,615,970)
$15,108,198
$0
$5,838,885
$94,956,109
2025 — 2027 Reserve Fund Summary
2024
Ending
2025
2025
2026
2026
2027
2027
2027 Ending
Reserve Fund Name
Balance
Expenditures
Contributions
Expenditures
Contributions
Expenditures
Contributions
Balance
(Estimated)
Operating
and Revenue
Operating
and Revenue
Operating
and Revenue
(Estimated)
Parking Lot
695,361
(627,502)
350,000
(642,833)
350,000
(658,506)
350,000
(183,480)
Economic Development
569,303
0
50,000
0
50,000
0
50,000
719,303
Roads Capital
1,198,998
0
515,000
0
530,000
0
546,000
2,789,998
Parkland Cash In Lieu
8,006,582
0
0
0
0
0
0
8,006,582
Reserve Fund Name
2024
Ending
Balance
Estimated
2025
Expenditures
Operating
2025
Contributions
and Revenue
2026
Expenditures
Operating
2026
Contributions
and Revenue
2027
Expenditures
Operating
2027
Contributions
and Revenue
2027 Ending
Balance
(Estimated)
Engineering Fleet
0
0
0
0
0
0
0
0
Newcastle Waterfront
5,762
0
0
0
0
0
0
5,762
Strategic Capital
2,787,316
0
125,000
(1,250,000)
125,000
(1,250,000)
125,000
662,316
Municipal Capital Works
4,545,805
0
3,600,000
0
3,700,000
0
3,800,000
15,645,805
General Municipal
2,390,530
(2,000,000)
0
(385,000)
0
0
0
5,530
Engineering Inspection
571,134
(150,000)
0
(150,000)
0
(150,000)
0
121,134
Roads Contribution
154,841
0
0
0
0
0
0
154,841
Debenture Retirement
472,534
0
0
0
0
0
0
472,534
Facilities / Parks Maintenance
745,584
0
2,022,000
0
997,000
0
997,000
4,761,584
Engineering Parks Capital
0
0
0
0
0
0
0
0
Community Services Capital
914,433
0
2,223,013
0
2,279,010
0
2,313,072
7,729,528
Cemeteries Capital
45,642
0
5,150
0
5,300
0
5,400
61,492
Computer Equipment
164,810
0
412,000
0
425,000
0
437,000
1,438,810
Fire Equipment
559,007
0
412,000
0
425,000
0
437,000
1,833,007
Animal Services Capital
279,063
0
20,000
0
25,000
0
30,000
354,063
Operations Equipment
519,038
0
4,000,000
0
4,000,000
0
4,000,000
12,519,038
Clerk Fleet
0
0
0
0
0
0
0
0
Port Granby LLRW Agreement
302,220
0
0
0
0
0
0
302,220
Municipal Government Enterprise
28,579,934
0
0
0
0
0
0
28,579,934
Older Adults Programming
39,302
0
0
0
0
0
0
39,302
Library Capital
1,157,734
0
0
0
0
0
0
1,157,734
Library Computer Equipment
147,914
0
0
0
0
0
0
147,914
Museum Capital Bowmanville
0
0
0
0
0
0
0
0
Museum Capital Clarke
0
0
0
0
0
0
0
0
Bowmanville BIA (97-122)
15,668
0
0
0
0
0
0
15,668
Reserve Fund Name
Newcastle BIA
Newcastle Arena Operating
Rate Stabilization
Community Improvement Plan
Canada Community -Building Fund
Receipts
Building Division
CSD Building Refurbishment
Beautification / Tree Planting
Cemetery - Hampton Union, Orono
Stormwater Management Pond
Maintenance
Engineering Review
Community Emergency Management
Parking Lot Rehabilitation
ASO Benefits
Mun Gov't Ent. - Other
Future Staffing
Provincial Infrastructure
Continuous Improvement RF
Orono BIA (2016-029)
DC Growth Studies
DC Library Services
DC Fire Protection Services
DC Park & Rec Services
DC Services Related to Highways
2024
Ending
Balance
Estimated)
84,493
2,597
6,585,057
183,101
1,092,425
825,121
0
68,277
116,683
33,930
898,573
710,783
826,734
997,094
995,534
1,013,358
3,949,658
309,126
33,108
(234,958)
1,600,242
4,650,270
1,892,445
13,278,943
2025
Expenditures
Operating
0
0
(2,141,948)
0
v
(980,326)
0
0
0
1❑
(300,000)
(400,000)
0
0
0
(500,000)
0
0
0
0
(78,244)
0
(2,073,478)
(552,199)
2025
Contributions
and Revenue
0
0
0
0
3,045,085
0
0
0
0
X
0
250,000
350,000
0
30,000
471,043
0
51,500
0
0
0
0
0
0
2026
Expenditures
Operating
0
0
(2,697,626)
0
v
(1,122,029)
0
0
0
0
(300,000)
(400,000)
0
0
0
(1,400,000)
0
0
0
0
(78,891)
0
(2,971,882)
(550,225)
2026
Contributions
and Revenue
0
0
0
0
3,045,085
0
0
0
0
I
0
250,000
375,000
0
30,000
1,427,464
0
53,000
0
0
0
0
0
0
2027
Expenditures
Operating
0
0
(1,579,544)
0
am
(1,144,366)
0
0
0
0
(300,000)
(400,000)
0
0
0
(2,500,000)
0
0
0
0
(78,395)
0
(3,798,622)
(548,292)
2027
Contributions
and Revenue
0
0
680,000
0
3,045,085
1
1
1
1
0
250,000
400,000
0
30,000
2,324,102
0
54,600
0
0
0
0
0
0
2027 Ending
Balance
(Estimated)
84,493
2,597
845,939
183,101
10,227,680
(2,421,600)
0
68,277
116,683
33,930
(1,427)
260,783
1,951,734
997,094
1,085,534
835,967
3,949,658
468,226
33,108
(234,958)
1,364,712
4,650,270
(6,951,537)
11,628,227
2024
Ending
2025
2025
2026
2026
2027
2027
2027 Ending
Reserve Fund Name
Balance
Expenditures
Contributions
Expenditures
Contributions
Expenditures
Contributions
Balance
Estimated
Operating
and Revenue
Operating
and Revenue
Operating
and Revenue
(Estimated)
NEW — Climate Action Plan
125,000
0
125,000
0
125,000
0
125,000
500,000
NEW — Climate Change Resilience
50,000
0
50,000
0
50,000
0
50,000
200,000
Total
$94,956,109
($9,803,697)
$18,106,791
($11,948,486)
$18,266,859
($12,407,725)
$20,049,259
$117,219,110
The 2025-27 reserve fund expenditures pertain to operating expenditures and contributions to the Reserve Fund for future capital, as the capital budget only includes
expenditures for 2024. The remaining three years of capital (2025-27) will be presented to Council as part of the budget update process in 2025. There are numerous plans
and studies that will be undertaken in 2024, which will have significant implications on future capital budgeting. These include the Asset Management Plan and Long-term
Financial Planning Framework, along with a new Development Charge Study and Community Benefits Charge Strategy.
Reserve Fund Definitions
Parking Lot
Funds are deposited into this reserve fund from all parking revenues. The annual parking services cost is funded through this reserve fund. This includes operating
costs such as payroll and fleet and the opportunity for capital costs for parking lot construction or reconstruction.
Economic Development
These funds are a source of financing for economic development -related initiatives or incentives. It has been used historically to fund physician recruitment and to
plan for contract staff tied explicitly to the development of the zoning by-law.
Parkland Cash -in -Lieu
This is the Municipality's obligatory reserve fund for parkland cash -in -lieu contributions resulting from development approval activities. The reserve fund must
comply with the requirements of the Planning Act, 1990. This includes land acquisition.
Newcastle Waterfront
These funds remain from old Waterfront Trail grant monies that were leftover at the end of a project. Since they were received for that purpose, the funds remain
set aside for future projects related to that area.
Strategic Capital
Funds received from a legal settlement with the Government of Canada addressing the mitigation and clean-up of the Port Granby Low -Level Radioactive Waste
Site were transferred to this reserve fund after meeting the conditions of the initial trust. The council approved a report establishing the uses of the principal value
as a strategic capital purpose. The intent is that the principal be used for economic development investments whereby the principal is repaid at some point in the
future through development agreements.
Municipal Capital Works
This reserve fund is linked to growth -related capital projects through the Municipality's Development Charges Background Study and By-law. For most growth -
related capital projects, there are several types of actions that result in less than 100 per cent of the capital costs being eligible for recovery through the
development charges (DC) reserve funds. The first is the replacement share of the new capital project and the second is the proportion of the project relating to
benefit to existing residents. This reserve fund is set up to fund the non -growth share of growth -related capital projects.
General Municipal
This reserve fund is the depository for interest earned on the promissory notes for the Municipality's investment in Elexicon (formerly Veridian). The balance of the
funds is eligible for use for capital projects through the budget process or Council approved initiatives.
Engineering Inspection
The fees collected through the Engineering Department's various agreements with developers are deposited to this reserve fund for the costs of the engineering
inspection functions provided as part of the subdivision approval process. The general intent is that as developments are a cyclical activity tied to economic swings
and outlooks, there is still a requirement to maintain the skills and capacity to perform engineering inspections and provide approvals regardless of whether there
is a downswing in the economy. As a result, all fees charged for this activity are transferred to the Engineering Inspection Reserve Fund. Annually, through the
budget process, a portion of the costs of the engineering section is funded from a transfer to operating from the reserve fund.
Roads Contribution
This reserve fund is primarily established as a repository for deposits received through development agreements as contributions for future works that will be
required as other developers come on stream in a particular area.
Debenture Retirement
This reserve fund was initially established to accumulate funds such that future debt could be avoided. However, there are no ongoing contributions to increase
this reserve fund since most debt has pertained to growth -related projects over the last 15 years. The current activity in the reserve fund relates to the Darlington
Indoor Soccer Club. They had committed to paying the non -growth component of the debenture for the Bowmanville Indoor Soccer facility. The Club makes an
annual contribution that goes into this reserve fund, and then the 10 per cent share of the debt financing costs are funded from this reserve fund.
Port Granby LLRW Agreement
Funds received from a legal settlement with the Government of Canada addressing the mitigation and clean-up of the Port Granby Low -Level Radioactive Waste
Site accumulated additional interest beyond the amount transferred through the budget to offset tax levy. It was decided to leave some funds in this reserve fund to
assist with potential implications in the future, most likely for work around future uses of the site outside the perimeter once they are in the maintenance stage.
There is a study on future uses of the excess lands.
Municipal Government Enterprise — Other
This reserve fund originated through the Municipal Government Enterprise Reserve Fund. When Newcastle Hydro -Electric Commission amalgamated to originally
create Veridian, through the advice of our solicitor as well as then Treasurer, it was determined that our investment in our Government Business Enterprise
(Veridian) be held in reserve funds rather than in the general fund. This included both our equity share as well as the promissory notes receivable. Over time, this
caused complications as the original Municipal Government Enterprise reserve fund held both the investment in Veridian, promissory notes receivable from
Veridian, and accumulated funds. Determining for budget purposes what funds were available for council purposes became complex, so it was decided to divide
out the excess accumulated funds from the investment and promissory notes receivable. Those excess accumulated funds and accrued interest were transferred
into the Municipal Government Enterprise -Other reserve fund. Most often these funds are used for a purpose tied to energy savings. It has funded energy audits
as well as being energy retrofit seed money whereby the original investment is repaid over time from estimated energy savings.
Upon the 2019 merger of Veridian and Whitby Hydro, the investment in Elexicon is included in this fund.
Municipal Government Enterprise
As explained in the description above for the Municipal Government Enterprise — Other Reserve Fund, this fund holds the Municipality's investment in Elexicon
(formerly Veridian Corporation), including both our equity share and our promissory notes.
Older Adults Programming
Tax levy funds gradually accumulated when the Bowmanville Older Adults Association was a Board of Council. When they transitioned to an independent
charitable organization, the reserve fund was split in half. The balance remaining here is intended for the provision of older adults' services administered through
the Community Services Department.
Library Capital Equipment
This reserve fund does not have direct tax levy support. It comprises funds transferred from the library to be held for future library computer equipment needs and
remaining funds from the library's prior years' capital budgets for library computer equipment.
Museum Capital Bowmanville
This reserve fund is a traditional capital replacement reserve fund that is monitored annually to determine the need for increases to tax levy support. It is linked to
the Asset Management Plan.
Museum Capital Clarke
This reserve fund is a traditional capital replacement reserve fund that is monitored annually to determine the need for increases to tax levy support. It is linked to
the Asset Management Plan.
Bowmanville Business Improvement Area (BIA)
This reserve fund was originally established from an OMB settlement pertaining to the first round of development of the Bowmanville West Main Central Area.
Most of the funds have been utilized but a small balance remains available. The BIA would need to request funds for specific purposes through the budget process
or a direct request to Council.
Newcastle BIA
This reserve fund was established in relation to principles of understanding for further development of the Bowmanville West Main Central Area. Orono and
Newcastle Business Improvement Areas (BIA) received an allotment of funds to be administered through the Municipality to implement Community Improvement
Plans.
Newcastle Arena Operating
These are funds transferred by the Newcastle Arena Board to earn greater rates of return. The fund balance is minimal, and the Arena Board has not produced a
plan to contribute to the reserve fund regularly.
Perpetual Care and Hampton Union
These are cemetery funds held in trust for the specific cemeteries identified in our trust statements.
Rate Stabilization
The Rate Stabilization Reserve Fund is a very active fund utilized to offset swings in tax levy impacts year to year. Any municipal operating surplus/deficit
determined after the external audit is complete is transferred into this reserve fund or funded by this reserve fund. The reserve fund acts as a mechanism to
achieve balanced budgets in the sense that a surplus or deficit for a particular year cannot be predicted accurately at the time of the next year's budget approval.
Community Improvement Plan
The intent of the reserve fund links to civic improvements. It is anticipated that this reserve fund may provide an option to maintain some features relating to the
downtowns, that would otherwise be deleted. This reserve fund has a modest annual tax levy contribution.
Canada Community Building Fund
This reserve fund has been established to hold the Canada Community Building Fund (formerly Federal Gas Tax) funding and meet the agreement requirements.
This is an obligatory reserve fund as the use of the funds are restricted through AMO.
Building Division
The purpose of the reserve fund is to allow reasonable funding to be set aside to address economic fluctuations and fund multi -year requirements such as the
replacement of software required to provide planning and building services needed to facilitate building activity.
Community Services Department Building Refurbishment
This reserve fund was established through budget in a year where a fee increase was established for recreational services. The value of the fee increase was set
up as a contribution to this reserve fund rather than a general fund revenue offsetting the tax levy. The contribution has been maintained but further incremental
fee increases were not diverted to this reserve fund but rather left in the general fund to offset increased service delivery costs.
Beautification / Tree Planting
This is a small reserve fund established from a donation. The hope is that other donations will be received over time that will help fund small beautification projects
or tree planting to assist in maintaining tree cover as the municipality develops.
Stormwater Management Pond Maintenance
This reserve fund was established as a result of updating our subdivision agreement templates to standardized fees for stormwater pond maintenance for the
subdivision. The fees are deposited into the reserve fund when received in compliance with the subdivision agreement. The intent is to draw on this reserve fund
annually to offset the operating costs of stormwater pond maintenance. It has not been done to date as there is still a small amount of funds in the reserve funds,
so we are giving the fund some time to accumulate.
Engineering Review
This reserve fund was established as a result of updating our subdivision agreement templates to standardized fees for the review of engineering drawings for the
subdivision. The fees are deposited into the reserve fund when received in compliance with the subdivision agreement. Annually, through the budget process, a
contribution is made to the operating budget to help offset the costs of engineering division review services.
Community Emergency Management
Under the negotiated agreements with OPG, funds are received annually for several specific services provided to OPG. The funds will also be used for the costs of
specialized equipment or training to ensure appropriate response levels. As the Municipality is required to assist and support others if a nuclear emergency arises,
these funds are deposited into this reserve fund for emergency management issues.
Parking Lot Rehabilitation
This reserve fund is the funding mechanism for the parking lot asset management plan. As the Municipality owns many parking lots with various purposes, a single
department did not have consistent oversight of the asset management pertaining to these lots. As the Infrastructure Division oversees significant capital projects
relating to paving and stormwater needs, they were given the responsibility to assess and plan the rehabilitation needs of municipal parking lots. The department
undertook this work and created a multi -year plan to address deficiencies and needed replacements. The fund currently receives annual contributions from tax levy
support.
Administrative Services Only (ASO) Benefits
This reserve fund was established with the market placement of employee benefits. The savings from that market placement were set aside as a one-time
contribution to a reserve fund for the sole purpose of looking towards the ASO option for the administration of employee extended health program.
Future Staffing
Commencing in 2017, Council created this reserve fund and has contributed annually with tax levy support. The general intent is to create flexibility in the future for
new staff requirements.
Provincial Infrastructure
This reserve fund has been established to host the Provincial funding grants received and meet the funding agreements' requirements. This is an obligatory reserve
fund as the use of the funds is restricted through the respective agreements.
Orono BIA
This reserve fund was established in relation to principles of understanding for further development of the Bowmanville West Main Central Area. Orono and
Newcastle BIAs received an allotment of funds to be administered through the Municipality to implement Community Improvement Plans.
Development Charges Reserve Funds
The accounts listed below are the Development Charges (DC) reserve funds for each service level category identified in our DC background study and by-law.
The reserve funds must be used to fund the growth -related costs required to meet the needs of growth. No current -year receipts are used for current budget
requirements. Balances at December 31St of the year prior are to be utilized for the next years' budget requirements. Future projections are made on a regular
basis to address capital budget forecasts. Staff are undergoing a review of the reserve funds as a result of recent changes to the Development Charges Act to
ensure that the names reflect the applicable service and any ineligible services are properly transitioned.
The following are the current DC funds:
• DC Growth Studies Reserve Fund
• DC Parks and Rec Services Reserve
Fund
Climate Action Plan (New in 2024)
• DC Library Services Reserve Fund
• DC Fire Protection Services Reserve Fund
• DC Services Related to Highways Reserve Fund
This reserve fund is being established in 2024 to provide a source of funding for initiatives identified in the Clarington Corporate Climate Change Action Plan.
The fund will receive a set annual allocation for this purpose.
Climate Resilience (New in 2024)
This reserve fund is being established in 2024 to provide a source of funding to respond to climate emergencies and disasters or to provide enhanced resilience
to capital infrastructure on climate change. The fund will receive a set annual allocation for this purpose.
Capital Replacement and Maintenance Reserve Funds
The following reserve funds are traditional capital replacement reserve funds that are monitored annually to determine the need for increases from tax levy support.
These reserve funds are linked to the Asset Management Plan and are used to meet future capital needs.
• Roads Capital
• Facilities / Parks Maintenance
• Engineering Parks Capital
• Community Services Capital
• Cemeteries Capital
• Computer Equipment
• Fire Equipment
• Animal Services Capital
• Operations Equipment
• Clerk Fleet
• Library Capital
• Museum Capital Bowmanville
• Museum Capital Clarke
Reserve Fund Consolidation
As part of the multi -year budget process, staff have identified several reserve funds for consolidation. These consolidations are being undertaken to avoid
duplication as circumstances exist where multiple reserve funds serve a similar purpose. The following table identifies the reserve funds being closed, where the
funds are moving, and the rationale for the change.
Reserve Funds being closed
Reserve Funds being transferred
Purpose
to
Clerk's Fleet
Reflects the consolidation of the corporate fleet in Public
Works. Public Works is now responsible for the purchase and
Engineering Fleet
Operations Equipment
maintenance of all corporate fleet. Operations equipment was
formally used for all Public Works fleet but will now be used
for fleet purchases across the organization.
Both reserve funds are intended for capital projects related to
CSD Building Refurbishment
Community Services Capital
the Community Services division. Consolidation is to reduce
duplication.
Engineering Parks Capital
Municipal Capital Works
Engineering division no longer exists so funds are being
directed to Municipal Capital Works for future capital projects.
Museum Capital — Bowmanville
Funds transferred to reflect that future museum renovations
Community Services Capital
will be drawn from the Community Services Capital reserve
Museum Capital — Clarke
fund.
Reserve Fund Contributions and Transfers
The following outlines the contributions to the reserves and reserve funds as well as the transfers out to the general fund.
Contributions to Reserve Funds
The following are the contributions to reserve funds for the years 2024-27:
Reserve Fund
Climate Action Plan
Climate Resilience
Animal Services Capital
Parking Lot
Computer Equipment
Municipal Capital Works
Rate Stabilization
Future Staffing
Municipal Government Enterprise
Continuous Improvement
Roads Capital
Strategic Capital
Community Emergency
Management
Fire Equipment
Facilities/Parks Maintenance
Facilities/Parks Maintenance
Facilities/Parks Maintenance
Cemeteries Capital
Purpose
Annual allocation
Annual allocation
Annual allocation
Budgeted meter revenue
Annual allocation
Annual allocation
Offset withdrawal in 2026
Additional staff for Public Works, Community
Services, and Emergency Services
Energy Master Plan savings
Annual allocation
Annual allocation
Annual allocation
Emergency Services overtime costs
Annual allocation
Annual allocation
Various park upgrades (budget amendment)
Annual increase (budget amendment)
Annual allocation
2024
Contribution
$125,000
50,000
15,000
350,000
400,000
3,763,711
0
787,487
30,000
50,000
500,000
125,000
250,000
400,000
1,500,000
82,000
15,000
5,000
2025
Contribution
$125,000
50,000
20,000
350,000
412,000
3,600,000
0
471,043
30,000
51,500
515,000
125,000
250,000
412,000
1,925,000
82,000
15,000
5,150
2026
Contribution
$125,000
50,000
25,000
350,000
425,000
3,700,000
0
1,427,464
30,000
53,000
530,000
125,000
250,000
425,000
900,000
82,000
15,000
5,300
2027
Contribution
$125,000
50,000
30,000
350,000
437,000
3,800,000
680,000
2,324,102
30,000
54,600
546,000
125,000
250,000
437,000
900,000
82,000
15,000
5,400
Reserve Fund
Purpose
2024
Contribution
2025
Contribution
2026
Contribution
2027
Contribution
Operations Equipment
Annual fleet allocation
4,000,000
4,000,000
4,000,000
4,000,000
Community Services Capital
Annual allocation
2,279,000
2,217,013
2,273,010
2,307,072
Economic Development
Annual allocation
50,000
50,000
50,000
50,000
Parking Lot Rehabilitation
Annual allocation
325,000
350,000
375,000
400,000
Community Services Capital
Bowmanville Museum allocation
3,000
3,000
3,000
3,000
Community Services Capital
Clarke Museum allocation
3,000
3,000
3,000
3,000
$15,108,198
$15,061,706
$15,221,774
$17,004,174
The contributions for 2024 include amounts for capital projects and operating expenses. As of 2023, the capital program is funded through reserve funds with
an annual contribution funding these uses. As the Municipality continues to improve its asset management planning processes, annual contributions that
provide a stable funding source will be included in the operating budget to smooth year-to-year fluctuations in the tax levy. As mentioned, an updated asset
management plan will be presented to Council in June 2024.
Contributions to Reserves
The following are the contributions to reserves for the years 2024-27:
Reserve
Purpose
2024
2025
2026
2027
Contribution
Contribution
Contribution
Contribution
Clerks
Records maintenance
$10,000
$10,000
$10,000
$10,000
Municipal Election
Election expense
125,000
125,000
125,000
125,000
$135,000
$135,000
$135,000
$135,000
Note that the annual allocation for land acquisition was put on hold for the 2024-27 budget years. The allocation will remain on hold pending the renewal of
the land acquisition strategy.
Withdrawals from Reserve Fund to General Fund
The following are the withdrawals from the reserve funds to fund operating expenses in the general fund in 2024-27:
Reserve Fund
Purpose
2024
Withdrawal
2025
Withdrawal
2026
Withdrawal
2027
Withdrawal
Parking Lot
Parking enforcement expenses
($612,891)
($627,502)
($642,833)
($658,506)
ASO Benefits
Mitigate benefit increases
(500,000)
0
0
0
Rate Stabilization
Balance budget to 4.1% per year
(988,446)
(2,116,948)
(1,992,626)
(1,579,544)
Rate Stabilization
Contribution to Charles H Best Diabetes Centre
(25,000)
(25,000)
(25,000)
0
Rate Stabilization
Borrow to balance budget - repay in 2027
0
0
(680,000)
0
General Municipal
Balance budget to 4.1 % per year
(2,000,000)
(2,000,000)
(385,000)
0
Debenture Retirement
Bowmanville indoor soccer debenture funding that
(16,329)
0
0
0
is not DC -eligible
Community Emergency
Management
Emergency Services overtime costs
(150,000)
(400,000)
(400,000)
(400,000)
Future Staffing
Partially fund new positions in Emergency
0
(500,000)
(1,400,000)
(2,500,000)
Services, Public Works, and Community Services
Municipal Capital Works
Fire Station #1 reno furnishings
(170,000)
0
0
0
DC - Parks and Rec
Indoor Soccer debenture (DC eligible)
(146,964)
0
0
0
DC - Parks and Rec
Debt for Newcastle Park
0
(289,575)
(283,140)
(276,705)
DC - Parks and Rec
South Bowmanville Recreation Centre
(1,062,179)
(1,063,903)
(1,065,199)
(1,067,854)
DC - Parks and Rec
South Bowmanville Recreation Centre - interest
0
0
(919,543)
(1,766,063)
and principal on debt
DC - Parks and Rec
Debt for outdoor skating rinks
0
(720,000)
(704,000)
(688,000)
DC - Library Services
Courtice Library debenture
(78,511)
(78,244)
(78,891)
(78,395)
DC - Services Related to a Highway
Green Road debenture
(553,240)
(552,199)
(550,225)
(548,292)
Newcastle Waterfront
Waterfront strategy consulting
(40,000)
0
0
0
Economic Development
BRIC furnishings
(100,000)
0
0
0
Building Division
Deficit funding for building inspectors
(532,411)
(730,326)
(872,029)
(894,366)
Reserve Fund
Purpose
2024
Withdrawal
2025
Withdrawal
2026
Withdrawal
2027
Withdrawal
Building Division
AMANDA annual maintenance
(250,000)
(250,000)
(250,000)
(250,000)
Engineering Inspection
Offset inspection costs
(150,000)
(150,000)
(150,000)
(150,000)
Engineering Review
Offset engineering expenses
(240,000)
(300,000)
(300,000)
(300,000)
Strategic Capital
Bowmanville Hospital contribution
0
0
(3,750,000)
(3,750,000)
($7,615,971)
($9,803,697)
($14,448,486)
($14,907,725)
Withdrawals from Reserves to General Fund
The following are the withdrawals from the reserves to fund operating expenses in the general fund in 2024-27:
Reserve
Purpose
2024 Contribution
2025 Contribution
2026
2027 Contribution
Contribution
Municipal Election
Election expense
$0
$0
($475,467)
$0
$0
$0
($475,467)
$0
Historical Reserve Fund Contributions and Transfers
The following outlines the contributions to the reserves and reserve funds that have occurred over the previous five
years, along with the transfers out to the general fund.
Contributions to Reserve Funds
The following are the historical contributions to reserve funds for the years 2019-23:
Reserve Fund
Purpose
2019
Contribution
2020
Contribution
2021
Contribution
2022
Contribution
2023
Contribution
Animal Services Capital
Annual allocation
$7,000
$7,000
$10,000
$10,000
$10,000
Reserve Fund
Purpose
2019
Contribution
2020
Contribution
2021
Contribution
2022
Contribution
2023
Contribution
Clerk's Fleet
Annual allocation
5,000
5,000
10,000
5,000
65,000
Engineering Fleet
Annual allocation
5,000
5,000
5,000
5,000
5,000
Parking Lot
Budgeted meter revenue
280,000
330,000
330,000
350,000
350,000
Computer Equipment
Annual allocation
100,000
100,000
100,000
100,000
200,000
Municipal Capital Works
Annual allocation
535,000
535,000
550,000
550,000
6,300,000
Future Staffing
Annual allocation
125,000
27,225
50,000
50,000
170,000
Municipal Government Enterprise
Energy Master Plan savings
30,000
30,000
30,000
30,000
30,000
Continuous Improvement
Annual allocation
0
100,000
50,000
50,000
50,000
Roads Capital
Annual allocation
0
70,000
200,000
200,000
200,000
General Municipal
Annual allocation
49,200
49,200
49,200
49,200
0
Library Capital
Annual allocation
30,000
30,000
30,000
30,000
0
Building Division
Annual allocation
0
0
227,950
0
0
Fire Equipment
Annual allocation
375,000
400,000
500,000
400,000
900,000
Facilities/Parks Maintenance
Annual allocation
328,000
355,000
585,000
385,000
635,000
Cemeteries Capital
Annual allocation
5,000
5,000
5,000
5,000
5,000
Operations Equipment
Annual allocation
159,500
185,000
1,085,000
1,085,000
2,835,000
Community Services Capital
Annual allocation
325,000
350,000
425,000
425,000
425,000
CSD Building Refurbishment
Annual allocation
85,000
107,500
572,500
887,500
917,500
Community Improvement
Annual contribution (not for CIP grants)
12,500
12,500
12,500
12,500
12,500
Economic Development
Annual allocation
50,000
50,000
50,000
50,000
50,000
Parking Lot Rehabilitation
Annual allocation
310,000
310,000
310,000
310,000
310,000
Museum Capital - Bowmanville
Annual allocation
3,000
3,000
3,000
3,000
3,000
Museum Capital - Clarke
Annual allocation
3,000
3,000
3,000
3,000
3,000
$2,822,200
$3,069,425
$5,193,150
$4,995,200
$13,476,000
Contributions to Reserves
The following are the historical contributions to reserves for the years 2019-23:
Reserve
Purpose
2019
Contribution
2020
Contribution
2021
Contribution
2022
Contribution
2023
Contribution
Clerks
Records maintenance
$10,000
$10,000
$10,000
$10,000
$10,000
Municipal Election
Election expense
125,000
125,000
125,000
125,000
125,000
Pits and Quarries
Allocation
330,000
570,000
570,000
0
0
Non -DC Prestonvale Road
Allocation
0
50,000
0
0
0
General Capital
Documentation / Pandemic
0
2,500
2,500
0
0
Municipal Acquisition of Property
Property acquisition
40,000
40,000
40,000
0
650,000
$505,000
$797,500
$747,500
$135,000
$785,000
Withdrawals from Reserve Fund to General Fund
The following are the historical withdrawals from the reserve funds to fund operating expenses in the general fund for
2019-23:
Reserve Fund
Purpose
2019
Withdrawal
2020
Withdrawal
2021
Withdrawal
2022
Withdrawal
2023
Withdrawal
Parking Lot
Parking enforcement expenses
($350,000)
($392,231)
($461,803)
($536,951)
($561,890)
Emergency Management
Business Continuity and Emergency
0
0
0
0
(98,624)
Management Planner
Rate Stabilization
Annual $3,080,730, Staff $927,570, JLF
0
0
0
0
(4,058,300)
fundraising $25k, Charles H Best $25k
Annual $150k, communications $60k, street
Rate Stabilization
sweeping $300k, COVID $1.25M, full EA
0
0
0
(1,833,900)
0
$50k, Newcastle Hallboard $23,900
Reserve Fund
Purpose
2019
Withdrawal
2020
Withdrawal
2021
Withdrawal
2022
Withdrawal
2023
Withdrawal
Rate Stabilization
Annual $150k, Hospice $115k, Newcastle
0
0
(316,340)
0
0
Hallboard $51,340
Rate Stabilization
Annual withdrawal
0
(454,032)
0
0
0
Rate Stabilization
Annual $600k, tree replacement $385k
(985,000)
0
0
0
0
General Municipal
Veridian interest
(250,000)
(250,000)
0
0
0
Debenture Retirement
Indoor soccer debenture - Non -DC -eligible
(16,518)
(14,841)
(16,476)
(16,578)
(16,525)
Future Staffing
Partially fund new positions
0
0
0
(150,000)
(450,000)
Municipal Capital Works
Camp 30
0
0
0
0
(300,000)
DC - Parks and Rec
Indoor Soccer debenture (DC eligible)
(148,658)
(149,914)
(148,279)
(149,205)
(148,728)
DC - Parks and Rec
Newcastle Aquatic Debenture
(1,581,886)
(1,466,438)
(1,443,920)
(921,375)
0
DC - Parks and Rec
Consulting - Parks design
(13,500)
(13,500)
0
0
0
DC - Parks and Rec
South Bowmanville Recreation Centre
0
0
0
0
(1,060,363)
DC - Library Services
Courtice Library debenture
(78,146)
(70,507)
(70,619)
(78,703)
(78,663)
DC - Services Related to a Highway
Green Road debenture
(541,802)
(544,417)
(546,623)
(552,820)
(553,160)
DC - Services Related to a Highway
Engineering design
(72,500)
(75,000)
0
0
0
DC - Services Related to a Highway
50% North Newcastle Drainage Study
(11,500)
0
0
0
0
DC - Growth Studies
Plan studies
(216,000)
(333,000)
(900,000)
(165,000)
(438,000)
DC - Growth Studies
OP appeal legal costs
(90,000)
0
0
0
0
DC - Fire Protection Services
Fire Master Plan; uniforms
0
(86,000)
0
0
0
Provincial Infrastructure
New staffing position
0
0
0
(80,000)
0
Port Granby LLRW
Naturalization park
0
(123,695)
0
0
0
Perpetual Care
Interest revenue
(20,300)
(18,500)
0
0
0
Economic Development
Sr Planner contract salary re: zoning by-law
(75,368)
0
0
0
0
Economic Development
Physician recruitment
0
0
0
0
(100,000)
Building Division
Deficit funding for building inspectors
0
0
0
(204,716)
(504,934)
Building Division
AMANDA annual maintenance
0
0
0
0
(250,000)
Engineering Parks Capital
Maintenance of Clarington Field portable
(7,850)
0
0
0
0
Engineering Inspection
Offset inspection costs
(429,630)
(503,200)
(455,000)
(460,000)
(625,000)
Reserve Fund
Purpose
2019
2020
2021
2022
2023
Withdrawal
Withdrawal
Withdrawal
Withdrawal
Withdrawal
Engineering Review
Engineering division
0
(40,000)
(40,000)
(40,000)
(150,000)
($4,888,658)
($4,535,275)
($4,399,060)
($5,189,248)
($9,394,187)
Withdrawals from Reserves to General Fund
The following are the historical withdrawals from the reserves to fund operating expenses in the general fund for 2019-23:
Reserve
Purpose
2019
Withdrawal
2020
Withdrawal
2021
Withdrawal
2022
Withdrawal
2023
Withdrawal
Clarington Heritage Committee
Annual operating expense
($1,000)
($1,000)
($1,000)
($1,000)
$0
Consulting / Professional Fees
Communications division review; zoning by-law
0
0
0
0
(355,000)
Legal
Legal expense
(35,000)
0
0
0
0
Municipal Election
Election expense
0
(50000)
0
(465,450)
0
($36,000)
($51,000)
($1,000)
($466,450)
($355,000)
Future Reserve and Reserve Fund Policy
As part of the Municipality's new Long -Term Financial Planning Framework, staff will be developing a Reserve and Reserve Fund Policy. This policy will identify an
optimum classification of Reserve Funds, along with target balances for each fund. This work will be undertaken in 2024 and will be brought to Council prior to the
2025 budget update. This work will likely involve a further consolidation of reserve funds, in addition to the consolidations above.
Ad
Appendices and
Supplemental
Information
Chapter 5: Supplemental Information
What is Fund Accounting?
The Municipality, like every municipality in Ontario, prepares its financial statements in accordance with Public Sector Accounting Standards (PSAS) as
established by the Public Sector Accounting Board (PSAB) of the Chartered Professional Accountants of Canada (CPA Canada).
The Municipality follows PSAS, which is an accrual basis form of accounting. This means revenues and expenses are recognized when the transaction, service or
event occurs rather than when payment is made or received. As allowed under Ontario Regulation 284/09 under the Municipal Act, 2001, the Municipality does not
budget for amortization, solid waste landfill closure and post -closure expenses.
The Municipality uses fund accounting which views each fund as its own entity, with its own assets, liabilities, income and expenses. The use of funds helps to
ensure that dedicated or restricted funds are used for their intended purpose.
There are three basic types of funds used by the Municipality:
Operating Fund: this fund includes all the assets, liabilities, income, and expenses not allocated to one of the other funds. Unrestricted funds, such as
property taxes, are recorded through the operating fund.
Capital Fund: this fund includes all capital expenditures and the method of funding these expenditures. Funding may be from a transfer from tax revenues,
a transfer from reserves or reserve funds, receipt of grants or issuance of long-term debt.
• Reserve Funds: these funds are individually established to record the assets which are physically segregated to meet a specific purpose.
The budget process, resolutions and by-laws provide the mechanism for Council to approve the transfer of funds between the funds. The use of interFund transfers
within the accounting system provides the necessary accounting trail to ensure that all directions have occurred. For this reason, continuities of reserve and
reserve funds are also prepared.
Revenue and Expense Categories
Revenues and expenses are categorized throughout the budget based on their purpose and similarities.
Revenues
Levies
Estimated taxation, supplementary taxation, and payments -in -lieu of taxation received. These funds are collected on behalf of the
Region of Durham and Province of Ontario and are remitted to the specific agency.
Provincial Grants and Subsidies
Grants received from the Province of Ontario for specific functions such as the Ontario Community Infrastructure Fund or specific grant
projects.
Federal Grants and Subsidies
Grants received from the Government of Canada for specific functions such as the Canada Community -Building Fund or specific grant
projects.
User Fees
Fees for use of service including, but are not limited to, facility rentals, cemetery fees, application for planning and building permits, and
recreational programming.
Licensing and Lease Revenue
Licensing fees include regulatory licensing and lease revenues for the long-term lease of municipal facilities and property.
Investment Income
All investment income earned by the Municipality through its investment holdings, bank account balances and investment in Elexicon.
Contributions from Reserves and Reserve Funds
Contributions from reserves and reserve funds for specific purposes as identified with the budget.
Other Revenues
Any revenue that is not otherwise categorized.
Expenses
Salaries and Benefits
Compensation for all employees includes salaries, wages, benefits, overtime, allowances and statutory benefits (Canadian Pension
Plan, Employment Insurance, Employer Health Tax).
Materials
Includes items such as office supplies, salt and sand, gravel, insurance costs, phone costs and other general expenses.
Rent and Financial Costs
Bank charges, debit and credit card charges, cost of rental equipment and facility rentals for the Municipality.
Purchase / Contracted Services
Items that are outsourced, such as professional services, winter clearing and IT software as a service.
Debt Repayment
Interest on debt repayments to external parties.
Grants and Transfer Payments
Grants given to community groups, external boards and agencies and levies from other organizations.
Contributions to Reserves and Reserve Funds
Contributions from the general fund for the Municipality's reserves and reserve funds.
Financial Policies
The Municipality of Clarington has approved several financial policies to provide consistency with how financial decisions are made.
The following are significant financial policies adopted by Council.
Multi -Year Budget Policy
The budget is one of the most significant policy documents that the Municipality adopts. The budget highlights the priorities for the
multi -year period (2024 to 2027) and the allocated resources to provide services to constituents. The budget is balanced with
revenues equaling expenses for the year and is tabled for Council review and approval. The Multi -Year Budget is up to four years
long and will be updated annually for changes in legislation, services, or material changes in economic conditions. General
Government Committee approved the Multi -Year Budget Policy May 1, 2023.
Investment Policy
The Investment Policy was approved at the establishes guidelines for municipal investments and ensures compliance with applicable legislation.
The objectives, in order of importance, of the policy, are to ensure:
• Adherence to statutory requirements.
• Preservation and security of capital.
• Maintenance of necessary liquidity.
• Realizing a competitive rate of return.
Procurement Policy
The Municipality is legislatively required to approve a procurement policy to establish the responsibilities, controls, authorizations and
procedures for purchasing goods and services.
Donations Policy
The Municipality is a qualified 189one for Canadian income tax purposes which can issue official income tax receipts as prescribed by the
Canada Revenue Agency (CRA). As per the donation policy, to be a donation, there must be an intention to give, delivery and an
acceptance, and it must be voluntary with no expectation of return.
Appendices
Snapshot of our Community
The Municipality annually participates in the BMA Management Consulting Inc.
Municipal Study, a municipal comparative study on behalf of 110+ municipalities in
Ontario. In 2022 there were seven Durham Region participants (Scugog, Brock,
Pickering, Whitby, Oshawa, Clarington, Ajax), 24 Greater Toronto and Hamilton area
participants and 29 lower or single tier municipalities with populations over 100,000.
Financial information is based on the 2021 year-end, while current tax information and
demographic information for 2022 is used to assist in forecasting future needs for the
community.
Socio-Economic Indicators
Socio-economic indicators assist a municipality by providing insight into its ability to
generate revenue compared to the municipality's demand for public services. Socio-
economic indicators also allow municipalities to be considered for their appropriateness
for comparison.
Population Density
Population density is an indicator of economies of scale in providing services to
residents of the Municipality. In densely populated areas, certain services may be
delivered more cost -efficiently. The Municipality of Clarington has the seventh -lowest
population density among the Greater Toronto and Hamilton Area (GTHA)
municipalities within the survey. With a land area of 611 square kilometres, the
Municipality of Clarington is roughly the geographical size of the City of Toronto at 631
square kilometres. However, the Municipality has a population density of 177 people
per square kilometre, which is 26 times lower than the City of Toronto's 4,640 people
per square kilometre.
4 r l� ati t
1..:.6 Y '
5.
Population Density per Square KM
1400
1200
1000
800
600
400
200 -
0
2019 20;
F Clarington GTHA Average
Population Growth
The Municipality of Clarington has experienced significant growth since 2001. This growth puts upward movement in our assessment base as more residential,
commercial and industrial properties are built to support that population. Growth does put pressure on municipal budgets as it increases the need for infrastructure
to support the development and correspondingly increases the demand for services required by the increasing population. Based on the previous census cycle,
the Municipality grew at a higher rate than the rest of the Greater Toronto and Hamilton Area (GTHA).
Clarington has not only been a growing community for the last 20 years, it is expected to continue growing in the coming five years. This will be supported by
recent Provincial priorities around housing growth and affordable housing development. The following chart shows the population, based on the Statistics Canada
Census data, for the last 20 years and the Region of Durham Official Plan projections for Clarington until 2051. The Municipality is expected to grow from
approximately 101,400 in 2021 to 221,000 by 2051.
Population Actuals 2001 to 2021
And Growth Forecast to 2027
250,000
200,000
150,000
100,000
50,000
2001 2006 2011 2016 2021 2026 2031 2036 2041 2046 2051
Clarington 69,834 77,820 84,548 92,013 101,427 123,730 143,970 162,640 180,250 200,480 221,020
Average Household Income
When determining its budget, ensuring taxes are affordable is of the highest priority for the Municipality. An indicator of affordability is comparing the property tax
burden with the average household income. While the Municipality has a lower average household income than the average of the GTHA, it is higher than the
average for the Province.
The municipal burden as a percentage of household income in Clarington is 3.7 per cent (4.4 per cent in 2021), the GTHA average is 4.7 per cent (4.6 per cent in
2021). It should be noted that the total burden as a per cent of household income in the City of Toronto, which we often hear has lower taxes, is the higher than in
Clarington at 4.6 per cent.
$135, 000
$130,000
$125,000
$120,000
$115,000
$110,000
$105,000
2018
Estimated Household Income
2018 to 2022
2019
2020
■ Average Household Income a GTA Average
2021
2022
The average household income has steadily increased over the past ten years as highlighted in the following chart.
$160,000
$140,000
$120,000
$100,000
$80,000
$60,000
$40,000
$20,000
Average Household Income
2013 to 2022
2013 201 2015 2016 2017 2018 2019 202 2021 202'
— Average Household Income ---GTA Average
As can be seen above, the gap between the Municipality's average household income and the GTA average has shrunk over the past ten years. This could be a
result of local economic development as well as increased commuter migration from higher -cost areas to Clarington.
Property Assessment
Municipalities raise a significant portion of their revenues by charging taxes on each property's assessment, as provided by the Municipal Property Assessment
Corporation (MPAC).
Clarington has a lower assessment, the base for which property taxes are generated compared to both the GTHA and the survey average. This reflects the
assessed values of properties being lower in Clarington than in other nearby municipalities. The GTHA municipalities have a higher -than -average weighted
assessment. This is partly explained by the high commercial and industrial assessments in the City of Toronto, which pay a significantly higher portion of the
property tax burden for that city.
Weighted Assessment Per Capita
$ 300,000
$ 250,000
$ 200,000
$ 150,000
$ 100,000
$ 50,000
2019
Financial Health
2020
■ Clarington ■ GHTA Average
h
Financial indicators and some socio-economic indicators provide a foundation for a municipality to evaluate its economic outlook and performance and ensure its
financial sustainability.
There are three key financial pillars: sustainability, flexibility and vulnerability.
Sustainability: The ability to provide and maintain service and infrastructure levels without resorting to unplanned increases in rates or cuts to services.
Flexibility: The ability to issue debt responsibly without impacting the credit rating. Also, the ability of the Municipality to generate the required revenues.
Vulnerability: Addresses a municipality's vulnerability to external sources of funding that it cannot control and its exposure to risk.
The above financial pillars are considered when assessing the overall health of the Municipality and the development of our operating budget and capital
investment plan.
Financial Planning Tools
Reserves and Reserve Funds
Reserves and reserve funds are essential fiscal tools used in long-term planning, internal financing and dealing with unanticipated situations in the municipality
during the year.
Debt
It is important to be aware of the level of debt and the
resulting debt servicing obligations to ensure that the
reliance on debt is maintained at a manageable level. The
use of debt is reasonable for many reasons, including
intergenerational equity: the taxpayer benefiting from the
service is paying for it.
Provides
flexibility
for managing
debt levels
Provides stability
tax rates
�eNfor
Provisions
Financing
for future
of one-time
replacements and
or short-term
acquisitions
needs
60
Reserves and
Ensures Reserve Funds
adequate
cash flows
Reduces
reliance
on long-term
borrowing
SourcNof
internal
financing
Tax Debt Outstanding per Capita
$200
$180 $173
$160 �$142��
$140
$120 $116
$100
$80
$60
$40
$20
2017 2018 2019
Clarington
$93
$71
2020
2021
The Province of Ontario has regulated that municipalities are limited to debt servicing (interest and principal) costs of 25 per cent of own source revenue. The
Municipality is in compliance with this legislation.
Property Assessment
A majority of our revenue comes from property taxation. MPAC conducts the assessment of properties and is independent of the Municipality. Significant growth of
assessment and population has occurred since 2008, with considerable growth in the past two assessment cycles (2012 and 2016). The following chart shows the
historical and current assessments from 2013 to 2024:
$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 2024
2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024
Residential Non -Residential
The chart demonstrates that most of the Municipality's assessment is through the residential tax class. It should be noted that since 2020, the assessed value of a
property is equal to its assessed fair market value on January 1, 2016; this is demonstrated by the leveling of assessment increases since 2020. The stepped
increases in 2017 to 2020 reflects the four-year phase -in of the last reassessment and is a mix of real -growth and market phase -in.
The 2024 tax assessment mix is projected to be as follows, based on information available at October 31, 2023:
Tax
Residential
-
$14,516,983,225
Percentage
83.2%
Farmland
568,134,916
33.3%
Multi -residential
177,599,800
1.0%
Commercial
1,154,700,824
6.6%
Industrial
301,501,412
1.7%
Pipeline
56,357,000
0.3%
Managed forest
42,839,900
0.2%
Exempt
Total
622,036,005
$17,440,153,082
3.6%
100.0%
The 2024 assessment mix of residential, commercial, industrial and other property classes is consistent with the past assessment mix of the Municipality. The
approximate 1.89 per cent increase in assessment from 2023 is new growth, market value assessments have been frozen since 2020 as a result of the COVID-19
pandemic. The Province of Ontario announced in 2023 that it would be undertaking a review of the property tax system in Ontario, the Municipality will be
monitoring the review for the impact to the ratepayer as well as the financial implications to the Corporation.
Climate Actions
The Clarington Corporate Climate Action Plan (CCCAP) contains specific actions that the
Municipality will take to reduce greenhouse gas emissions, and adapt corporate assets,
operations, and services to limit the negative impact of climate change. This is a five -stage plan.
The Municipality has completed the first three stages: Initiate, Research, and Plan. Staff are
currently working on Phase Four: Implementation.
The Climate mitigation and adaptation team comprises one full-time Climate Change Response
Coordinator and one summer student. The Action plan relies heavily on participation and
collaboration across the various departments to complete projects identified by the
Interdepartmental Climate Change Working Group.
The implementation plan is a five-year plan that focuses on action -specific items, and measures
program implementation success by identifying key performance indicators, department leads on
projects, funding needs, and timelines for implementation. In 2023, there were 45 action items
noted on the work plan; there were 23 short-term goals, with the remainder being medium and
long-term goals that will take multiple years to fully accomplish. These include actions to address
flood concerns, improvements to trail systems, upgrades and retrofits continuing within our
facilities, and building re -commissioning to optimize building operations where applicable.
For 2024, a climate capital reserve has been implemented to complete future projects, including
continuing the installation of electric vehicle charging infrastructure, updating Priority Green
Clarington standards, and provide oversight to capital projects within various departments. The
net zero pathway study to be completed in 2024 will also identify further measures that the
Municipality can take to reach the goal of net zero emissions by 2050.
2024 Climate Action Plan
BudgetAction
Operating
Capital
Clean Air Partnership Annual Membership Fee (an invaluable knowledge
$3,000
$3,000
0
sharing resource for sustainability staff.)
Energy Cap energy management software annual service fee. (Ongoing
6,000
6,000
0
operational cost)
Environmental Summer Student (to support climate action
15,000
15,000
0
implementation as part of the Federal Youth Employment program)
LEAF Backyard Tree Planting Program 2023 (until 2025)
15,000
15,000
0
Continue to convert all lighting in municipal buildings to energy efficient
30,000
0
30,000
LEDs (Clarington Climate Change Action Plan (CCCAP) Action 1.4)
Establish a sustainability construction and efficiency standards for new
municipal buildings. (CCCAP 1.28) Was approved in 2023 budget, work
0
0
0
ongoing.
Establish Beyond -code sustainability design standards for all new
municipal buildings and policy (CCCAP 1.28) Was approved in 2023
0
0
0
budget, work ongoing.
Establish a sustainability construction and efficiency standards for new
30,000
30,000
0
municipal buildings (CCCAP 1.28)
Establish "Beyond -code" sustainability design standards for all new
30,000
30,000
0
municipal buildings and policy (CCCAP 1.28)
Budget Estimate
Operating MAN
Capital
Identify options for a Corporate Energy Commodity Policy that prioritizes
energy savings, locally produced energy, and low carbon energy options
50,000
50,000
0
(CCCAP 1.20)
Create an urban forest strategy that integrates urban heat island
projections. Plant more trees in areas with the greatest potential for
50,000
50,000
0
becoming urban heat islands. (CCCAP 5.2)
Complete a net zero pathway study to update the Energy Conservation
and Demand Management (ECDM) and establish pathway to eliminate
Greenhouse Gas (GHG) emissions and save energy (CCCAP actions
1.2, 1.3, 1.5, 1.11, 1.22, 1.31, 2.22, 3.1, 4.3, 4.4). (Funding is available
though Federation of Canadian Municipalities (FCM) for to create a net
0
0
0
zero pathway study for community buildings and our ECDM is due for an
update in 2023. FCM retrofit capital funding is only accessible with a
completed net ZERO pathway study). Was included in 2023 Budget,
work is ongoing.
Electric Vehicle (EV) Charge Station Equipment Installation Municipal
facilities as per the Clarington five-year EV transition Plan. (As per CAO
184,300
0
184,300
letter of commitment to participate in the ZEVIP program in 2023)
Total
$413,300
$199,000
$214,300
Economic and Legislative Impacts
The preparation of the 2024-27 Budget is impacted by factors outside of the control of the organization such as the local economy, the Ontario economy, and
legislative changes. The following highlights key impacts to the 2024-27 Budget from these factors.
Economic Impacts
Following a year of significant inflation in 2022, increased interest rates and improvements to supply chains cooling the global price pressures, as well as other
external factors have slowed the inflation rate in 2023; however, the inflation rate is still above the Bank of Canada's stated target range of one to three percent.
The year -over -year Consumer Price Index (CPI) in Ontario was 3.6 per cent in September 2023, this is lower than the 6.7 per cent for the same period in 2022 and
is indicative of a slowing economy. In September 2023, CIBC Economics forecasted Ontario CPI to move to 2.2 per cent by the 2024 year-end and 1.9 per cent by
2025. While this will not reduce the cost pressures the Municipality currently faces, the rate of increase is expected to stabilize and become more manageable. The
Bank of Canada in its October Monetary Policy Report is forecasting that inflation will stay around the 3.5 per cent rate until the middle of 2024 before decreasing to
2.5 per cent at the end of 2024 and returning to the 2.0 per cent target in 2025.
While the Municipality does not necessarily follow the purchasing patterns that are used for the CPI, it is not immune to inflationary impacts. The Toronto non-
residential building construction price index saw a second quarter year -over -year increase of 8.1 per cent. This construction would be for more industrial and
commercial buildings, rather than the infrastructure needs of the Municipality; however, it does signify that the inflation impacts are higher than the CPI inflationary
pressures.
Another impact on the capital budget is the availability of skilled labour, this has added costs to projects or have delayed projects as suppliers were unavailable. To
mitigate this, in 2022 the Community Services Department started to do more capital projects in-house; this was continued in 2023 for facility repair projects to
mitigate the construction price inflation and has been expanded in 2024-27 to additional projects throughout the Municipality. Several funding requests in the 2024
Capital Investment plan are for additional funds for projects from prior years. These projects could not be completed in 2023 as a result of price escalation and the
availability of supplies/labour; these projects cannot be completed in-house due to the nature of the project.
Impacting the cost of living for residents, cost of operations for business and the ability to finance infrastructure investment is the current cost of borrowing.
Following a low of 0.25 per cent in 2020, the Bank of Canada overnight rate increased significantly since the beginning of 2022 to a current rate of 5.00 per cent. It
is expected that the overnight rate will start to decrease in the second half of 2024. In September 2023, CIBC was forecasting a decrease in June 2024 to 4.50 per
cent, with two additional cuts to come to 3.50 per cent by December 2024. As part of their quarterly Monetary Policy release, the Bank of Canada kept the overnight
rate at 5.0 per cent in October.
This change will assist the Municipality with its cost of borrowing for large capital projects, as well as allow for both residential and commercial growth within the
community. While this will be beneficial for the cost of debt, the Municipality currently invests significantly in fixed income instruments, a reduction of the prime rate
will reduce the investment income the Municipality receives; therefore the Municipality has forecasted decreasing investment revenues in 2025 to 2027.
The Region of Durham is a growing community on the east side of the City of Toronto. The Region undertook a study in 2022 for its official plan, Envision Durham.
It is expected that in the next 30 years the Region of Durham will see population growth of 576,700 people and 218,500 jobs. In Clarington, this growth is expected
to be 115,700 new people and 40,400 new jobs. This amount of growth provides opportunities for our community but will require resources in the form of additional
staff and capital investment during this time.
The Ontario unemployment rate is expected to increase slightly in 2024 from 5.5 per cent to 6.4 per cent before decreasing again in 2025 to 5.8 per cent. Locally,
the announced expansion of the Darlington Nuclear Generating Station to include Small -Modular Reactors, as well as the ongoing refurbishment of the existing
facility are expected to contribute substantially to the local economy and generate new jobs.
Legislative Changes
Affordable Homes and Good Jobs Act, 2023 (Bill 134)
The Affordable Homes and Good Jobs Act, 2023 was announced on September 28, 2023 by the Province of Ontario. If passed by the Legislature, the Act would
amend the Development Charges Act, 1997 by adding a definition for "Affordable Residential Units Bulletin" and changing paragraph 1 of subsection 4.1(2) of the
Act. The change would define affordable housing as homes where rent is no greater than the lesser of the income -based affordable rent for the residential unit set
out in the bulletin and the average market rent identified for the residential unit in the bulletin. Similarly, subsection 4.1(3) would be updated to identify an affordable
purchased home as one where the price of the unit is no greater than the less of the income -based affordable purchase price outlined in the bulletin and 90 per cent
of the average purchase price identified in the bulletin.
The Bill would also change subsections 4.1(5) and (6) of the Act to set out an income -based requirement for affordable units. In both the rent and purchase
scenarios, the income threshold would be based on 30 per cent (either rent or accommodation costs) of the income that represents the 60th percentile of gross
annual income for the local municipality.
This legislation would impact the Municipality by defining which development is exempt from development charges. Provided that an agreement can be made with
the developer to ensure that the affordability of the units are maintained for the prescribed length of time (currently 20 years), there could be lost development
charges revenue to the Municipality which would result in financing challenges for future infrastructure needs.
Strong Mayors Building Homes Act, 2022
On September 8, 2022 the Strong Mayors Building Homes Act, 2022 received Royal Assent. The Act provided prescribed powers to the Head of Council to the City
of Toronto and the City of Ottawa. These powers included the ability to veto certain by-laws of Council, the requirement to present a budget to Council and the
public, the ability to make certain organizational changes and appoint the chairs of committees. Effective July 1, 2023, O. Reg 530/22 Part VIA of the Act, was
amended to include 27 additional municipalities, including the Municipality of Clarington. This budget is the first prepared under the new Strong Mayor powers;
however it has been prepared (at the direction of the Mayor) in a similar fashion to past budgets. The significant change is the budget will be deemed adopted upon
certain prescribed timelines, rather than the previous vote to adopt.
Better Municipal Governance Act, 2022
On December 8, 2022, the Better Municipal Governance Act, 2022 received Royal Assent. This Act amends the Municipal Act, 2001, to allow the head of council to
propose a by-law if it could potentially advance a prescribed provincial priority with a 1/3 vote in favour of the by-law. This power does not have an impact on the
budget as presented, however it could be used in a future year to advance infrastructure investment to meet a provincial priority such as housing.
Greenbelt Plan Amendments
In 2023, a number of amendments to the Greenbelt were made, however in September and October of 2023 these amendments were in the process of being
reversed. The Province has indicated that they will compensate municipalities for costs related to the changes; however at the date of publication these details have
not been announced and are therefore not included in the 2024 to 2027 Budget.
Helping Homebuyers, Protecting Tenants Act, 2023
Receiving Royal Assent on June 8, 2023, this Act amended several acts. The Municipal Act, 2001, was amended to provide the Minister the authority to make
regulations with respect to a variety of matters including the governing powers of local municipalities under Section 99.1. The Planning Act, 1990, was amended to
change the date that municipalities would have to start repaying funds under the Planning Act. Changes were also made to the notice time and the procedure for
persons or public bodies to appeal to the OLT.
Ontario Minimum Wage
Effective October 1, 2023, the Minimum wage in Ontario increased from $15.50 per hour to $16.55, students increased from $14.60 to $15.60. These changes have
been reflected, where applicable in the budgets of the impacted departments.
Transportation for the Future Act, 2023 (Bill 131)
Announced on September 25, 2023, this legislation would, if enacted, provide prescribed municipalities with the ability to impose transit station charges on
development to pay for costs related to the construction of a new GO Transit station in prescribed areas. This charge would assist in the funding of the two GO
Train stations in Bowmanville and Courtice. The extension of the GO Train to Bowmanville is expected to support and drive development in both Courtice and
Bowmanville.
Part time employee pension eligibility
Effective January 1, 2023, the Ontario Municipal Employee Retirement System (OMERS) changed their eligibility rules. Prior to the change, part time employees
were eligible to enroll in OMERS after 700 consecutive hours (approximately two years), with the change part time employees are eligible to enroll in OMERS
immediately. There are no rate differences between full time (mandated enrollment) and part time employees.
The 2023 Budget included an estimate of enrollment at 25 per cent of employees, this has been reviewed for the 2024 to 2027 Budget to determine if the estimate
is reasonable and no changes to this assumption have been made at this time.
More Homes for Everyone Act, 2022
The More Homes for Everyone Act, 2022, received Royal Assent in April 2022. Changes resulting from this Act include the requirement for municipalities to refund
site plan, zoning by-law amendment and official plan amendment fees to an applicant if a decision is not made within the legislated timelines. To meet these
legislated timelines, process improvements within the Planning and Infrastructure Services Department were developed and additional resources were approved in
2023.
More Homes Built Faster Act, 2022
The More Homes Built Faster Act, 2022, received Royal Assent on November 28, 2022, with parts of the bill being enacted on proclamation at a future date.
The Act makes significant changes to the Development Charges Act which is a source of revenue for growth -related capital investment. The major changes are:
• Additional statutory exemptions for additional residential units, affordable units, attainable units and non-profit housing.
• Discounted development charges for rental housing development.
• Mandatory phase -in for all development charge by-laws passed after January 1, 2022 (this does not affect the current by-law but will affect future by-law).
• Extension of the historic level of service calculation period from 10-years to 15-years (this provides the Municipality additional revenue).
• Removal of studies from eligible costs.
• By-laws would expire ten years after the in -force date.
Summary of Impacts
The impacts of the More Homes Built Faster Act, 2022, have not been included in the 2024-27 Budget as the major financial impacts are related to parts not yet
enacted. As the current Development Charges By-law was approved in January 2021, the mandatory phase -in, and removal of studies from eligible costs are not
applicable at this time. Changes to parkland dedication will have impacts on future acquisition of land for park development or for the design of park space that has
been conveyed to the Municipality. The Municipality has included these impacts in development of a Parks Plan, which is now required in for a parkland dedication
by-law. For capital costs in 2024, we have ensured that costs remain eligible under the applicable legislation.
Staffing Requests
w
Ki
Staffing Requests
2024 to 2027 Staffing Summary
The Municipality of Clarington is a growing community, with a current population of approximately 109,400 growing to 221,000 by 2051. This growth, along with
recent changes in legislation aimed at expediting development over the next ten years, necessitates additional resources.
The 2023 Budget identified additional staffing resources for a three-year period to transition to the required level of resources. For the 2024-27 Budget, staffing has
been included for each year. Where staffing needs are anticipated but nut not specifically identified, a contribution to the Future Staffing Reserve Fund has been
included to provide the funding for future considerations, this includes for needs in Public Works and Community Services which will be dependent on timing of the
completion of certain assets or the assumption of neighbourhoods within the Municipality.
The following table summarizes the new full-time equivalents (FTE) for each department for the next four years.
Department
Mayor and Council
2024 New Requests
0
2025 New Requests
0
2026 New Requests
0
2027 New Requests
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
Total New Staffing Resources
0
11.5
20
34
0
3
0
0
In addition, the 2024 Fiscal Year includes the annualization of in -year approvals for two additional Communications Officers as approved by resolution JC-078-23
approving the Communication Service Delivery Review on June 19, 2023, and ten Labourers and a Supervisor as approved by resolution GG-155-13 on
September 11, 2023 to support the change in sidewalk clearing level of service approved by Council as part of the 2023 Budget.
2024 to 2027 Staffing Request Business Cases
The following section includes the business cases for each requested position for the 2024-27 Budget.
Customer Service Specialist
Executive Summary
Customer Service Excellence is a foundational requirement in most corporations. While there are several structures that can achieve high customer service
satisfaction ratings, some structures are more costly than others. In 2021, the Municipality worked with a consultant to evaluate customer service delivery and that
study identified some of the requirements to achieve customer service excellence. Several of the key areas in increasing customer service excellence is
consistency in service delivery, the ability to use data to drive focus and resource allocation, and process improvements.
Without a focus and accountability on the corporate program, service delivery standards are left up to individual departments, leading to different standards for
service delivery, variation and varied levels of customer satisfaction and expectations. By establishing a central oversight position(s), the Corporation stands to
increase customer satisfaction ratings by monitoring the data and trends in customer service, completing satisfaction rating evaluations. As identified by studies
across industries, increases in customer satisfaction increases participation, reduces administrative costs of processing complaints, and increases the overall
opinion of the corporation.
Reason for Hiring
Skill Set Gaps
Currently there is no position that is monitoring and reporting on the success or improvement of customer service delivery. While we remain in a
decentralized model and are investigating opportunities to integrate with Durham 311, there will still be a requirement to oversee, provide support and
improvement monitoring, analysis and reporting on customer service delivery.
Industry standard identifies that it is five to 25 times cheaper to keep existing customers rather than attracting new customers, management of the customer
service excellence program will help to increase customer satisfaction and loyalty with services delivered.
Increased customer satisfaction will decrease the number of escalated customer complaints, thereby increasing staff efficiency to focus on other work that
adds to customer value in the services we provide.
• Monitoring and improving customer service delivery will also develop workforce analysis on future needs in this area and confirm what levels of staffing are
required to maintain customer service standards and levels of service delivery in a data -driven manner.
• General responsibilities to the position will include monitoring trends in data against customer service standards and implementing improvements against
those standards, develop training and roll out, conducting customer satisfaction surveys, analyzing results and equating those to improvement efforts where
service satisfaction ratings are below targets.
• Monitor and work within CRM system for system improvement, adherence to follow up standards and reporting on data within the system to drive future work
in the areas of training and workforce management.
• Develop dashboards and service summaries for all departments to be included in KPI reporting.
• Ensure knowledge databases, policies, management directives and standard operating procedures are maintained and updated.
Resourcing Gaps or Workload Changes
• Currently, responsibility of development, oversight and implementation of Customer Excellence program is housed within the Corporate Performance
Division within the office of the CAO. While in the infancy of the program development and roll out, there is no dedicated resources allocated to this program.
• Creating efficiencies and streamlining, leveraging technology upgrades, could provide increased capacity on frontline staff, thereby refocusing their efforts to
additional work within the department to address resourcing issues.
• Increased monitoring and KPI reporting capabilities with a resource with skill and expertise in Customer service that will be able to analyze performance and
put together workplans to address gaps.
• Adding this resource will download the responsibility of the day-to-day operational requirements of the program from the Manager, Corporate Performance,
which will free up capacity to focus on other corporate level projects and continue to provide oversight and leadership to this and other portions of the
portfolio.
Risks to the Municipality and Other Departments
Increased Cost of Service Deliver: dedicated resource will be able to lead key modernization efforts in customer service which will decrease the need for
additional front-line resources as demands on service grows with an increasing population.
Reduced Improvement Efforts: dedicated resource will be able to monitor performance against key standards, analyze information and data to highlight
areas of improvement. Without dedicated resources to provide oversight and analysis to Customer Service Excellence, performance and satisfaction ratings
stand to remain at current levels.
Variation in Service Delivery: Corporate wide oversight can ensure implementation of standards in a consistent way across the corporation and address
issues specific to departmental delivery of customer service, thereby ensuring consistency of service delivery expectations in members of the public. This is
key to satisfaction ratings, where a customer knows what to expect regardless of what service they are seeking or who is providing the information.
Underutilizing Technology/Modernization Opportunities: A dedicated resource with the appropriate skills and focus on customer service delivery, will be
able to maximize technology increasing the efficiency in this area. With a decentralized approach, and no dedicated resource, different systems will develop
within departments (as is currently evident) which increases the difficulty to monitor, report, analyze and improve customer service across the corporation.
Leveraging 311 and providing Correct Information: A single point of contact would ensure that integration with 311 is successful, including updating and
ensuring the accuracy of the knowledge base which informs not only the 311 staff, and provides internal staff access to accurate information on service
delivery answers across the corporation.
Program Description
Timeline
Position would be required in early Q2 2025 (April), to continue work on building CRM and start analyzing data from 2024 to provide recommendations on program
moving forward. Building and implementing CRM will begin in 2024, with initial stages being planned and managed by existing staff, by Q2 2025 dedicated resource
will be required to carry out remaining project work and start providing daily oversight and operational support to the program.
Second position would be required in late Q2 2026 (June) as program expansion is estimated to require additional support as work will commence with current
staffing in 2024 to build out the requirements and assess the program and implementation requirements.
Position Summary
The Customer Service Specialist will report to the Manager Corporate Performance and have the primary responsibility for the day-to-day operational oversight of
the Customer Service Excellence Program. This includes maintenance of databases, building and monitoring of customer profiles and information, compliance to
standards and improvement practices to achieve consistent service delivery. The position will act as the main conduit between the Municipality and the Region for
purposes of managing integration into the 311 system and providing seamless service to the resident.
Key Duties and Responsibilities
• Oversee performance and reporting on the Municipality's Customer Service Excellence Program
• Monitor KPI performance and identify program changes based on analysis of data.
• Work with departments to identify gaps in service delivery and develop appropriate training to support development in Customer Service
• Liaise with Region on ongoing monitoring, updating and operational requirements of the 311 programs at the local level.
• Provide support and customer service expertise to departments in the development of department -specific processes and procedures to support the goals of
the overall program.
• Lead customer service satisfaction program and appropriate action plans are developed and implemented based on the results of the surveys, with the
primary goal of increasing customer satisfaction with our residents.
• Develop dashboards and service summaries for each Department aimed at identifying gaps and opportunities for improvement.
• Ensure supporting materials, guides, training, databases, tools and resources are developed and maintained in a current state.
• Assist with ownership and management over the associated policies and procedures associated with the program in alignment with the Corporate Policy
structure.
Relationship to Council's Strategic Priorities
Supports the pillar of achieving service excellence. Specifically the program ensures that programs and services are delivered and maintained in a customer -centric
manner and supports ensuring the community is engaged and informed providing opportunities to evaluate and provide feedback on our Customer Service.
Climate Change Considerations
N/A
Comparative Analysis
The two models that are most prevalent in Municipal customer service delivery are centralized customer service and decentralized customer service. We currently
are in a decentralized customer service model.
After benchmarking against 7 different municipalities, the cost of fully centralized local service delivery differed based on the size of the municipality and the
complexity of their individual models. On average, call centres housed 3-8 FTE's including front line staff and management.
The cost to implement a fully centralized model for customer service delivery, as outlined in the CSPN report in report CAO-009-21 approximately $150,000 -
$200,000 in the first year (phase 1) of operation, not evaluating the impact of removing an FTE from departments to achieve the model (i.e., if a department would
then need to budget for a replacement FTE).
Upon evaluation of the consultant report, staff felt that by leveraging the unique opportunities within the Region and continuing in a decentralized model with
centralized management of the program, was the most fiscally responsible manner to proceed.
Benchmarking against other Durham Municipalities, many are in the initial stages of investigating opportunities of integration within the Regional 311 Service and
partnering on the Customer Relationship Management (CRM). Clarington staff will use 2024 to evaluate the extent and effectiveness of regional integration
opportunities.
Based on the costs to achieve a centralized model, the proposal for the Municipality of Clarington is a hybrid model, which will achieve the same results, leverage
integration and partnerships with the Region, leverage our internal staff expertise, provide central oversight to the program and departmental processes, all to
achieve customer service excellence at a lower cost to the municipality.
Analysis of Alternative Approaches
Alternative approaches were evaluated and ruled out.
Options
Internal oversight ensuring compliance,
Full-time Hire
$319,853 x 2 Positions
updating and evolution of service delivery.
Leverage other internal expertise to complete
Increased FTE count and associated costs
operational tasks/project work
Still require internal staff participation
Contractor
$682,000 (based on
consultant plan)
Leverage external expertise
At end of consultant life, still no oversight to maintain
program achievements
Existing structure, variation in service delivery
No existing staff that has
Difficult to develop corporate standards and
Training Existing Employees
corporate oversight —
Maintain current costs to corporation and
current approach to customer service (not
monitoring compliance, reporting on standards.
to fill skill set gaps
portion of staff within
defined in some departments)
No accountability for improvement in consistent
each department
p
service delivery, afterthought of departmental primary
function
Variation in service delivery and reporting
Not primary function so lacks expertise
Increased Workload for
Potential addition of FTE
Duplication of positions within different departments
existing employees
Create 6 different standards and programs, rather
than one corporate
• Maintain current structure without corporate oversight of program.
• Full centralization of service delivery as outlined in consultant report CAO-009-21
Cost and Benefit Analysis
The compensation for the Customer Service Specialist is 6, consistent with Coordinators with oversite of specific corporate portfolios that do not have direct
supervisory responsibility over direct reports but provide leadership corporately in area of expertise.
New Staffing Request Cost Analysis
-.Specialist
Budget Year:
2025 and 2026
Department
Office of the CAO
Sub -Department
Corporate Performance
CUPE / Non -Affiliated / Fire
Non -Affiliated
Status
Full time
Grade/Code
NA Grade 6
Level/Step
3
Budgeted Start Date
June 1
2025
$79,767
2026
$82,019
Realty Manager
Executive Summary
As Clarington continues in its transformation from a historically smaller rural municipality to a major population centre, the governance context becomes ever more
complex. This growth environment introduces new risks and issues for the municipality to manage municipal land requirements in an increasingly challenging land
acquisition environment.
A survey of similarly sized municipalities in Ontario suggests that Clarington is lagging behind a general trend toward centralizing the real estate management
function into one department (often Legal Services, Planning and Development Services, or Economic Development) with one individual or "specialist" responsible
for its functions.
Municipalities such as Peterborough, Oakville, Burlington, Guelph, Caledon, Halton, Barrie, to name a few, all have formalized and centralized the role in one
department with one or more individuals dedicated to its function. Others, such as Ajax, Whitby and Milton, while they do not employ a real estate specialist, have
nevertheless centralized the role in a single department, with a "non -specialist" responsible for the work who relies on input and assistance from other departments,
such as legal services, asset management, planning and development, and finance, augmenting any knowledge shortfall by hiring external consultants.
Municipal real estate functions typically include appraisal, negotiation of complicated agreements for the acquisition and disposition of real property interests,
leasing and licensing, expropriation matters, determination of values for cash -in -lieu of parkland dedication payments, and importantly, maintenance and
maximization of a growing portfolio of real estate holdings.
Real estate duties and functions in Clarington are currently performed by several different departments, including Planning and Infrastructure Services, Public
Works and Legislative Services. The staff currently responsible for this work are not specially trained in the real estate field. These duties are being performed on
top of the job function for which they are properly trained, and the level of consistency and coordination is less than optimal. As real property management in
general, and municipal real property specifically, has become more sophisticated, the trend today suggests that the function should be elevated to the corporate
level, and should be centralized and managed by a specialized group or individual rather than a "client" department that lacks the skills necessary to operate in
today's complex markets.
Reason for Hiring
Skill Set Gaps
The Municipality does not have a dedicated real estate manager and instead spreads the function between staff in several departments whose primary function,
education and background is often completely unrelated. This is a disjointed and ad hoc approach in that the skill set and understanding of the complexities of the
market and its players (e.g. land developers) are often ignored or are outmatched. A dedicated real estate specialist would fill existing skill set gaps by providing in-
house ability to:
• review and critique third party appraisals.
• provide internal valuations and opinions to client departments and Council.
• negotiate the terms and conditions of complex purchase and sale agreements, leases and licenses.
• manage easements, rights -of -way and other limited interests in real property.
• manage the expropriations process (if needed).
• develop and manage a responsible due diligence process for acquisition.
• take a strategic approach to the municipality's real estate portfolio, rather than a departmental, ad hoc approach; and
• centralize the real estate function from a corporate perspective and develop a process for analyzing and declaring surplus property that will take into account
long-term and short-term planning objectives.
Risks to the Municipality and Other Departments
Real estate today is both an asset and a potential liability to a municipality. It is a liability particularly in the case of surplus property where there are often ongoing
risks that are seldom acknowledged or fully appreciated. Without a centralized, up to date, comprehensive real estate portfolio managed corporately by a real
estate specialist, a municipality cannot maximize the value of its assets. Without strategic management of its real estate assets, Clarington is exposed to the
following risks:
• transactions (sales, acquisitions, leases etc.) that are sold below or purchased above fair market value.
• lease terms are unfavourable or renewals inadvertently missed.
• the due diligence process is fragmented or inconsistent, potentially resulting in the acquisition of a compromised property (e.g. environmental contamination)
• the municipality overpays for third party consultants or retains them unnecessarily.
• players in the market, including municipal staff and Councilors do not have a "go to" resource for real estate inquiries, creating uncertainty and inconsistency.
• ad hoc and inconsistent real estate management due to numerous untrained staff being responsible for real estate services, which leads to inconsistent
results.
• no centralized management of the municipality's real estate portfolio, and thus often real property assets are underutilized or ignored and surplus assets are
not identified.
• the municipality is "out of its league" when dealing with sophisticated developers.
• no assurance of timely acquisitions.
• no single resource to provide business advice associated with real estate acquisitions to various client departments and Council.
Program Description
Timeline
Starting in 2024 this position would begin transitioning real property services from various staff in Planning and Infrastructure Services, Public Works, Community
Services, and Purchasing to a centralized role within Legislative Services. This is consistent with earlier organizational efficiencies identified during the Grant
Thornton organizational review.
Position Summary
Reporting to the Deputy CAO/Solicitor, the Real Property Manager will provide organization -wide real estate services to client departments, senior staff and
Council.
This position will provide support to all levels of the organization and play a key corporate role that centralizes portfolio management, negotiations, appraisals, due
diligence, and daily real estate tasks thus reducing risks, overall management costs and allow staff currently performing the function in an inefficient manner to
focus on their respective skill sets and tasks in achieving organizational objectives.
This will include but not be limited to managing and maintaining an up-to-date, comprehensive portfolio of municipal holdings, chairing a interdepartmental land
management team, negotiating for all types of real property interests, retaining and managing appraisers, surveyors and other third party consultants, managing the
expropriation process, identifying and recommending the sale of surplus assets, strategic land management, and providing professional real estate advice and
opinions to client departments, senior staff and Council.
Key Duties and Responsibilities
The key duties and responsibilities for this position would include:
• Create and chair an interdepartmental Land Management Committee to strategically manage the municipality's real estate assets.
• Develop and maintain an up-to-date inventory of all municipal assets, including an inventory of surplus assets and a strategy for the disposition of same.
• Provide value estimates for cash in lieu of parkland payments.
• Negotiate for the acquisition and disposition of real property and interests in real property.
• Manage the due diligence process for real property acquisitions and dispositions, including retaining third party consultants.
• Provide professional real estate advice to client departments, senior staff and Council.
• Draft reports for committees and Council; and
• Manage the process for involuntary land acquisitions, if necessary.
Relationship to Council's Strategic Priorities
Service Excellence — Ensuring that the Municipality professionally manages and coordinates all aspects of its real property functions and real property inventory
with the skill set and talent necessary to compete in today's sophisticated and competitive market.
Climate Change Considerations
A dedicated real estate specialist will ensure that real estate assets are utilized and managed optimally to make the most efficient use of property. The position will
also contribute to the acquisition of parks and passive open spaces which provide environmental and health benefits.
Comparative Analysis
In the preparation of this business case, research was conducted on similarly sized Ontario municipalities. A summary of that environmental review is as follows:
City of Peterborough — 1 dedicated Real Estate Manager positioned in Legislative Services.
Town of Ajax - No dedicated professional. The real estate function is centralized in Economic Development & Tourism.
Town of Whitby — No dedicated professional or manager. Responsibilities are centralized in the Financial Services Department with the assistance of various
internal departments.
City of Oshawa — Responsibilities are carried out in the City Manager's Department with the assistance of various internal departments. It is noted that the role was
historically performed by a full-time Real Estate Manager positioned in Legal Services, and while that role currently is vacant, it may be filled again in the future.
Town of Caledon - 1 professional real estate manager (Supervisor of Realty Services) positioned in Legal Services Department
Town of Milton — A "non -specialist" team in Economic Development manages leases, sales and purchases with the assistance of a local realtor.
City of Burlington - A dedicated Real Estate professional (Manager) with one staff. Located in City Manager's Office
Town of Guelph- A dedicated Real Estate professional (manager) with two staff (appraiser/negotiator and law clerk) in Legal Services
City of Kingston — 1 professional (Director, Business, Real Estate and Environment) with support staff. Positioned in the department of Growth & Development
Services.
City of Barrie - Dedicated real estate specialist (Manager of Real Property) situated in the Legal Services Department
Analysis of Alternative Approaches
Alternative approaches have been evaluated and ruled out. A consultant or contract position would not provide the continued support needed for the organization to
prosper beyond the term of their engagement. A sustained, full-time approach is needed to achieve the desired outcomes.
Full-time Hire
Year 1 — Total employer costs -
Properly trained staff to manage all risks and
(Grade 9 Level 3)
$172,587.08
to elevate real estate function to corporate
strategic level
Inefficient and would not be able to
Contractor
No additional staff required
provide organizational consistency
and guidance.
Training Existing
This would require extensive training;
Creation of gaps elsewhere in the
Employees to fill
staff do not have capacity within their
Utilization of existing staff compliment
organization
skill set gaps
workday.
Increased Workload
for existing
Current staff do not have the training
employees
or capacity to carry out this function.
Cost and Benefit Analysis
The compensation for the Real Property Manager is Grade 9 of the Non -Affiliated Salary Administration and Compensation.
New Staffing Request Cost Analysis
Position Title:
b6. ANOW2
Budget Year:
Manager of Real Property
2024
Department
Legislative Services
Sub -Department
Legal
CUPE / Non -Affiliated / Fire
Non -Affiliated
Status
Full time
Grade/Code
NA Grade 9
Level/Step
3
Budgeted Start Date
June 1
2024
$101,418
Organizational Development and Learning Specialist
Executive Summary
Development of employees is critical to ensuring the Municipality has the talent necessary for business success not only today but as we look to the future. Through
the CAO's Office, the Municipality has commenced a training and development plan for our current People Leaders and a talent management program to identify
and develop future People Leaders.
The Organizational Development and Learning Specialist will build upon the current program, developing, coordinating and implementing solutions to ensure the
alignment of organizational effectiveness and organizational strategies that includes employee engagement, organizational design, performance management,
workforce planning, strategic talent management and organizational transformation.
The Municipality recognizes that personal growth and succession planning are important for both the employee and the employer, with equal onus on both parties
to ensure that personal learning and development are aligned with future opportunities within the organization.
Reason for Hiring
Skill Set Gaps
The Municipality does not have a dedicated resource for talent management. Building upon these early initiatives, the Organizational Development and Learning
Specialist will evolve the talent management program by conducting on -going organizational learning needs assessments and analysis to develop strategies and
associated learning programs as required.
A full-time dedicated resource will benefit the Municipality by providing the necessary support to solidify a culture of learning and development, increasing employee
engagement and supporting strategies to improve individual and team performance.
This position will provide assistance and support to existing People Leaders in a way that increases their capacity for coaching, facilitation, and team development
within their own teams.
Risks to the Municipality and Other Departments
• Loss of existing talent, and organizational knowledge, as staff look for development opportunities with other employers.
o Turnover costs associated with each unplanned departure is approximately 30 per cent of the position's annual salary.
• Ability to attract top talent is improved with a demonstrated commitment to staff development.
• Improved employee readiness for advancement.
o reduces turnover costs and
o helps ensure continuity of service for planned and unplanned attrition.
Voluntary Turnover Information for 2022 and 2023:
2022
42 employees left the organization voluntarily. Of these, 12 positions would have directly benefited from a comprehensive staff development program that would
have internal staff prepared to transition into these higher -level roles.
The average salary of the 12 positions is $135,000. A conservative estimate of turnover costs at 30 per cent of the salary of a position represents approximately
$486,000 cost to the organization.
2023 (as of August 1, 2023)
6 employees have left the organization voluntarily. Of these, 4 positions would have directly benefited from a comprehensive development program.
Average salary of the 4 positions is $115,000. A conservative estimate of turnover costs at 30 per cent of the salary of a position represents approximately
$138,000 cost to the organization.
It would be difficult to measure the value to the organization in terms of preventable voluntary turnover when staff are aware of the commitment to their career
development.
Program Description
Timeline
Starting in 2024 this position would begin transitioning the training and development initiatives started under the Office of the CAO to the Human Resources
Division of Legislative Services.
Position Summary
Reporting to the Human Resources Manager the Organizational Development and Learning Specialist will provide organization -wide consultation and solutions to
expand the knowledge and capacity of our employees to achieve organizational change and boost performance. Serving as the subject matter expert, this position
will take ownership of leadership development programs and delivery for new and emerging leaders by helping to build the internal capability of our workforce at all
levels through the design, development and delivery of multi -modal learning solutions for the Municipality.
This position will provide support to all levels of the organization and playing a key role in both corporate and human resources projects, policies and initiatives that
contribute to a high performing organization and an engaged workforce that ensures the achievement of organizational objectives. This will include but not be
limited to developing a framework that includes performance management, workforce planning, employee engagement, change management, onboarding, career
management and organizational design to enhance our organization's ability to learn, adapt, and change.
Acting as key advisor to People Leaders and teams on organizational development issues and interventions, this position will support change initiatives, team
building/facilitation, culture enhancement and workplace engagement.
Key Duties and Responsibilities
• In consultation with SLT and People Leaders, assess talent management needs, develop and implement strategies to build leadership strength, create a
succession pipeline of talent, and create a culture of development that enables employees to build and grow their careers.
• Researching, designing, developing, coordinating, implementing and monitoring a variety of developmental initiatives, action plans, programs, and training
materials to strengthen the organization and individual competencies.
• Developing learning governance procedures and guidelines to ensure consistency across the organization.
• Facilitating and delivering employee training as needed.
• Leverage the potential of a learning management system across the organization.
• Developing strategies to improve recruitment, training and retention practices.
• Evaluation of training programs through the development of metrics to effectively measure and manage program integrity and allow for evidence -based
decision making regarding corporate training; adjusting as necessary to ensure continuous improvement.
• Translate requirements into training opportunities that will groom employees for the next step of their career path.
• Identify outsourcing relationships; develop and manage vendor relationships and secure and select vendors through the organization's procurement
processes.
• Foster and create a growth mindset in People Leaders and employees, and strengthen a culture of learning, regardless of role.
• Monitor the use of training and development budgets across the organization to ensure effective use of corporate training dollars and identify and
recommend opportunities to maximize value.
Relationship to Council's Strategic Priorities
Service Excellence — Helping to ensure the Municipality has and maintains an engaged workforce with the skills and talent necessary to design and deliver the
programs and services for the community.
Climate Change Considerations
Creating various modes of training to ensure opportunities are delivered in the most effective manner, taking advantage of technology to lessen the impact on travel
and resource requirements.
Comparative Analysis
• Town of Ajax — 1 position, Senior Health, Wellness & Learning Advisor
• Town of Whitby — 2 positions, Senior Learning & Development Specialist, Organization Effectiveness Coordinator
• City of Oshawa — 3 positions, Manager Corporate Learning and Employee Communication, Coordinator, Learning and Development, Manager Talent and
Organizational Development (supported by recruitment team)
• Town of Aurora — 1 position, Learning and Organizational Development Consultant
• Town of Milton — 1 position, Training and Development Specialist
Analysis of Alternative Approaches
Alternative approaches have been evaluated and ruled out. A consultant or contract position would not provide the continued support needed for the organization to
prosper beyond the term of their engagement. A sustained approach is needed to achieve the desired outcomes.
Options A
Four -Year Salary Costs —I I
I
Full-time Hire (Grade 7 Level 3) Year 1 — Total employer costs - $143,614.86
Contractor
Options
Four -Year Salary Costs
Training Existing Employees to
This would require extensive training; staff do not
fill skill set gaps
have capacity within their workday.
Increased Workload for existing
Current staff in the HR Division do not have the
employees
training or capacity to take on this function.
Cost and Benefit Analysis
The compensation for the Organizational Development and Learning Specialist is Grade 7 of the Non -Affiliated Salary Administration and Compensation Grid,
equivalent to the Health and Safety Coordinator who has organizational wide responsibility for the Corporate Health and Safety Program.
New Staffing Request Cost Analysis
Position Title: 1�
Budget Year:
Organizational Development and Learning Specialist
2024
Department
Legislative Services
Sub -Department
Human Resources/Payroll
CUPE / Non -Affiliated / Fire
Non -Affiliated
Status
Full time
Grade/Code
NA Grade 7
Level/Step
3
Budget Start Date
June 1
2024
$84,400
Municipal Law Enforcement Officer
Executive Summary
The Municipal Law Enforcement (MLE) Division is seeking to add an additional two Municipal Law Enforcement Officers (MLEO), one in 2024 and one in 2025.
Reason for Hiring
Skill Set Gaps
The need for additional officers was first established in 2016, and a staffing request was included in several previous budgets but declined. The population,
services, and complexity of the duties has increased since the last MLEO was added. This need is also identified in the MLE Service Delivery Review.
The following excerpt from Attachment 1 to Report LGS-021-23, Ward Boundary Review - Direction Requested from Council, shows the population has increased
17 per cent since 2016, which was when the Department first started asking for this position (and 28 per cent since 2011).
Land Mass___
Land Mass
2011
2016
Popu
2020
ioll
2021
2022
1
129.19
21.1
28,184
30,763
33.4
31,037
32,030
31.1
32,154
32,250
32,295
29.8
2
88.37
14.4
24,014
27,651
30.0
29,563
33,700
33
36,246
38,005
38,502
35.6
3
90.27
14.7
17,403
17,675
19.2
18,193
19,890
19
18,141
18,485
18,567
17.2
4
304.39
49.7
14,945
16,071
17.4
16,399
17,280
17
18,732
18,784
18,856
17.4
Total
612.22
100
84,546
92,160
100
95,192
102,900
100
105,273
1 107,524
108,220
100
The following chart summarizes the total number of MLE complaints received (in -person, phone, or web) and the total number of parking tickets issues. For clarity,
MLE complaints were tracked through the LDO software and are now captured in the AMANDA software and parking tickets are issued through the Gtechna
software.
The following chart shows that overall MLE complaints have increased 148 per cent between 2017 and 2022. 2023 is poised to exceed 2022.
Number of MLE Complaints
300 253
250 205 199 240 225
200 160
150
100
50
0
2017 2018 2019 2020 2021 2022
Year
The following chart shows the number of property standards complaints easing off in recent years, but still over 150.
300
250
200
150
100
50
0
Summary of Property Standards Complaints
2017 2018 2019 2020 2021 2022
Year
Goal
The goal is to provide MLE Officer coverage to meet service levels and customer expectations.
Background
The last hiring that resulted in an additional MLE full-time officer took place in 2016.
Municipal Law Enforcement responsiveness is, to a large extent, driven by complaint volume from the community which has grown significantly in recent years. In
addition, increased need for proactive enforcement relating to parking infractions, school traffic, illegal road occupancy, boulevard obstructions, sidewalk snow
clearing, parks, pets -at -large, and any situation that presents an immediate risk to public safety has put additional pressure on officer time. The number of by-laws
enforced is extensive. The major by-laws can be found on our webpage, "Frequently Requested By-laws".
Issues faced by officers vary in complexity and sensitivity, ranging from standard parking violations to ongoing property standard issues.
Current Situation
The MLE division is part of the Legislative Services Department and currently there are 2 managerial positions, 8 full-time officers (4 — MLEO 11, 4 — MLEO 1), 4 part-
time MLEO I, 2 clerks and 1 summer student.
• 6 full time MLEO, 2 Clerks, and Manager work 8:30 am to 4:30 pm
• Coordinator works 8:30 am to 4:30 pm 3 days per week and 10:00 am to 6:00 pm 2 days per week.
• 2 full-time MLEO scheduled 10:00 am to 6:00 pm, September to April and 12:00 pm to 8:00 pm May to August
• 4 part-time MLEO I work up to 24 hours per week varying schedules focusing on evenings, weekends, and overnight shifts.
• 2 full-time MLEOs work every Saturday 8:30 am to 4:30 pm exclusive of long weekends and months containing five Saturdays.
Resourcing Gaps or Workload Changes
In October of 2022, a new Departmental Procedure Document, P01-004, "Roles, Protocols, and Expectations", was implemented which outlines the roles,
protocols, and expectations of the Municipal Law Enforcement Division. The procedure adopted new defined service levels for initial response and resolution for
MLE complaints. Initial response times are prioritized based on factors like public safety, severity, and time sensitivity and range from 1 day to 1 week. Additions to
Officer complement will ensure service levels are able to be attained.
Over 900 First Attendance Meetings are allotted annually. Currently, the Coordinator blocks six hours a week for these meetings — and they are booked in 15-
minute increments. The Manager or another Officer acts as the back-up. The responsibility of conducting First Attendance meetings should not be the role of the
Coordinator. This responsibility is contained in the job description of an MLEO II and therefore the task is being reassigned accordingly. The reassignment of duties
to MLEO II's will require more officer resources however will ensure the use of staff skills is being appropriately allocated.
Afterhours coverage is limited by the Collective Agreement and minimum staffing requirements. The current complement of officers provides coverage for one
MLEO I and one MLEO II for one weekend per month and one week of afternoon shifts per month (10:00 am-6:00 pm or 12:00 pm-8:00 pm respectively). Additional
Officers would result in more availability to schedule full-time experienced officers to respond to after-hours public concerns.
Risks to the Municipality and Other Departments
Inability to provide services to the public: Increased complexity, population, and resident expectations have resulted in the current complement struggling
to provide the expected services in a timely manner.
Program Description
Timeline
Additional officers will be hired after budget approval in 2024; with a further MLEO in first quarter 2026.
Position Summary
These are new positions, reporting to the Manager of Municipal Law Enforcement, within the Municipal Law Enforcement Division within the Legislative Services
Department. The position entails investigation, administration, education, and enforcement of the provisions of all regulatory by-laws of the Municipality as well as
applicable provincial statutes.
Key Duties and Responsibilities (of MLEO II, but position may be hired as MLEO I and transition to MLEO II through extra certification):
• investigation of complaints and complaint areas
• case file management from start to end.
• inspections to determine compliance with the Municipality's Regulatory, Zoning and Property Standards By-laws
• preparation of general correspondence and Orders to Comply
• preparation of material for court
• attending and giving evidence in court as well as conducting prosecutions if required
conducting First Attendance parking hearings
liaison with various municipal and provincial agencies
research and preparation of reports on investigation matters and proposed by-laws for Council.
Relationship to Council's Strategic Priorities
• Service Excellence
• Engage and inform our community.
• Offer customer -centric programs and services.
• Build a strong, thriving, and safe community, where everyone is welcome — embrace a diverse, equitable, and safe community, specifically:
o Implement actions to reduce barriers to services within the municipality.
• Demonstrate the effective and efficient use of municipal funds, specifically:
o Invest in our workforce to ensure we attract highly skilled and engaged staff.
Climate Change Considerations
No impacts to the climate change initiatives and action plans.
Comparative Analysis
From the benchmark survey undertaken as part of the Municipal Law Enforcement Service Delivery Review in 2023, below is the staffing complement from the
municipal comparators.
Officers
Officers
Full -Time
Clerical
Officer to
Clerical
l�
Municipality
Population
Households Manager/Supervisor
Full-
Time
part-
Time Population
Full-
Ratio Time
Part-
Time
Total
The above shows that Clarington has the lowest full-time officer -to -population ratio, and Oshawa and Caledon are double Clarington. The addition of two more
officers would bring the ratio to just below Pickering.
Analysis of Alternative Approaches
Alternative approaches were evaluated and ruled out.
Cost and Benefit Analysis
The compensation shown is for a Municipal Law Enforcement Officer I, Code 6 (with the provision that the officers may be hired as an MLEO I and transition to an
MLEO II with certifications). An MLEO II would be Code 10.
New Staffing Request Cost Analysis
-.sition Title:
Budget Year:
Municipal Law Enforcement Officer
2024 and 2025
Department
Legislative Services
Sub -Department
Municipal Law Enforcement
CUPE / Non -Affiliated /
Fire
CUPE- Inside
Status
Full time
Grade/Code
Code 6
Level/Step
12 Month
Budgeted Start Date
June 1
2024
$48,478
2025
$49,977
Clerk I Part-time to Clerk II Full -Time
Executive Summary
The Municipal Law Enforcement Division is seeking to upgrade the Animal Services Clerk I from part-time to full-time Clerk II. It has been challenging the past few
years to meet the expectations of the community at Animal Services, especially after 2:30 pm and during sick or vacation days as there are only two full-time Animal
Attendants and an Animal Shelter Supervisor for full-time coverage of the front counter at the Animal Shelter. Coverage is currently inadequate due to the Part -
Time Clerk only working 24 hours per week. This upgrade will allow us to provide more consistent customer service and quality of care for our sheltered animals.
Reason for Hiring
Skill Set Gaps
The Department has been requesting, since the 2013 budget, that this position be changed from part-time to full-time. The reason is coverage — the types of
responsibilities for this position are not of the nature that can be done within a shortened workweek. These tasks include:
• Customer service — emails and phone calls; enter complaints into
AMANDA; dispatching to officers; follow up. (Anything animal related is
processed through this office — including the largest portion — which are
enforcement issues).
• Adoption/reclaim processing
• Intake of stray animals
• Intake of surrendered pets
• Intake of reports of lost and found animals
• Pet License sales
• Administration of Donations
• Administration of Dr. Snap program certificate (for spay/neuter) for
persons with a low income.
• Processing microchip registrations
• Spay/neuter rebate program
• Livestock program application processing
• Daily cash remittance
• Filing/records keeping
• Weekly pet profiles
• Preparing monthly statistics reports
• General office/clerical duties
• Volunteer administration (organize orientations, correspondence,
interviews, scheduling)
This results in either the Animal Shelter Supervisor or an Animal Care Attendant, taking on those tasks, which takes away from their core duties.
Statistics
Following the 2017 Animal Services Delivery Review, the enforcement was migrated away from the Animal Shelter. However, the entering of animal -related by-law
complaints has continued to be done through Animal Services as they frequently impinge on Animal Shelter operations.
In a 2023 survey, as part of research for the Municipal Law Enforcement Division Service Delivery Review, where 135 survey responses were received, and for
those that answered the question "What was the purpose of your business" with MLE, 13 per cent were for animal complaints.
The following is an excerpt from the Animal Services Delivery Review survey and shows the reasons why the community contacts/attends the Animal Shelter:
..
..
I was visiting to see the animals in general
47.83%
33
I was there to drop off donations
15.94%
11
1 wanted to ask about or see a specific animal
14.49%
10
I was looking for my lost pet
10.14%
7
An Animal Services Officer/Municipal Law Enforcement Officer responded to stray animal pickup/other reason(s).
10.14%
7
1 was there as part of an animal rescue group
1.45%
1
1 was there to surrender a pet
0.00%
0
1 was there on a tour of the shelter
0.00%
0
1 was volunteering at the shelter
0.00%
0
1 was visiting the shelter under another organization
0.00%
0
1 was there for spay/Neuter or other veterinary services
0.00%
0
Other (please specify)
20
Total Answered
89
These survey results reflect the broad variety of issues that need to be addressed by the Clerk II. Additionally, residents still contact the animal shelter for
enforcement -related complaints and animal -related matters, yet there is only one part-time Clerk I assigned to the team.
The following highlights the major duties of the position — to demonstrate the major demands on this position (does not include all tasks) — all of which could be
required outside of the position's hours.
Complaints and Other Department Encounters
It is estimated to take 30 minutes to an hour to process an animal complaint (which includes the initial intake, input, dispatch, and follow-up). Additionally, the office
fields MLE complaints, and questions related to other departments. From January 2023 to mid -August 2023 397 animal related complaints were processed by the
part-time Clerk. In June 2023, 40 were counter encounters (aside from phone intakes).
Therefore - Based on this, we could assume that there are 50 complaints entered per week = 10 hours per week
Animal Adoption
One of the main tasks is animal adoption. Coordinating an adoption can be very time-consuming where Staff spend a significant amount of time with the potential
adopters answering/discussing questions and facilitating the orientation meeting between the potential adopters and the animal. With the many forms to be
completed and the time spent facilitating the adoption, it is estimated that an adoption takes one hour. However, not all adoptions happen within the part-time hours.
Therefore - Based on the current expectation of 173' adoptions per year = 3 hours per week.
1 Based on the average between 2018-22
Redeemed/Impounded = Intake of Animals
The following shows a summary of Animal Intakes since 2013 when it was first identified that greater administrative coverage was required:
500
450
400
350
300
250
200
150
100
50
0
r
L
0
■ Sum of 2013
■ Sum of 2014
■ Sum of 2015
■ Sum of 2016
■ Sum of 2017
■ Sum of 2018
■ Sum of 2019
■ Sum of 2020
■ Sum of 2021
■ Sum of 2022
■ Sum of 2023*
Although we are only halfway through 2023, we can expect intakes to be near the higher end based on the 192 intakes from January to July.
When an animal is being redeemed/impounded or surrendered there are also different types of forms to be completed, and depending on the situation, a
redemption or impound can take anywhere from 20 minutes to an hour to process.
Therefore — taking an average of 400 intakes per year X 20 minutes —133 hours per year = 3 hours per week.
Pet Licensing
This involves in -person sales of licenses (dog and cat) and can take approximately 10 minutes each. The following is the breakdown of where pet licenses were
sold in 2022:
LVendor/Location.-
MAC
. .
31
Animal Shelter
259
Trulls Road
23
DocuPet
3,313
Therefore — using the 2022 total of 259 pet licenses issued at the Animal Shelter = Approximately 1 hour per week.
Donation Processing
Administration of donations and inquiries about donations also take a considerable amount of time. In June 2023, there were 100 counter -interactions regarding
donations.
Therefore — estimating 15 minutes per donation ='/2 hour per week.
Statistics Conclusion
The above statistics show that, for the major work alone, there are 17.5 hours of work per week. This does not include the remainder of the job (listed above under
the "Skill Gaps" section) and does not capture the fact that the public attends the office when the Clerk is not at the office, causing others to cover.
Goal
The goal is to provide Animal Shelter administrative coverage for both phones and the counter, during the full regular hours of operation.
Background
This position has been part-time since it was originally approved in 2008. Since that time, the Department has worked at migrating the clerical duties from the
officers and Animal Care Attendants to allow the others to perform their core duties. The administrative/clerical functions have continued to expand and therefore
the 24 hours are simply insufficient to meet the service levels. Staff strive to minimize the wait time for walk-in clients and to minimize the need for callers to have to
leave voicemail messages.
In 2018, as a result of the Report CAO-001-18, Animal Services Delivery Review, the enforcement portion of Animal Services moved from the Animal Shelter to the
Trulls Road location with the rest of the Municipal Law Enforcement Division. However, all animal complaints are initiated through the Animal Shelter.
Current Situation
The demand from the public continues to increase, as does the intake of animals (which increases animal management and adoptions). Clarington has experienced
significant growth over the last number of years and is projected to have a population of 115,800 in 2024 (up from 95,445 in 2016), which will have a direct impact
on the demand for adoption and sheltering services.
The Animal Shelter is a unique work environment and, when dealing with living beings, the necessary staff resources must be in place to ensure that the animal
welfare is not compromised, and to ensure that we are operating within the terms of the Collective Agreement.
Resourcing Gaps or Workload Changes
The following compares the hours current hours of the part-time Animal Services Clerk and the hours that the Animal Shelter is open:
*NOTE: These days include a 30-minute lunch.
Due to the part-time hours allocated to the clerical function, the Animal Care attendants are required to fill the gaps, in addition to the Animal Shelter Supervisor.
This is an inefficient use of staff time and takes away from animal care (which is increasing as we see more animals come through the shelter).
The following excerpt from the Animal Services Delivery Review in 2018, shows the hours by activity for a specific week that was studied in 2017 (keeping in mind
that the amount of time has increased since 2017 - but this shows the demand for the services outside of the Clerk II hours:
F HOURS BY ACTIVITY AVERAGE WEEKDAY FOR
NOVEMBER 14TH TO 26TH, 2017
6_00
s_DO
4_M
3_DO
20,0
a.DO
7 Ali
13
6 AM
4 AM
�...
10 AM
molt-_
I , ANC
12 PNk
■Transfer
o.Do
0_03
0.08
0.19
0.0
WA
§Service
0_03
0.89
1.61
2.53
1.78
1.86
R Reuniting
o.DO
0_03
0.1 1
O., 4
0., 4
0.14
00uwead+
0.00
0.03
0., 4
OM
QD8
0.06
!Facility
0.19
0.14
MO
0.31
033
1.17
score
0,56
0.78
1.53
1.67
1.25
0.44
aSy-low
0.00
0.25
0.28
0.42
0.v
0.89
SAdoprion
0.D0
0.D0
0., 1
0.,7
0.2.5
0.47
1 Phi
2 Phi
3 Phi
0.08
D,03
D.I9
1.22
D,89
1.47
0A6
0.08
0.00
0., 1
DAD
D,03
I J 4
D.86
D, 36
0.44
D,97
0.53
1.64
1.25
D.19
0,39
0,06
0.14
The above demonstrates the requirement for administrative coverage throughout the day.
4 Fri
S PM
D,06
0.00
D,94
0.92
0.03
D,08
D,00
D,00
D.14
D.06
D,28
D,39
0.39
D,03
0.17
D,OD
6 PM
0.00
0.17
0.00
0.00
0.00
0.00
0.00
0.00
The current position is a Clerk I position. By converting this to a Clerk II position, it provides more opportunities to cross -train the MLE clerical team and provide
more coverage.
Risks to the Municipality and Other Departments
• Inability to provide services to the public: Most of the public -facing services are provided by this position, but it is part-time, so must be covered by other
staff or not at all.
• Jeopardizing the amount/quality of time spent in animal Care: If this position is unavailable to serve the public, animal care attendants are required to
take time away from animal care.
• Takes time away from work of Animal Shelter Supervisor: If this position is unavailable to serve the public, and the animal care attendants are
unavailable, the Animal Shelter Supervisor steps in to provide the service. This takes time away from their core duties.
Program Description
Timeline
The benefits explained in this business case show that the increase to a full-time position can provide benefits as soon as the position can be posted and filled.
Position Summary
This position is currently a part-time Clerk I position and will be upgraded to a full-time Clerk II position. Animal Services is within the Municipal Law Enforcement
(MLE) Division of the Legislative Services Department and has 1 Supervisor, 2 full-time animal care attendants, 2 part-time animal care attendants,1 part-time clerk
and 1 summer student. (See Attachment 2 for the organizational chart).
Key Duties and Responsibilities
See Attachment 1 for an excerpt from the 2018 job posting for this position — outlining the duties and responsibilities.
Relationship to Council's Strategic Priorities
• Engage and inform our community.
• Offer customer -centric programs and services.
• Build a strong, thriving, and safe community, where everyone is welcome — embrace a diverse, equitable, and safe community, specifically:
o Implement actions to reduce barriers to services within the municipality.
• Demonstrate the effective and efficient use of municipal funds, specifically:
o Invest in our workforce to ensure we attract highly skilled and engaged staff.
Climate Change Considerations
No impacts to the climate change initiatives and action plans.
Comparative Analysis
Not applicable.
Analysis of Alternative Approaches
Drastic alternatives, such as status quo or reduction of adoption and customer hours, were reviewed and ruled out as being contrary to the goal, and strategic
priorities.
The remaining are alternative approaches:
Options
Four -Year Salary Costs
Cons � M M
Same cost as proposal -_
Heavy investment of time in knowledge training -
Contractor
$71,930.15
which will have a greater benefit if the position was
kept in-house.
Keep at Clerk I but
Heavy investment in training for the lowest Clerk
upgrade to full-time
$60,350.77
Cost savings of $11,579.38 (as compared to
position - where we would expect them not to stay
hours
the proposal)
long. Additionally - the responsibility of the job is
such that it should be a Clerk II.
Cost and Benefit Analysis
The 2023 compensation, including benefits, for a full-time Clerk II is $71,930.15, as compared to the current part-time Clerk I = $36,872.70, resulting in an increase
of $35,057.45.
New Staffing Request Cost Analysis
Position Title: W7Animal
Budget Year:
Services Clerk 11
2024
Department
Legislative Services
Sub -Department
Animal Services
CUPE / Non -Affiliated / Fire
CUPE- Inside
Status
Full time
Grade/Code
Code 5
Level/Step
12 Months
Budgeted Start Date
June 1
2024
$45,988
Note: In the Department's 2017 budget request, it was noted that the Division had replaced two Animal Services Officers with Kennel Attendants which resulted in a
savings of about $8000/yr. in salaries and was meant to be applied to this change.
Attachment 1
Job Description for Animal Services Clerk 1
Excerpt showing Responsibilities and Qualifications
Responsibilities include but are not limited to:
1. Reception — respond to public inquiries both in person and on the phone.
2. Sell animal licences.
3. Assist in the maintenance of departmental files and records including data entry to record databases — primarily using Shelterbuddy software.
4. Type correspondence, reports, and form letters.
5. Perform general clerical duties including filing, photocopying, and faxing.
6. Maintain Division's cash flow including balancing and preparing deposits.
7. Regularly enter and dispatch calls for Animal Services Officer action.
8. Other duties may be required from time to time, including those duties specific to the Department.
Qualifications:
1. The successful candidate will be a graduate of a two-year Community College Office Administration Program or possess equivalent qualifications in skills
and work -related experience to the satisfaction of the Municipal Clerk.
2. Excellent oral, written, and interpersonal skills to provide effective communication with the general public and staff.
3. Demonstrated proficiency in Microsoft Office applications, specifically in Word and excel; and internet use for research purposes.
4. Familiarity with records management would be considered an asset.
5. Previous experience in a comparable position will be considered in the award of this position.
6. Knowledge of cash handling procedures would be considered an asset.
7. Ability to work in an environment primarily used for the housing of animals; particularly dogs and cats.
8. Proof of Tetanus inoculation prior to the commencement of employment.
9. Legally able to work in Canada.
Solutions Analysts
Executive Summary
In 2017 it was identified Clarington required multiple IT positions including Solutions Analysts to assist with implementing and supporting business solutions across
the municipality. The absence of these positions has greatly limited the ability of the organization to adopt new technology and offer responsive IT services in
alignment with organizational needs.
Reason for Hiring
In 2017, the Municipality of Clarington underwent a review of its IT Division and corporate technology needs and outlined a path forward to bring the technology
environment up to acceptable standards, leveraging the assistance of a qualified consulting firm. The result of this review was an Information Technology Plan
which identified:
• Key gaps in technology resources, skills and capacity.
• A need to invest in new and better major business applications.
• Alleviating dependency on single staff resource model.
• Significant and long-term under -investment in technology including both hardware and software.
In 2017 it was identified Clarington required multiple positions including Solutions Analysts to assist with implementing and supporting business solutions across the
municipality. The absence of these positions has greatly limited the ability of the organization to adopt new technology and offer responsive IT services in alignment
with organizational needs.
Risks to the Municipality and Other Departments
• Delayed response: With limited resources the municipal departments receive less than ideal and delayed technical services & support.
• Reduced Quality: Responding to excessive demand forces reduced quality as resources cut corners and leave compliance and governance activities for
later.
• IT Environment: The Clarington IT Environment has not received the necessary care and maintenance, increasing the overall risk to the organization and
general service delivery.
• Delayed Technology Adoption: The organization has been without a true technology partner internally and investment delays inhibit digital services and
ultimately jeopardize the overall initiatives of the organization.
Program Description
Timeline
The positions will be expediently resourced upon approval. The IT team has been unable to keep up with support requests, system/application maintenance
activity, and undertaking upgrades and enhancements to existing applications. The position is required as soon as possible to commence addressing the backlog of
needed activity.
Position Summary- Solutions Analyst 2024 (2) & 2025 (1)
Reporting to an IT Supervisor, the Solutions Analyst provides technical and functional support for corporate business applications. This position will have primary
focus on single or multiple enterprise system /applications. Examples of the applications include, but are not limited to, Great plains, Vailtech, Laserfiche, Amanda,
SharePoint, Microsoft 0365 and Paramount.
Key Duties and Responsibilities
• Assist with corporate business analysis and application implementations.
• Work with departments to understand their business requirements, work processes, application, and custom report requirements, implement or enhance
technology solutions to enhance processes and address needs.
• Maintains system integrity and user security setup as well as provide programming and change control support for applications.
• Continually seeks opportunities for improving efficiencies in supported systems.
• Assist with training on new systems or modifications to existing systems.
• Provides Tier-1 and Tier-2 technical support for major business applications (Vailtech, Great Plains, Laserfiche, Paramount, Versatile, StoneOrchard, etc.)
• Communicate process changes, enhancements, and modifications — verbally and/or through written documentation.
• Create and maintain functional and technical documentation for supported system / applications.
• Other duties as assigned.
Position Summary- Solutions Analyst Infrastructure 2025 (1)
Reporting to an IT Supervisor, the Solutions Analyst Infrastructure provides technical and functional support for foundational technology infrastructure. Specifically,
Computer Networking, Firewalls, Servers, Storage, and increasingly Cloud Infrastructure Services such as Azure, M365, AWS, including the built-in and
foundational IT Security Services we rely upon.
Key Duties and Responsibilities
• Collaborate with stakeholders to understand business requirements and design IT infrastructure solutions that meet those needs, taking into account both
on -premises and cloud components.
• Plan and implement strategies for integrating on -premises and cloud resources seamlessly, ensuring optimal performance and security.
• Monitor, maintain, and troubleshoot physical servers, networking equipment, storage devices, and other on -premises infrastructure components.
• Ensure the availability, reliability, and performance of on -premises systems through proactive monitoring and regular maintenance.
• Configure, deploy, and manage virtual machines, containers, and other cloud resources using the chosen cloud platform.
• Monitor cloud infrastructure for performance, security, and cost optimization, making adjustments as needed.
• Implement and maintain security best practices across both on -premises and cloud environments, including firewalls, intrusion detection/prevention systems,
and encryption.
• Stay up to date with industry security standards and regulations, ensuring the organization's infrastructure complies with relevant requirements.
• Develop and maintain backup and disaster recovery plans for both on -premises and cloud -based systems to ensure data integrity and availability in case of
failures or disasters.
• Monitor resource usage and performance trends to identify capacity needs and plan for scaling both on -premises and cloud infrastructure as the organization
grows.
• Maintain thorough and up-to-date documentation of the entire IT infrastructure, including configurations, procedures, and troubleshooting steps.
• Identify opportunities to enhance the efficiency, performance, and reliability of the infrastructure and propose solutions for continuous improvement.
• Lead or contribute to infrastructure -related projects, from planning and design to implementation and evaluation.
Relationship to Council's Strategic Priorities
Investing in Technology directly aligns to Council priorities as maturation of the IT Capabilities within Clarington will enable digital citizen services; make available
data for evidence -based decision -making; lower organizational risk; promote collaboration; and enable more process improvement activity.
Climate Change Considerations
Digital technology enables businesses and corporations to achieve their climate change goals. Technology is required to measure progress, reduce waste, and
increase operational efficiency. A stronger IT division will better support business departments utilizing new technology and enable the achievement of a reduced
carbon footprint.
Comparative Analysis
Other comparable Municipalities have embraced the benefits of technology investments and have steadfastly invested in their IT Departments and digital
capabilities.
Analysis of Alternative Approaches
Alternative approaches were evaluated and ruled out.
Options
Full-time Hire
Skill fit
Delay in hiring
Contractor
May meet need & fast
2x the cost
onboarding
Training Existing
Employees to fill skill set
None
Capacity issue
gaps
Increased Workload for
Low cost
Service failure
existing employees
• We can source contract resources through an agency at twice the cost of an FTE, and they can start almost immediately.
Cost and Benefit Analysis
The compensation for the Solutions Analyst is 12 according to Inside Collective Salary Grid
Provide analysis on the costs and benefits for these four positions:
New Staffing Request Cost Analysis
Position
Budget Year:
2024(2) and 2025(2)
Department
Financial Services
Sub -Department
IT
CUPE / Non -Affiliated / Fire
CUPE- Inside
Status
Full time
Grade/Code
Code 12
Level/Step
12 Months
Budgeted Start Date
June 1
2024
$121,913 ($60,957 each)
2025
$125,019 ($62,510 each)
Project Lead
Executive Summary
With nearly all corporate projects including multiple complex aspects of technology, all organizations, including Clarington, need to be great at adopting and
changing technology through excellent project management. Hiring a project lead to mature the IT department's project management maturity is essential to
providing consistent, structured oversight of complex projects. These projects are significant investments in time and effort to create long-lasting benefits to the
Municipality, project management support will ensure that these projects are efficiently and effectively completed.
Reason for Hiring
Hiring a project lead to mature the IT department's project management maturity will offer numerous benefits.
1. Improved Project Success Rates: A skilled project lead will execute a structured approach to project management, increasing the likelihood of successful
project completion within scope, budget, and timeline.
2. Enhanced Resource Allocation: A project lead will effectively allocate resources based on project priorities, ensuring that the right people are assigned to the
right tasks at the right time. This optimization can lead to increased efficiency and reduced project bottlenecks.
3. Risk Mitigation: A competent project lead will identify potential risks early in the project lifecycle and develop strategies to mitigate them. This proactive
approach can minimize disruptions, avoid costly delays, and improve overall project resilience.
4. Standardized Processes: Introducing consistent project management processes, methodologies, and templates can lead to a more standardized and
streamlined approach to project execution. This reduces confusion, enhances communication, and fosters a culture of continuous improvement.
5. Stakeholder Communication: A project lead coordinating and ensuring regular, clear communication about project progress, changes, and potential impacts
to stakeholders improves transparency and builds trust across the organization.
6. Efficient Documentation: Thorough documentation of project plans, requirements, and progress is crucial for knowledge retention and future reference. A
project lead can enforce documentation practices that enable smoother knowledge transfer and ensure project continuity.
7. Continuous Improvement: Improved maturity will bring post -project reviews, identifying lessons learned and areas for improvement further embedding a
culture of continuous improvement and the refining of project management processes over time.
8. Strategic Alignment: A skilled project lead can align and execute project initiatives in direct alignment with the organization's strategic goals, ensuring that
projects contribute directly to business objectives. This alignment enhances the overall value of projects to the organization.
Risks to the Municipality and Other Departments
• Budget Overruns: Poor project management practices can result in inaccurate budget estimations, and failure to manage costs effectively.
• Delays: Inadequate project planning, scheduling, and tracking can lead to project timelines being constantly extended.
Communication Low Project Management maturity includes inadequate communication among team members, stakeholders, and leadership. This can result
in misunderstandings, misaligned expectations, and a failure to deliver the desired results for the organization.
• Failed Changes: Without a mature project management framework, new initiatives will be met with resistance from team members who are used to ad hoc
processes. This hinders the organization's ability to adapt and innovate.
Program Description
Timeline
The position will be expediently resourced upon approval.
Position Summary
Reporting to an IT Supervisor the IT Project Lead will be responsible for planning, executing, and delivering technology initiatives, ensuring scope, timeline, and
budget adherence. Lead cross -functional teams, facilitate communication, and mitigate risks. Apply industry best practices to enhance project outcomes, foster
innovation, and align projects with organizational goals.
Key Duties and Responsibilities
• Plan and execute technology projects, ensuring they are delivered on time, within scope, and on budget.
• Lead cross -functional teams, assigning tasks, setting clear objectives, and fostering collaboration.
• Develop and manage comprehensive project plans, including timelines, resource allocation, and risk mitigation strategies.
• Monitor project progress, track milestones, and proactively identify and address potential roadblocks or delays.
• Maintain effective communication with stakeholders, providing regular updates, addressing concerns, and managing expectations.
• Apply project management best practices and methodologies to optimize project outcomes and ensure consistent quality.
• Identify and mitigate project risks, develop contingency plans, and adapt strategies as needed to achieve project goals.
• Drive continuous improvement by analyzing project performance, identifying lessons learned, and implementing process enhancements.
• Ensure compliance with company policies, industry standards, and regulatory requirements throughout project lifecycle.
• Contribute to the development of a culture of innovation, knowledge sharing, and professional growth within the project team.
This Technology Project Lead role requires a combination of strategic thinking, strong leadership skills, and a deep understanding of project management principles
to successfully drive the execution of technology initiatives.
Relationship to Council's Strategic Priorities
Investing in Technology and our ability to implement technology effectively directly aligns to Council priorities as maturation of the IT Capabilities within Clarington
will enable digital citizen services; make available data for evidence -based decision -making; lower organizational risk; promote collaboration; and enable more
process improvement activity.
Climate Change Considerations
Digital technology enables businesses and corporations to achieve their climate change goals. Technology is required to measure progress, reduce waste, and
increase operational efficiency. A stronger IT division capable of consistently and reliably delivering technology projects will better support business departments
utilizing new technology and enable the achievement of a reduced carbon footprint.
Comparative Analysis
Other comparable Municipalities have embraced the benefits of technology investments and have steadfastly invested in their IT Departments and digital
capabilities.
Analysis of Alternative Approaches
Alternative approaches were evaluated and ruled out.
Options
Pros
Cons
Full-time Hire
Skill fit
Delay in hiring
Contractor
May meet need & fast
2x the cost
onboarding
Training Existing
Employees to fill skill set
None
Capacity issue
gaps
Increased Workload for
Low cost
Service failure
existing employees
• We can source contract resources through an agency at twice the cost of an FTE, and they can start almost immediately.
Cost and Benefit Analysis
The compensation for the Project Lead is 12 according to Inside Collective Salary Grid
New Staffing Request Cost Analysis
-.
Budget Year:
..
2024 and 2026
Department
Financial Services
Sub -Department
IT
CUPE / Non -Affiliated / Fire
CUPE- Inside
Status
Full time
Grade/Code
Code 12
Level/Step
12 Month
Budgeted Start Date
June 1
2024
$64,086
2026
$67,863
Arborist
Executive Summary
The Public Works Department requires an Arborist to help the Forestry Services section with the current backlog of work orders and their daily tree maintenance
requirements.
Historically, work orders for Forestry Services have been very high. To date in 2023, 531 service requests have been logged whereas in 2022, the number
exceeded 1,600. The number of outstanding work orders that have not yet been addressed by staff is currently over 1,300 which can be expected to take over a
year to provide a suitable customer service response.
Forestry Services is also tasked with completing other major non -routine projects including the removal and replacement of over 3,000 urban trees due to the
emerald ash borer beetle infestation and the more frequent clean-up of major storm debris associated with climate change. Other emerging forestry issues include
the many hazardous dead trees along the rural roads and the existence of new invasive species and insects affecting the tree canopy. As a result of these
problems, regular tree maintenance will continue to be delayed or deferred.
Due to the limited number of qualified staff available to Forestry, the service level provided by Public Works is considered sub -standard.
Reason for Hiring
Skill Set Gaps
Forestry currently has over 1,300 outstanding WO's scheduled for response. This type of work requires the skills and knowledge of a certified Arborist to inspect
and provide recommendations for the effective treatment and efficient execution of the service. The Arborist is also a trained professional that will help to complete
tree -related maintenance service requests including tree removal and pruning. Consistent with other Municipalities, arboriculture is becoming an increasingly
important functional area necessary to maintain the health of the municipal tree canopy and combat climate change.
Resourcing Gaps or Workload Changes
In 2022, the Forestry division received over 1,600 service requests. This number has historically been very high and can be expected to grow as new subdivisions
are developed, invasive species continue to emerge and climate changes increase.
Within each new subdivision area, a tree is typically planted for every new home. With the forecasted residential growth rates proposed for Clarington, the number
of arborists required to maintain the Municipalities urban forest will consequently need to increase. Based on the current volume of service requests and the
forecasted growth rate of the Municipality, a second Forestry crew will need to be developed over time. This additional crew will ensure improved service levels and
a more proactive response to forestry issues. Such matters include dealing with the increasing volume of dead or dying trees within the rural area of the
municipality that frequently come down during major storm events. As a result of climate change, it is not uncommon that the clean-up which requires assistance
from other Public Works Divisions now typically take five to ten days to address. The storm response timeframe does not include inspection or vendor coordination
time that is required.
At present, there are only four staff assigned to this functional area with two being certified arborists. Not only is it difficult for this number of staff to keep up with the
regular workload but they are also reassigned to complete winter control duties. During winter control, Forestry staff must operate roadway snow ploughs to ensure
all established routes are covered. This added responsibility greatly affects the timeline for forestry related work to be scheduled and completed. The requested
Arborist position will help ease the backlog of service requests and also allow staff to better increase their focus on Forestry -related activities during the winter
season.
Risks to the Municipality and Other Departments
Public Safety: risk to the Municipality due to large volume of tree inspections required. The Municipality has a large and diverse geographical footprint with
thousands of new and mature rural and urban trees. Inspection of these trees is crucial to determine health and if any action (pruning, removal, etc.) is
needed.
• Coordination: risk to other departments related to recommendations for proper species selection for developments or capital projects.
• Tree life: risk to the municipality for not identifying tree disease or invasive species affecting municipal trees and identifying a course of action to prevent loss
of forest canopy and combat against climate change.
Program Description
Timeline
One new Arborist would be required in 2024 and another in 2025.
Position Summary
The Arborist will report to the Supervisor (Parks) and be responsible for maintaining all municipally owned trees. Locations include boulevards, parks, facility
properties and woodlots. Responsibilities will require identification of species, pest/pathogens, pruning/removing trees, soil conditions, stump removal, plant
healthcare, application of mulch, water and fertilizer and troubleshooting potential problems. Other technical and laboring duties may also be assigned to assist with
the maintenance of sports fields, cemeteries and special events. The Arborist will be requested to provide winter control activities as required.
Key Duties and Responsibilities
• Assist the Forestry Coordinator with the inspection of trees and determine necessary maintenance requirements.
• Ability to perform the manual tasks of the position including tree maintenance, climbing and working at heights.
• Assist with the evaluation of outside contractors to ensure that specifications, standards and expected levels of service meet with Municipal requirements.
• Provide direction and leadership to seasonal workers in accordance with the Occupational Health and Safety Act, municipal policies and procedures.
• Deliver exceptional customer service and maintain a high level of communication when dealing with members of the public.
• Perform other duties as assigned.
Relationship to Council's Strategic Priorities
This position will support Council and Departmental priorities for customer service by allowing more resident inquiries to be reviewed and appropriate action taken.
It will also support growth, as housing development increases so will the size of the Municipalities forest canopy that will require regular maintenance.
Climate Change Considerations
The arborist position will contribute to climate change initiatives by supporting healthy tree growth through regular maintenance and the protection of the forest
canopy. A large urban forest canopy is essential to increase shade coverage over hard surfaces. The role of the arborist would also lead to the improved
management of forestry related disease, invasive species and provide treatment extending Iifecycles.
Comparative Analysis
Many Municipalities have a Forestry group that typically consists of several Arborists, Forestry Technicians, Horticulture Technicians, and gardening staff supported
by a Coordinator or Lead Hand role. These staff complete year-round regular maintenance.
Analysis of Alternative Approaches
Alternative approaches were evaluated and ruled out.
Options
Full-time Hires
$553,500
Increase level of service and complete
Increase budget, depots very crowded
workorder backlog
$2,800,000 (estimate based
Award and schedule work, less equipment
Increase cost, time to manage and
Contractor
on current contracted
inspect contractors, less tree inspection
services)
resources
time
Training Existing Employees to
N/A
N/A
N/A
fill skill set gaps
Increased Workload for
$0
None
Continued backlog and forecasted growth
existing employees
will increase Service Requests
• Alternative approach would be to continue/increase contractor services to perform tree removals, pruning and inspections. Currently many Forestry related
activities are contracted and with anticipated growth and tree maturity outsourcing would increase without additional staffing complement.
Cost and Benefit Analysis
The compensation for the Arborists is Code 5 of the Outside Collective Agreement, same as our existing Arborist position.
New Staffing Request Cost Analysis
7dgetmYear:
2024and 2025
nt
Public Works
Sub -Department
Parks- Forestry
CUPE / Non -Affiliated / Fire
CUPE- Outside
Status
Full time
Grade/Code
Code 5
Level/Step
12 Month
Budgeted Start Date
June 1
2024
$56,639
2025
$58,244
Manager, Parks Services
Executive Summary
The Manager of Parks Services will provide divisional leadership and greater strategic planning within the Parks, Forestry and Cemetery divisions. Currently the
Manager of Operations is responsible for these divisions in addition to Roads, Fleet, Traffic and Capital. The current staff ratio for the Manager of Operations is
seven direct reports and 76 full-time indirect reports that are spread across three depot locations. In addition to the full-time staff there is also an indirect
responsibility for 40 crossing guards and a seasonal complement of eight temporary labourers and 25 students. This staffing ratio exceeds that of managers in
other departments who typically have a total staffing ratio of five to 25 direct and indirect reports.
Splitting the divisions in Public Works between two managers, the staff complement will be more equitably distributed below each manager to be more in line with
other departments. The new structure will allow for greater focus on strategic leadership, improved processes, heightened service levels and allow for a better use
of corporate software systems to increase efficiency.
Reason for Hiring
Skill Set Gaps
The position is being considered to provide a more focused lens on all park's services such as parks & trail maintenance, forestry, playgrounds, sports fields and
cemeteries. This position will benefit the department by offering strategic planning for developing operational changes based on process improvement initiatives
supported by data collection and tracking. The Manager of Parks Services will also be able to provide better guidance on industry best practices. The current
Manager of Operations is responsible for such a broad spectrum of maintenance practices that it becomes difficult to remain updated with the most current service
delivery approaches.
Resourcing Gaps or Workload Changes
The Public Works Department has grown over the past two years with the addition of a Traffic division and most recently a Capital Works division. This has resulted
in significant time allocation to establish both divisions related to staff onboarding, budget configuration and capital program assembly. In 2023, a new service level
has been implemented by Council that will result in the clearing of snow on sidewalks along arterial class roadways. This new service will present many additional
workload challenges including equipment procurement, staff onboarding, program initiation and customer service. The additional responsibilities will result in
resource gaps if not properly supported by dedicated management roles.
Risks to the Municipality and Other Departments
Planning: risk to the Municipality could be inconsistent service levels due to decreased focus related to strategic planning for all divisions.
Coordination: risk to other Departments for interdepartmental coordination to provide input for maintenance best practices related to new development and
capital improvements.
Service Levels: ensure all service levels are met and maintenance performed within the prescribed timelines either defined by legislation or department
policies.
Program Description
Timeline
The Manager of Parks position, if approved would be required immediately to establish divisional support for the 2024 workplans and to provide strategic leadership
for staff.
Position Summary
Reporting to the Director of Public Works, the Manager of Park Services will provide divisional leadership and guidance to the Parks, Forestry and Cemetery sections.
This position will also support winter control activities related to the daytime management of the arterial sidewalk snow clearing program and after-hours on -call winter
responses. As a key member of the Public Works management team, the Manager of Parks will implement and promote strategic plan initiatives and foster a culture of
innovation, engagement, collaboration and respect. The role will coordinate staff, equipment and materials to accomplish daily and seasonal maintenance and repair
work plans to achieve approved service levels.
Key Duties and Responsibilities
• Continually research the effectiveness of the department's policies, programs and procedures.
• Develop recommended operational changes, improvements and associated service levels that can be supported through the collection and tracking of data validated
through the work order management system, consultation with staff, public feedback and industry best practices.
• Assist Divisional Supervisors with the development of daily and seasonal work plans in order to maximize available staff and equipment resources.
• Identify staff training needs and prepare, deliver or coordinate programs to continually improve employee skills, effectiveness and safety.
• Maintaining a positive and proactive customer service philosophy consistent with the Municipal practice of providing exceptional customer service.
• Assist with the preparation of the divisional Operating and Capital budgets and maintain responsibility for the control of expenditures, approval of invoices and
purchase orders.
• Prepare written reports and other forms of communication.
• Attend Committee/Council and other public meetings and events as necessary.
• Deliver presentations and provide advice or guidance on strategies and new or pending legislation and regulatory guidelines.
• Coordinate the recruitment process for new staff.
• Manage staff including the provision of performance appraisals, issuing discipline and responding to the grievance procedure.
• Provide oversight and direction to staff ensuring compliance with Occupational Health and Safety Act, Ontario Ministry of Labour, Ministry of Environment, Ministry of
Transportation, Ontario Minimum Maintenance Standards, Ontario Traffic Manual and all applicable Municipal By -Laws.
• Liaise with residents on key community or constituent matters.
• Ensure processes are in place to maintain records for infrastructure maintenance and liability issues.
• Represent the Department at formal hearings, giving evidence on claims related to the respective service area.
• Review of development applications, meeting with all parties on related matters
• Provide support for special studies undertaken by the Municipality. Example: DC Study; Strategic Plan; Asset Management; etc.
• Other duties as assigned.
Relationship to Council's Strategic Priorities
The intent of this position is to assist with strategic planning initiatives for improved service levels throughout the corresponding divisions. This meets Council's
strategies for providing exceptional customer service and creating a vibrant and complete community with a focus on outdoors recreational spaces such as trails,
soccer fields, baseball diamonds and playgrounds.
Climate Change Considerations
The position will work with the Climate Change Response Coordinator to ensure targets are being met for the Council adopted Climate Action Plan and EVAP plan.
Stay up to date on industry best practices related to greenhouse gas reduction and sustainable parks maintenance practices.
Comparative Analysis
Other comparable Municipalities have similar structures with multiple divisional managers within Operations or Public Works reporting to either a director or
commissioner. Manager roles tend to be supported by supervisors or project coordinators that are responsible for day-to-day staff operations and projects. Below is
a table with comparative municipalities' Public Works or Operations staffing structures for divisional managers.
MunicipalityQuantityReport
• Manager, Forestry & Horticulture
Town of Milton 5 • Manager, Road Operations Director, Operations
• Manager, Park Operations (2)
• Manager, Fleet
• Manager, Public Works, North
Municipality of Chatham- 3 • Manager, Public Works, South Director, Public Works
Kent • Manager, Parks & Open Spaces
Analysis of Alternative Approaches
Alternative approaches were evaluated and ruled out.
Options
Full-time Hire
$658,368
Increased strategic focus on
Additional salary
all divisions
Contractor
N/A
N/A
N/A
Training Existing Employees to
N/A
N/A
N/A
fill skill set gaps
Increased Workload for
Less focus on each division
existing employees
0
No increase to budget
strategic planning for service
level efficiency
• The alternative approach to not awarding the position would create further increases in the workload for the existing Manager of Public Works. Staff
complement ratios will continue to increase as forecasted growth develops creating stresses across all Public Works divisions.
Cost and Benefit Analysis
The compensation for the Manager of Parks Services is Grade 11 on the Non -Affiliated compensation grid similar to the Manager of Operations. The roles are
responsible for providing divisional leadership within the Public Works Department.
New Staffing Request Cost Analysis
-.
Year:
ager of Parks Services TI.
2024
Department
Public Works
Sub -Department
Parks
CUPE / Non -Affiliated / Fire
Non -Affiliated
Status
Full time
Grade/Code
NA Grade 11
Level/Step
3
Budgeted Start Date
June 1
2024
$117,928
Fleet Technician
Executive Summary
Clarington's fleet continues to grow, most recently with the addition of five sidewalk clearing tractors. In 2022 the Planning and Infrastructure department
received six EV vehicles with two more additional forecasted in 2024. The equipment that Fleet staff are tasked with servicing and maintaining is more
complex. New electric, electric over hydraulic equipment and vehicle technologies and the increased use of electronically controlled vehicle subsystems have
increased demands for the services that are provided by the Fleet technicians. Outsourcing repairs related to increased service demands has increased to
ensure that "in-service" times continue to be acceptable.
The age of many pieces of equipment has added to the Fleet Division's overall workload as aged equipment, mainly snow plough trucks, require major
repairs to ensure units are kept in service and available for winter events. Below is an example of aged equipment and the cost of repairs to complete annual
safety inspections to remain in operation.
All the repairs noted above were completed by external vendors due to workload demand and time required to completed extended repairs.
Equipment Type QW'WAge
13536 Single Truck
10 years
Cost to Safety
$10,400
Tyear complete
Fall 2023
09523 Tandem Truck
14 years
$9,700
Fall 2023
08514 Tandem Truck
15 years
$26,500
Fall 2023
04516 Tandem Truck
19 years
$25,000
Fall 2022
05535 Tandem Truck
18 years
$24,000
Fall 2022
All the repairs noted above were completed by external vendors due to workload demand and time required to completed extended repairs.
The additional Fleet Technician will assist in meeting increased demands, reduce outsourced repair costs, provide a better level of service due to ownership of the
equipment, and improve overall operational readiness. Below is a chart showing that last three years annual cost of outsourcing repairs to external vendors. This is
reflective of the increase in costs of goods and services.
Outsourcing Cost
700,000
0 300,000
200,000
100,000
I
2021 2022 2023
Year
-Outsourcing Cost
Reason for Hiring
Skill Set Gaps
This position is being considered to assist in our Fleet backlog of existing Work Orders (WO's). Below is a chart showing work order completion history and trends
of incompletion of work orders increasing due to service demands and complexity. While the amount of WO's appears to be decreasing, it is important to note that
each WO can contain several repair items depending on the service required. Also note that 2023 WO amounts do not include Q4 of 2023.
Work Order History
2000
1800
1600
1400
a)
E 1200
j 1000
0 800
600
400
200
0
2021 2022
Year
■ Completed WO ■ Incomplete WO
Q1-Q3 2023
Fleet Services maintains over three hundred pieces of equipment municipal wide. Many of the maintenance requirements are annual safety inspections that must
be completed which results in time challenges completing regular vehicle service issues. These challenges increase the outsourcing of repairs resulting in
additional maintenance costs and workloads associated with coordination. Skill set gaps currently exist with servicing EV and Hybrid vehicles. Additional staff
training will be required for ongoing maintenance as the EV Fleet is forecasted to increase as per corporate policy.
Resourcing Gaps or Workload Changes
Fleet staff are licensed qualified technicians but often need to outsource larger/complex repairs due to workload and to ensure customer service expectations are
being met. Additional staffing will allow larger more complex work to be completed in-house. There will also be a future increase in workload as additional
equipment has been purchased such as the complement of five new sidewalk snow clearing tractors and corresponding support equipment/attachments which will
require specialized maintenance.
Risks to the Municipality and Other Departments
• Increased lifecycle costs, related to outsourcing of repairs and maintenance with current vendor door shop rates ranging from $125.00/hours to $225.00
hour.
• Interruption to the delivery of services due to out of service equipment
• Poor technician retention due to burnout.
• Possible liability issues related to excessive workload demands.
Program Description
Timeline
If approved, the Fleet Technician would be hired after budget approval in 2024.
Position Summary
The duties and responsibilities of the Fleet Technician are performed under the direct supervision of the Fleet Supervisor. This position ensures that maintenance
services are provided to Municipal Departments enabling the functional and efficient use of fleet vehicles and equipment.
Key Duties and Responsibilities
The following responsibilities and duties of this position includes but is not limited to:
• Diagnosing, troubleshooting, maintaining, repairing, and overhauling all Municipal vehicles and equipment
• Participating in training on fleet equipment to ensure efficiency and high standard of quality and service.
• Performing MTO Annual Safety Certifications on Municipal vehicles and equipment in accordance with the Highway Traffic Act Reg. 611.
• Performing preventative maintenance on all municipal vehicles.
• Initiating repair requisitions for parts and supplies.
• Maintaining accurate repair records in a computerized fleet management program.
• Providing mechanical and technical guidance to operating and administrative staff.
• Ensuring adherence to all corporate policies and procedures including Administrative, Departmental and Health & Safety.
• To share in the on -call coverage 24/7/365.
• Must be willing to work overtime as required.
• Other duties as assigned.
Relationship to Council's Strategic Priorities
Council has adopted an electric vehicle strategy moving forward. With additional Fleet Technical staff, it will allow the Fleet Division to continue to adapt to the
changing vehicle and equipment market and focus on more specialized vehicle maintenance as the industry continue to change.
Climate Change Considerations
Onboarding of an additional Technician will assist Fleet overall, in transitioning to new environmentally friendly technologies such as electric vehicles.
Maintaining Municipal vehicles/equipment in a peak efficient operating condition to ensure GHG emissions are kept to a minimum.
Comparative Analysis
Other Municipalities are dealing with the same issues and use similar approaches by completing repairs in-house as opposed to having a vendor complete. Below
is a table of comparative ratios between the number of technicians and pieces of equipment for neighboring municipalities.
Municipality/CityRatio
—
Technician
provided
Pickering
30:1
Ideally 20:1
Ajax
60:1
Currently short one
technician
Whitby
50:1
Oshawa
38:1
Additional three laborer's
assisting technicians
Clarington
100:1
Average
45:1
Substantial savings in parts and labour can be recognized by completing more in-house vehicle servicing and repairs. It is becoming more difficult to find qualified
vendors that provide quality repairs on time. The outsourcing of repairs also creates additional coordination, towing or vehicle shuttling costs and generally results
in lost staff time in Fleet, Parks or Roads to accommodate.
Analysis of Alternative Approaches
Alternative approaches were evaluated and ruled out.
Options
Costs
Full-time Hire
$353,268
Internal scheduling
N/A
Contractor
$2,165,800
More space in
Cost per hour $125
existing facility
- $225
Training Existing
Updated industry
Employees to fill
$4000
standard, EV,
N/A
skill set gaps
Hybrid vehicles
Increased
No increase to
More outsourcing of
Workload for
$0
budget
repairs at increased
existing employees
cost
An alternative approach would be to continue to outsource ongoing maintenance and repairs. As the Municipality continues to grow so will the demand for
additional vehicles and equipment. Without additional technical staff, more maintenance and repairs will be outsourced. Market conditions have greatly changed
with increase cost to good and services, especially in relation to light and heavy-duty vehicle service. This approach would increase our operating cost versus
servicing vehicles and equipment internally with known part sourcing costs.
Cost and Benefit Analysis
The compensation for the Fleet Technician is Code 7, 2024 Outside Collective Agreement. This is in line with the existing Fleet Technician positions to complete
more regular maintenance internally versus outsourcing repairs.
New Staffing Request Cost Analysis
Position Title:
Budget Year:
Fleet Technician
2024
Department
Public Works
Sub -Department
Fleet
CUPE / Non -Affiliated /
Fire
CUPE- Outside
Status
Full time
Grade/Code
Code 7
Level/Step
12 Months
Budgeted Start Date
June 1
2024
$63,322
Recreation Programmer
Executive Summary
The Community Services Department is seeking approval for a full-time Recreation Programmer position within the Recreation Services business unit. This
position, reporting to the Recreation Coordinator, would play a key role in expanding upon current program offerings while also creating new opportunities for
outdoor recreation for the residents of Clarington. This position will assist us in addressing the growing demand and need for seasonal outdoor programming,
including growth within the day camps, fitness, and park programming.
Reason for Hiring
Skill Set Gaps
The objective of the new position includes assisting in meeting service delivery expectations for recreation programs at various locations throughout the
Municipality, including outdoor activities, day camps and mobile camp programming. Assisting in the development, implementation, and evaluation of new revenue
generating outdoor programming opportunities. Provide high quality recreation and fitness activities that will support positive interactions and encourage a healthy
community. Administrative tasks to support the development of the overall team. And to provide an opportunity for the recreation team to remain competitive in the
workforce.
Resourcing Gaps or Workload Changes
Clarington has been offering day camps for over 25 years and remains one of the top day camps in Durham, often being referred to as the "industry best practice"
and one of the few municipalities to offer day camps during COVID-19. The current growth and development within Clarington have resulted in an increased
demand for spots in our day camps, resulting in significant waitlists. An Active Net Activity Totals report from June 2023 states that we had over 600 spots reserved
on waitlists for summer camps. In the summer of 2022, we exceeded our budgeted revenue target by 73 per cent. To provide an increase in day camp spots and
locations, we require more staff resources to expand the level of service for all day camps (Summer Camps, Winter Break Camps, P.A. Day Camps, March Break
Camps). In 2022 the recreation services business area also assumed the responsibility of Clarington's Junior Firefighter Camps, in partnership with Emergency Fire
Services which now includes five additional weeks of camp and new programming including Girls on Fire and a new camp program partnership with Grandview
Kids.
Our Mobile Playground/Families in the Park mobile camp program has been offered for over 20 years in both the urban and rural areas of Clarington. This free
drop -in program provides opportunities for Clarington families to participate outside within their communities in an age -appropriate environment with recreation
games and activities. With the growth of the community this program needs a refresh to meet the changing need of the community. Some avenues to explore
through this new position would be expansion and creating additional revenue generating streams of summer activities.
Outdoor recreation opportunities are a trend that we have found a growing demand for from the community. With the demand for more outdoor recreation and
fitness programming and upcoming plans for outdoor skating rinks, cricket pitches, pickleball, tennis courts and outdoor fitness equipment in our communities, we
will need the resources to meet the needs of this growth.
Additionally, we feel confident that the Parks Recreation and Culture Master Plan will support the further growth of outdoor programming. As we move forward and
the community grows, it is imperative that we have the resources in place to support the growth of our recreation services. With the addition of this new position, we
will not only be able to expand outdoor programming, but it will give us the opportunity to expand other program areas such as offering preschool programs during
the summer months, where there is currently a service gap. We will also be able to make sure we are meeting industry standards and best practices for our
recreation activities.
Risks to the Municipality and Other Departments
Service Excellence - The growth and demand for recreation programming will only increase as the community population increases. Without increasing the
staffing resources, service levels of drop -in and registered activities will be impacted. A lack of available staffing resources can directly impact on the
customer experience when services are not offered at the level our community expects.
Public Profile: Our recreation activities are well utilized by Clarington residents. If we are unable to meet the demand as Clarington continues to grow this
may result in a negative profile for the corporation.
Program Description
Timeline
The Full-time Recreation Programmer, Outdoor Recreation is required immediately following approval of the 2025 operating budget in Q1 of 2025.
Position Summary
This position, reporting to the Recreation Coordinator, would assist in the day-to-day delivery of recreation and fitness programs, day camps and mobile camp
programs, ensuring a safe, enjoyable experience for both staff and customers. It would be the role of the Recreation Programmer, Outdoor Recreation to assist in
providing leadership, direction, and supervision to program -level staff, working to build and maintain a high -performing team that is engaged in their work and
workplace.
Key Duties and Responsibilities
• Assist with the day-to-day supervision, administration and delivery of recreation programs and services at various locations throughout the Municipality.
• Assist in the development, implementation, and evaluation of recreation programs, to ensure the highest quality of service.
• Assist in the recruitment, selection, training, supervision and scheduling of part-time staff and volunteers.
• Review staff schedules and payroll for staff to ensure accuracy.
• Assist with the development and evaluation of part-time staff and volunteers in an environment that requires on -going coaching and mentoring.
• Assist with the purchase of program supplies as required.
• Review, edit and create content and on-line information, staff manuals and resources.
• Recommend and contribute program content and complete data entry into Active Net.
• Respond to general and program specific inquiries using effective communication skills, listening effectively to concerns, and providing high quality customer
feedback.
• Ensure compliance with any relevant legislation, corporate and departmental policies and procedures and health and safety initiatives.
• Perform all other duties in accordance with department objectives.
Relationship to Council's Strategic Priorities
This aligns with the current version of the draft plan for the Council's Strategic Priorities for Service Excellence.
Ensure that our programs and services are well designed and delivered from the customer's Perspective, where residents and businesses see value.
• Demonstrate the effective and efficient use of municipal funds.
Climate Change Considerations
Not applicable.
Comparative Analysis
The addition of this position will help us support the growing needs of the residents of Clarington and the Corporation. Each neighbouring municipality has varying
levels of support structures in place, we feel this positions us for success moving forward.
A comparative analysis of outdoor programming, day camps and mobile camp programs within other Durham Municipalities was completed:
• City of Oshawa
• Town of Whitby
• City of Pickering
• Town of Ajax
• Township of Scugog
Based on this review we found trends have moved to increased outdoor recreation opportunities. While some municipalities are looking to address this, we feel with
the overall geographic size of Clarington and the anticipated growth of the community it would be prudent to address this service gap sooner than later.
Analysis of Alternative Approaches
Alternative approaches were evaluated and ruled out.
Ability to provide expanded
programming options.
Full-time Hire
$241,936
Creation of new revenue
(2025-27)
streams.
Attract and retain qualified,
mature candidates.
Limited availability/ interest.
Contractor
Not industry standard or best
practice.
Training Existing Employees
to fill skill set gaps
Professional development
Limited resources
Increased Workload for
Workload capacity
existing employees
Cost and Benefit Analysis
The compensation for the Outdoor Recreation Programmer is Grade 3, the same as the other Programmers within the Recreation Services business unit.
New Staffing Request Cost Analysis
Position Title: or
Budget Year:
Recreation Programmer, Outdoor
Recreation
2025
Department
Community Services
Sub -Department
Recreation Services Administration
CUPE / Non -Affiliated /
Fire
Non -Affiliated
Status
Full time
Grade/Code
NA Grade 3
Level/Step
3
Budgeted Start Date
June 1
2025
$64,131
Aquatic Deck Leads
Executive Summary
The Community Services Department is seeking approval for two full-time Aquatic Deck Lead staffing positions in the Aquatic business area. This position,
reporting to the Aquatic Coordinator, would play a key role in the departmental goal of creating new, and expanding existing revenues, while providing additional
aquatic programming to the residents of Clarington. This position will assist us in providing consistent staffing coverage across all aquatic facilities, while also
allowing us to address the growing service delivery expectations.
Reason for Hiring
Skill Set Gaps
The objectives of the new position include assisting in meeting service delivery expectations for aquatic programs across our indoor pool facilities, including: swirr
lessons, public and lane swimming and aquafit. Assisting in addressing identified staffing gap for daytime hours. Increasing the consistency of programming
offerings. Increase in new and existing revenue streams. Provide high quality learn to swim programs that will support positive interactions and encourage long-
term participation in aquatics. Assign administrative tasks within deck -level position to support the development of the aquatic area and provide an opportunity for
the aquatic team to remain competitive in the workforce.
Resourcing Gaps or Workload Changes
The aquatics sector has long faced issues with the recruitment and retention of qualified staff to deliver aquatic programming. This was due to the seasonal, part-
time work and the degree of qualifications and training required. These challenges increased during the pandemic as pool closures and public health mandates saw
many aquatic staff laid off and aquatic leadership training programs cancelled. As a result, the aquatic industry has seen shortages in lifeguards and swimming
instructors that impact service offerings.
Following the pandemic, the aquatic sector has worked to rebuild the aquatic team. Factors continue to impact our service delivery including constant turnover with
staff leaving for college and university, less interest among youth in working, level of responsibility versus compensation and the competition within the workforce
for both part-time and full-time positions. Often aquatic staff who are available for daytime programming are in college/university, work multiple positions or are hired
in other full-time positions quickly following graduation. The addition of this position will allow staff to build a more balanced and consistent schedule for both the
public and staff at all our aquatic facilities.
We have heard for quite some time how difficult it is for residents to get a spot in swimming lessons. The addition of this position would relieve some of the daytime
pressures on our part-time staff resources, allowing us to re -direct our staff resources to increase swim lesson offerings on both evenings and weekends.
Risks to the Municipality and Other Departments
Service Excellence - The growth and demand for aquatic programming will only increase as the community population increases. Without increasing the
staffing resources, service levels of drop -in and registered aquatic programming will be reduced. A lack of available staffing resources can directly impact on
the customer experience when services are not offered at the level our community expects.
Program Description
Timeline
We are looking to fill this position in Q1 2025.
Position Summary
This position, reporting to the Aquatic Coordinator, would assist in providing a strong, consistent staffing coverage to assist in meeting aquatic service delivery
expectations. This position will be responsible for providing on -deck supervision of daytime aquatic programs and services.
Key Duties and Responsibilities
• Perform a variety of aquatic related responsibilities, ensuring safety of participants and staff during drop -in and registered programs.
• Provide leadership, direction, and supervision to programs to ensure they meet quality and safety standards set by the Municipality of Clarington, Lifesaving
Society and Ontario Health Regulations.
• Ensure staff provide high quality, safe, creative, and enjoyable lessons.
• Demonstrate strong internal and external customer service skills.
• Demonstrate strong critical thinking skills and attention to detail.
• Assist in planning and preparation of a variety of aquatic programs.
• Provide administrative assistance to the aquatic team in areas like staff training, manuals, statistics, pool schedules and supply orders.
• Perform all other duties as required.
Relationship to Council's Strategic Priorities
This position aligns with the current version of the draft plan for the Council's Strategic Priorities for Service Excellence.
Ensure that our programs and services are designed and delivered from the customer's perspective, where residents and businesses see value.
• Demonstrate the effective and efficient use of municipal funds.
Climate Change Considerations
Not applicable.
Comparative Analysis
A comparative analysis was done for several municipalities on how they manage their aquatic operations. Various municipalities have expanded into full-time deck
aquatic positions including:
• Town of Caledon: Aquatics Lead (Full -Time)
• City of Brantford: Head Guard (Full -Time)
• Town of Collingwood: Senior Lifeguard/Instructor (Full -Time)
• Kitchener/Waterloo: Head Guard (Full -Time)
• Town of Essex: Deck Supervisor (Full -Time)
• Town of Ajax is planning to roll out full-time positions in 2024.
Based on this review we are finding that many are moving to full-time staff position(s) to address the staffing shortage.
Analysis of Alternative Approaches
Alternative approaches were evaluated and ruled out.
Options
Ability to provide expanded programming options.
Full-time Hire
$200,973
Creation of new revenue streams.
(2025-27)
Attract and retain qualified, mature candidates
Contractor
Limited availability / interest. Not an
industry standard or best practice.
Cost and Benefit Analysis
The compensation for the Aquatic Deck Lead is Grade 1, which represents the entry-level position on the Non -Affiliated salary grid. This position does not hold the
same responsibilities as a Programmer (Grade 3), which is currently the lowest classification used on the grid.
New Staffing Request Cost Analysis
-.
Budget Year:
Aquatic Deck Lead
2025
Department
Community Services
Sub -Department
Recreation Services -Aquatic
CUPE / Non -Affiliated /
Fire
Non -Affiliated
Status
Full time
Grade/Code
NA Grade 1
Level/Step
3
Budgeted Start Date
June 1
2025
$102,333 ($51,167 each)
Recreation Programmer (Inclusion)
Executive Summary
The Community Services Department is seeking approval for a full-time Recreation Programmer in the Recreation Services business area. This position, reporting
to the Recreation Coordinator, would play a key role in the oversight of the programming needs for inclusion support and adapted programming to assist in meeting
the recreation service delivery expectations.
Reason for Hiring
Skill Set Gaps
The objectives of the new position include:
• Assisting in meeting service delivery expectations for recreation programs at various locations throughout the Municipality, including inclusion support and
adapted programming.
• Assisting in the development, implementation, and evaluation of inclusion support and adapted programming to ensure the highest quality of service.
• Assisting in the recruitment, selection, training, supervision, and scheduling of part time staff and volunteers.
• Assisting with the development and evaluation of part time staff and volunteers in an environment that requires ongoing coaching and mentoring.
Resourcing Gaps or Workload Changes
We are seeing an increased demand in inclusion support requests at our recreation activities. Since 2008 we have offered inclusion support primarily at our day
camp activities. In addition to the elevated level of requests we are seeing during day camps we are now seeing an increase in requests for support in our other
recreation programs, specifically preschool and aquatic programs.
• We successfully supported 24 participants during the 2022-23 Fall, Winter, Spring, sessions in addition to supporting 15 day camp participants during that
time (P.A. Day Camps, Winter Break Camps, March Break Camp).
• Currently for summer day camps in 2023 we are supporting 84 inclusion support requests and an additional 20 that required support but did not identify or
submit a request, for a total of 104 inclusion supports.
Often the demand for support outweighs our capacity to provide the request. With the addition of an Inclusion Programmer, we will have the resources required to
focus on industry standards, trends, staffing supports, adapted programming opportunities, and standard operating procedures that allow us to continue to meet the
needs of our residents.
As we move forward and the community grows, it is imperative that we have the resources in place to allow growth of our recreation programs. With the addition of
the Inclusion Programmer, we will be able to expand our inclusion supports and adapted programming, while also allowing to focus our current resources on other
program areas to ensure we are meeting industry standards and best practices for our recreation programs.
Risks to the Municipality and Other Departments
• Human Resources: As indicated above the demand for inclusion support and adapted programming in Clarington will only increase as the community
grows. Without the additional resources to effectively manage this growth, existing resources will need to be reassigned to provide the level of service
demand. This could negatively impact the level of service across our recreation team.
Public Profile: Our inclusion supports are well utilized by Clarington residents. If we are unable to meet the demand as Clarington continues to grow this
may result in a negative profile for the Corporation.
Staff Support: Many of our staff are young, first-time employees. Dealing with some of the volatile inclusion participants has resulted in staff injury and lost -
time reports. Having an inclusion expert/support system in place would potentially alleviate some of these concerns and reduce the impact on the
municipality.
Program Description
Timeline
The full-time Inclusion Programmer is required for Q1 of 2026.
Position Summary
This position, reporting to the Recreation Coordinator, would assist in the day-to-day delivery of recreation programs, inclusion support, and adapted programming
ensuring a safe, enjoyable experience for both staff and customers. It would be the role of the Inclusion Programmer to provide leadership, direction, and
supervision to program -level staff, working to build and maintain a safe, high -performing team, that is engaged in their work and workplace.
Key Duties and Responsibilities
• Assist with the day-to-day supervision, administration and delivery of adapted recreation programs and inclusion services at various locations throughout the
Municipality.
• Assist in the development, implementation, and evaluation of recreation programs and inclusion services to ensure the highest quality of service.
• Assist in the recruitment, selection, training, supervision and scheduling of part-time inclusion staff and volunteers.
• Review staff schedules and payroll for staff to ensure accuracy.
• Assist with the development and evaluation of part-time staff and volunteers in an environment that requires on -going coaching and mentoring.
• Assist with the purchase of program supplies as required.
• Review, edit and create content and on-line information, staff manuals and resources.
• Recommend and contribute program content and complete data entry into Active Net.
• Respond to general and program specific inquiries using effective communication skills, listening effectively to concerns, and providing high quality customer
feedback.
• Ensure compliance with any relevant legislation, corporate and departmental policies and standard operating procedures and health and safety initiatives.
• Perform all other duties in accordance with department objectives.
Relationship to Council's Strategic Priorities
This aligns with the current version of the draft plan for the Council's Strategic Priorities for Service Excellence.
Ensure that our programs and services are designed and delivered from the customer's perspective, where residents and businesses see value.
• Demonstrate the effective and efficient use of municipal funds.
Climate Change Considerations
Not applicable.
Comparative Analysis
The addition of this position will help us support the growing needs of the residents of Clarington and the Corporation. Each neighbouring municipality has varying
levels of support structures in place, we feel this positions us for success moving forward. As active members of the Durham Inclusion Recreation Working Group,
which has proved to be a valuable resource, we are aware of what other municipalities within Durham are working to support the needs of their community through
inclusion.
• City of Oshawa
• Town of Whitby
• City of Pickering
• Town of Ajax
• Township of Scugog
Analysis of Alternative Approaches
Alternative approaches were evaluated and ruled out.
Options 11M
Four -Year Salary
Costs
Ability to meet demand, provide and expand upon
Full-time Hire
$163,078
inclusion programming options.
(2026-27)
Attract and retain qualified, mature candidates.
Contractor
Limited availability/ interest. Not industry standard or
best practice.
Training Existing
Employees to fill
Professional development
Limited availability. Staff require a level of expertise in
skill set gaps
inclusion/adapted programming.
Options Four -Year Salary Pros
Costs
Increased
Workload for
Limited in-house expertise, capacity
existing employees
Cost and Benefit Analysis
The compensation for the Recreation Programmer, Inclusion is Grade 3, the same as the other Programmers within the Recreation Services business unit.
New Staffing Request Cost Analysis
0 1 -
'.
!"MM
410310
2026
Budget Year:
Department
Community Services
Sub -Department
Recreation Services Administration
CUPE / Non -Affiliated / Fire
Non -Affiliated
Status
Full time
Grade/Code
NA Grade 3
Level/Step
3
Budgeted Start Date
June 1
2026
$66,029
Plumbing Technician
Executive Summary
The Community Services Department is requesting a full-time Plumbing Technician in the Facility Services business unit. Adding this position would align with the
current program of developing in-house resources for the repair and maintenance of municipal buildings. The department currently has one HVAC Technician and
two Building Technicians on staff. The objective of this program is to expand the amount of work that can be done in-house and reduce the dependence on costly
outside contractors.
The benefits of this strategy have become very clear in the last few years. Arising from the supply chain and skilled workers challenges from the pandemic, we saw
costs for many of the services needed to maintain our municipal buildings drastically escalate. Additionally, there were challenges with outside contractor
commitments and the ability to meet our deadlines. While the creation of an in-house team will never fully eliminate our reliance on external contractors, we have
gained more control over expectations and deadlines when we are able to utilize our own staff to complete work.
Reason for Hiring
Skill Set Gaps
Currently our Facility and Building Services staff perform minor repairs and improvements that would be considered basic do it yourself plumbing skills. This means
we rely on external contractors to complete the majority (and larger) of our repairs and renovations. With the addition of a licensed staff person, we can increase the
amount of work completed without the need for service contractors.
In addition to expanding the level of in-house maintenance and repairs, there are legislated annual inspections of equipment that need to be completed by a
licensed plumber. It is estimated the annual cost for this work is $35,000. Our goal in year one would be to eliminate this external cost.
This position would also be a valuable resource when developing the scope of work for larger projects as well as reviewing and assessing quotations and tenders
received from mechanical contractors, to ensure the municipality is receiving value for money. There will also be a role for this position to provide technical support
to the development of the asset management plan for municipal buildings and equipment.
Reduce Reliance on Service Contractors
While the approval of this position will not eliminate the need for the services of plumbing and mechanical contractors, the objective is to reduce the scope of future
service contract tenders and more effectively manage this work with municipal staff.
The current annual value of work completed by plumbing/mechanical contractors is estimated to be $330,000. This includes service calls, repairs, new installations,
and annual equipment testing. The amount also considers the costs for both parts and labour.
This position would be the first response to any plumbing issues and will be expected to troubleshoot situations and complete the necessary repairs quickly. This
will reduce the cost to dispatch a service contractor, especially for after-hours emergencies. For larger repairs the technician will be better informed to communicate
with a contractor on how best to complete any repairs.
Risks to the Municipality and Other Departments
• Financial: As costs continue to increase in the marketplace, operating budgets will also increase, especially as we continue to manage a large, ageing
number of municipal buildings. By employing an in-house solution, we can also be more proactive in maintaining our mechanical equipment and buildings
that will extend their life cycle.
Service Excellence: The Municipality expects staff to function with a focus on service excellence, and the staff in our department consider this a priority in
their day-to-day work. Council has recently reinforced this principle by including this as a pillar of their draft Strategic Plan for this term of Council. With an in-
house staff solution, our standards will be maintained.
Program Description
Timeline
The current contract for plumbing services expires in March of 2025; it is recommended that the Plumbing Technician be hired in January of 2025 to assist with
establishing a work plan that identifies gaps that would need to be filled by the term order.
Position Summary
Reporting to the Facility Supervisor, this position will be responsible for all legislated inspections/submissions, preventative maintenance and repair related to
plumbing in municipally owned and operated buildings.
Key Duties and Responsibilities
• Perform service and repairs to all municipal plumbing and mechanical systems.
• Conduct all legislated backflow inspections and BSI submissions.
• Performs well water testing.
• Develop and maintain a comprehensive preventative maintenance program for all municipal buildings.
• Provide technical support for the development of specifications for projects that the municipality seeks quotations and/or tenders.
• Respond to emergency calls, including after hours for all municipal buildings.
• Assist the Supervisor during the capital budget development, with a focus on asset management, fiscal responsibility, and sustainability.
• Assist the Supervisor to source parts and materials, in adherence to Purchasing By-law, to effectively manage costs.
Relationship to Council's Strategic Priorities
A Plumbing Technician is a fiscally responsible step forward, bringing in-house licensed expertise that will reduce the reliance on contractors.
This position will also address the need to continue making building improvements that are better for the environment and sustainable.
Climate Change Considerations
This position will play a large role in water conservation and management, replacing fixtures with environmentally friendly alternatives that will address not only
water but energy consumption.
Comparative Analysis
Town of Ajax — The Town of Ajax employs in-house mechanical services staff for the completion of inspections, preventative maintenance, and repairs for their
buildings and equipment.
Town of Whitby — The Town of Whitby employs mechanical/electrical staff to service municipal buildings. This includes both day-to-day operations as well as major
equipment replacements.
City of Pickering — The city does not currently employ in-house staff for these services. They did indicate they have begun looking into the concept for future
consideration.
City of Oshawa — The city does not have an in-house skilled trades team and in specific cases including plumbing services, their service contractor costs would not
support this approach from a cost-effective perspective.
Analysis of Alternative Approaches
Alternative approaches were evaluated and ruled out. Without the approval of this position, the Municipality will continue full reliance on external service
contractors.
Options Four -Year Salary 1--m
Costs memo::::
With only one person, we will
Flexibility to respond as needed. remain reliant on service contractor
for larger projects.
Full-time Hire $263,849 Conduct all legislated inspections.
(2025-2027) Does not have buying power of
Professional recommendations related to asset contractor.
management.
No warranty on labour.
Access to multiple skilled workers, if needed.
Contractor $990,000*
Warranty on parts and labour Hourly rates and markup on parts.
* it is difficult to accurately assess the comparative value as this cost is the total expended for plumbing/mechanical services. However, staff are confident the 3-
year cost for this new position will see a reduction in costs for service contractors greater than that amount.
Cost and Benefit Analysis
The compensation for the Plumbing Technician is Grade 8, like the HVAC Technician which is also a licensed tradesperson.
New Staffing Request Cost Analysis
Position
Budget Year:
2025
Department
Community Services
Sub -Department
Facilities
CUPE / Non -Affiliated / Fire
CUPE- Outside
Status
Full time
Grade/Code
Code 8
Level/Step
12 Months
Budgeted Start Date
June 1
2025
$68,536
Construction Inspector
Executive Summary
Anticipated growth from the Secondary Plans will result in an additional 42,000 units in Clarington as well as 40,000 jobs in Clarington. In addition, on February 27,
2023, Council endorsed Clarington's Housing Pledge (Report PDS-009-23) in response to the Province's assigned expectation that Clarington will take the
necessary steps to facilitate the construction of 13,000 new homes by 2031. The Housing Pledge outlined specific actions to be undertaken to achieve the target.
As a result, it is crucial that our Engineering Development Division is staffed with the personnel to meet those targets with respect to inspecting, supervising and
administrating the construction phase of the development applications supporting the growth coming to Clarington.
Reason for Hiring
Resourcing Gaps or Workload Changes
The position will support the additional volume of work coming to the Engineering Development Division with respect to construction activities to support the growth
for Clarington.
Risks to the Municipality and Other Departments
• Staff Mental Health: Volume of work will result in higher stress levels for staff.
• Quality of Work: With higher demands to complete work, it leads to rushed decisions which can lead to more work.
• Staff Turnover: High volume of work with no assistance can lead to Staff looking for another position with less stress.
Program Description
Timeline
The position is required immediately to support the current Engineering Development Division workload and also the future projected increase in development
applications anticipated to achieve the 13,000-unit Housing Pledge and to implement the required action items to achieve this target.
Position Summary
The duties and responsibilities of the position are performed under the direct supervision of the Manager, Development Engineering. The chosen candidate will be
responsible for, but not limited to, performing inspection services for construction of subdivision and capital works projects, and review of municipal engineering
designs and development proposals.
Key Duties and Responsibilities
• Providing inspection and surveying services for subdivisions and capital works projects, including municipal and regional servicing works, to ensure
compliance with Municipal contracts, engineering drawings, development agreements and construction safety regulations.
• Assisting the Manager, Development Engineering with the administration of municipal capital contracts.
• Demonstrating expertise in reading
• Coordinating third party inspections with testing firms.
• Reviewing engineering designs and development proposals and providing written recommendations and expertise to ensure compliance with general
engineering principles, Municipal policies, procedures and by-laws and applicable Provincial legislation.
• Attending design and construction meetings and provide guidance to contractors,
consultants, agencies and authorities on issues relating to construction or design.
• Providing mediation and negotiation when conflicts arise; ensuring appropriate decisions
are reached on behalf of the Municipality.
• Liaising with the general public in a professional, courteous manner.
• Preparing cost estimates and provide recommendations relating to municipal or
• development projects.
• Researching and preparing reports and correspondence.
• Providing and maintaining accurate record keeping.
• Coordinating third party inspections with testing firms.
Relationship to Council's Strategic Priorities
This position will support Council Strategic Plan's P1 — Support responsible growth and development. This position is directly connected to the final phase of a
development application.
Climate Change Considerations
Through development, the Engineering Development Division implements the installation of Low Impact Development in every application. Low Impact
Development mitigates the change in land use effects on the environment.
Comparative Analysis
In general, the Municipality of Clarington's resources are limited when compared to other local Municipalities. Similarly, as growth happens, staff resources also
grow to support it.
Analysis of Alternative Approaches
Alternative approaches were evaluated and ruled out.
Full-time Hire
$75,292 per year
Mentoring staff and providing support
is more flexible and achievable.
Contractor
Is not familiar with Clarington's Design Standards.
Training Existing Employees
We do not have staff to cross train.
to fill skill set gaps
Increased Workload for
existing employees
Staff do not have capacity for additional work.
Cost and Benefit Analysis
The compensation for the Construction Inspector is Code 10 of the 2023 Inside Collective Agreement.
New Staffing Request Cost Analysis
-.Inspector
Budget Year:
2025
Department
Planning and Infrastructure Services
Sub -Department
Planning
CUPE / Non -Affiliated / Fire
CUPE- Inside
Status
Full time
Grade/Code
Code 10
Level/Step
12 Months
Budgeted Start Date
June 1
2025
$61,479
Development Review Technician
Executive Summary
Anticipated growth from the Secondary Plans will result in an additional 42,000 units in Clarington as well as 40,000 jobs in Clarington. In addition, on February 27,
2023, Council endorsed Clarington's Housing Pledge (Report PDS-009-23) in response to the Province's assigned expectation that Clarington will take the
necessary steps to facilitate the construction of 13,000 new homes by 2031. The Housing Pledge outlined specific actions to be undertaken to achieve the target.
As a result, it is crucial that our Engineering Development Division is staffed with the personnel to meet those targets with respect to reviewing the development
applications supporting the growth coming to Clarington.
Risks to the Municipality and Other Departments
• Staff Mental Health: Volume of work will result in higher stress levels for staff.
• Quality of Work: With higher demands to complete work, it leads to rushed decisions which can lead to more work.
• Staff Turnover: High volume of work with no assistance can lead to Staff looking for another position with less stress.
Program Description
Timeline
The position is required immediately to support the current Engineering Development Division workload and the future projected increase in development
applications anticipated to achieve the 13,000-unit Housing Pledge and to implement the required action items to achieve this target.
Position Summary
The duties and responsibilities of the position are performed under the direct supervision of the Manager, Development Engineering. The chosen candidate will be
responsible for, but not limited to, technical review of engineering submissions pertaining to residential, industrial, commercial and institutional development
projects, including all drawings and related reports, review of municipal approval requests, and responding to inquiries from engineering consultants, other
government agencies and from the public.
Key Duties and Responsibilities
• First point of contact for public inquiries and concerns which may require response by phone, email and/or in -person. It may also require coordination with
other departments, other levels of government and/or outside agencies.
• Reviewing of engineering design drawings for development proposals including, but not limited to, road design, lot grading and drainage, storm sewer
system, stormwater management, utilities, streetscaping, etc. to ensure compliance with general engineering principles, Municipal policies, procedures,
standards and by-laws and applicable Provincial legislation.
• Reviewing, analyzing and commenting on reports and studies pertaining to the development of site plans and subdivisions, including stormwater
management, geotechnical, hydrogeological, environmental impact, traffic impact, noise, air emissions and any other engineering reports or studies.
• Providing comprehensive comments with respect to Development Engineering Division requirements and ensure that recommendations of the reports and
studies are implemented within the detailed design of the development.
• Administration related to development agreements including logging and tracking of conditions of approval, insurance, security and all other matters as may
be addressed in a development agreement.
• Reviewing development construction cost estimates for administration purposes to ensure accuracy of the payment of relevant engineering fees to the
Municipality and provision of adequate security to guarantee completion of works and protection of Municipality's interests.
• Participating in site inspections of development projects to ensure compliance with the Municipality's requirements, standard engineering practices, as well
as the Municipality's Design Guidelines. Identify and report deficiencies to the developer's consultant and contractor for action and follow up.
Relationship to Council's Strategic Priorities
This position will support Council Strategic Plan's P1 — Support responsible growth and development. This position is directly connected to all phases of a
development application from the application review phase to processing the building permit application.
Climate Change Considerations
Through development, the Engineering Development Division implements the installation of Low Impact Development in every application. Low Impact
Development mitigates the change in land use effects on the environment.
Comparative Analysis
In general, the Municipality of Clarington's resources are limited when compared to other local Municipalities. Similarly, as growth happens, staff resources also
grow to support it. Town of Whitby currently has 6 team members for Development Review, currently Clarington has 3 team members.
Analysis of Alternative Approaches
Alternative approaches were evaluated and ruled out.
•.
Pros.
Full-time Hire
$75,293 per year
Mentoring staff and providing support is more
flexible and achievable.
Contractor
Is not familiar with Clarington's Design
Standards.
Training Existing Employees to fill
We do not have staff to cross train.
skill set gaps
Increased Workload for existing
Staff do not have capacity for additional work.
employees
Cost and Benefit Analysis
The compensation for the Development Review Technician is Code 10 of the 2023 Inside Collective Agreement.
New Staffing Request Cost Analysis
Position Title:
Budget Year:
Development
2025
Department
Planning and Infrastructure Services
Sub -Department
Planning
CUPE / Non -Affiliated / Fire
CUPE- Inside
Status
Full time
Grade/Code
Code 10
Level/Step
12 Months
Budgeted Start Date
June 1
2025
$61,479
Infrastructure Technologist
Executive Summary
• New position to support Infrastructure Asset Management
• Conducting condition assessments of Infrastructure assets to increase confidence and integrity in asset data.
• Conducting condition assessments and analysis of data to ensure Infrastructure asset rehabilitation and replacement is prioritized and coordinated with
development growth area projects.
• Conducting annual asset inspections to identify areas where operational maintenance is required.
• The new position is needed to identify assets which are failing due to the impacts of climate change through physical condition assessments.
Reason for Hiring
Skill Set Gaps
Ontario Regulation 588/17, Asset Management Planning for Municipal Infrastructure requires municipalities to monitor asset performance in accordance with the
performance measures defined by the municipality. For each asset category we are required to have a complete inventory of the assets, the replacement cost,
average age, physical condition, and a description of how we assess the condition of our assets based on good engineering practices.
In 2022 the Infrastructure Division was reorganized into the Planning
Division included two areas: Capital Projects and Asset Management
assessments, forecasting maintenance, and rehabilitation needs of al
Department to become the Planning and Infrastructure Department. The Infrastructure
. The Division's Asset Management function is responsible for undertaking condition
Infrastructure assets.
At present, the Division's Asset Management for our capital infrastructure consists of only one staff, the Infrastructure Management Supervisor. The Infrastructure
Management Technologist would be responsible for:
• conducting inspections of assets to identify operational maintenance needs,
• undertaking condition assessments,
• and reviewing condition assessments completed by third party firms to inform long term capital needs,
• and to assist the Community Planning Division in the maintenance of the asset datasets in GIS.
Currently, the condition of many of our Infrastructure assets is based on the asset age using a straight-line degradation. This methodology of assigning a condition
to an asset is in most cases inaccurate and does not reflect the true physical condition. Best practices are to rate the condition of assets using observations by
subject matter experts. In some cases, a combination of age and physical condition can be used for assets that have a very long service life.
The result of the inaccurate asset condition leads to incorrect information to establish the rehabilitation need to be used in the preparation of capital budget
forecasting and asset management reporting. Performance is not being accurately measured meaning that the concept of doing the right thing, to the right asset, at
the right time, is skewed and money isn't being spent where it will have the most benefit to the asset.
Most of the infrastructure assets can be inspected and the condition assessed by municipal staff without the need for consultants. The exceptions to this are roads,
bridges, culverts, storm sewers, and stormwater management facilities. These high -value, complex assets will still require full or partial involvement from
consultants or specialized contractors to assess conditions.
Currently, The Municipality has no staff available to conduct annual inspections and condition assessments on the millions of dollars of our Infrastructure assets. To
conduct inspections and condition assessments on our assets we need to know exactly what we have and where they are located.
Asset data collection involves having staff document an asset's location and collect all of the specific attributes of the asset. While we do have many assets in GIS
and Citywide there are still more to be collected. Currently, there are no staff available to conduct asset data collection.
The introduction of an Infrastructure Technologist position would empower Infrastructure Division of the Planning and Infrastructure to confidently create
comprehensive asset data in GIS and Citywide with true physical condition information that would support the multi -year budget and the long-term asset
management plan.
Risks to the Municipality and Other Departments
• Regulatory Non-compliance: Under Ontario Regulation 588/17, Asset Management Planning for Municipal Infrastructure, all asset conditions must be no
more than 2 years old prior to the endorsement of each asset management plan. Having a dedicated staff person to conduct regular condition assessments
will ensure that asset condition data is available.
• Managing Risk: When we look at asset condition, we need to analyze what the current level of risk of the asset is at. In calculating the risk, the physical
condition is a vital component. Age -based conditions may inflate the risk resulting in budgets being spent irresponsibly or understate the risk resulting in
possible liability from minor damages or death.
• Long-term Forecasting: The accuracy in forecasting the capital need is a direct reflection of the availability of the current physical condition of assets. The
more accurate the information, the better staff can direct capital funding and defend the capital needs based on true and accurate defensible data.
• Performance monitoring: The performance of each asset must be monitored and compared against the approved asset level of service established by
Council. Age -based conditions do not offer an effective measurement of performance.
• Level of Service: The approved levels of service of our assets are reliant on the measurement of asset performance which can only be determined through
physical condition data.
Program Description
Timeline
It is important that this position be filled as early as possible in 2024 so that we can begin to collect asset data and conduct inspections and condition assessments
of Infrastructure assets. The next version of the Asset Management Plan is due by July 1, 2024, and must include all assets.
Position Summary
Reporting to the Infrastructure Management Supervisor, the Infrastructure Technologist will conduct inspections and condition assessments on Infrastructure assets
on an annual basis. This work will be set out in a sliding 10-year workplan that identifies which assets are inspected each year and which assets are to be assessed
for condition. All deficiencies identified through the inspections will be forwarded to the appropriate staff through Citywide service requests and work orders for
action. The physical condition of assets is to be entered into the Municipality's Geographic Information System. This position will also be responsible for the
collection of asset information including physical location and all attributes specific to the asset type.
Key Duties and Responsibilities
• Asset inventory and data collection in GIS
• Annual inspection of Infrastructure assets
• Scheduled condition assessments of Infrastructure assets
• Assisting with maintenance of the Infrastructure asset layers
Relationship to Council's Strategic Priorities
This new position has a direct tie to the Sustainable Infrastructure Growth strategic priority set by the current Council. As infrastructure grows and is assumed by
the municipality, we must be able to sustainably operate and maintain these new assets. Conducting condition assessments of Infrastructure assets will ensure that
budgets are allocated toward the appropriate needs as we assume more and more assets.
Climate Change Considerations
"The impacts of climate change will continue to cause significant damage to the built environment, including stormwater infrastructure, buildings, parks,
transportation infrastructure, and energy systems. Most municipal roads and other built structures were not designed to withstand projected future climate
conditions, which will result in increased maintenance requirements and replacement costs" (2021 Corporate Climate Action Plan). These impacts cannot be
measured through age -based condition assessments which is why this new position is so important to the municipality.
Comparative Analysis
The Town of Ajax has this exact position which also has the responsibility of conducting playground inspections as a Certified Playground Practitioner.
Analysis of Alternative Approaches
Alternative approaches were evaluated and ruled out.
Options
Full-time Hire
$400,000-$440,000 including
benefits and overhead.
uations in addition to Consistent eval
more control al scheduling and
improvement changes.
May have some difficulties in filling the position
in the current competitive environment.
The cost to outsource this work would require
The one assignment alone as
a significant increase in the budget. The last
referenced in the con's column was
pond inventory that was tendered had a low
$700,000. Based on this information
Flexibility with workload shifting and
bid of over $700,000. Based on this cost we
Contractor
this one project would pay for the
specialized staffing.
decided to complete the work in-house and
position minus the necessary
only outsource the surveying work.
subconsultants.
Unfortunately, the lack of a dedicated staff
member has made this project difficult to
complete
Training Existing
We do not have the staff
Employees to fill
complement to be able to complete
Lack of consistency and availability to staff to
skill set gaps
this work with the current staffing
meet the current / future deadlines.
levels in the Infrastructure Division.
Alternative approaches were evaluated and ruled out.
• Alternative 1: Utilize other Engineering or Infrastructure staff to conduct the inspections and condition assessments annually, however staff are fully engaged
in the delivery of capital projects, and the engineering review of development applications. There is no capacity let in those areas to undertake this work.
• Condition assessments must be consistent year after year which requires a dedicated person to evaluate the assets. Inconsistencies in the evaluations will
lead to asset condition ratings that have peaks and valleys instead of a consistent degradation curve that can be used to predict future conditions.
• Alternative 2: Consultants could be utilized to conduct inspections and condition assessments. Consultants would typically have staff qualified to conduct this
work. The utilization of consultants would significantly increase the cost of conducting inspections and condition assessments over the cost of a full-time staff
member. This alternative does not address the need for a dedicated person to perform this work and achieve consistent asset condition ratings.
• Alternative 3: Students have been considered for the inspections and condition assessments however students are lacking in the expertise required to
perform this work. This alternative does not address the need for a dedicated person to perform this work and achieve consistent asset condition ratings.
Cost and Benefit Analysis
The compensation for the Infrastructure Technologist is recommended to be Code 12, 12 months based on the estimate below:
New Staffing Request Cost Analysis
-.Technologist
Budget Year:
2024
Department
Planning and Infrastructure Services
Sub -Department
Infrastructure
CUPE / Non -Affiliated / Fire
CUPE- Inside
Status
Full time
Grade/Code
Code 12
Level/Step
12 Months
Budgeted Start Date
June 1
2024
$64,086
Senior Construction Inspector
Executive Summary
• New position to support capital infrastructure program implementation in the Infrastructure Engineering Division of the Planning and Infrastructure Services
Department.
• Provide inspection services for capital infrastructure and development related construction projects.
• Respond to complaints and inquiries related to construction, grading / drainage issues and traffic related issues.
• Represent the Municipality on third -party construction projects; and
• Support the Development Engineering Division and ensure that construction is in compliance with Municipal standards.
Reason for Hiring
The municipality has seen a considerable demand for both new and upgraded / replacement of infrastructure due to the significant growth we are experiencing and
the age of some of our existing infrastructure. This has resulted in a large increase to the Municipality's capital construction program. With only one Construction
Inspector currently on staff (second currently vacant) in the Infrastructure Engineering Division, a request for a third Inspector would help support on -going and
future project load.
The Senior Construction Inspector in the Infrastructure Division currently provides these services for a large variety and capital and development related projects
providing support to both the Infrastructure Engineering and Development Engineering Divisions. Additional staff support will help spread the workload and provide
a higher level of service to the Municipality and the public.
The Municipality is also currently experiencing an increase in fees for contract administration and construction inspection services from third party consultants.
Infrastructure is currently working with the Business Improvement Specialist in the CAO office and our preliminary findings support the savings being outlined
above.
Risks to the Municipality and Other Departments
Quality Control: A Construction Inspector's main role and responsibility is to ensure that hired contractors are completing their work in accordance with the
contract documents, codes and municipal standards / specifications. Without additional support at this position, the Municipality is at risk have a lower level
of QA/QC on capital infrastructure projects. This could result in sub -standard assets and future issues / costs.
Public Safety: Construction Inspectors also ensure that Contractors are working safely and not putting themselves or the public at risk during construction.
Increased presence on site also ensures that the work is being completed properly which avoids safety risks due to premature failure of assets in the future.
• Financial Risk: Reduced presence on construction sites may result in increased construction costs if the Construction Inspector is not available on -site to
verify quantities and work being completed. Negotiation and mediation is also often required to ensure that the best interest of the Municipality is being
protected.
• Financial Risk: Hiring consultants for an increased number of construction inspection assignments will increase project costs and therefore increase budget
requests.
Program Description
Timeline
It is requested that this position be filled as soon as possible in order to assist with the increasing construction inspection workload in the Infrastructure Engineering
Division.
Position Summary
Under the supervision of the Capital Works Supervisor, the Construction Inspector will be responsible for, but not limited to, performing inspection services for
construction of subdivision and capital works projects, and the review of municipal engineering designs and development proposals.
• Key Duties and Responsibilities
• Provide inspection and surveying services for subdivisions and capital works projects, including municipal and regional servicing works, to ensure
compliance with Municipal contracts, engineering drawings, development agreements and construction safety regulations.
• Assist Management with the administration of complex municipal capital contracts, including the enforcement of contract specifications, conducting site
meetings, and ensuring deficiencies are corrected.
• Review engineering designs and development proposals and provide written recommendations and expertise to ensure compliance with general engineering
principles, Municipal policies, procedures and by-laws and applicable Provincial legislation.
• Attend design and construction meetings and provide guidance to contractors, consultants, agencies and authorities on issues relating to construction or
design.
• Provide mediation and negotiation when conflicts arise, ensuring appropriate decisions are reached on behalf of the Municipality.
• Liaise with the general public in a professional, courteous manner.
• Co-ordinate third party inspections with testing firms.
• Prepare cost estimates and provide recommendations relating to municipal or development projects.
• Review Municipal Consent requests and recommend approvals to the Manager of Construction, ensuring all requests comply with the Municipal Access
Agreements, and tracking of all works and inspections.
• Calculate and process Development performance guarantees, Engineering Inspections fees, and Development review fees.
• Review and recommend the reduction and/or release of securities being held by the Municipality.
• Provide and maintain accurate record keeping.
• Assist management with the review of site alteration applications; processing, and inspection of approved sites; and
• Review all Utility Coordination Plans to ensure compliance with Municipal standards and attend all Utility pre -construction meetings.
Relationship to Council's Strategic Priorities
This position will help the sustainable long-term growth of our municipal infrastructure and support continued growth across the Municipality.
Climate Change Considerations
N/A
Comparative Analysis
Town of Whitby — 12 full-time construction staff.
Analysis of Alternative Approaches
Alternative approaches were evaluated and ruled out.
Options
Four-YearCosts
400,000 — 440,000
More flexibility to assign project and provide
Full-time Hire
including overhead and
support when required on the development
benefits.
inspection.
Contractor
Flexibility to shift work out to meeting demands
Cost
Training Existing Employees
We do not have the available staff to cross -train.
We do not have the available staff to cross -
to fill skill set gaps
train.
Increased Workload for
We do not have the capacity take on additional
We do not have the capacity take on additional
existing employees
work
work
• Increase project costs by contracting construction inspection services.
• Increase workload which will lower the ability to maintain adequate quality control on our construction sites.
Cost and Benefit Analysis
The compensation for the Construction Engineer is code12, similar to the existing Inspector position.
New Staffing Request Cost Analysis
-.Inspector
Budget Year:
2025
Department
Planning and Infrastructure Services
Sub -Department
Infrastructure
CUPE / Non -Affiliated / Fire
CUPE- Inside
Status
Full time
Grade/Code
Code 12
Level/Step
12 Months
Budgeted Start Date
June 1
2025
$65,935
Senior Economic Development Officer
Executive Summary
The Municipality of Clarington will be undertaking key projects related to the Nuclear Sector and the newly created Business Resource & Innovation Centre.
Successfully managing these ambitious projects will require additional staff time, attention, and specialized knowledge. To ensure successful execution, hiring a
dedicated and experienced Sr. Economic Development Officer (EDO) is essential.
With the Economic Development Division approaching operational capacity, there is a clear need for additional expertise and resources to sustain momentum as
these new projects come on stream in 2024. The potential risks of not hiring the EDO include employee burnout and compromised quality in deliverables.
The Sr. EDO will focus on supporting business retention and expansion efforts within the Nuclear and Energy sectors and implementing the Nuclear Supply Chain
Attraction Strategy. This role directly aligns with Council's draft strategic priorities as related to seizing economic development opportunities and community
engagement. Alternative approaches were evaluated, but hiring a full-time EDO is the most cost-effective and beneficial option to address skill set gaps and
resourcing needs effectively.
Reason for Hiring
Skill Set Gaps
The introduction of new workplan priority projects, particularly the Nuclear Sector and establishing and maintaining a Business Resource & Innovation Centre,
presents substantial opportunities for the organization. However, managing these ambitious projects will demand significant additional staff time, attention, and
specialized knowledge. To ensure the successful execution of these initiatives, it is evident that a dedicated and experienced Economic Development Officer is
essential, particularly in the critical area of the nuclear sector. Adding a seasoned economic development professional to the team will not only bring valuable
expertise but also ensure that the organization can effectively manage a business support facility and navigate the complexities of the nuclear industry, thus
maximizing the positive impact on economic growth and development.
Resourcing Gaps or Workload Changes
The Economic Development Division has made tremendous strides in implementing the actions of the Economic Development Strategy, resulting in the team
quickly approaching operational capacity. As existing staff members reach capacity there is a clear need for additional expertise and resources to sustain the
division's momentum as new projects come on stream in 2024.
Risks to the Municipality and Other Departments
• Reduced Productivity and Efficiency: projects may be delayed; customer service quality may suffer resulting in not achieving the service standards the
Municipality has set.
• Employee Burnout and Turnover: Overburdening the existing staff with extra responsibilities can lead to employee burnout and turnover. New hires may
take time to become fully productive, perpetuating the cycle of understaffing and skill gaps.
• Compromised Quality: Inadequate staffing and a lack of the right skills can increase the likelihood of missed economic development opportunities, reducing
the level of quality of the deliverables the division produces.
Program Description
Timeline
With the anticipated completion of a Nuclear supply chain attraction strategy in Q4 of 2023 and the opening of the new Business Resource and Innovation Centre in
Q2 of 2024, the need for this position would be for early 2024.
Position Summary
• The Sr. Economic Development Officer (EDO) will report directly to the Manager of Economic Development.
• The primary responsibility of the EDO is to support and advance business retention and expansion (BR&E) efforts within the Nuclear and Energy sectors and
to implement the action items identified in the Nuclear Supply Chain Attraction Strategy.
Key Projects/Services:
• Responsible for developing and implementing strategies to retain and expand businesses within the Nuclear and Energy sectors. This may involve
conducting research, identifying opportunities for growth, providing assistance to existing businesses, and fostering a supportive environment for their
continued success.
• Actively engage with clients and stakeholders within the Nuclear and Energy sector. They will maintain strong relationships with existing businesses,
understand their needs and challenges, and provide them with support and resources as required. Additionally, they will collaborate with relevant
government agencies, industry associations, and other stakeholders to foster a collaborative business ecosystem.
• Play a crucial role in the programming and activities within the newly established Business Resource and Innovation Centre. This may include organizing
workshops, seminars, and networking events focused on business development, innovation, and best practices in the Nuclear and Energy sector. They will
work to create a dynamic and supportive environment that attracts and nurtures entrepreneurs and established businesses alike.
Key Duties and Responsibilities
• Implementation and monitoring of Clarington's Economic Development Strategy/Action Plan.
• Implementation and monitoring of Clarington's Nuclear Supply Chain Attraction Plan
• Facilitating the attraction of new business investment to the community, with a focus on the nuclear and clean energy.
• Liaising and representing the Municipality with various businesses, organizations, educational institutions, and other levels of government.
• Researching and monitoring economic development trends and pursue funding opportunities in collaboration with community partners and other business
organizations.
• Preparing and presenting reports on Economic Development matters to the Director of Planning and Infrastructure Services, and Council as required.
• Assists with the preparation, monitoring and reporting on operating budgets, follows appropriate purchasing and accounts payable procedures and policies.
• Represent the Division on Department and/or corporate teams as appropriate
Relationship to Council's Strategic Priorities
• V3. Seize economic development opportunities - Ensure active involvement in key catalyst projects (e.g., Small Modular Reactor development and
associated nuclear/energy opportunities).
• S1. Engage and inform our community - Proactively communicate with residents and businesses
Climate Change Considerations
N/A
Comparative Analysis
Clarington is in the unique position of being not only a nuclear host community but also a community that is seeing continued investment and growth in the sector.
Due to this uniqueness, there isn't a comparator for this specific role. However, it is quite common for Economic Development Offices representing communities
with strengths in specific sectors to hire EDO's to specialize in the development of those sectors i.e., Agriculture, Advanced Manufacturing, and Creative Industries.
Analysis of Alternative Approaches
Alternative approaches were evaluated and ruled out.
$150,000/yr. however, this position will not cost
Cost saving over hiring
the Municipality extra money as it would be
consultant. Specialized skill set.
Full-time Hire
funded by using half of the $300,000 contract
Development internal and
previously budgeted for the Clarington Board of
external relationship over time
Trade contract in 2023. This contract change
has been approved by Council.
Flexibility in hours allotted and
Increase in cost
Contractor
$273,000/yr.
overall commitment to position
Temporary role restricts the level of
Highly specialized skill set
development of internal and external
relationship over time
Training Existing
Employees to fill
$5,000
Lower cost to municipality
Existing staff do not have capacity or skill set to
skill set gaps
take on these duties.
Options •ur-Year Salary Costs Pros•
Increased Workload Overload. Existing staff could not take on the
for existing workload required to deliver on the level defined
employees for this role
Cost and Benefit Analysis
The compensation for the Senior Economic Development Officer is Non -Affiliated Grade 8.
New Staffing Request Cost Analysis
-.
Budget Year:
Development Officer
2024
Department
Planning and Infrastructure Services
Sub -Department
Economic Development
CUPE / Non -Affiliated / Fire
Non -Affiliated
Status
Full time
Grade/Code
NA Grade 8
Level/Step
3
Budgeted Start Date
01-Jan
2024
$156,564 (150,000 taken from CBOT contract to fund position)
Building Inspector
Executive Summary
The Inspectors perform site inspections to ensure all construction is in compliance with the Building Code Act and Ontario Building Code. The inspection
staff also investigate complaints about buildings without a permit, unsafe buildings, emergency situations and issue orders and lay charges under the
authority of the Building Code Act as required to ensure compliance.
Reason for Hiring
With a growth forecast of 40,000 new jobs, and 115,000 new residents the Building Divisions additional inspection staff are required to be able meet the demands of
the development community and complete the mandatory inspections.
A fully qualified Inspector requires the following Provincial qualifications:
General Legal/Process
House
Small Buildings
Large Buildings
Complex Buildings
Building Services
Detection, Lighting and Power
Building Structural
HVAC - House
Recent hires have shown that recruiting plans examiners and building inspectors who have any of the required legislated qualifications and experience in the
position is very uncommon. Putting an unqualified staff member through the courses and challenging the Ministry examinations can take several years as the
courses for each category of qualification are only offered once or twice a year. Once the Inspector has obtained all the required Provincial qualifications it can take
three to five years or longer for that person to gain the experience to allow them to operate at 100 per cent.
Risks to the Municipality and Other Departments
• Mandated building code inspections will not be completed in a timely and effective manner, which will slow down construction.
• Response to customer inquiries will be delayed.
Program Description
Timeline
If approved this position would be advertised immediately.
Position Summary
This position would report to the Deputy CBO/Supervisor of Building until such time as the Supervisor of Inspection position is approved and fille.
The position is involved in most aspects of the building permit process but specifically involved in the inspection and enforcement processes.
Key Duties and Responsibilities
• Assist the Plans Examiners in processing applications for building permits, including the review of drawings, to ensure compliance with the Ontario Building
Code, Building Code Act and other applicable laws.
• Responsible for the inspection of all building types to ensure compliance with the Ontario Building Code, including but not limited to foundations, framing, fire
resistance rating and fire stopping, fire walls, thermal barriers, exiting, and accessibility requirements.
• Required to do research and respond to inquiries regarding the Building Code from internal departments, external agencies, builders, engineers and
architects regarding Building Code interpretations and enforcement.
Relationship to Council's Strategic Priorities
This position supports Councils Strategic Priorities for customer -centric programs and services, responsible growth and development and a safe community through
the timely and effective inspections of buildings under construction or renovation.
Climate Change Considerations
This position would support the Municipality and Provincial green design standards implemented through the Ontario Building Code.
Comparative Analysis
The Building Code Act, article 3(2) requires municipalities to appoint inspectors as necessary for the enforcement of the Act. Building Departments across Ontario
have various staffing structures to meet the requirements of the Ontario Building Code for qualifications and mandatory inspections.
Analysis of Alternative Approaches
Alternative approaches were evaluated and ruled out.
Options
Full-time Hire
$78,075 per year
Contractor
Training Existing Employees to fill skill set gaps
Increased Workload for existing employees
• There are Registered Code Agencies that could be retained on a temporary basis; however, due to a lack of qualified staff in the industry they are at
capacity.
Cost and Benefit Analysis
This position will be funded from the building permit revenue.
IT Requirements
• Phone
• Pads
• License for AMANDA, Gopost and e-PlanSoft
Capital Requirements
• EV vehicle
The compensation for the Construction Inspector is Code 11 of the 2023 Inside Collective Agreement.
New Staffing Request Cost Analysis
Position
Budget Year:
Building Inspector
2025
Department
Planning and Infrastructure Services
Sub -Department
Building Inspection
CUPE / Non -Affiliated / Fire
CUPE- Inside
Status
Full time
Grade/Code
Code 11
Level/Step
12 Months
Budgeted Start Date
June 1
2025
$63,535
Supervisor, Inspections
Executive Summary
The Supervisor of Inspections would be responsible for the Municipal building inspection program ensuring compliance with the Building Code Act and Ontario
Building Code and providing support to the Chief Building Official and Deputy Chief Building Official/Supervisor of Building.
Reason for Hiring
As the Municipality grows the residential development sector is proposing taller and more innovative buildings. These types of structures result in an increase in the
complexity and number of inspections putting an ever-increasing demand on the Building Division. The Building Division is also experiencing an increase in the
DIY/owner coordination of projects which is resulting in issues throughout the project and requiring additional time and attention by the CBO and Deputy
CBO/Supervisor of Building address their concerns/issues in the field.
The Supervisor of Inspections would be responsible for supervision of the Inspection staff, their training related to the Ontario Building Code, construction and
inspection techniques, and health and safety, ensuring the inspection timelines are met, and that all construction is in compliance with the Building Code Act and
Ontario Building Code. The inspection staff also investigate complaints of building without a permit, unsafe buildings, emergency situations and issue orders and lay
charges under the authority of the Building Code Act as required to ensure compliance.
With a growth forecast of 40,000 new jobs, and 115,000 new residents, an increase of 135 per cent and 110 per cent respectively, the Building Divisions plans
examination and inspection staffing levels will continue to increase to be able meet the demands of the development community. To be able to manage the
construction related to the growth and staffing increase a strong foundation needs to be in place and this position is the second piece, following the creation of the
Deputy CBO/Supervisor of Building that is needed. This position will also establish a strong succession plan for the Building Division.
Risks to the Municipality and Other Departments
• With the development sector building taller and more complex and innovative buildings the frequency of these complex and high -profile developments will
increase, putting an ever-increasing demand on the CBO and Deputy CBO/Supervisor of Building which will not be sustainable.
• Ensuring a strong and thorough inspection program will aid in reducing the Municipalities litigation related to building code violations and building component
failures.
• The Chief Building Officials ability to provide assistance to various municipal working work groups is limit due to the current demands of the building division.
Program Description
Timeline
If approved this position would be advertised immediately.
Position Summary
This position would report to the Chief Building Official, providing additional supervision, guidance, leadership, and training to the Building Division staff and working
closely with staff and the public to problem solve.
Key Duties and Responsibilities
• Coordinating and monitoring the day-to-day functions and services of the Building Inspection group, including their training related to the Ontario Building
Code, construction and inspection techniques, and health and safety.
• Respond to challenges and the maintenance and use of the building permit inspection databases.
• Reviewing technical design proposals by architects and professional engineers, the findings and recommendations of staff with respect to compliance
requirements, making determinations of the acceptability of alternative solutions with respect to the objectives and specified regulations within the Ontario
Building Code.
• Managing the administration of building permit inspections, the assignment and receipt of associated fees and statistical reporting.
• Reviewing development proposals and attending development meetings to provide Building Code comments and advise on development proposals.
• Managing a concierge inspection service for high profile development applications, ensuring a high level of service, single point of contact, expediting
development proposals, permit inspections.
• Participation with Municipal working groups and special projects.
Relationship to Council's Strategic Priorities
This position supports Councils Strategic Priorities for customer -centric programs and services, responsible growth and development and a safe community through
the timely and effective inspections of buildings under construction or renovation.
Climate Change Considerations
This position would support the Municipality and Provincial green design standards implemented through the Ontario Building Code.
Comparative Analysis
Most municipalities have the same or similar positions within their Building Divisions.
Analysis of Alternative Approaches
Alternative approaches were evaluated and ruled out.
Options _W
Four -Year Salary Costs
Pros
Cons
Position would report to the
CBO who can ensure the
Full-time Hire
$109,508 per year
position requirement,
municipal policies and SOP
are adhered too.
Contractor
Contract services for this position is not
available.
Training Existing
Employees to fill skill set
Existing staff continuing to complete this work
is not sustainable with he anticipated growth.
gaps
Increased Workload for
Existing staff do not have the capacity to
existing employees
meet the increasing demands.
Cost and Benefit Analysis
The compensation for the Supervisor of Inspections would likely be grade 7, the Deputy CBO/Supervisor of Building and Building Engineer are both grade 8.
This position will be funded from the building permit revenue.
IT Requirements
• iPhone
• iPad
License for AMANDA, Gopost and e-PlanSoft
The compensation for the Supervisor of Inspection is Grade 7 of the Non -Affiliated Salary Administration and Compensation grid.
New Staffing Request Cost Analysis
-.
Budget Year:
Department
.- .-
2025
Planning and Infrastructure Services
Sub -Department
Building Inspection
CUPE / Non-
Affiliated / Fire
Non -Affiliated
Status
Full time
Grade/Code
NA Grade 7
Level/Step
3
Budgeted Start
Date
June 1
2025
$86,719
Service Level Business Cases
The following section includes the business cases to improve service levels for the 2024 to 2027 Budget.
2024 Business Case: Parking Pay Stations
Overview / Background
As part of Clarington's efforts to modernize its services and create efficient, cost-effective processes, the Municipality is looking to remove the older style coin -
operated machines in downtown Bowmanville. This proposal is to replace those machines with pay and display machines that would be strategically located for
ease of use and improved customer experience. These machines will be in addition to the mobile parking app launched earlier this year.
Historically, the existing coin -operated machines have had many issues from breakage and coin jamming, which both decrease the ability to collect for parking in
these spots and add additional work to the By-law officers taking them away from By-law enforcement and contributing to our inability to address the backlog of
complaints. For example, Municipal Law Enforcement Officers spend roughly 880 hours per year collecting coins, counting coins and maintaining meters. This does
not include the roughly 140 hours spent by Public Works staff who help with maintenance.
At present, 18 of the 171 parking meters in downtown Bowmanville require mechanism replacement and are bagged. There are others that require door/lock
repairs. It is estimated that during each weekly collection cycle 6 machines are identified needing repairs.
Assuming 24 meters are currently not accepting payment during the 9am-6pm period (Monday to Friday), and parking is $1.50 per hour there is significant amount
of lost revenue. If these spots were fully occupied during the pay period, lost revenue could be as high as $324 per day — totaling $1,620 per week. It is understood
that spots would not be filled continually, this is simply for illustrative purposes. To put this figure into context, 2022 total parking revenue was $120,760.19 and
2023 figures were $79,232.76 as of September.
The method of payment that will be available would be determined based on engagement with the Historic Downtown Bowmanville Business Improvement Area
(BIA) and provided to Council in a report for direction. The options would be centered around whether the machines accept debit/credit only, or if cash (coin/bill) will
also be available. Staff would also explore the feasibility of providing the BIA with free advertising on the back of the pay -and -display slips.
The overall goal of the project is to improve customer experience and provide a modernized and convenient payment option for residents and visitors.
Project Description
This project will review the need for coin/bill payment options for parking to determine which pay and display machines are most cost-effective from a staffing
perspective. Currently two officers on a weekly basis must empty the meters, deliver the coin, and prepare the deposit in addition to the jams and breakage issues.
This takes time away from addressing By-law Complaints. The expected outcomes of the Project include:
Enhanced Payment Options: Offer a variety of payment options to ensure the municipality maximizes revenue opportunities.
Improved User Experience: Streamline the parking payment process by providing clear instructions, user-friendly interfaces, and minimizing the time spent
making payments.
Efficient Data Management: Implement a centralized system that collects and manages data on parking utilization, payment trends, and revenue streams. This
data -driven approach enables better decision -making and optimized resource allocation.
Reduced Maintenance Costs: Central pay stations typically require less frequent maintenance compared to traditional coin parking meters, leading to reduced
maintenance expenses, increased uptime resulting in increased revenue and a reduction in staff time required to maintain the machines.
Stakeholders and Impacts
Residents/Visitors
Improve customer experience and provide modernized and convenient payment options
Bowmanville BIA /Business Owners
Improve customer experience and provide modernized and convenient payment options
Staff
Modernize services and create more efficient processes, and increased staff capacity to
focus on other duties
Resource Requirements / Project Costs
Resource Requiremen
]� M
Costt
-
Removal of single space meters, remediation and site install
$50,000
preparation*
Replacement and Installation of new Pay Stations
Approximately $250,000
Communication and Public Engagement (signage and campaign)
N/A ($7,500 to be dedicated from the existing Communications
Division Budget)
Meter Management System (transaction/processing fee and
$55 per unit (for 30 units) - $19,800 annual operating cost
reporting analytics — per unit)**
Total Capital:
$300,000 Parking Lot Reserve Fund
Total Operating:
$19,800 (100-19-192-10100-7173)
Total:
$319,800
*Public Works indicated they would likely be unable to add the removal and associated rehabilitation efforts to their workplan. A rough cost estimate was provided
at $50,000, which would require an RFP.
**Currently we pay $40 per unit (we have 5 in the parking lots) and this comes from Parking Enforcement operating account. This upgrade would require an
increase to that budget by $19,800.
Relationship to Council's Strategic Priorities
Service Excellence
- Offer customer -centric programs and services.
- Leverage technology and process improvement to enhance the customer experience.
Climate Change Considerations
By encouraging the use of digital payment methods and reducing the need for physical coin collection and maintenance, the project contributes to a greener and
more sustainable urban environment. Wherever possible, the impact of climate change will be considered.
2024 Business Case: Employee Engagement and Recognition Program
Overview / Background
Employee engagement data helps organizations understand where to invest their resources to achieve a positive, inclusive, and career -enhancing work culture, It is
measurable way, using sourced data to create a motivated and committed workforce that actively engages employees, improves business outcomes, and creates a
thriving and progressive work culture.
The last employee engagement survey conducted was in 2017. While the survey provided good data, a fulsome program was not in place with specific
requirements for follow-up and action planning. This created great variation at a Departmental level in what was done with the information.
Project Description
The Employee Engagement Program will have 4 Key Principles and Goals
1. Measure current employee engagement against comparative industry benchmarks in key engagement drivers. Results will inform data driven decisions on
where to focus resources. Pulse surveys will be launched every 2 years, with full engagement surveys completed every 4 years.
2. Action Planning for Leaders — each people leader will be responsible for conducting staff planning sessions targeted at key hot spots as identified in the
survey to develop key, tangible strategies aimed at increasing employee engagement and satisfaction.
3. Recognition Program Development — survey results will inform formal corporate recognition programs, departmental recognition opportunities.
4. Budget Planning — and will identify key areas requiring resource planning for future budget planning. This will include areas identified for training, equipment,
and human resources.
The overall purpose of the employee engagement program is:
• Support the corporate goal of being an employer of choice.
• Increase retention of employees
• Reduce the cost of employee turnover.
• Increase employee engagement, impact workplace culture, increase productivity and results.
Stakeholders and Impacts
All Departments, All Employees
Impacts Include:
• Increased engagement supports increasing change as employees are invested in new projects.
• Strategies to increase engagement assists with change management and increases timelines on improvements and efficiencies.
• Development of leadership skills in increasing employee engagement
• Will assist in collateral service delivery improvements and customer satisfaction increases.
Resource Requirements / Project Costs
Project Costs are as follows:
• Cost of external service provider to administer survey/pulse checks
o $55,000 in 2025 to administer survey and train leaders on action planning,
o $15,000 2026, 2027, and forward to maintain program along with initiatives and future pulse check surveys.
• Budget between years with surveys will account for resources for action planning support and implementation of initiatives.
o Department Heads and Manager time (no additional FTE) for action planning and implementation
Relationship to Council's Strategic Priorities
Service Excellence - supports the effective and efficient use of municipal funds through an engaged workforce.
Climate Change Considerations
In procuring external services, will follow sustainable procurement practices, no adverse climate response indicators. Delivery of survey will be electronic to
decrease paper, reduce requirements of paper delivery to offsite locations.
Comparative Analysis
City Of Oshawa is monitoring employee engagement with small scale topical surveys for employee feedback.
Durham Region completes engagement in 2 parts. An employee census (survey) and an equity audit of employment systems reviews.
Analysis of Alternative Approaches
Alternative approaches were evaluated and ruled out.
• Do not complete employee engagement program (including survey), based on industry research, lead to increase staff turnover, longer project turnaround
and declining customer satisfaction.
Cost and Benefit Analysis
Gallup (2020) found that only 38 per cent of employees are engaged, and 54 per cent are not engaged. According to worst scenarios, 63.3 per cent of business say
they find it harder to retain than to hire talent. Another study shows that the average cost of turnover is 33 per cent of the annual salary cost.
Turnover rates of 1 standard deviation can contribute to a 0.15 drop in organizational performance. By increasing engagement, turnover rates drop, thereby
supporting organizational performance.
Based on 2022, there was a total of 36 positions that experienced turnover with a total salary of $2,054,347. Based on research and 33 per cent of the salary being
the cost of turnover, lends to an approximately cost of $677,934 to the Municipality.
Conclusion and Recommendation
It is considered a best practice to actively ensure that a corporation maintain high levels of employee engagement and satisfaction. This measurement is directly
correlated with reduced turnover and increased productivity, which in turn leads to better results while maximizing the value for services delivered.
Therefore, the recommendation is to include budget for the creation of an employee engagement and recognition program.
2024 Business Case: Contracted Service - Audit
Overview / Background
In August of 2022, CAO Report CAO-08-22 outlined the creation of a new division in the Office of the CAO, which included assuming the Internal Audit function and
position. The position was given a newly scoped annual workplan which included:
- Risk Assessment
- Internal Audits
- Value for money Audit
- Service Delivery Reviews
- Undertake LEAN Initiatives across the organization
The funding for this position has been re -assigned to create the Project Manager — Projects and Grant Administration position.
Project Description
The Region of Durham has indicated that they would be willing to provide contracted audit services to the Municipality of Clarington, focused on Internal Audit and
Value for Money — two components of the annual workplan that are currently not being undertaken. The Region has a compliment of staff who have expertise in
these areas and bring a strong understanding of the municipal sector.
Further discussions will need to take place to finalize costing, but it is fair to assume that the amount requested would provide two large engagements annually.
Existing staff within the Office of the CAO will continue to undertake an annual Service Delivery Review, like the Municipal Law Enforcement exercise undertaken
earlier this year. The Office of the CAO would also manage this contract with the Region.
Stakeholders and Impacts
Not applicable.
Resource Requirements / Project Costs
This work would be undertaken through a contracted service arrangement, not to exceed $100,000, and the contract would be managed by the Manager of
Strategic Initiatives (Office of CAO).
Relationship to Council's Strategic Priorities
Council has identified in the draft strategic plan a core theme of Service Excellence, which these projects would directly fall under. It would be a requirement that
any project undertaken be able to provide clear findings that would lead to improvements in delivery (financial savings, cost avoidance, efficiencies to be realized).
Climate Change Considerations
Not applicable.
Comparative Analysis
Not all municipalities have an internal audit function. For those that do, it requires multiple resources to be fully functional. Provision of internal audit services could
be done internally through staffed resources or by outsourcing the work. For example, The Region of Durham has started to develop an internal audit team of
multiple professionals. The City of Oshawa has historically outsourced the work to a large accounting firm.
Analysis of Alternative Approaches
The most notable alternative approach would be to earmark the funds to have an external audit firm undertake the work as listed.
Cost and Benefit Analysis
It is expected that the funds allocated will be recuperated on an annual basis through report findings — either as financial savings, cost avoidance, or efficiencies
realized.
Conclusion and Recommendation
It is respectfully recommended that Council consider supporting this approach to utilize the expertise of the Region of Durham and their audit group to undertake up
to two exercises per year, not to exceed the dollar value as requested.
Comparative Analysis
Municipalities across Ontario and other comparable jurisdictions use a variety of parking payment options. Providing a variety of payment methods is becoming a
best practice in service offering and provides many benefits to customers.
Municipality
Oshawa
Parking Payment Options
Parking meters, pay stations, and parking app
Whitby
Parking meters, pay stations, and parking app
Peterborough
Parking meters, pay stations, and parking app
Prince Edward County
Pay stations and Parking App
Sudbury
Pay stations and Parking App
Ottawa
Pay stations and Parking App
Analysis of Alternative Approaches
Both payment options will be evaluated and engagement with the Downtown Bowmanville Historic BIA will be conducted before a final report is brought back to
Council. The report will highlight the options, total cost and implications of each option available for Council to make an informed decision. It is also expected that
debit/credit modules will be added to existing central parking meters this Fall in four Municipal lots, which will provide data related to all payment methods.
Cost and Benefit Analysis
Approximately 140 of the 171 existing coin parking meters are recommended for immediate upgrade or replacement. Replacement costs for these coin style meters
are estimated at $500 per unit, in addition to $60 per unit for installation. These figures are based on a 2021 installation.
Given the number of meters that require upgrade or replacement, $70,000 of cost avoidance could be realized over the next five years (140 units at $500 per).
There would be additional cost avoidance on the installation component, estimated at $8,400 (140 units at $60 per). There would also be cost avoidance
attributable to reduced maintenance and repair time.
A significant benefit would also be realized by MLE Officers who would no longer be required to collect coins at the same frequency (if at all) or perform meter
maintenance/repair work, allowing them to direct their efforts to more value-added activities.
For context, approximately twenty hours per week of MLE Officer time is currently dedicated to the collection of coins, counting the coins collected, and performing
maintenance on parking meters. This represents approximately 880 hours per year of MLE Officer time that can be redirected to more meaningful enforcement
activities. This would account for an approximate productivity savings of $30,553.60 per year and could lead to an increase in fine collection.
Staff in the Public Works Department are also routinely called upon to assist with the maintenance of the meters. Approximately 140 hours per year are spent
between two Light Equipment Operator II's performing this maintenance, this would account for an approximate productivity savings of $4,993.80 per year.
Additional productivity would be seen in the winter during snow removal from the sidewalks, as meters would no longer be an obstacle.
There is also significant revenue that could be realized if the ability to pay was consistent for the entire meter fleet was operational.
The pay and display slips that are printed from the central meters would provide an advertising opportunity that could be extended to businesses in the downtown
area. Staff will discuss this with the BIA and their membership, should the funding be approved. It is anticipated that this could be offered free of charge, as an
opportunity to further support businesses in the downtown area.
Conclusion and Recommendation
It is recommended that the Municipality transition from coin parking meters to central pay stations, the potential benefits will make parking downtown more
convenient for all residents and visitors. While the initial investment in transitioning from coin parking meters to central pay stations involves upfront costs, the long-
term benefits are likely to outweigh these expenses. The improved operational efficiency, reduced maintenance costs, enhanced user experience, and
environmental benefits make the transition a strategic move. Moreover, the data insights gained from the central pay station enable better decision -making and
optimized resource allocation. Staff will be consulting with the BIA on machines that accept debit/credit or debit/credit/cash and bring a report to Council fora
decision.
2024 Business Case: Bowmanville Library Renovation & Centralization of Cultural Heritage
Overview / Background
Clarington Library, Museums & Archives (CLMA) is requesting to centralize cultural heritage assets into and in proximity of the Bowmanville Library.
The end state vision is for heritage services to operate out of the Bowmanville Library, maintaining the basement of the Sarah Jane Williams Heritage Centre
(SJWHC) as archival and artifact storage, and relocating the Clarke Schoolhouse to the grounds of the Waverley Place and permit the Schoolhouse to operate
efficiently and effectively.
Project Description
Bowmanville Library Renovation
In 2019, the fulsome plan to renovate the Bowmanville Library was reframed in favour of an accessibility -focused renovation which was completed in 2020. The
Bowmanville Library is the largest facility in our suite of buildings and has not been renovated for modern uses since the 2003 expansion, twenty years ago.
The Bowmanville Library is home to a local history collection and digital heritage resources. The SJWHC is home to exhibits, research support and the community
archives, including Camp 30. The adjacency of these two operating facilities to each other, both under the auspices of the Library Board, creates an opportunity to
centralize and expand hours to access heritage services inside of the Bowmanville Library, and eliminates the need to operate the SJWHC as a separate staffed
location.
If approved, the renovation will be planned to include a cafe, MakerSpace, meeting rooms and rentable spaces, heritage exhibit space, ClaringTOWN, and enriched
support for local history and genealogy research.
It is anticipated the Bowmanville Library will operate out of the SJWHC until the renovation is completed.
Clarke Schoolhouse Relocation
The Clarke Schoolhouse, located in Kirby, has the distinction of being the first designed heritage building in Clarington.
To effectively operate and create visibility of the Schoolhouse, it is recommended to be relocated to a site that has adjacencies to other historical sites, provide
adequate safety and access to washroom facilities.
The Clarke Schoolhouse and its associated buildings have been closed to the public since 2020. Before the closure, the Schoolhouse had limited visits:
2018 Visits: 13 2018 Visitors: 63
2019 Visits: 3 2019 Visitors: 84
The Schoolhouse is currently situated in a remote location that backs on to Highway 115, creating a safety risk to visitors as the rear fence is in constant need of
repair. Below is a satellite view of the Schoolhouse.
Number of schools within 8 km radius of the Bowmanville Library: 29
Number of schools within 8 km radius of the Clake Schoolhouse: 3
By relocating the Schoolhouse to the grounds of the SJWHC, it will provide a safer, more accessible, and richer experience for members of the community to
explore and learn. Although the relocation of the Schoolhouse may be unpopular to some residents, relocation, regardless, presents the opportunity to fully program
and provide access to the building to share our rich history.
Assembling heritage buildings together with the intent to promote cultural heritage has been a successful approach in other communities.
• Pickering Pioneer Village
• Oshawa Museum
• Whitchurch-Stouffville Museum and Community Centre
• Black Creek Pioneer Village
CLMA will permit the heritage space alongside the Waverley Place and the Camp 30 POW Shed for community events, wedding photography. Centralizing cultural
assets creates a destination and opportunity for school visits to experience our rich community history, the Waverley Place, the Schoolhouse, Town Hall and tour
the Bowmanville Library.
Stakeholders and Impacts
• Residents of Clarington including input from citizens in Ward 4 and Kirby (focus group meetings)
• Heritage Committee
• Municipality of Clarington (Operations/Community Services)
• Tourism Clarington and Economic development
Currently, the SJWHC is only open to the public 18 hours per week, is not open during weekends and has limited programming due to a lack of staffing resources
In the CLMA's 2023 Strategic Plan public survey, respondents shared their desire to see more exhibits, and 22 per cent expressed interest to access to local history
education and genealogy. There is a lack of public awareness that the SJWHC exists, and by integrating the exhibits, collections, and museum staff resources into
the Bowmanville Library, this will create a more integrated and robust approach to serving the residents of Clarington.
Another key benefit of relocating museum services to the Bowmanville Library is a cost savings in staffing resources. Currently there are 4 FTEs (full time
equivalent front-line staff) at the SJWHC, if co -located in the Library, the full-time staff will be efficiently utilized in providing both library and museum services in a
much more impactful and effective manner.
The result of this project is to create a cultural destination of choice in Clarington. A fully modernized library and accessible local history experiences that includes
the Schoolhouse in proximity of walking distance to one another will be of great value to the downtown of Bowmanville and to the small businesses.
Resource Requirements / Project Costs
Three -Year Funding and Consultation Plan:
Cost
Funding Source
2024
Phase 1: RFP for Architectural Services
Phase 2: Design and Costing:
MOC-CLMA Reserve
2024
The design process includes consultation and stakeholder input. Once the optimal design
$200,000
*Note, the reserve maintains
has been determined, the architects will provide a detailed (Class C, preliminary design)
or the 2020 Bowmanville
unspent funddss for
cost assessment for CLMA's 2025 budget request will include an accurate request for the
Renovation
capital costs of completing the renovation.
Combination of: Development Charges,
2025
Phase 3: Construction, Relocation and Remediation
2.1 million
Contribution from CLMA Capital and Tax
Levy.
2026
Phase 4: Building Occupancy and Grand Re -Opening
10,000
CLMA Capital Reserve
Relationship to Council's Strategic Priorities
✓ Engage communities by enhancing the beautification, heritage and cultural buildings and grounds of CLMA, we will serve better serve the residents of
Clarington providing them with a rich opportunity to experience library and museum programs, services, and resources all within a short walking distance.
(Engaged Communities)
✓ Engage community by increasing access, inclusion, equity, and opportunity.
✓ Implement and enhance the Library and Museum's role in environmental sustainability by reducing need for residents to travel far for library and museum
services (Goal: Environmental Sustainability)
Climate Change Considerations
The renovation of Bowmanville Library also offers unique opportunities to make changes to improve air quality, reduce water usage, use energy efficient lighting
and other modernized elements that will aid in reducing our carbon footprint.
Comparative Analysis
In 2016, the Blue Mountains Public Library Board assumed operations of the local museum. The Library moved its archival collection to the museum and created a
community hub housing a museum, library, and archival services for the benefit of community and visitors. This afforded the Municipality the opportunity to
centralize community heritage and culture under their Library Board.
Many comparator systems have recently undergone renovations of their library branches to enhance their resident library and heritage experiences: Richmond Hill
Public Library, Aurora Public Library, Kingston Frontenac Public Library, Toronto Public Library, Meaford Public Library, and Oshawa Public Libraries to name a
few.
Analysis of Alternative Approaches
Alternative approaches were evaluated and ruled out.
CPMA operating both the Bowmanville Library and the SJWHC is not the best use of financial and human resources. Both facilities are less than 200 meters
apart with both offering complementary services to each other. Many of the services can be seen as a duplication and now that the two organizations have
harmonized under the Library Board it makes good sense to merge the two facilities together to achieve savings and expand opportunities for the public to
enjoy museum and library resources under one roof.
Maintaining the Schoolhouse in its current location keeps this important piece of local history hidden and inaccessible to the public. Moving the schoolhouse
creates adjacencies to other facilities which are better equipped to promote and program our heritage assets.
Conclusion and Recommendation
Libraries and Museums are more than places that hold books and memories. They are inviting spaces for people to gather, that offer cultural, heritage, and lifelong
learning experiences for everyone. By moving forward with the Bowmanville Library renovation, to incorporate the SJWHC under one roof and relocating the Kirby
Schoolhouse, we will strengthen our community, position CLMA to be understood as a dynamic, innovative and progressive culture and learning institution and
improve our capacity to collaborate with community partners in a new modernized space.
2024 Business Case: Minimum Staffing of On -duty Fire Fighters
Executive Summary
• This business case is a request that the CEFS minimum on -duty complement of firefighters be increased by one firefighter from three per truck to four per
truck each year for three consecutive years beginning in 2024. January of 2024, the minimum complement of firefighters on the truck in Station #1 in
Bowmanville would change from three to four. January of 2025, the minimum complement of firefighters on the truck in Station #4 in Courtice would change
from three to four. January of 2026, the minimum complement of firefighters on the truck in Station #2 would change from three to four.
• This is not a request for additional staff. Overtime will be used to backfill absences to meet the new minimum complements.
• As per Section 2 (1) of the Fire Protection and Prevention Act, every municipality shall provide fire protection services as it determines may be necessary in
accordance with its needs and circumstances. The Council of Clarington has determined the fire protection services to be delivered through Governing By-
law 2023-032.
• Through ESD-016-11, and Council resolution #C-479-11, Council has set the minimum complement of CEFS full-time firefighters on duty to deliver these fire
protection services. In 2011 Council directed fire trucks to be staffed with a minimum of three firefighters per each of its two front -run trucks, with an in-
service crew total of not less than six. CEFS has since added an additional truck and Crew and continues with Council's minimum complement of three per
truck for an in-service crew total of not less than nine.
• The Fire Services Emergency Response Review composed and presented by the Fire Chief and the CEFS Management team to Council in June 2023
recommended that the minimum staffing be increased from three full-time firefighters per fire truck to four firefighters per fire truck.
Risks to the Municipality and Other Departments
• Clarington is served by three full-time fire trucks, each staffed with five full-time firefighters for a total of 15 full-time firefighters on duty. Depending upon
scheduled and unscheduled absences, on -duty staffing is rarely at 15 firefighters, landing most often between nine and 12 firefighters.
• When on -duty staffing is between nine and 12 firefighters, Clarington cannot meet the National Fire Protection Association (NFPA) best practice of 15
firefighters on scene in eight minutes. Conducting fire ground operations with fewer than 15 firefighters in eight minutes impacts the quality and
effectiveness of the service being delivered and delays the types of operations that can be safely performed until more firefighters arrive.
When on -duty staffing is at nine firefighters, all three trucks are each staffed with three firefighters. Having the first on -scene truck arrive with three
firefighters prevents Clarington from meeting the NFPA best practice of four firefighters on scene within a four -minute travel time. This minimum threshold
of four firefighters has been established by NFPA so that important fire ground operations including offensive interior fire attack and occupant rescue can
be performed.
In the 2014 Dillon Fire Master Plan for Clarington, Dillon states "Current practice within the CEFS is to allow full-time staffed apparatus to be reduced to a
minimum of three firefighters on an apparatus. This practice is required within the current staffing model to minimize overtime costs based on the current
total complement of full-time firefighters. Best practices with Ontario reflect that four firefighters arriving on the initial apparatus is the preferred model in
order to facilitate either a limited rescue or limited firefighting. Recommendations to incrementally increase the number of volunteer and full-time firefighters
are provided to assist the CEFS in moving towards a consistent staffing of the initial arriving apparatus with four firefighters at all times. In addition to being
consistent with our understanding of current best practises within Ontario this staffing model is consistent with the recommended apparatus staffing
assignments of the NFPA 1710 standard".
• In Fire Communique 2020-18, the Ontario Fire Marshal stated their position on minimum staffing:
"An initial response, with four or more firefighters represents a self-sufficient unit able to perform a substantial number of tasks required at an emergency
response without additional resources. Anything less than four firefighters typically requires staffing levels to be augmented to safely perform all required
functions based on circumstances."
"Deployment models of fewer than 4 staff members on an initial response apparatus is not necessarily a firefighter safety concern, however
actions/capabilities and tasks they can perform will be limited. Local deployment models and procedures are required to establish adequate resources to
safely provide fire protection services as set out by the municipal Establishing & Regulating By-law. Therefore, the simultaneous arrival of four firefighters
on one apparatus is not required under the Act, regardless of full-time, volunteer or part-time."
"In the case of fire suppression calls, initial crews of less than four firefighters should not attempt interior suppression or rescue operations except in very
limited circumstances (such as a victim collapsed in close proximity to a window or exterior doorway, or where the fire is confined to a very small, readily
accessible area)".
CEFS is the only fire service among Durham lakeshore municipalities that has minimum staffing of three full-time staff on a pumper truck. Pickering, Ajax,
Whitby, and Oshawa each have minimum staffing of four firefighters per pumper.
Appendix A to Clarington's Fire Services Governing By-law 2023-033 states that Fire suppression response services shall be delivered in both offensive
and defensive modes and shall include, but not be limited to search and rescue operations, forcible entry, ventilation, exposure protection, and salvage
and overhaul. Having minimum staffing of 4 firefighters per pumper truck supports a more rapid deployment of offensive interior operations, including
search and rescue of building occupants.
Timeline
No additional staffing is being requested as part of this business case. The change in service level would require overtime be used to backfill absences in a phased
in approach over three years.
Position Summary
Firefighters respond to all emergency calls as approved by Council in the Governing by-law. Fires, medicals, hazardous materials, rescues, motor vehicle collisions,
etc.
Relationship to Council's Strategic Priorities
P1. Support responsible growth and development.
As Clarington continues to experience rapid growth, it is incumbent upon CEFS to be able to responsibly match this growth with a service level that can safely and
effectively provide emergency response that is required and has been set by Council. An increase in population equates to an increase in emergency call volume.
Higher density builds, including high rise buildings requires more resources on scene to quickly contain fires before they spread.
S3. Demonstrate the effective and efficient use of municipal funds.
This service level request is an effective use of municipal funds. Backfilling is only required on dates when multiple unplanned absences occur (bereavement
leaves, parental leaves, non -occupational injuries, WSIB injuries, family emergencies, sick time). To increase staffing to meet this need would require 12 additional
staff at an annual cost of $1,680,000.
This request is also an efficient use of municipal funds. 100 per cent of the funding will be used to put resources directly onto the trucks serving our community
ensuring interior fire ground operations, including rescues can be safely and efficiently performed.
V2. Embrace a diverse, equitable, and safe community.
This principal driver of this service level request is safety; the safety of firefighters on the fireground to perform operations, the safety of those being served to
prevent fire spread from one building to the next, and the safety of those who may be in need of rescue from a fire involved structure.
Climate Change Considerations
EVI
Comparative Analysis
Total f/t ff
complement
lincluding PC
Total first run fully
staffed trucks in
service (not jump
trucks)
Total minimum
ff complement
on duty
Minimum
staffing per
pumper
New New
hires hires
2023 2022 �2021
New
hires
New
hires
2020
New
hires
2019
New I
hires
2018
New
hires
2017
•
:•
•
1 51
1
1
Analysis of Alternative Approaches
•.
Four firefighters per year for Guaranteed minimum Costs are in excess of over $1,000,000
three years at $560,000 per complement 24/7 with over -
more than the proposed service level
Full-time Hire year. Total operating cost in overtime call back. This additional cost
year 4 and each subsequent compliment staffing occurring on provides overcompliment staffing levels
year of $1,680,000 a regular basis. not required.
Not an option with existing contracting
Contractor Not available None out language in collective agreement.
Also, private service is not available.
Existing employees are highly
Training Existing trained to provide this service. During a structure fire, all existing
Employees to fill Not available This request proposes using employees are on scene, leaving no
skill set gaps existing employees who are off existing employees to utilize.
duty
Increased During a structure fire, all existing
Workload for Not available Not applicable employees are on scene, leaving no
existing employees existing employees on shift to utilize
Cost and Benefit Analysis
The compensation for the firefighter positions are outside of the Municipality's position salary structure and governed by the Fire collective agreement.
Funding for this recommendation would be taken from the annual OPG grant. Clarington has an agreement with Ontario Power
Generation (OPG) to receive $250,000 annually. Over the next four years, funds from OPG held in the Community Emergency
Management Reserve Fund will be used to fund overtime. Overtime requirements will be reviewed to consider operational
efficiencies from the proposed new station. Overtime has been increased as follows:
• 2024 increase to $150,000 utilizing OPG annual funds (no tax impact).
• 2025 increase fire OT to $400,000 ($400,000 OPG)
• 2026 increase fire OT to $775,000 ($400,000 OPG + $375,000 tax supported reserve funds)
• 2027 increase fire OT to $775,000 ($400,000 OPG + 375,000 tax supported reserve funds)
Glossary of Terms
The following terms are defined below:
• Accrual Basis of Accounting — A method of accounting that recognizes revenue as earned and expenditures as incurred rather than
waiting until cash is exchanged.
• Actual — Actual (as opposed to budget) revenues and expenditures for the fiscal year as indicated.
• Amortization — The gradual reduction of the value of an asset or liability by some periodic amount. In the case of an asset, it involves
expensing the cost of the item over its useful life.
• Assessment — The Municipal Property Assessment Corporation (MPAC) is responsible for placing an assessment value on all properties
in Ontario. In 1998, the Province of Ontario reformed the property assessment and taxation system in Ontario with the implementation of
Current Value Assessment (CVA). The CVA of a property represents its estimated market value or the amount the property would sell for
in an arm's length, open market sale between a willing buyer and willing seller.
• Base Budget - In simple terms, a reflection of the budget resources (financial, human and other) required to maintain service levels at the
level provided in the previous year.
• Budget - A financial plan for a given fiscal year showing revenues and expenditures for different funds of the Municipality.
• Budgetary Basis - Refers to the basis of accounting used to estimate financing sources and uses in the budget. This generally takes three
forms: accrual, cash or modified accrual.
• Business Improvement Area (BIA) - A Business Improvement Area (BIA) is an association of businesspeople within a specified district
who join with the official approval of the Municipality, in a self-help program aimed at stimulating business.
• Capital Budget - The budget that provides for the funding of the Municipality's expenditures on capital assets, i.e. assets that provide
benefits to the Town over several years.
• Consumer Price Index (CPI) - A statistical description of price levels provided by Statistics Canada. The index is used to measure the
increase in the cost of living (i.e. economic inflation).
• Current Value Assessment (CVA) — Property value set upon real estate under direction by the Province as a basis for levying property
taxes.
• Debenture — A formal written obligation to repay specific sums on certain dates. Debentures are typically issued by the Region of
Durham and are unsecured.
• Debt — Any obligation for the payment of money. Debt will normally consist of debentures as well as short-term notes or cash loans from
financial institutions or internal borrowing from reserves.
• Deferral — The act of putting off until another time or postponing.
• Deficit — The excess of liabilities over assets or expenditures over revenues.
• Development Charges Act (DCA) — Provincial legislation provides guidelines on funding identified growth -related projects in the
Municipality from developers.
• Expenditure - The disbursement of appropriated funds to purchase goods or services. Expenditures include current operating expenses
that require the current or future use of net current assets, debt service, and capital outlays. This term designates the cost of goods
delivered or services rendered, whether paid or unpaid, including expenses, provision for debt retirement not reported as a liability of the
fund from which retired, and capital outlays.
• Fiscal Year - Any period of 12 consecutive months designated as the budget year. The Municipality's budget year begins January 1st
and ends December 31 st.
• Fleet — The vehicles owned and operated by the Municipality.
• Forecast — The projection of revenues and expenditures for future years.
• Full-time Equivalent Position (FTE) — A measure of effective authorized positions, indicating the percentage of time a position or group
of positions is funded. FTE considers the number of hours per week and portion of the year the position is funded. FTE = (hours worked
per week/total weekly hours) x (months funded/12). A year -around full-time position has an FTE of 1.00. A full-time position funded for six
months (1/2 year) has an FTE of0.5.
• Fund - A set of interrelated accounts to record revenues and expenditures associated with a specific purpose. A fund has its own
revenues, expenditures, assets, liabilities, and equity (fund balance).
• Fund Balance - A term used to express the equity (assets minus liabilities) of governmental fund types and trust funds. A fund balance is
the excess of cumulative revenues and othersources of funds over cumulative expenditures and other uses of funds.
• Generally Accepted Accounting Principles (GAAP) - Nationally -recognized uniform principles, standards and guidelines for financial
accounting and reporting, governing the form and content of many financial statements of an entity. GAAP encompasses the
conventions, rules, and procedures that define accepted accounting principles at a time, including both broad guidelines and detailed
practices and procedures.
• Grant - A monetary contribution, typically from one level of government to another, to lend support to a specific service, program or
function.
• Inflation - A rise in price levels caused by general economic activity and growth.
• Infrastructure - The public works system in the Municipality, consisting of immovable physical assets, which deliver an essential public
service (e.g. road network, water and sewer systems, and lighting).
• Interest Income - Revenue associated with the Municipality's cash management activities of investing cash balances.
• Levy - The amount of property tax, in dollars, which is paid by the Municipality's taxpayers. To determine the tax levy for a particular
property, the property's assessment value is multiplied by the appropriate rate for the property's taxclass.
• Liability — A financial obligation of the Municipality to others.
• Long-term Debt — Debt which matures more than one year after it is issued.
• Municipal Act - Passed by the legislature in December 2001, the Act is designed to allow municipal leaders the autonomy, power and
flexibility they need to chart their community's future in a meaningful way and react quickly to change.
• Official Plan - A document adopted by a municipal council pursuant to the Planning Act that contains goals, objectives and policies to
manage and direct physical change in the Municipality. Official Plans are generally set for a planning period of 20 years and must be
renewed and updated every five years.
• One-time Item — An item only approved for the current budget which does not form part of the base budget.
• Ontario Municipal Employees Retirement System (OMERS) — A defined benefit plan that provides pension benefits for the
Municipality's full-time employees. Employees and employers make equal contributions to the plan.
• Operating Budget — The budget provides the various departments with funding for their annual recurring operating costs (e.g. salaries,
materials and supplies, contracted services, utilities). Compared to the capital budget, items funded in the operating budget do not give
rise to assets that are expected to provide benefits over several years.
• Per Capita — A measurement of the proportion of some statistic to an individual resident determined by dividing the statistic by the
current population.
• Property Tax — A value -based tax levied on real and personal property according to the property's assessed valuation and the tax rate.
• Public Sector Accounting Board (PSAB) — The independent body that issues recommendations and guidance with respect to matters
of accounting in the public sector. Its aim is to improve the financial and performance information reported by governments and other
public sector entities for the benefit of decision makers and other users of the information. The Board is independent of CPA Canada.
• Reserve - An allocation of accumulated net revenue that is established by Council for a particular purpose. It has no reference to any
specific asset and does not require the physical segregation of money or assets as in the case of a reserve fund. Interest earned on the
invested earnings is reported as operating fund earnings and not accumulated in the reserve.
• Reserve Fund - An allocation of accumulated net revenue, like a reserve. It differs from a reserve in that reserve fund assets are
segregated and restricted to meet a specific purpose. There are two types of reserve funds- obligatory and discretionary. Obligatory
reserve funds are required under provincial statute, while discretionary reserve funds are created by Council for a specified future use.
• Revenue - Monies received from all sources (with exception of fund balances) that will be used to fund expenditures in a fiscal year.
• Stakeholders - The person, group or organization that has direct or indirect stake in the Municipality because it can affect or be affected
by the Municipality's actions, objectives and policies.
• Surplus - The excess of assets over liabilities or revenues over expenditures.
• Tangible Capital Asset (TCA) — Non -financial assets that have a lifespan that extends beyond an accounting period. Also known as
"fixed assets."
• Tax Rate — A percentage rate that is used to determine the property tax levy to be paid by a taxpayer within the Municipality. The rate for
a property depends on its tax class, which in turn depends on the type of property (residential, commercial, industrial, etc.). The rate is
multiplied by the assessment to provide the tax levy. Rates are established by Council by-law.
• User Fees and Service Charges - Fees paid by individuals or organizations to the Municipality for the use of Municipal facilities (e.g.
recreation fees) or for provision of municipal services (e.g. planning).
• Vital Statistics Act — Responsible for matters such as maintenance of the municipal birth and death registry and issuance of death and
burial certificates
Acronyms
• AMP — Asset Management Plan
• ARL — Annual Repayment Limit
• ASC — Allan Strike Squash and Aquatic Centre
• CAO — Chief Administrative Officer
• CCBF — Canada Community -Building Fund
• CCCAP — Caarington Corporate Climate Action Plan
• CCC — Courtice Community Complex
• CIP — Community Improvement Plan
• CLOCA — Central Lake Ontario Conservation Authority
• COLA — Cost of Living Allowance
• CPA — Chartered Professional Accountants of Canada
• CPI — Consumer Price Index
• DC — Development Charge
• DHRC — Diane Hamre Recreation Complex
• DSC — Darlington Sports Complex
• EA — Environmental Assessment
• EDCM — Energy Conservation and Demand Management
• EV — Electric Vehicles
• FCM —
Federation of Canadian Municipalities
• FIR — Financial Information Return
• FTE —
Full-time Equivalent
• GTHA
— Greater Toronto and Hamilton Area
• HR — Human Resources
• HVAC
— Heating, Ventilation, and Air Conditioning
• IDEA —
Inclusion, Diversity, Equity and Anti -Racism
• LED —
Light -emitting Diode
• MAC —
Municipal Administration Centre
• MPAC
— Municipal Property Assessment Corporation
• MTO —
Ministry of Transportation
• OCIF —
Ontario Community Infrastructure Fund
• OMERS
— Ontario Municipal Employee Retirement System
• O Reg
— Ontario Regulation
• PSAB
— Public Sector Accounting Board
• RF — Reserve Fund
• RRC —
Garnet B. Rickard Recreation Centre
• SBRC
— South Bowmanville Recreation Centre
• SCA —
South Courtice Arena