HomeMy WebLinkAbout2025-09-08Clarbgton
General Government Committee
Revised Agenda
Date: September 8, 2025
Time: 9:30 a.m.
Location: Council Chambers or Electronic Participation
Municipal Administrative Centre
40 Temperance Street, 2nd Floor
Bowmanville, Ontario
Inquiries and Accommodations: For inquiries about this agenda, or to make arrangements for
accessibility accommodations for persons attending, please contact: Lindsey Turcotte, Committee
Coordinator, at 905-623-3379, ext. 2106 or by email at Iurcotte@clarington.net.
Alternate Format: If this information is required in an alternate format, please contact the
Accessibility Coordinator, at 905-623-3379 ext. 2131.
Collection, Use & Disclosure of Personal Information: If you make a delegation, or presentation, at
a Committee or Council meeting, the Municipality will be recording you and will make the recording
public on the Municipality's website, www.clarington.net/calendar. Written and oral submissions
which include home addresses, phone numbers, and email addresses become part of the public
record. If you have any questions about the collection of information, please contact the Municipal
Clerk.
Noon Recess: Please be advised that, as per the Municipality of Clarington's Procedural By-law,
this meeting will recess at 12:00 noon, for a one hour lunch break, unless otherwise determined by
the Committee.
Cell Phones: Please ensure all cell phones, mobile and other electronic devices are turned off or
placed on non -audible mode during the meeting.
Copies of Reports are available at www.clarington.net/archive
The Revised Agenda will be published on Wednesday after 12:00 p.m. Late items added or a
change to an item will appear with a * beside them.
General Government Committee Agenda
September 8, 2025
Pages
1. Call to Order
2. Land Acknowledgement Statement
3. Declaration of Interest
4. Announcements
5. Presentations/Delegations
5.1 Delegation by David Moss, St. Paul's United Church/St. Andrew's 4
Presbyterian Church, Regarding Winter Warming Centre Extension of
Hours
6. Consent Agenda
6.1
Correspondence from Steve Kay, Regarding a Memorial for Doug
6
MacCheyne
(Motion from Councillor Rang Attached)
6.2
LGS-029-25 - Parking Payment Modernization Update
8
6.3
LGS-031-25 - Election Sign By-law Review
14
*6.4
FSD-027-25 - Contract Awards between November 19, 2024, to August
35
26, 2025, Exceeding $500,000 and During Council Recess
(Section 2.3 Revised)
6.5
FSD-028-25 - Information Technology Strategy — Strengthen, Innovate,
105
Transform
6.6
PUB-011-25 - Orono Town Hall Loan Repayment
130
6.7
PUB-014-25 - Camp 30 Cafeteria Building - Structural Update
135
6.8
CAO-014-25 - Use of Corporate Resources for Election Purposes Policy
155
Update
6.9
CAO-015-25 - Parks, Recreation and Culture Master Plan Five -Year
190
Action Plan
Page 2
General Government Committee Agenda
September 8, 2025
7. Items for Separate Discussion
7.1 PUB-010-25 - Commemoration of Marie Hubbard 241
7.2 LGS-030-25 - Appointment to the Accessibility Advisory Committee, 248
Anti -Black Racism Advisory Committee, Bowmanville Santa Claus
Parade Committee, and Diversity Advisory Committee
(Attachment 1 to Report LGS-030-25 Distributed Under Separate Cover)
8. New Business
8.1 Mayor Foster - Elect Respect Pledge 255
8.2 Mayor Foster - Report Expenses for Members of Council 257
9. Confidential Items
10. Adjournment
Page 3
From: no- replyy(cbclarington.net
To: ClerksExternalEmail
Subject: New Delegation Request from Moss
Date: Friday, August 22, 2025 2:10:40 PM
EXTERNAL
A new delegation request has been submitted online. Below are the
responses provided:
• Subject
Winter Warming Centre Extension of Hours
• Action requested of Council
Extend funding for the Winter Warming Centre November 15 - 30 and
April 10 1 -15 .nd April
• Date of meeting
9/22/2025
• Summarize your delegation
Small delegation to present a petition for the above requested action
and to provide background to the request.
• Have you been in contact with staff or a member of Council
regarding your matter of interest?
No
• Report number (if known)
A small delegation less than 20 Exact number can be provided closer
to the meeting.
• Will you be attending this meeting in person or online?
In person
• First name:
David
• Single/Last name
Moss
• How to pronounce your name:
David Moss
Page 4
• Firm/Organization (if applicable)
St. Paul's United Church/St. Andrew's Presbyterian Church
. Address
• Town/Hamlet
Bowmanville
• Postal code
• Email address:
• Phone number
• Do you plan to submit correspondence related to this matter?
Yes
• Do you plan to submit an electronic presentation (i.e.
PowerPoint)? If yes, the file must be submitted to the
Municipal Clerk's Department by 2 p.m. on the Friday prior to
the meeting date.
No
• I acknowledge that the Procedural By-law Permits seven
minutes for delegations and five minutes for Public Meeting
participants.
Yes
[This is an automated email notification -- please do not respond]
Page 5
From:
Turcotte, Lindsey
To:
Turcotte, Lindsey
Subject:
FW: Memorial for Doug MacCheyne
Date:
Tuesday, August 26, 2025 2:03:44 PM
From: Steve Kay <vakevetsCcDgmail.com>
Sent: Monday, July 7, 2025 2:19 PM
To: Mayor Shared Mailbox <mayor(@clarington.net>
Cc: JOHN KAY <iohn_kay(@rogers.com>; iohn.mclean46Cc�bell.net
Subject: Memorial for Doug MacCheyne
EXTERNAL
Your Worship,
It was a pleasure speaking with you at the recent Terry Fox Ride of Hope event. During our
brief conversation, we touched on the idea of recognizing Doug MacCheyne for his
outstanding contributions to the community, particularly his leadership of the Legion's Banner
Committee.
At the time, we discussed the possibility of a commemorative chair with a plaque at the
Legion Hall, a thoughtful gesture that we appreciated. Since then, the Banner Committee and I
have reflected further and feel that a more public tribute may be fitting.
At our first meeting since Doug's passing, the committee proposed the following request: the
installation of a commemorative park bench. Ideally, this bench would be placed in a
prominent location with a clear view of the banners, a tribute both to Doug's efforts and to the
veterans he worked so hard to honour. Two possible locations were suggested: Veterans'
Square and Rotary Park. The committee has even prepared a mock-up of the proposed plaque
for the bench.
We would be grateful if your Office and Council would consider this proposal. Please let us
know if this is something we may pursue further with your support.
Warm regards,
Steve Kay
131 Wellington St, Bowmanville, ON L1 C 1 W2
Municipality of Clarington
General Government Committee
Date: September 8, 2025
Moved By: Councillor Rang
Seconded By: Mayor Foster
Whereas Doug MacCheyne has made significant contributions to the Clarington
community, particularly through his leadership on the Bowmanville Legion's Clarington
Honours our Veterans Committee; and
Whereas Doug played a key role in paying tribute to local veterans through the creation
of the banner program installed on lamp posts each year from October until
Remembrance Day; and
Whereas Doug also helped the Bowmanville Legion publish a book to honour veterans
called "Clarington Honours our Veterans" which was donated to all local libraries and
schools.
Now, therefore be it resolved:
1. That Council direct Staff to install a memorial bench in Bowmanville Rotary Park
in memory of Doug MacCheyne; and
2. That the fee to install the memorial bench be waived; and
3. That the source of funding the $2,824 to procure and install the bench and
plaque be determined by Staff; and
4. That the Bowmanville Legion be notified of Council's decision.
Page 7
Clarbgtoa
Staff Report
If this information is required in an alternate accessible format, please contact the Accessibility
Coordinator at 905-623-3379 ext. 2131.
Report To: General Government Committee
Date of Meeting: September 8, 2025 Report Number: LGS-029-25
Authored By: Michelle Chambers, Legislative Services Coordinator
Submitted By: Rob Maciver, Deputy CAO/Solicitor, Legislative Services
Reviewed By: Mary -Anne Dempster, CAO
By-law Number: Resolution Number:
File Number:
Report Subject: Parking Payment Modernization Update
Recommendations:
1. That Report LGS-029-25, and any related delegations or communication items, be received
for information.
Municipality of Clarington Page 2
Report LGS-029-25
Report Overview
The purpose of this report is to close out the Parking Payment Modernization Capital Project
and the completion of Action Item L.2.2.3 - Modernize Parking Pay Stations of the Strategic
Plan. All project goals have been met, and the project came in significantly under budget due
to the choice of innovative solutions.
1. Background
Council Resolution
1.1 At the Council meeting on June 26, 2023, Resolution #C-093-23 was approved as follows:
That Report LGS-023-23, Municipal Parking Payment Modernization be referred back to
the CAO's Office, and that staff report back on machines that accept debit/credit or
debit/credit/cash in addition to the mobile app; and
That the Bowmanville BIA be engaged in the process.
1.2 Report LGS-023-23 initially recommended replacement of the single space parking
meters and paid parking in downtown Bowmanville with a mobile parking application in
addition to pay and display parking meters in the central lots being upgraded to include
cash, credit and debt payment options.
1.3 Concerns were raised with the removal of the meters and reducing the options to pay for
parking. The report was referred back to staff to explore options for the replace of the on -
street meters with options that include cash, credit and debit and that the Bowmanville
BIA be engaged in the process.
2. Project Update
Parking Payment Modernization
2.1 As part Clarington's efforts to modernize its services and create efficient, cost-effective
processes, the Municipality requested budget approval in the 2024-2027 Budget to
upgrade the existing on -street coin operated meters in downtown Bowmanville. The
original proposal was to remove the 171 existing meters and replace them with
approximately 30 centrally located pay and display meter units. The project was
approved in the 2024-2027 Multi -Year budget as follows:
Municipality of Clarington Page 3
Report LGS-029-25
Removal of single space meters, remediation
$50,000
and site install preparation*
Replacement and Installation of new Pay
$250,000
Stations
Meter Management System
$19,800 annual operating
Total Capital
$300,000
Total Operating
$19,800
Total
$319,800
2.2 Upon starting the project Staff identified immediate concerns with the central parking
meters, including higher ticket costs, and a greater impact on downtown businesses and
residents who are more familiar with single meters as well as accessibility concerns.
There would be a significant disruption to the downtown to remove the existing meters
and complete the installation work for the new central meters. Public Works Staff raised
safety and operational concerns about requiring additional signage for central parking
meters.
2.3 After further review, Staff identified a newer design of meters that was a superior
alternative to the central meters. Several benefits were identified including a minimal
disruption to the downtown, no additional signage required for the upgrades, no
reduction in the accessibility and minimal remediation work required. Existing meter
posts could be used with a decorative cover with a `sleeve' to beautify the streetscape.
The new single space meters also provide cash, debit and credit card payment options.
Selection of this option resulted in a shorter timeframe for completion of the project.
These meters also are equipped with a meter management system which allows the
meters to be monitored electronically and the ability to access statistical reporting.
2.4 There was also a significant cost savings by choosing the single space meters in
comparison to the central pay and display units.
Remediation work for existing meter posts *
$6374.75
Replacement and Installation of new meters
$128,052.45
Meter Management System
Total
$14,732.50
$149,159.70
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Municipality of Clarington Page 4
Report LGS-029-25
Bowmanville BIA
2.5 The Bowmanville BIA was engaged and consulted following the decision to proceed
with the new single space meters. Municipal staff attended a Bowmanville BIA meeting
to provide an update and respond to questions regarding the new meters. During the
review, the features and benefits of the meters were outlined, including the availability of
cash, debit, and credit payment options. Additional email communications were sent to
share proposed installation timelines and to notify the Bowmanville BIA as key steps in
the process were completed.
Additional Parking Spaces
2.6 During the launch of the parking payment modernization initiative, Staff identified the
need to clearly delineate parking stalls on Temperance Street, south of King Street.
Traffic staff collaborated to review existing meter placements and assess opportunities
for improvement.
2.7 As a result of this review, four additional parking spaces were identified and marked on
Temperance Street, and a designated loading space was added on King Street. These
enhancements have increased downtown parking availability, improved traffic
circulation, and contributed to overall safety. Installation of new meter poles is currently
underway, and the corresponding parking meters have been ordered. Staff will continue
to explore future opportunities to add more stalls, which would support faster turnover of
on -street parking, enhance safety, and potentially generate additional revenue.
Statistics
2.8 While the majority of parking transactions continue to be made using coins, we are
beginning to observe a gradual shift toward alternative payment methods such as debit,
credit, and mobile platforms. Recognizing the public's preference for retaining the coin
option, we will continue to monitor this trend closely. Should the reliance on coin
payments diminish, we may revisit the possibility of adjusting payment options in the
future, ensuring any changes are made with public input and operational needs in mind.
Page 11
Municipality of Clarington Page 5
Report LGS-029-25
Payment Type
Visa Hotspot
11.1% 12.1%
64.1%
Coin
Mastercard
6.1%
Debit
6.7%
2.9 A review of the parking meter statistics from the date of installation to July 31, 2025, has
been completed. The total revenue generated from the meters is $74,807.80. When
including online payments processed through Hotspot, the total revenue increases to
$85,088.92. This reflects a net increase of $5820.45, representing a 7.34% growth for
same period in 2024.
2.10 Historically, parking meter maintenance and parking enforcement have been hindered
by outdated and unreliable equipment. Since the upgrade and implementation of the
meter management system that allows for real-time monitoring and maintenance alerts,
enforcement efficiency has significantly improved. This enhancement has contributed to
an increase in infraction revenue of $5,480.00 which is 95.8% increase from last year
between the date of installation to July 31, 2025.
2.11 Several operational efficiencies have also been achieved as a result of this project. It is
estimated that 16 staff hours per week (8 hours per Officer) have been avoided across
coin collection, coin counting, meter maintenance, and enforcement activities. Annually,
this equates to 768 hours of staff time, representing a cost savings of approximately
$37,542.53.
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Municipality of Clarington Page 6
Report LGS-029-25
3. Financial Considerations
3.1 As the total cost of the project was $149,159.70 and resulted in the project cost being
under the approved budget, a portion of the surplus has been allocated toward future
maintenance, upgrades, and repairs of the parking meter infrastructure. This will ensure
continued functionality, improved service delivery, and long-term asset sustainability.
4. Strategic Plan
4.1 This report provides an update on the actions necessary to complete priority L.2.2: Use
technology and process improvement to modernize and optimize services. Specifically,
action L.2.2.3: Modernize parking pay stations.
5. Climate Change
Not Applicable.
6. Concurrence
Not Applicable.
7. Conclusion
It is respectfully recommended that Staff Report LGS-029-25 be received for information
Staff Contact: Michelle Chambers, Legislative Services Coordinator, 905-623-3379 ext. 2101
or mchambers@clarington.net.
Attachments:
Not Applicable
Interested Parties:
There are no interested parties to be notified of Council's decision.
Page 13
Clarington
Staff Report
If this information is required in an alternate accessible format, please contact the Accessibility
Coordinator at 905-623-3379 ext. 2131.
Report To: General Government Committee
Date of Meeting: September 8, 2025 Report Number: LGS-031-25
Authored by: Kristina Bergeron, Manager of Municipal Law Enforcement
Submitted By: Rob Maciver, Deputy CAO/Solicitor, Legislative Services
Reviewed By: Mary -Anne Dempster, CAO Resolution#:
File Number: By-law Number:
Resort Subiect: Election Sian By-law Review
Recommendations:
1. That Report LGS-031-25, and any related delegations or communication items, be
received;
2. That the By-law attached to Report LGS-031-25, to repeal and replace the Election
Sign By-law 2016-004 and amendments, be approved; and
3. That all interested parties listed in Report LGS-031-25, and any delegations be
advised of Council's decision.
Page 14
Municipality of Clarington Page 2
Report LGS-031-25
Report Overview
Staff are recommending administrative enhancements to the Election Sign By-law to provide
clarity and protection to residents. While the core rules and regulations remain unchanged,
the by-law has been reorganized to enhance clarity and flow. Improvements to the layout
and wording will help candidates, their agents, and citizens better understand election sign
regulations in Clarington.
1. Background
Why do we Regulate Election Signs?
1.1 Subsection 11(3)(7) of the Municipal Act states that:
A lower -tier municipality and an upper -tier municipality may pass by-laws, subject
to the rules set out in subsection (4), respecting matters within the following
spheres of jurisdiction: "structures, including fences and signs".
1.2 The Election Sign By-law regulates election signs, both on private and public property,
specifically, the location, size and timing for which signs are allowed to be installed. The
by-law places the responsibility on a candidate, their agent or any representative of a
candidate, or registered third party for compliance with the By-law related to election
signs.
1.3 Election Signs:
• Provide name recognition for candidates;
• May encourage electors to research candidates or election issues;
• May raise the visibility and profile of the election;
• May create roadside clutter (aka sign pollution);
• May distract motorists, cyclists, and pedestrians; and
• May not be environmentally friendly and generate waste.
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Report LGS-031-25
1.4 It is important that election signs:
• Do not interfere with the safe movement and visibility of motorists, cyclists, and
pedestrians;
• Do not obstruct or interfere with any emergency access or egress;
• Comply with all applicable legislation; and
• Do not negatively impact abutting properties or the visual appeal of the
Municipality.
Current By-law
1.5 The current Election Sign By-law, By-law 2016-004, was passed arising out of the
Election Sign By-law Report CLD-004-16. The current by-law separated the "election
sign matters" from Clarington's Sign By-law and has been amended several times
since. It applies to elections at all three levels of government.
1.6 At least once every term of Council, preferably well before the regular Municipal
Elections, the Election Sign By-law is reviewed, and changes are recommended to
Council.
1.7 The last review took place in 2021, with Report LGS-023-21, to reflect the delegation of
authority from the Region to the lower -tier municipalities, as well as some housekeeping
measures.
1.8 Since the passing of the 2016 by-law, there have been several by-elections, three
general Federal Elections, two Provincial Elections, and two municipal elections.
Additionally, there have been changes in how Clarington handles fees. Based on those
experiences, Staff are recommending administrative updates to the current by-law.
2. Review of Election Sign By-law
General
2.1 It is important to recognize that election signs remain an important communication tool
for many candidate's campaigns, although candidates are increasingly relying on social
media. Signs play a role in making the public both aware of the candidates and signal
that there is an upcoming election.
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Municipality of Clarington Page 4
Report LGS-031-25
2.2 The review of the Municipality's Election Sign By-law has been conducted with the
following goals in mind:
• Balance interests of public, election participants and the Municipality to ensure
an equitable election process;
• Ensure public health and safety is provided for and protected;
• Clarify and simplify language and formatting to improve compliance;
• Modernize the By-law to reflect changes to the Municipal Election Act; and,
• Provide standards that establish a consistent, fair and unbiased process.
2.3 To achieve these goals, the By-law was reviewed and benchmarked against other
municipalities based on but not limited to the following provisions:
• Allowance of signs on public property;
• Allowance of signs on private property;
• Restrictions on the placement of signs according to voting areas such as
associated wards and ridings;
• Restrictions on the placement of signs with regard to public infrastructure;
• Time restrictions on placement both before, and after, Voting Day;
• Size restrictions including height and width;
• Other types of election signs such as vehicle signs and campaign office signs;
• Enforcement practices;
• Penalties, and fees; and,
• Retention periods and destruction practices.
2.4 Staff have not considered a municipal -wide prohibition of election signs. Although some
municipalities have banned election signs on public road allowances, our approach
retains these allowances with sensible placement regulations to balance public safety,
sightlines, and visual aesthetics while ensuring candidates can still advertise.
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Municipality of Clarington Page 5
Report LGS-031-25
2022 Municipal Election Experience
2.5 During the 2022 Municipal and School Board Elections, the Municipality enforced the
Election Sign By-law on both a complaint -driven and proactive basis. The Municipal Law
Enforcement (MLE) received 36 complaints related to election signs and removed 101
election signs.
2.6 The most common reasons for election sign removal were placement of signs within a
visibility triangle and the placement of signs too close to other signs for the same
candidate, followed by placement of election signs outside the allowed time frame.
2024 Federal By -Election Experience
2.7 During the 2024 Federal by-election, the Municipality removed 290 election signs. The
common violations being: signs erected without registering and paying deposit, signs
within a visibility triangle, signs too close to other signs of the same candidate, followed
by signs not being removed 48 hours after election day.
2025 Provincial Election Experience
2.8 An updated Election Sign Guidance document was provided to candidates upon
registering, summarizing the regulations and removal fees. Commonly observed
violations included signs erected without registering and paying the deposit, signs within
a visibility triangle, and signs too close to other signs of the same candidate.
2.9 Stakeholders indicated that the sign recovery regulations and process were difficult to
interpret. Specifically, the requirement to issue invoices only after a 61-day period
created challenges for candidates attempting to retrieve confiscated signs within the
designated timeframe. The delay in invoicing meant candidates were unable to
complete the recovery process promptly, leading to confusion and inefficiencies. The
cost and election sign recovery (now found in Section 7) was updated to remove the
fixed timeline restriction for invoicing. The update would allow for invoicing to be
completed as soon as practicable after all infractions have been resolved.
2025 Federal Election Experience
2.10 Consistent with the provincial election, the most observed violations included erecting
signs without registering or paying the required deposit, placement of signs within
visibility triangles, and signs positioned too close to other signs belonging to the same
candidate.
2.11 Notably, the number of violations observed during the federal election was significantly
lower compared to the provincial election.
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Municipality of Clarington Page 6
Report LGS-031-25
Third Party Advertisers
2.12 The introduction of the concept of "Third Party Advertisers" to the Municipal Elections
Act (MEA) in 2016 could have had the possibility of increasing the signs although it has
not gotten much use in Clarington and therefore hasn't affected the volume of signs,
yet.
2.13 One third party advertiser displayed signs during the Federal by-election in 2024.
When is a Candidate a Candidate?
2.14 During the recent federal by-election, confusion arose regarding the timing of when a
candidate may submit their election sign deposit. Due to the compressed timelines
typical of by-elections, candidates often prepare signage in advance and seek to submit
deposits prior to the official commencement of the election period. However, the existing
Election Sign By-law did not define when an individual officially becomes a candidate,
leading to uncertainty and inconsistent practices.
2.15 To address this issue, Section 4.2 of the draft by-law now provides clear direction on
when election signs may be displayed and when deposits must be submitted.
Specifically:
• Federal or Provincial Elections/By-elections: No election sign may be displayed
prior to the issuance of the Writs of Election.
Municipal Elections: Election signs may not be displayed until the candidate has
filed their nomination with the Municipal Clerk, or in the case of a registered third
party, has registered with the Clerk.
• Deposit Requirement: In all cases, no election sign may be displayed without
first registering and submitting the election sign deposit fee, including any
applicable accrued costs as outlined in Schedule "A".
2.16 This clarification ensures consistency in enforcement and provides candidates with a
transparent framework for compliance, particularly in time -sensitive election scenarios.
Fees
2.17 In keeping with the administrative fee structures established in other regulatory by-laws,
such as the Property Standards By-law 2007-070, Boulevard By-law 2013-066, and Site
Alteration By-law 2024-017, a 25% administrative fee has been incorporated into the fee
schedule. This fee will be applied exclusively in instances where the Municipality is
required to remove a sign located on private property due to non-compliance following
the issuance of a notice. All other fees remain unchanged from the previous by-law.
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Municipality of Clarington Page 7
Report LGS-031-25
2.18 The fee structure remains reasonable and aligned with practices in other municipalities,
ensuring fairness while supporting effective enforcement.
Definition Updates and Additions
2.19 The following table outlines the updates made to the definitions.
• . 1 - •
• • i - . - • T
Display
Expanded to include install, build, construct, reconstruct,
move, place, and affix for clarity and enforcement.
Person
Updated for consistency with other regulatory by-laws.
Public Park & Public Utility Pole
Removed; restrictions now addressed directly in Sections
4.70) and 4.18.
Public Works Department
Removed; term not referenced in the by-law.
Zone and Urban Area
Removed; terms not referenced in the by-law.
Election Assistance Centre (EAC) — Reflects new
electronic voting practices.
New definitions added
Expense — Enables recovery of costs related to sign
removal from private property.
Sign By-law — Added for cross-referencing purposes.
Summary of Key Revisions to the Election Sign By-law:
2.20 The following table outlines the key revisions found in the draft by-law.
'Current Provision-,
Revised Provislop,
References, Word Usage, Severability,
Consolidated into a dedicated
Application, and Schedule Sections .
"Administration" section (Section 3) for
improved organization and clarity.
Deposits Required section are found
Consolidated into a dedicated
towards the end of the by-law.
"Administration" section (Section 3) for
improved organization and clarity.
Section 10.1 — No consent required to
Section 4.8 — Updated to require property
display signs on the boulevard adjacent to
owner consent for displaying signs fronting
residential property.
residential properties.
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Municipality of Clarington Page 8
Report LGS-031-25
Current Provision
-. -
No previous provision.
Section 4.17 — Introduced a new
requirement for safety caps on rebar to
promote public safety as a best practice.
Section 25 — Restriction for parking a vehicle
Section 4.19 — Expanded vehicle election
displaying an election sign within a one
sign restrictions to include Election
block radius of the Municipal Administrative
Assistance Centres (EACs) and all voting
Centre at 40 Temperance Street
places.
Bowmanville, on the voting day of a
Municipal election.
Section 17 and 17.1 — Private Property
Sections 5.1, 5.2, and 5.3 — Removed the
regulations.
term "reasonable" size due to enforcement
challenges. Maximum size limits remain
unchanged and are detailed in Section 4.16.
Section 32. — Deposits (less deductions)
Section 7.4 — Deposit may be refunded at
returned 61 days after Voting Day.
the discretion of the Manager of Municipal
Law Enforcement or designate, once all
infractions are resolved. No fixed timeline;
more flexible and enforcement -driven.
Section 39. — Confiscated signs required to
Section 7.5 — Signs may be retrieved during
be stored for minimum 30 days; however,
regular business hours within 30 days of the
error in wording provides allowance for
issuance of an invoice or deposit refund,
redemption "during this period" which is
provided all outstanding fees have been paid
contradictory. The intent of the provision was
in full. Retrieval will not be permitted prior to
to act as a deterrent to placing signs in
the issuance of the invoice or refund. Any
violation of the by-law.
signs not claimed within the 30-day period
will be considered forfeited and will be
disposed of by the Municipality.
Sign Disposal Timeline - Signs held for more
Disposal timeline is no longer explicitly
than 60 days may be destroyed.
stated; instead, signs not retrieved within 30
days are forfeited, streamlining the process.
3. Financial Considerations
3.1 No additional staffing or financial resources are required. The updated cost and election
sign recovery provisions simplify invoicing and reduces potential disputes, likely
enhancing efficiency in enforcement and administration.
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Report LGS-031-25
4. Strategic Plan
C.2.5: Support the proactive management of community safety and well-being.
5. Climate Change
Not applicable.
6. Concurrence
Not Applicable.
7. Conclusion
It is respectfully recommended that Council repeal By-laws 2016-004, 2017-091, 2018-
045, 2018-062, 2018-092, and 2021-074 and pass the draft by-law in replacement.
Staff Contact: Kristina Bergeron, Manager of Municipal Law Enforcement,
kbergeron2@clarington.net.
Attachments:
Attachment 1 — Draft Election Sign By-law
Interested Parties:
There are no interested parties to be notified of Council's decision.
Page 22
Attachment 1 to Report LGS-031-25
By-law YYYY-N N N
Election Sign By-law
If this information is required in an alternate format, please contact the Accessibility
Coordinator at 905-623-3379 ext. 2131.
The Corporation of the Municipality of Clarington
By-law YYYY-NN
Being a By-law to regulate the placement of election signs in the Municipality of
Clarington
Whereas subsection 11(3) paragraph 1 of the Municipal Act, 2001, S.O. 2001, c. 25, as
amended authorizes the Corporation of the Municipality of Clarington to pass by-laws
respecting highways over which it has jurisdiction;
And whereas subsection 11(3) paragraph 7 of the Municipal Act, 2001, S.O. 2001, c.
25, as amended authorizes the Corporation of the Municipality of Clarington to pass by-
laws respecting signs;
And whereas subsection 63(1) of the Municipal Act, 2001, S.O. 2001, c. 25, as
amended authorizes the Corporation of the Municipality of Clarington, if it passes a by-
law for prohibiting or regulating the placing of an object on a Highway, to provide for the
removal of any object placed on a Highway in contravention of that by-law;
And whereas, arising out of Report LGS-031-25, Council has determined that it is
appropriate, desirable and necessary in the public interest to regulate election signs and
to repeal and replace By-law 2016-004 and its amendments;
Now therefore the Council of the Municipality of Clarington enacts as follows:
1. Short Title
1.1 This By-law may be referred to as the "Election Sign By-law".
2. Definitions
2.1 In this By-law:
"campaign office" means a building or portion of a building which is used by a
candidate, as their administrative office or offices for an election;
"candidate" shall have the same meaning as in the Canada Elections Act, S.C. 2000,
Page 1 of 12
Page 23
Attachment 1 to Report LGS-031-25
By-law YYYY-N N N
Election Sign By-law
c. 9, the Election Act, R.S.O. 1990, c. E. 6, or the Municipal Elections Act, 1996, S.O.
1996, c. 32 as applicable, and shall be deemed to include a person or an agent for a
registered person seeking to influence another person to vote for or against any
question or by-law submitted to the electors;
"Deputy CAO" shall mean the Deputy CAO of Legislative Services or their designate;
"display" means to: attach, install, erect, build, construct, reconstruct, move, place,
affix or maintain;
"election" means any federal, provincial or municipal election and any question or by-
law submitted to the electors and includes an election to a local board or commission;
"election assistance centre (EAC)" means a building/property, location, structure, or
grounds/part of a building/property, or other facility designated by the Municipal Clerk at
which eligible voters may attend in -person to seek assistance with voting and/or to vote
in the Municipal Elections. The boundaries of the EAC are the boundaries of the
property where the EAC is located and includes the parking lot. EACs have the same
meaning as "voting place" as defined in the Municipal Elections Act, 1996, S.O. 1996, c.
32, Sched.
"election sign" means any surface, including posters, billboards, advertising devices,
and structures, which are used or capable of being used as a visual medium to attract
attention or convey a message which advertises, promotes, opposes, or takes position
with respect to any candidate or political party in a Federal, Provincial, or Municipal
election or by-election, including an election of a local board or commission, is intended
to influence electors to vote for or against an issue associated with a candidate or
political party in a federal, provincial or municipal election or by-election, or is intended
to influence electors to vote for or against any candidate or any question, law or by-law
submitted to the electors under the Canada Elections Act, the Election Act, or the
Municipal Elections Act;
Page 2 of 12
Page 24
Attachment 1 to Report LGS-031-25
By-law YYYY-N N N
Election Sign By-law
"expense" means the cost of carrying out the work to be done by the notice pursuant to
Section 6.3 and an administrative charge as outlined in Schedule "A";
"highway" shall have the same meaning as the Highway Traffic Act, R.S.O. 1990,
c.H.8, and includes unopened road allowances;
"Municipal Clerk" means the Municipal Clerk of the Municipality or a designate;
"Municipality" means The Corporation of the Municipality of Clarington;
"Officer" means an Officer appointed by the Municipality for the purpose of enforcing
Municipal By-laws, any employee of the Municipal Public Works Division whose duties
include enforcement of this By-law or a police officer while in the course of their duties;
"person" means a natural individual, and their heirs, executors, administrators or other
legal representatives, a corporation, partnership or other form of business association or
a receiver or mortgagee in possession and includes a candidate, their agent or any
representative of a candidate, or registered third party;
"registered third party" shall have the same meaning as in the Canada Elections Act,
S.C. 2000, c. 9, or the Municipal Elections Act, 1996, S.O. 1996, c. 32 as applicable;
"Sign By-law" means the Municipality of Clarington Sign By-law 2009-123, as
amended, or its successor;
"total sign height" means the total height of an election sign measured from grade to
the top of the sign structure;
"vehicle election sign" means any form of signage, poster or vehicle wrap placed on
or attached to a vehicle to show support for a candidate or any question or by-law
submitted to the electors and includes any motor vehicle, trailer or any vehicle as
defined in the Highway Traffic Act, R.S.O. 1990, c.H.8, whether actively being operated
on the highway or parked at any location;
Page 3 of 12
Page 25
Attachment 1 to Report LGS-031-25
By-law YYYY-N N N
Election Sign By-law
"visibility triangle" means a triangular -shaped area of land abutting a highway or
private road that is required to be kept free of obstructions that could impede the vision
of a pedestrian or the driver of a motor vehicle exiting onto or driving on the highway or
private road;
a
M
0
M
a
m
n
7J.
3m if
JZ
'[ E
'T
m
Street / Private Road
i� Sidewalk
Street Line
( Exterior Side Lot Line )
Visibility Triangle on a Corner Lot
Visibility Triangle Adjacent a Driveway
Driveway
Property Line
"voting day" means the day on which the final vote is to be taken in an election or by-
election;
"voting place" means the location where election ballots are collected and tabulated.
3. Administration
3.1 This By-law applies to all election signs within the Municipality.
3.2 Any reference in this by-law to any statutes, regulations or by-laws shall be
deemed to be a reference to such statutes, regulations or by-laws, as amended,
restated or replaced from time to time.
Page 4 of 12
Page 26
Attachment 1 to Report LGS-031-25
By-law YYYY-N N N
Election Sign By-law
3.3 This by-law shall be read and interpreted in conjunction with the Municipality's
Zoning By-law and Sign By-law, as amended.
3.4 Each section of this by-law is an independent section, and the holding of any
section or part of any section of this by-law to be void or ineffective for any reason
shall not be deemed to affect the validity of any other sections of this by-law.
3.5 Where a conflict exists between the provisions of this by-law and any other by-law
regulating election signage within the Municipality, the provisions of this by-law
shall prevail.
3.6 No person shall provide false information or give a false statement to an Officer,
employee and/or agent of the Municipality in the lawful exercise of a power or duty
under this by-law.
3.7 No person shall hinder or obstruct, nor attempt to hinder or obstruct, either directly
or indirectly, an Officer, employee and/or agent of the Municipality in the lawful
exercise of a power or duty under this by-law.
3.8 The provisions of this by-law shall not be construed as relieving or limiting the
responsibility or liability of any person displaying any sign for personal injury or
property damage resulting from the placing of such signs or resulting from the
negligence or wilful acts of such person, or their agents or employees, in the
display of such signs.
3.9 Schedule "A" is attached to and forms part of this by-law.
4. General Provisions
4.1 No person shall display, or cause the display, of any election sign except in
accordance with this by-law.
Page 5 of 12
Page 27
Attachment 1 to Report LGS-031-25
By-law YYYY-N N N
Election Sign By-law
4.2 No person shall display or cause the display of an election sign,
a) prior to the issuance of "Writs of Election" for a Federal or Provincial
election or by-election, or more than 45 days prior to the first advance voting
opportunity;
b) in the case of a Municipal election, without first filing their nomination with
the Municipal Clerk, or in the case of a registered third party, registering
with the Municipal Clerk; and
c) without first registering and making payment of the election sign deposit fee,
plus any applicable accrued costs in excess of the deposit fee prescribed in
Schedule "A".
4.3 Despite sections 4.1 and 4.2 c) signs identifying a candidate's campaign office
may be displayed in accordance with section 4.2 a) and b) and the Sign By-law.
4.4 Election sign registrations shall be:
a) in a form prescribed by the Deputy CAO and,
b) accompanied by the election sign deposit fee prescribed in Schedule "A".
4.5 Every election sign displayed, or caused to be displayed, by a candidate shall
indicate the candidate's name on the election sign.
4.6 Every election sign displayed, or caused to be displayed, by a registered third
party shall indicate the name of the registered third party, the municipal, provincial,
or federal body where the third party is registered, and a telephone number,
mailing address, or e-mail address at which the registered third party may be
contacted.
Page 6 of 12
Page 28
Attachment 1 to Report LGS-031-25
By-law YYYY-N N N
Election Sign By-law
4.7 No person shall display, or cause the display, of any election sign on any highway
under the jurisdiction of the Municipality that:
a) is within 1 metre from the edge of a curb or where there is no curb, within 2
metres from the edge of the travelled portion of the highway;
b) is within a 500-metre radius of another election sign for the same candidate or
registered third party;
c) is on a median, traffic island, shoulder, central boulevard, or roundabout;
d) is within 20 metres of a public mailbox;
e) is within 3 metres of a school crossing or fire hydrant;
f) is displayed in such a manner as to obstruct the vision of drivers or interfere with
the visibility;
g) impedes any sidewalk or walkway;
h) simulates any traffic sign, traffic signal, any other sign that directs the movement
of pedestrian or vehicular traffic, or any other official sign;
i) uses words such as "stop", "look", "one way", "danger", "yield" or any similar
phrases, symbols, lights or characters in such a manner as to interfere with,
mislead or confuse traffic;
j) is affixed to public infrastructure, including but not limited to mailboxes, hydro
poles, light standards, planters, benches, bus shelters, waste receptacles, or
other utility infrastructure: or
k) is displayed on, attached to, or supported by any tree, stone, or other natural
object.
4.8 Notwithstanding Section 4.7 b), and subject to all other regulations of this By-law,
election signs may be displayed within 500m of an election sign for the same
candidate or registered third party where there is a residential dwelling fronting
onto the portion of the highway where the election sign is displayed and where
consent has been granted by an owner or occupant of said property.
4.9 Notwithstanding Section 4.7, a vehicle being lawfully operated on the highway
may be used to display an election sign.
4.10 No person shall display, or cause the display, of an election sign on any fence or
retaining wall if the election sign is visible from any highway that is under the
jurisdiction of the Municipality or Regional Municipality of Durham.
Page 7 of 12
Page 29
Attachment 1 to Report LGS-031-25
By-law YYYY-N N N
Election Sign By-law
4.11 No person shall display, or cause the display, of an election sign with flashing
lights, rotating parts, digital display units, animated lights, or any other form of
animation or illumination.
4.12 No person shall display, or cause the display, of any election sign containing the
Municipality's logo, crest, or seal in whole or in part.
4.13 No person shall display, or cause the display, of an election sign on or in any
premise used as an EAC or voting place, or that part of the highway that is
adjacent to the EAC or voting place.
4.14 No person shall display, or cause the display, of an election sign within a visibility
triangle.
4.15 Notwithstanding Section 4.14, subject to all other regulations of this by-law, if the
visibility triangle from a driveway is intersected by a sidewalk, an election sign
may be displayed on the boulevard side of the sidewalk provided it is no closer
than 3.0 metres from the driveway.
4.16 No person shall display, or cause the display, of an election sign that exceeds a
total sign height of 1.5 metres or has a width greater than 2.44 metres.
4.17 Where rebar, or any type of reinforcing steel or metal are used to support an
election sign, all ends, not including the end inserted into the ground, shall have
high visibility safety caps installed that securely cover the exposed ends.
4.18 No person shall display, or cause the display, of an election sign on or in any
property, building or structure that is owned, managed or otherwise under the
legal control of the Municipality except on a highway in accordance with this By-
law.
Page 8 of 12
Page 30
Attachment 1 to Report LGS-031-25
By-law YYYY-N N N
Election Sign By-law
4.19 No person shall park any vehicle election sign that promotes, supports or
opposes a candidate or registered third party by either signs, vehicle wraps, or
any other type of display advertising within a one block radius of an EAC, voting
place, or the Municipal Administrative Centre at 40 Temperance Street
Bowmanville.
4.20 No person shall display, or cause the display, of an election sign that promotes,
supports or opposes a candidate outside the candidate's ward or riding
boundary, where applicable.
4.21 Where a road serves as a boundary between wards, candidates may only display
election signs on private property on the side of the road within their ward/riding
boundary. On municipal boundary roads, signs may only be placed on private
property on the side of the road within the Municipality.
5. Private Property
5.1 A maximum of (1) election sign per candidate or registered third party is
permitted to be displayed on private property.
5.2 Section 5.1 does not apply to a property used as a campaign office of a
candidate.
5.3 No person shall display an election sign on private property unless:
a) consent is provided by the property owner, tenant or occupant of the property;
b) it does not interfere with the safe operation of a vehicle or impair the safety of
pedestrians;
c) it does not obstruct or impede any fire escape, fire exit, door, window, air intake
or exhaust; or
d) it does not prevent or impede emergency personnel access to a building,
emergency water connection, or fire hydrants.
6. Removal
6.1 All election signs shall be removed by the candidate or registered third party no
later than 48 hours after midnight on voting day for which the signs were displayed.
Page 9 of 12
Page 31
Attachment 1 to Report LGS-031-25
By-law YYYY-N N N
Election Sign By-law
6.2 Where an election sign has been displayed on or overhanging property owned by
or under the jurisdiction of the Municipality or the Regional Municipality of Durham,
in contravention of this By-law, an Officer may cause the election sign to be
removed without notice or compensation.
6.3 Where an Election Sign is displayed on private property in contravention of this by-
law, an Officer may forward a notice, by personal service, telephone or regular
post, to the registered owner/lessee of the property, or owner of the election sign,
or their agents, requiring that the election sign be removed within the time
specified in the notice and thereafter not replaced with any election sign in
contravention of this By-law or to alter the election sign to comply with this By-law.
6.4 If a notice is not complied with, an Officer may require Municipal employees, or an
independent contractor to enter land and remove an election sign at the expense
of the owner thereof, the person who permitted or caused the election sign to be
displayed or the owner of the land on which it is situated. The Municipality, or their
agents shall not be liable to compensate such owner or other person having an
interest in the election sign for reason of anything done by or on behalf of the
Municipality under the provisions of this By-law.
6.5 Every person shall comply with any notice issued under the authority of this By-
law.
7. Cost and Election Sign Recovery
7.1 The Municipality may recover any expenses incurred in accordance with Section
6.4 by adding the expense to the tax roll and collecting it in the same manner as
Municipal taxes.
7.2 Any election sign displayed in violation of this By-law, that is removed by the
Municipality will result in a deduction from the election sign deposit fee, in the
amount outlined in Schedule "A".
7.3 If the value of signs removed exceeds the amount of the deposit, the candidate or
registered third party shall be billed directly for the extra sign removals in
accordance with the amounts outlined in Schedule "A".
7.4 Deposits paid pursuant to this by-law, less any amount owing to the Municipality,
may be refunded if in the discretion of the Manager of Municipal Law Enforcement
or their designate there are no remaining infractions applicable pursuant to this by-
law.
Page 10 of 12
Page 32
Attachment 1 to Report LGS-031-25
By-law YYYY-N N N
Election Sign By-law
7.5 Upon payment of any outstanding applicable fees, a candidate, registered third
party, or any individual acting on their behalf may make arrangements to retrieve
the election sign during the Municipality's regular business hours. This must be
done within 30 days from the date of the invoice or the issuance of any remaining
deposit refund. Any election sign not retrieved within the specified timeframe shall
be deemed forfeited.
8. Offence and Penalties
8.1 Every person who contravenes any provision of this By-law is guilty of an offence
and upon conviction is liable to a fine as provided for by the Provincial Offences
Act, R.S.O. 1990, Chapter P.33, as amended.
9. Repeal
9.1 By-laws 2016-004, 2017-091, 2018-045, 2018-062, 2018-092, and 2021-074 are
hereby repealed. That this by-law shall come into force and effect on the date it is
deemed adopted.
Passed in Open Council this XX day of MMMM, YYYY.
Adrian Foster, Mayor
June Gallagher, Municipal Clerk
Written approval of this by-law was given by Mayoral Decision MDE-YYYY-XXX dated
XXXX XX, YYYY.
Page 11 of 12
Page 33
Attachment 1 to Report LGS-031-25
By-law YYYY-N N N
Election Sign By-law
Schedule "A"
Fee Schedule
Service Fee
HST
included/
Unit
Exempt
Deposit Amount
- •
Removal Fee:
First 25 signs regardless of
size
Removal Fee:
Over 25 signs up to 0.56 m2
(6 ft2)
Removal Fee:
-
Signs over 0.56 mz up to 3
m2 (32 ft2)
Removal Fee: $30.00 or actual cost of
removal, whichever is higher
Over 3 m2
Administrative Charge ' . of the actual cost•
- •
Page 12 of 12
Page 34
Clarftwn
Staff Report
If this information is required in an alternate accessible format, please contact the Accessibility
Coordinator at 905-623-3379 ext. 2131.
Report To: General Government Committee
Date of Meeting: September 8, 2025 Report Number: FSD-027-25
Authored by: Mandy Chong, Manager, Procurement
Submitted By: Trevor Pinn, Deputy CAO/Treasurer, Finance and Technology
Reviewed By: Mary -Anne Dempster, CAO
By-law Number: Resolution Number:
File Number:
Report Subject: Contract Awards between November 19, 2024 to August 26, 2025
Exceeding $500,000 And During Council Recess
Recommendation:
1. That Report FSD-027-25, and any related delegations or communication items, be
received for information.
Page 35
Municipality of Clarington Page 2
Report FSD-027-25
Report Overview
To report to Council on the contracts awarded under Section 65 of the Procurement By-law
with a total cost exceeding $500,000 and under Section 68 of the Procurement By-law for
contracts awarded during Council recess.
1. Background
1.1 For the period of November 19, 2024 to August 26, 2025, in accordance with the
Procurement By-law, this report is being provided to Council for information to
summarize all contract awards made for acquisitions with a total cost exceeding
$500,000, excluding HST and awarded under Procurement By-law 2024-052, Section
65. This is the first year with this reporting requirement, therefore the starting period
goes from the approval of the By-law in 2024, future reports will start January 1 of each
year.
1.2 During periods when Council is in recess, provision has been made for the approval of
contract awards to continue with business as usual. Refer to Procurement By-law 2024-
052, Section 68, Council Recess Procedures. This report provides information on
contract awards issued under Section 68 during Council Recess, which include
approvals for change orders for consulting and professional services with a total
contract cost exceeding $100,000, in accordance with the provisions of Section 68.
2. Comments
2.1 The following contracts were awarded in accordance with Procurement By-law 2024-
052, Section 65. Copies of the Procurement Services Reports are attached.
Report #
Contract #
Description
Procurement Division-
CL2025-4
Refrigerated Skating Pad DHRC
003-25
Procurement Division-
CL2024-41
Supply and Deliver One Pumper
004-25
Truck (Multi -Year)
Procurement Division-
CL2025-6
Rout and Crack Seal Repairs (Multi-
005-25
Year)
Page 36
Municipality of Clarington Page 3
Report FSD-027-25
Report #
Contract #
Description
Procurement Division-
CL2025-7
South Bowmanville Recreation
009-25
Centre — Site Servicing and
Earthworks
Procurement Division-
CL2025-17
Plumbing Services (Multi -Year)
011-25
Procurement Division-
CL2025-10
Municipal Administrative Centre —
014-25
Partial Roof Repair
Procurement Division-
T280-2025
Supply of Sodium Chloride (Co-
021-25
operative)
Procurement Division-
SS2025-6
Supply and Deliver One Gradall
022-25
Hydraulic Excavator
Procurement Division-
RFP2025-3
South Bowmanville Recreation
023-25
Centre- General Contracting
Services- Phase 1
Procurement Division-
CL2025-13
George Street West and George
024-25
Street East Reconstruction
Procurement Division-
CL2025-3
2025 Pavement Rehabilitation
025-25
Procurement Division-
CL2025-32
Various Park Upgrades
026-25
Procurement Division-
CL2025-28
Supply and Deliver Various Vehicles
031-25
Page 37
Municipality of Clarington Page 4
Report FSD-027-25
Report #
Contract #
Description
Procurement Division-
032-25
CL2025-35
Soper Creek Baseball Upgrades
2.2 The following contracts were awarded in accordance with Procurement By-law 2024-
052 during Council Recess under Section 68 and copies of the Procurement Services
Reports are attached:
Report #
Contract #
Description
Procurement Division-
CL2025-27
Veterinary Services
033-25
Procurement Division-
RFP2025-9
Consulting Services for Bowmanville
034-25
Municipal Park on the former
Bowmanville Zoo Lands Phase 1 —
Trails
2.3 The following change orders were awarded in accordance with Procurement By-law
2024-052 during Council Recess under Section 68:
Department
Description
Change Order
Request (Net
HST)
New Total
Contract Cost
(Net HST)
Public
Operations Depot,
$56,273.28
$122,671.68
Services/Public
Emergency Fire Station and
Works
Training Facility — Change
Order to revise original
scope deliverable and
expanded scope of work to
GHD Ltd to conduct a
Hazard Assessment to the
onsite Heritage house
Page 38
Municipality of Clarington Page 5
Report FSD-027-25
3. Financial Considerations
Not Applicable.
4. Strategic Plan
Not Applicable.
5. Climate Change
Not Applicable.
6. Concurrence
Not Applicable.
7. Conclusion
It is respectfully recommended that Council receives this report for information.
Staff Contact: Mandy Chong, Manager, Procurement, 905-623-4479 Ext. 2209 or
mchong@clarington.net.
Attachments:
Attachment 1 — Procurement Division-003-25 — CL2025-4 Refrigerated Skating Pad DHRC
Attachment 2 — Procurement Division-004-25 — CL2024-41 Supply and Deliver One Pumper
Truck (Multi -Year)
Attachment 3 — Procurement Division-005-25 — CL2025-6 Rout and Crack Seal Treatment
Services
Attachment 4 — Procurement Division-009-25 —
CL2025-7 South Bowmanville Recreation
Centre — Site Servicing and Earthworks
Attachment 5 — Procurement Division-011-25 —
Plumbing Services
Attachment 6 — Procurement Division-014-25 —
CL2025-10 Municipal Administrative Centre —
Partial Roof Replacement
Attachment 7 — Procurement Division-021-25 —
Co-op T280-2025 Supply of Sodium Chloride
Attachment 8 — Procurement Division-022-25 —
SS2025-6 Supply and Deliver One Gradall
Page 39
Municipality of Clarington Page 6
Report FSD-027-25
Attachment 9 — Procurement Division-023-25 — RFP2025-3 South Bowmanville Recreation
Centre
Attachment 10 — Procurement Division-024-25 — CL2025-13 George Street West and George
Street East Reconstruction
Attachment 11 — Procurement Division-025-25 — CL2025-3 Pavement Rehabilitation
Attachment 12 — Procurement Division-026-25 — CL2025-32 — Various Park Upgrades
Attachment 13 — Procurement Division-031-25 — CL2025-28 Supply and Deliver Various
Vehicles
Attachment 14 — Procurement Division-032-25 — CL2025-35 Soper Creek Baseball Upgrades
Attachment 15 — Procurement Division-033-25 — CL2025-27 Veterinary Services
Attachment 16 — Procurement Division-034-25 — RFP2025-9 Consulting Services for
Bowmanville Municipal Park
Interested Parties:
There are no interested parties to be notified of Council's decision.
Page 40
Attachment 1 to Report FSD-027-25
ciffftwil
Report
Procurement Division
If this information is required in an alternate accessible format, please contact the Accessibility
Coordinator at 905-623-3379 ext. 2131.
Report To: PS Reports - CAO Approve Only
Report Number: Procurement Division-003-25
Report Date: February 24, 2025
Submitted By: Mandy Chong, Manager, Procurement
Approved By: Mary -Anne Dempster, CAO
File Number: CL2025-4
Report Subject: Refrigerated Skating Pad Diane Hamre Recreation Complex
Recommendations:
It is respectfully recommended to the Chief Administrative Officer the following:
1. That Gerr Construction Limited with a total bid amount of $3,448,137.60 (Net
HST Rebate) being the lowest compliant bidder meeting all terms, conditions and
specifications of tender CL2025-4 be awarded the contract for the refrigerated
skating pad at the Diane Hamre Recreation Complex, as required by the
Community Services Division;
2. That the total funds required for this project is $3,699,924.65 (Net HST Rebate),
which includes construction costs of $3,448,137.60 (Net HST Rebate) and other
related costs such as design, inspection, testing, contract administration and
contingencies of $251,787.05 (Net HST Rebate) be approved.
Page 41
Attachment 1 to Report FSD-027-25
Municipality of Clarington Page 2
Report Procurement Division-003-25
1. Background
1.1 Tender specifications and drawings were prepared by Barry Bryan Associates and
provided by the Community Services Division to Procurement Services Division. The
scope of work included a refrigerated ice pad, warming room, ice resurfacer room and
landscaping services.
1.2 Tender CL2025-4 was issued by Procurement Services and advertised electronically on
the Municipality's website.
1.3 Thirty-three companies registered as official plan takers. The tender document included
a mandatory site visit. Ten companies attended the mandatory site visit. Only those plan
takers in attendance at the mandatory site visit were eligible to submit a bid.
1.4 The tender closed on February 7, 2025.
2. Analysis
2.1 Seven submissions were received in response to the tender call. The bids were
reviewed and tabulated by the Procurement Services (see attachment 1). Six
submissions were deemed compliant and forwarded to the Community Services
Division for review and consideration.
2.2 After reviewing the low bid, it was removed from consideration and deemed non-
compliant by Procurement Services.
2.3 After review and analysis of the bids by Procurement Service and the Community
Services Division, it was mutually agreed that the low compliant bidder Gerr
Construction Limited be recommended for the award of CL2025-4.
2.4 Gerr Construction Limited has completed work for the Municipality in the past with
satisfactory results.
2.5 In an effort to expedite the process, Council has provided the CAO with delegated
authority to approve this award. Refer to FSD-035-23.
3. Financial Considerations
3.1 As part of the 2024 budget, Council approved $8,000,000 (Net HST Rebate) for the
installation of two outdoor refrigerated ice pads, at the Courtice Community Complex
and the Diane Hamre Recreation Complex. Delegated authority was given to the CAO
to approve all contracts relating to this project. The project was split into two phases,
Courtice Community Complex (Phase I) and Diane Hamre Recreation Complex (Phase
Page 42
Attachment 1 to Report FSD-027-25
Municipality of Clarington Page 3
Report Procurement Division-003-25
11). The Phase I work was completed in December 2024. Phase II work is scheduled for
spring 2025. Based on approval of the cost for Phase 1, plus approved change orders at
$4,209,169.77 (Net HST Rebate), a balance of $3,790,830.23 (Net HST Rebate)
remains for the completion of the Phase 11 work.
3.2 The total funds required for this project is $3,699,924.65 (Net HST Rebate), which
includes the construction costs of $3,448,137.60 (Net HST Rebate) and other related
costs such as design, inspection, testing, contract administration and contingencies of
$251,787.05 (Net HST Rebate), be drawn from the following account:
Description
Account Number
Amount
Refrigerated Outdoor Ice Pad —
110-42-421-84314-7401
$3,699,924.65
Diane Hamre Recreation
Complex
Staff Contact: Mandy Chong, Manager, Procurement, 905-623-3379 ext. 2209 or
mchong@clarington.net.
Attachments:
Attachment 1 - Summary of Bid Results
Page 43
Attachment 1 to Report FSD-027-25
Municipality of Clarington Page 4
Report Procurement Division-003-25
Attachment #1 to Report - Procurement Division-003-25
Municipality of Clarington
CL2025-4
Refrigerated Skating Pad Diane Hamre Recreation Complex
Bid Summary
Bidder
Total Bid Price
(Including HST)
Total Bid Price
(Net HST Rebate)
Gerr Construction Limited
$3,829,005.00
$3,448,137.60
Peak Construction Group Ltd.
4,070,260.00
3,665,395.20
MJX Construction Inc.
4,195,787.18
3,778,436.31
J.J. McGuire General Contractors
Inc.
4,254,890.70
3,831,660.86
DURON ONTARIO LTD
4,728,682.75
4,258,325.28
Mianco Group Inc.
4,860,695.00
4,377,206.40
Mega Group Construction Limited
Non -compliant,
Non -Compliant
Page 44
Attachment 2 to Report FSD-027-25
ciffftwil
Report
Procurement Division
If this information is required in an alternate accessible format, please contact the Accessibility
Coordinator at 905-623-3379 ext. 2131.
Report To: PS Reports - CAO Approve Only
Report Number: Procurement Division-004-25
Report Date: February 20, 2025
Submitted By: Mandy Chong, Manager, Procurement
Approved By: Mary -Anne Dempster, CAO
File Number: CL2024-41
Report Subject: Supply and Deliver One Pumper Truck (Multi -Year)
Recommendations:
It is respectfully recommended to the Chief Administrative Officer the following:
That Darch Fire Inc. with a total bid amount of $2,241,880.27 (Net HST) for the
initial one-year term and an estimated five-year contract value of $6,725,640.81
(Net HST), being the lowest compliant bidder meeting all terms, conditions and
specifications of CL2024-41 be awarded the contract for the Supply and Delivery
of One Pumper Truck (Multi -Year);
2. That the total estimated funds required for this project for the first -year term in the
amount of $2,242,160.27 (Net HST) which includes $2,241,880.27 (Net HST) for
one pumper truck and fire apparatus costs and other costs such as GPS unit, in
the amount of $280.00 (Net HST) be funded by the Municipality from the 2026
budget as pre -approved in Report FSD-046-23.
3. That pending satisfactory performance and pricing, the Procurement Manager, in
consultation with the Director of Public Works, be given the authority to extend
the contract for up to four additional one-year terms;
4. That the estimated funds required for the second, third, fourth and fifth year will
be included in future budget accounts.
Page 45
Attachment 2 to Report FSD-027-25
Municipality of Clarington Page 2
Report Procurement Division-004-25
1. Background
1.1 Tender specifications for the Supply and Delivery of One Pumper Truck (Multi -Year)
were prepared by the Public Works Division and provided to the Procurement Services
Division.
1.2 The tender included the provision for the supply and delivery of future pumper truck
units for up to a five-year term. The purpose of the multi -year contract is to secure
volume pricing and reduce build times so that future build spots are promptly reserved
for the Municipality. Based on the budgeted fleet replacement schedule, the
Municipality anticipates purchasing two additional pumper trucks within the next four
years.
1.3 CL2024-41 was issued by the Procurement Services Division and advertised on the
Municipality's website. The tender closed on January 17, 2025.
2. Analysis
2.1 Eight plan takers downloaded the tender document. Two bids were received in
response to the call. The submissions were reviewed by the Procurement Services
Division (see Attachment 1), and one bid was deemed non -compliant. The results were
forwarded to the Public Works Division for their review and consideration.
2.2 Darch Fire Inc. has successfully completed work for the Municipality in the past.
2.3 After review and analysis by the Public Works Division and the Procurement Services
Division, it was mutually agreed that the low -compliant bidder meeting specifications,
Darch Fire Inc. be recommended for the award of tender CL2024-41.
3. Financial Considerations
3.1 In 2024, Council provided 2026 pre -budget approval to order the new pumper truck, as
approved in Report FSD-046-23. This pre -approval was provided due to the time lag in
receiving the vehicle. Since the truck has not been budgeted, Public Works will deduct
any overage from the award of the pumper truck from the fleet budget in 2026.
3.2 The total funds required for the initial pumper truck in the amount of $2,242,160.27 (Net
HST) include $2,241,880.27 (Net HST) for the new truck and fire apparatus equipment
and other costs such as GPS unit in the amount of $280.00 (Net HST) is within the pre -
approved 2026 budget allocation and will be funded by the Municipality as follows:
Page 46
Attachment 2 to Report FSD-027-25
Municipality of Clarington Page 3
Report Procurement Division-004-25
Description
Account Number
Amount
Corporate Fleet Reserve Fund
110-36-388-82824-7401
$2,242,160.27
3.1 The total estimated contract is for one year plus four optional additional years and is
approximately $6,726,480.81 (Net HST) and includes $6,725,640.81 (Net HST) for
pumper truck and fire apparatus equipment and $840.00 (Net HST Rebate) in other
costs such as GPS units.
3.2 Pricing submitted for the Supply and Delivery of One Pumper Truck (Multi -Year
Contract) will remain firm for the first contract year. The extension of future contract
years is subject to satisfactory negotiated unit pricing and will remain firm for the
contract year.
Staff Contact: Mandy Chong, Manager, Procurement, 905-623-3379 ext. 2209 or
mchong@clarington.net.
Attachments:
Attachment 1 — Summary of Bid Results
Page 47
Attachment 2 to Report FSD-027-25
Municipality of Clarington Page 4
Report Procurement Division-004-25
Attachment 1 to Report Number PS-XXX-XX
Municipality of Clarington
Summary of Bid Results
Tender CL2024-41
Supply and Delivery of One Pumper Truck
(Multi -Year Contract)
One -Year
Potential Five -Year
Bidder
Total Bid
Total Bid
Net HST Rebate
Net HST Rebate
Dependable Truck and Tank Ltd.*
$2,028,014.73
$6,084,044.18
Darch Fire Inc.
2,241,880.27
6,725,640.81
*Non -compliant
Attachment 3 to Report FSD-027-25
ciffbooll
Report
Procurement Division
If this information is required in an alternate accessible format, please contact the Accessibility
Coordinator at 905-623-3379 ext. 2131.
Report To: PS Reports - CAO Approve Only
Report Number: Procurement Division-005-25
Report Date: February 26, 2025
Submitted By: Mandy Chong, Manager, Procurement
Approved By: Mary -Anne Dempster, CAO
File Number: CL2025-6
Report Subject: Rout and Crack Seal Treatment Services
Recommendations:
It is respectfully recommended to the Chief Administrative Officer the following:
1. That Right Seal Inc. with a bid amount of $185,400 (Net HST Rebate) for the
initial one-year term and an estimated five-year contract value of $927,000 (Net
HST Rebate) being the lowest compliant bidder meeting all terms, conditions and
specifications of CL2025-6 be awarded the contract for Rout and Crack Seal
Treatment Services;
2. That the funds required for this service be funded from the respective approved
operating budget;
3. That pending satisfactory performance and pricing, the Manager, Procurement,
in consultation with the Director of Public Works, be given the authority to extend
the contract for this service for up to four additional one-year terms; and
4. That the funds required for the second, third, fourth and fifth -year terms be
included in future budget accounts.
Page 49
Attachment 3 to Report FSD-027-25
Municipality of Clarington Page 2
Report Procurement Division-005-25
1. Background
1.1 Tender specifications for rout and crack seal treatment services were prepared by the
Public Works Division and provided to the Procurement Services Division.
1.2 CL2025-6 was issued by the Procurement Services Division and advertised on the
Municipality's website. The tender closed on February 12, 2025.
2. Analysis
2.1 Ten plan takers downloaded the tender document. Five bids were received in response
to the call. The bids were reviewed and tabulated by the Procurement Services Division
(see Attachment 1) and deemed compliant. The results were forwarded to the Public
Works Division for their review and consideration.
2.2 Right Seal Inc. has not worked for the Municipality in the past; however, references
were checked and came back satisfactory.
2.3 After review and analysis by the Public Works Division and the Procurement Services
Division, it was mutually agreed that the low compliant bidder, Right Seal Inc. be
recommended for the award of tender CL2025-6.
3. Financial Considerations
3.1 The annual funding required for the first -year term in the estimated amount of $185,400
(Net HST Rebate) will be funded by the Municipality as provided. Future budget
accounts include the funds required for the second, third, fourth, and fifth -year term
terms.
Description
Account Number
Amount
PAVEMENT RESURF - CONTRACT
100-36-381-10250-7163
$185,400
3.2 Pricing for the tender is firm for the first contract year. For future contract years, the unit
prices would be adjusted on the anniversary date of the contract award by the annual
percentage change in the most recent issuance of the Consumer Price Index (CPI), All
Items, Ontario, as published by Statistics Canada and the pricing will remain firm for the
contract year.
3.3 The total estimated contract is for one year plus four optional additional years is
approximately $927,000 (Net HST Rebate).
Page 50
Attachment 3 to Report FSD-027-25
Municipality of Clarington Page 3
Report Procurement Division-005-25
Staff Contact: Mandy Chong, Manager, Procurement, 905-623-3379 ext. 2209 or
mchong@clarington. net.
Attachments:
Attachment 1 — Bid Summary
Page 51
Attachment 3 to Report FSD-027-25
Municipality of Clarington Page 4
Report Procurement Division-005-25
Attachment 1 to Procurement Division-005-25
Municipality of Clarington
Summary of Bid Results
Tender CL2025-6
Rout and Crack Seal Treatment Services
Bidder
One -Year
Total Bid
Net HST Rebate
Potential Five -Year
Total Bid
Net HST Rebate
Right Seal Inc
$114,378.24
$571,891.20
Fine Line Markings inc.
141,405.70
707,028.48
Cornell Construction Limited
210,032.64
1,050,163.20
Multiseal Inc.
281,671.68
1,408,358.40
Upper Canada Road Services Inc.
336,622.08
1,683,110.40
Note: The tender provided conservatively estimated project quantities and therefore, Right
Seal Inc.'s bid is below the approved operating budget. The allocated 2025 budget for rout and
crack seal treatment services is $185,400. The department will manage the contract quantities
to maximize the amount of work that can be completed within the limit of the operating budget.
Page 52
Attachment 4 to Report FSD-027-25
ciffftwil
Report
Procurement Division
If this information is required in an alternate accessible format, please contact the Accessibility
Coordinator at 905-623-3379 ext. 2131.
Report To: PS Reports - CAO Approve Only
Report Number: Procurement Division-009-25
Report Date: March 21, 2025
Submitted By: Mandy Chong, Manager, Procurement
Approved By: Mary -Anne Dempster, CAO
File Number: CL2025-7
Report Subject: South Bowmanville Recreation Centre — Site Servicing and Earthworks
Recommendations:
It is respectfully recommended to the Chief Administrative Officer the following:
1. That Condrain Group with a total bid amount of $2,441,927.60 (Net HST Rebate)
being the lowest compliant bidder meeting all terms, conditions and
specifications of tender CL2025-7 be awarded the contract for the site servicing
and earthworks at the new South Bowmanville Recreation Centre, as required by
the Community Services Division and Planning and Infrastructure;
2. That the total funds required for construction contract 1 of the project is
$2,808,216.74 (Net HST Rebate), which includes construction costs of
$2,441,927.60 (Net HST Rebate) and contingencies of $366,289.14 (Net HST
Rebate) be approved.
Page 53
Attachment 4 to Report FSD-027-25
Municipality of Clarington Page 2
Report Procurement Division-009-25
1. Background
1.1 Construction specifications and drawings were prepared by MacLennan Jaunkalns
Miller Architects Ltd (MJMA) and provided by the SBRC Project Team to Procurement
Services. The construction documents for Phase 1 were split into two contracts to
maintain the construction schedule. A tender (contract 1) was issued for the completion
of the site servicing and earthworks to prepare the grounds for a General Contractor. An
RFP (contract 2) has been issued to secure a General Contractor and is still on the
open market. The scope of work for construction contract 1 included earthworks and site
servicing to rough grade to prepare the location for the balance of the Phase 1 scope.
1.2 Tender CL2025-7 was issued by Procurement Services and advertised electronically on
the Municipality's website.
1.3 Seventy-eight companies registered as official plan takers. The tender document
included a non -mandatory site visit. Twenty-four companies attended the site visit.
1.4 The tender closed on March 17, 2025.
2. Analysis
2.1 Sixteen submissions were received in response to the tender call. The bids were
reviewed and tabulated by Procurement Services (see attachment 1). Fifteen
submissions were deemed compliant and forwarded to the Community Services
Division for review and consideration.
2.2 After review and analysis of the bids by Procurement Services, the Community Services
Division, and the Planning and Infrastructure Division, it was mutually agreed that the
low compliant bidder Condrain Group be recommended for the award of CL2025-7.
2.3 Condrain Group has not worked for the Municipality in the past, however, reference
checks were completed and deemed satisfactory.
3. Financial Considerations
3.1 The funding required for construction contract 1 is $2,808,216.74 (Net HST Rebate),
which includes construction costs of $2,441,927.60 (Net HST Rebate) and
contingencies of $366,289.14 (Net HST Rebate) and is within the approved upset
budget allocation of $65,000,000 as provided and will be funded via the following
account:
Page 54
Attachment 4 to Report FSD-027-25
Municipality of Clarington Page 3
Report Procurement Division-009-25
Description
Account Number
Amount
South Bowmanville
Recreation Centre
110-42-421-84312-7401
$2,808,216.74
Staff Contact: Mandy Chong, Manager, Procurement, 905-623-3379 ext. 2209 or
mchong@clarington.net.
Attachments:
Attachment 1 - Summary of Bid Results
Page 55
Attachment 4 to Report FSD-027-25
Municipality of Clarington Page 4
Report Procurement Division-009-25
Attachment #1 to Report - Procurement Division-009-25
Municipality of Clarington
CL2025-7
South Bowmanville Recreation Centre — Site Servicing and
Earthworks
Bid Summary
Bidder
Total Bid Price
(Including HST)
Total Bid Price
(Net HST Rebate)
Condrain Group
$2,711,653.09
$2,441,927.60
MGI Construction Corp
2,758,045.24
2,483,705.16
Mianco Group Inc.
3,065,104.94
2,760,221.94
Network Sewer and Watermain Ltd
3,613,709.84
3,254,257.64
Fernview Construction Limited
3,658,019.05
3,294,159.46
Broz Excavating Inc
4,124,261.75
3,714,025.45
Hard -Co Construction Ltd.
4,135,501.68
3,724,147.35
1356594 Ontario Ltd. O/A Eagleson
Construction
4,381,551.45
3,945,722.79
Nick Carchidi Excavating Limited
4,869,515.78
4,385,149.79
Dave Boyle Excavating Ltd.
5,371,118.89
4,836,858.93
Forest Contractors Ltd.
5,788,206.30
5,212,459.05
Page 56
Attachment 4 to Report FSD-027-25
Municipality of Clarington
Report Procurement Division-009-25
Page 5
T.A.A. CONSTRUCTION INC.
6,459,791.66
5,817,242.47
Blackstone Paving & Construction
6,469,250.00
5,825,760.00
Limited
YORK1 Construction Services Ltd
6,664,740.00
6,001,804.80
Metric Contracting Services
6,906,999.98
6,219,967.41
Corporation
Dig Tech Infrastructure
Non -compliant,
Non -Compliant
Page 57
Attachment 5 to Report FSD-027-25
ciffbooll
Report
Procurement Division
If this information is required in an alternate accessible format, please contact the Accessibility
Coordinator at 905-623-3379 ext. 2131.
Report To: PS Reports - CAO Approve Only
Report Number: Procurement Division-011-25
Report Date: April 3, 2025
Submitted By: Mandy Chong, Manager, Procurement
Approved By: Mary -Anne Dempster, CAO
File Number: CL2025-17
Report Subject: Plumbing Services
Recommendations:
It is respectfully recommended to the Chief Administrative Officer the following:
1. That Brent's Plumbing Inc. with a total bid amount for the initial two-year term of
$267,247.20 (Net HST Rebate), and a potential contract value of $668,118.00 (Net HST
Rebate), being the lowest compliant bidder meeting all terms, conditions and specifications
of tender CL2025-17 be awarded the contract for the provision of plumbing services as
required for the various municipal facilities;
2. That the funds expended for these services be funded from respective facilities' approved
operating budget as required; and
3. That pending satisfactory service, the Procurement Manager, after consultation with the
affected departments, be authorized to extend the contract for up to three additional one-
year terms.
Page 58
Attachment 5 to Report FSD-027-25
Municipality of Clarington Page 2
Report Procurement Division-011-25
1. Background
1.1 The specifications were prepared by the Community Services, Public Works Division
and Procurement Services.
1.2 The tender was issued and advertised electronically on the Municipality's website
2. Analysis
2.1 Five bids were received in response to the tender call.
2.2 The submissions were reviewed and tabulated by the Procurement Services Division
(see Attachment 1) and the results were forwarded to the Public Services Department
for their review and consideration.
2.3 After review and analysis by the Community Services and Public Works Division and the
Procurement Services Division, it was mutually agreed that Brent's Plumbing & Heating
Inc. be recommended for the award of tender CL2025-17.
2.4 Brent's Plumbing & Heating Inc. has successfully completed work for the Municipality in
the past.
3. Financial Considerations
3.1 The annual cost is approximately $133,623.60 (net HST Rebate). The initial contract
term is for two years. The estimated value of the contract for the two years is
approximately $267,247.20.
3.2 Pricing received is firm for the first year of the contract. Only on the anniversary date of
the Contract award may pricing be adjusted. Any proposed price increases should not
exceed the annual percentage change in the most recent issuance of the Consumer
Price Index (CPI) All items — Ontario, as issued by the Statistics Canada, and remain
firm for the rest of that Contract year
3.3 The Municipality has the option to extend the contract for up to three additional one-year
terms pending satisfactory service. The Tender document stipulates that if the
Municipality elects to exercise the option to renew the contract for the additional optional
one-year terms, then pricing shall be adjusted only on the anniversary date of the
Contract award. Proposed price increases should not exceed the annual percentage
change in the most recent issuance of the Consumer Price Index (CPI) All items —
Ontario, as issued by the Statistics Canada, and remain firm for the rest of that Contract
year.
Page 59
Attachment 5 to Report FSD-027-25
Municipality of Clarington Page 3
Report Procurement Division-011-25
3.4 The expended funds will be drawn from respective facilities approved operating budget.
Staff Contact: Mandy Chong, Manager, Procurement, 905-623-3379 ext. 2209 or
mchong@clarington.net.
Attachments:
Attachment 1 — Bid Summary
Page 60
Attachment 5 to Report FSD-027-25
Municipality of Clarington Page 4
Report Procurement Division-011-25
Attachment 1 to report Procurement Division-01 1-25 — Bid Summary
The Municipality of Clarington
CL2025-7 — Plumbing Services
Bid Summary
Bidder
Total Bid
(Including HST)
Total Bid
(Net HST Rebate)
Brent's Plumbing & Heating Inc.
$296,766.25
$267,247.20
Capital Contracting Services Ltd.
338,259.85
304,613.47
Smith and Long Limited
375,095.59
337,785.20
Canadian Tech Air Systems
526,868.15
474,461.09
Ainsworth Inc.
531,348.60
478,495.87
The table below reflects the estimated contract value if all optional renewal terms were
exercised.
Estimated 5
Estimated 5 Year
Bidder
Year Contract
Contract Value
Value
(Net HST Rebate)
(Including HST)
Brent's Plumbing & Heating Inc.
$741,915.63
$668,118.00
Capital Contracting Services Ltd.
845,649.63
761,533.68
Smith and Long Limited
937,738.98
844,462.99
Canadian Tech Air Systems
1,317,170.38
1,186,152.72
Ainsworth Inc.
1,328,371.50
1,196,239.68
Page 61
Attachment 6 to Report Procurement FSD-027-25
ciffftwil
Report
Procurement Division
If this information is required in an alternate accessible format, please contact the Accessibility
Coordinator at 905-623-3379 ext. 2131.
Report To: PS Reports - CAO Approve Only
Report Number: Procurement Division-014-25
Report Date: April 9, 2025
Submitted By: Mandy Chong, Manager, Procurement
Approved By: Mary -Anne Dempster, CAO
File Number: CL2025-10
Report Subject: Municipal Administrative Centre — Partial Roof Replacement
Recommendations:
It is respectfully recommended to the Chief Administrative Officer the following:
1. That Crawford Roofing Corporation with a total bid amount of $851,222.40 (Net
HST Rebate) being the lowest compliant bidder meeting all terms, conditions and
specifications of tender CL2025-10 be awarded the contract for the partial roof
replacement at the Municipal Administrative Centre, as required by Community
Services;
2. That the total funds required for this project is $973,579.64 (Net HST Rebate),
which includes construction costs of $851,222.40 (Net HST Rebate) and other
related costs such as design, inspection, testing, contract administration and
contingencies of $122,357.24 (Net HST Rebate) be approved.
Page 62
Attachment 6 to Report Procurement FSD-027-25
Municipality of Clarington Page 2
Report Procurement Division-014-25
1. Background
1.1 Tender specifications and drawings were prepared by Barry Bryan Associates and
provided by Community Services to Procurement Services. The scope of work included
the partial roof replacement at the Municipal Administrative Centre.
1.2 Tender CL2025-10 was issued by Procurement Services and advertised electronically
on the Municipality's website.
1.3 Twenty-one companies registered as official plan takers. The tender document included
a mandatory site visit. Twenty-five companies attended the mandatory site visit. Only
those plan takers in attendance at the mandatory site visit were eligible to submit a bid.
1.4 The tender closed on March 7, 2025.
2. Analysis
2.1 Ten submissions were received in response to the tender call. The bids were reviewed
and tabulated by Procurement Services (see attachment 1). All submissions were
deemed compliant and forwarded to Community Services for review and consideration.
2.2 After review and analysis of the bids by Procurement Services, and Community
Services, it was mutually agreed that the low compliant bidder Crawford Roofing
Corporation be recommended for the award of CL2025-10.
2.3 Crawford Roofing Corporation has not worked for the Municipality in the past, however,
reference checks were completed and deemed satisfactory.
3. Financial Considerations
3.1 The total funds required for this project is $973,579.64 (Net HST Rebate), which
includes the construction costs of $851,222.40 (Net HST Rebate) and other related
costs such as design, inspection, testing, contract administration and contingencies of
$122,357.24 (Net HST Rebate), be drawn from the following account:
Description
Account Number
Amount
Bldg & Properties — Roof
Replacements
110-42-421-83687-7401
$973,579.64
Page 63
Attachment 6 to Report Procurement FSD-027-25
Municipality of Clarington Page 3
Report Procurement Division-014-25
Staff Contact: Mandy Chong, Manager, Procurement, 905-623-3379 ext. 2209 or
mchong@clarington. net.
Attachments:
Attachment 1 - Summary of Bid Results
Page 64
Attachment 6 to Report Procurement FSD-027-25
Municipality of Clarington Page 4
Report Procurement Division-014-25
Attachment #1 to Report - Procurement Division-014-25
Municipality of Clarington
CL2025-10
Municipal Administrative Centre — Partial Roof Replacement
Bid Summary
Bidder
Total Bid Price
(Including HST)
Total Bid Price
(Net HST Rebate)
Crawford Roofing Corporation
$945,245.00
$851,222.40
T Hamilton & Son Roofing Inc
998,920.00
899,558.40
Goodmen Corporation
1,007,988.25
907,724.64
Proteck Roofing & Sheet Metal Inc.
1,063,446.33
957,666.36
Eileen Roofing Inc
1,080,376.05
972,912.10
Nortex Roofing Ltd.
1,106,044.00
996,026.88
Always Roofing Ltd
1,155,368.50
1,040,445.12
Trio Roofing Systems Inc.
1,270,685.00
1,144,291.20
Industrial Roofing Services Limited
1,630,330.10
1,468,162.75
Tectra Group Inc.
1,653,190.00
1,488,748.80
Page 65
Attachment 7 to Report FSD-027-25
ciffbooll
Report
Procurement Division
If this information is required in an alternate accessible format, please contact the Accessibility
Coordinator at 905-623-3379 ext. 2131.
Report To: PS Reports - CAO Approve Only
Report Number: Procurement Division-021-25
Report Date: May 5, 2025
Submitted By: Mandy Chong, Manager, Procurement
Approved By: Mary -Anne Dempster, CAO
File Number: T280-2025
Report Subject: Supply of Sodium Chloride (C-operative)
Recommendations:
It is respectfully recommended to the Chief Administrative Officer the following:
That Windsor Salt Ltd. with a bid amount of $950,641.92 (Net HST Rebate) for
the initial one-year term and an estimated three-year contract value of
$2,974,851.84 (Net HST Rebate), being the lowest compliant bidder meeting all
terms, conditions and specifications of Durham Purchasing Co-operative Tender
T280-2025 be awarded the contract for the supply of sodium chloride;
2. That the funds required for this service be funded from the respective approved
operating budget;
3. That pending satisfactory performance and price, the Manager, Procurement, in
consultation with the Director of Public Works, be given the authority to extend
the contract for this service for up to two additional one-year terms; and
4. That the funds required for the second and third -year terms be included in future
budget accounts.
Page 66
Attachment 7 to Report FSD-027-25
Municipality of Clarington Page 2
Report Procurement Division-021-25
1. Background
1.1 Tender specifications for the supply of sodium chloride was issued on a co-operative
basis with the Region of Durham, the Cities of Oshawa and Pickering, the Towns of
Whitby and Ajax, the Townships of Scugog and Uxbridge, and the Municipality of
Clarington participating.
1.2 The tender was issued by the Region of Durham and publicly advertised on their
website. The tender closed on March 31, 2025.
2. Analysis
2.1 Two bids were received in response to the tender call and were deemed compliant.
2.2 After review of the bids by the Municipality of Clarington's Procurement Division, the
Public Works Division and the Durham Purchasing Co-operative, it was mutually agreed
that the low compliant bidder Windsor Salt Ltd. be awarded the contract for the supply of
sodium chloride.
2.3 Windsor Salt Ltd. was the incumbent vendor for the previous tender contract and the
level of service has been satisfactory.
3. Financial Considerations
3.1 The annual funding required for the first -year term in the estimated amount of
$950,641.92 (Net HST Rebate) will be funded by the Municipality as provided. Future
budget accounts will include the funds required for the second, third, fourth and fifth -
year term.
Description
Account Number
Amount
WINTER MTNCE-
PLOW/SAND/SALT-MISC OP EXP
100-36-383-10300-7112
$950,641.92
3.2 Pricing for the tender is firm for the first, second and third contract years. For the
optional fourth and fifth contract years, the unit prices would be adjusted on the
anniversary date of the contract award by the annual percentage change in the most
recent issuance of the Consumer Price Index (CPI), All Items, Ontario, as published by
Statistics Canada and the pricing will remain firm for the contract year.
Page 67
Attachment 7 to Report FSD-027-25
Municipality of Clarington Page 3
Report Procurement Division-021-25
3.3 The total estimated contract is for three years plus two optional additional years and is
approximately $5,041,190.40 (Net HST Rebate).
Staff Contact: Mandy Chong, Manager, Procurement, 905-623-3379 ext. 2209 or
mchong@clarington.net.
Attachments:
Attachment 1 — Bid Summary
Attachment 7 to Report FSD-027-25
Municipality of Clarington Page 4
Report Procurement Division-021-25
Attachment 1 to Procurement Division-021-25
Municipality of Clarington
Summary of Bid Results
Tender T280-2025
Supply of Sodium Chloride (Co-op)
One -Year
Potential Five -Year
Bidder
Total Bid
Total Bid
Net HST Rebate
Net HST Rebate
Windsor Salt Ltd.
$950,641.92
$5,041,190.40
Compass Minerals Canada Corp.
1,068,480.00
5,498,194.56
11
Page 69
Attachment 8 to Report FSD-027-25
ciffftwil
Report
Procurement Division
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Coordinator at 905-623-3379 ext. 2131.
Report To: PS Reports - CAO Approve Only
Report Number: Procurement Division-022-25
Report Date: May 5, 2025
Submitted By: Mandy Chong, Manager, Procurement
Approved By: Mary -Anne Dempster, CAO
File Number: SS2025-6
Report Subject: Supply and Deliver One Gradall Hydraulic Excavator
Recommendations:
It is respectfully recommended to the Chief Administrative Officer the following:
1. That Amaco Equipment with a bid amount of $849,696 (Net HST Rebate) being
the only vendor meeting the terms, conditions and specifications of SS2025-6, be
awarded a sole source contract for the Supply and Delivery of One Gradall
Hydraulic Excavator as required by the Public Works Division.
Page 70
Attachment 8 to Report FSD-027-25
Municipality of Clarington Page 2
Report Procurement Division-022-25
1. Background
1.1 The Public Works Division requires one tandem axle hydraulic excavator for ditching
projects which is a replacement of an existing unit.
1.2 The specification requires that the excavator must be heavy duty, with a specialized
chassis and provide high speed transportation of ditching equipment with a telescopic
boom.
1.3 Amaco Equipment is the sole distributor of Gradall equipment in Ontario and is the only
manufacturer of excavator equipment meeting the Municipality's specification
requirements.
2. Analysis
2.1 The Public Works Division and the Procurement Services Division mutually agreed that
a direct sole source process would be used with Amaco Equipment for the procurement
of one Gradall hydraulic excavator.
2.2 Pricing was provided to the Procurement Services Division and the Public Works
Division for review and consideration.
2.3 After review by the Procurement Services Division and the Public Works Division, it was
agreed that Amaco Equipment be recommended for award of contract SS2025-6.
2.4 Amaco Equipment has satisfactorily provided a Gradall hydraulic excavator to the
Municipality in the past and references did not need to be checked.
3. Financial Considerations
3.1 The total funds required for this vehicle in the amount of $854,696 (Net HST Rebate)
include $849,696 (Net HST Rebate) for the Gradall hydraulic excavator and other costs
such as radio, GPS unit, tool box and Clarington decal lettering and striping in the
amount of $5,000 (Net HST Rebate) is within the pre -approved 2026 budget allocation
and will be funded by the Municipality as follows:
Description
Account Number
Amount
Corporate Fleet RF-2026 Budget
110-36-388-83642-7401
$854,696
Page 71
Attachment 8 to Report FSD-027-25
Municipality of Clarington Page 3
Report Procurement Division-022-25
Staff Contact: Mandy Chong, Manager, Procurement, 905-623-3379 ext. 2209 or
mchong@clarington. net.
Attachments:
Not Applicable
Page 72
Attachment 9 to Report FSD-027-25
ciffftwil
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Procurement Division
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Coordinator at 905-623-3379 ext. 2131.
Report To: PS Reports - CAO Approve Only
Report Number: Procurement Division-023-25
Report Date: May 9, 2025
Submitted By: Mandy Chong, Manager, Procurement
Approved By: Mary -Anne Dempster, CAO
File Number: RFP2025-3
Report Subject: South Bowmanville Recreation Centre — General Contracting Services for
Phase 1
Recommendations:
It is respectfully recommended to the Chief Administrative Officer the following:
That the proposal received from J.J. McGuire General Contractors Inc., being the
highest scoring proponent meeting all terms and conditions and specifications of
RFP2025-3 be awarded the contract for General Contracting Services for the
construction of Phase 1 of the new South Bowmanville Recreation Centre
(SBRC) with a bid amount of $54,694,298.57 (Net HST Rebate)
Page 73
Attachment 9 to Report FSD-027-25
Municipality of Clarington Page 2
Report Procurement Division-023-25
1. Background
1.1 Colliers Project Leaders (Colliers) was hired to assist the Municipality with project
management for the South Bowmanville Recreation Centre (SBRC), through a
negotiated proposal as approved by report FSD-035-23, recommendation # 3.
1.2 MacLennan Jaunkalns Miller Architects Ltd (MJMA) was the successful proponent of
RFP2023-10 and were hired to design and prepare the tender specifications for the
construction of the SBRC.
1.3 Phase 1 of the project scope includes a Federation Internationale de Football
Association (FIFA) sized field air supported dome with a walking track, outdoor
refrigerated ice trail, renovation of the existing building to accommodate a Federation
Internationale de Basketball Association (FIBA) sized (double) gymnasium, parking and
municipal road.
1.4 A Request for Proposal (RFP) was drafted with the assistance of Colliers and MJMA to
allow the Municipality to select a qualified general contractor for the construction of the
SBRC.
1.5 RFP2025-3 was issued by Procurement Services and advertised electronically on the
Municipality's website. The RFP was structured on a two -envelope system with price
being an evaluated factor.
2. Analysis
2.1 The RFP closed April 14, 2025.
2.2 The RFP stipulated, among other things, that proponents were to provide a description
of the Firm's team, qualifications, profile, highlights of past projects and experience of
team members with projects of similar size, nature and complexity, and demonstrate an
understanding of the Municipality's requirements.
2.3 Ninety-four companies downloaded the document. Two compliant proposals were
received by the closing date. One proposal was received late and deemed non-
compliant. The two compliant proposals were distributed to the evaluation committee for
review, evaluation, and scoring.
2.4 The technical proposals were evaluated and scored independently by the members of
the evaluation committee in accordance with the established criteria as outlined in the
RFP. The evaluation committee was comprised of staff from Community Services,
Planning and Infrastructure, and Colliers.
Page 74
Attachment 9 to Report FSD-027-25
Municipality of Clarington Page 3
Report Procurement Division-023-25
2.5 The evaluation committee met to review and agree upon the overall scores for each
proposal. Some of the areas on which the submissions were evaluated were as follows:
• The Proponent's understanding of the Municipality's requirements;
• Highlights of projects performing similar work of comparable nature, size, and
scope;
• A methodology describing the Proponent's project management approach, work
plan, goals, objectives, and methods of communications to be utilized to meet the
requested deadlines; and
• A project schedule including a Gantt chart, and milestones showing an estimated
overall timeline of the project.
2.6 Upon completion of the consensus evaluation, and reference checks one submission
was disqualified due to poor references.
2.7 References were checked and were found to be satisfactory for the second submission.
A presentation was requested and completed.
2.8 The pricing envelope for the short-listed proponent was opened and evaluated as
stipulated in the RFP document.
2.9 The assignment of two contracts, RFP2024-10 Air Supported Dome Farley Group and
RFP2024-11 Refrigeration Equipment for Skating Trail Cimco were included as part of
the specification requirements and listed as cash allowances to the General Contractor.
2.10 Upon completion of the evaluation scoring, and the presentation, the recommendation is
to award the contract for this work to the highest ranked proponent, J.J. McGuire
General Contractors Inc.
3. Financial Considerations
3.1 The total estimated funds required for this project in the amount of $67,619,568.71 (Net
HST Rebate) includes construction costs of $54,694,298.57 (Net HST Rebate) and
other commitments of $12,925,270.14 (Net HST Rebate) and will be funded by the
Municipality as follows:
Description
Account Number
Amount
South Bowmanville Rec
Centre
110-42-421-84312-7401
$67,619,568
Page 75
Attachment 9 to Report FSD-027-25
Municipality of Clarington Page 4
Report Procurement Division-023-25
3.2 The committed costs of $12,925,270.14 (Net HST Rebate) include other related costs
such as air supported dome, skate trail refrigeration equipment (sourced through
separate RFP's), design, inspection, testing, contract administration and contingencies
of $9,899,397.16 (Net HST Rebate).and $3,025,872.98 committed for Phase 2.
Staff Contact: Mandy Chong, Manager, Procurement, 905-623-3379 ext. 2209 or
mchong@clarington.net.
Attachments:
Attachment 1 — Summary of Proposals Received
Attachment 2 — Recommendation Memo
Page 76
Attachment 9 to Report FSD-027-25
Municipality of Clarington Page 5
Report Procurement Division-023-25
Attachment 1 - Summary of Proposals Received
Municipality of Clarington
RFP2025-3 — South Bowmanville Recreation Centre General Contracting
Services
Proposals Received
Bidder
J.J. McGuire General Contractors Inc.
Van Horne Construction Ltd.
Corebuild Construction
Note: * Denotes Proponents who were shortlisted.
Page 77
Attachment 10 to Report FSD-027-25
ciffftwil
Report
Procurement Division
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Coordinator at 905-623-3379 ext. 2131.
Report To: PS Reports - CAO Approve Only
Report Number: Procurement Division-024-25
Report Date: May 9, 2025
Submitted By: Mandy Chong, Purchasing Manager
Approved By: Mary -Anne Dempster, CAO
File Number: CL2025-13
Report Subject: George Street West and George Street East Reconstruction
Recommendations:
It is respectfully recommended to the Chief Administrative Officer the following:
1. That Nick Carchidi Excavating Limited with a bid amount of $1,077,760.52 (Net
HST Rebate) being the lowest bidder meeting all terms, conditions and
specifications of CL2025-13 be awarded the contract for the George Street West
and George Street East Reconstruction.
Page 78
Attachment 10 to Report FSD-027-25
Municipality of Clarington Page 2
Report Procurement Division-024-25
1. Background
1.1 The Municipality of Clarington requires the services of a qualified company to complete
the road reconstruction and urbanization including storm sewer installation, watermain
replacement, road base / asphalt replacement, curb and gutter installation, sidewalk and
sidewalk ramp installation, driveway and landscape area restoration, etc. for George
Street between North Street and Manvers Road (Reg Rd 17) as well as Mill Street North
to Beaver Street North.
1.2 Tender specifications were prepared and provided by the Planning and Infrastructure
Services Department.
1.3 Tender CL2025-13 was prepared and issued by the Procurement Division. The tender
was posted electronically on the Municipality's website. The tender closed on April 25,
2025.
1.4 Contract administration and construction inspection services will be retained through an
external engineering consultant, to be selected through Request for Proposal RFP2025-
8, which is currently under evaluation, in accordance with the Municipality's procurement
policy.
2. Analysis
2.1 Thirty-six companies registered as plan takers. Eleven submissions were received by
closing time. All submissions were deemed compliant (see attachment 1).
2.2 After review and analysis by the Planning and Infrastructure Services Department and
the Procurement Division, it was mutually agreed that the low compliant bidder, Nick
Carchidi Excavating Limited be recommended for the award of tender CL2025-13.
3. Financial Considerations
3.1 The total funding required for this project is $1,430,100.00 (Net HST Rebate), which
includes the construction costs of $1,077,760.50 (Net HST Rebate) and other related
costs such as, topographic survey, geotechnical investigation, subsurface engineering
(SUE), excess soil planning documents, tree inventory and impact assessment, material
testing, contract administration and construction inspection and contingency in the
amount of $352,339.50 (Net HST Rebate). The funds are available in the approved
budget allocation as provided and will be funded from the following accounts:
Page 79
Attachment 10 to Report FSD-027-25
Municipality of Clarington Page 3
Report Procurement Division-024-25
Description
Account Number
Amount
George St Reconstruction
110-50-330-83456-7401
$623,800
(North St to Reg Rd 17)
George St Reconstruction
110-50-330-83473-7401
290,500
(Mill St to Beaver St)
George St Reconstruction
110-50-330-83456-7402
277,500
(North St to Reg Rd 17)
Region of Durham Recovery
George St Reconstruction
110-50-330-83473-7402
238,300
(Mill St to Beaver St)
Region of Durham Recovery
Staff Contact: Mandy Chong, Manager, Procurement, 905-623-3379 ext. 2209 or
mchong@clarington.net.
Attachments:
Attachment 1 - Bid Summary
Attachment 10 to Report FSD-027-25
Municipality of Clarington Page 4
Report Procurement Division-024-25
Attachment 1 to Report Procurement Division-024-25 — Bid Summary
Municipality of Clarington
Summary of Bid Results
Tender CL2025-13
George Street West and George Street East Reconstruction
Bidder
Total Bid
(Including HST)
Total Bid
(Net HST Rebate)
Nick Carchidi Excavating Limited
$1,196,805.61
$1,077,760.52
IPAC Paving Limited
1,236,250.88
1,113,282.21
1356594 Ontario Ltd. O/A Eagleson
Construction
1,240,574.81
1,117,176.04
Hard -Co Construction Ltd.
1,285,827.57
1,157,927.55
1799877 Ontario Inc. (Young's
Construction)
1,306,670.09
1,185,783.43
GIP Paving Inc.
1,316,760.29
1,185,783.43
Dig -Con International Limited
1,423,041.77
1,281,493.19
Broz Excavating Inc.
1,548,438.07
1,394,416.44
Mianco Group Inc.
1,571,284.22
1,414,990.11
Lancoa Contracting Inc.
1,754,466.82
1,579,951.71
Elirpa Construction & Materials Ltd.
2,395,155.96
2,156,912.13
Page 81
Attachment 11 to Report FSD-027-25
ciffftwil
Report
Procurement Division
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Coordinator at 905-623-3379 ext. 2131.
Report To: PS Reports - CAO Approve Only
Report Number: Procurement Division-025-25
Report Date: May 16, 2025
Submitted By: Mandy Chong, Manager, Procurement
Approved By: Mary -Anne Dempster, CAO
File Number: CL2025-3
Report Subject: 2025 Pavement Rehabilitation
Recommendations:
It is respectfully recommended to the Chief Administrative Officer the following:
1. That D. Crupi & Sons Limited with a bid amount of $737,533.89 (Net HST
Rebate) being the lowest bidder meeting all terms, conditions and specifications
of CL2025-3 be awarded the contract for the 2025 Pavement Rehabilitation.
Page 82
Attachment 11 to Report FSD-027-25
Municipality of Clarington Page 2
Report Procurement Division-025-25
1. Background
1.1 The Municipality of Clarington requires the services of a qualified company to complete
pavement rehabilitation including removal and replacement of surface asphalt and base
asphalt (where applicable), concrete curb and gutter and sidewalk removal and
replacement, structure adjustments, roadway shoulder re -instatement and ditching
(where applicable), associated restoration, and pavement line painting.
1.2 The work is located within the Municipality of Clarington at the following locations:
• Stirling Avenue, Courtice
• Strathallan Drive, Courtice
• Stephen Avenue, Courtice
• Stuart Road, Courtice
• Poolton Crescent, Courtice
• Buyson Crescent, Courtice
• Faircomb Crescent, Courtice
• Lyndale Crescent, Courtice
• Windham Crescent, Courtice
• Claret Road, Courtice
• Beechnut Crescent, Courtice
• Parklawn Drive, Courtice
• Hillhurst Crescent, Courtice
• Lake Road & Lambs Road Intersection, Bowmanville
1.3 Tender specifications were prepared and provided by the Planning and Infrastructure
Services Department.
1.4 Tender CL2025-3 was prepared and issued by the Procurement Division. The tender
was posted electronically on the Municipality's website. The tender closed on April 1,
2025.
2. Analysis
2.1 Eighteen (18) companies registered as plan takers. Seven submissions were received
by closing time. One submission was deemed non -compliant. Six (6) submissions
were deemed compliant (see attachment 1).
2.2 After review and analysis by the Planning and Infrastructure Services Department and
the Procurement Division, it was mutually agreed that the lowest compliant bidder, D.
Crupi & Sons Limited be recommended for the award of tender CL2025-3.
Page 83
Attachment 11 to Report FSD-027-25
Municipality of Clarington Page 3
Report Procurement Division-025-25
3. Financial Considerations
3.1 The total funding required for this project is $916,200.00 (Net HST Rebate), which
includes the construction costs of $737,533.89 (Net HST Rebate) and other related
costs such as, geotechnical investigation, material testing, and contingency in the
amount of $178,666.11 (Net HST Rebate). The funds are available in the approved
budget allocation as provided and will be funded from the following accounts:
Description
Account Number
Amount
Pavement Rehabilitation
110-50-330-83212-7401
$916,200
Program
Staff Contact: Mandy Chong, Manager, Procurement, 905-623-3379 ext. 2209 or
mchong@clarington.net.
Attachments:
Attachment 1 - Bid Summary
Attachment 11 to Report FSD-027-25
Municipality of Clarington Page 4
Report Procurement Division-025-25
Attachment 1 to Report Procurement Division-025-25 — Bid Summary
Municipality of Clarington
Summary of Bid Results
Tender CL2025-3
2025 Pavement Rehabilitation
Bidder
Total Bid
(Including HST)
Total Bid
(Net HST Rebate)
D. Crupi & Sons Limited
$818,998.91
$737,533.89
Wyndale Paving Co. Ltd
891,286.69
802,631.27
GIP Paving Inc.
897,859.48
808,550.27
IPAC Paving Limited
903,259.20
813,412.89
Dufferin Construction Company, A division
of CRH Canada Group Inc.
1,102,771.87
993,080.23
Ashland Construction Group Ltd.
1,243,900.52
1,120,170.95
1108575 Ontario Ltd. o/a Kon-Strutt
Construction
Non -Compliant
Page 85
Attachment 12 to Report FSD-027-25
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Procurement Division
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Coordinator at 905-623-3379 ext. 2131.
Report To: PS Reports - CAO Approve Only
Report Number: Procurement Division-026-25
Report Date: May 27, 2025
Submitted By: Mandy Chong, Manager, Procurement
Approved By: Mary -Anne Dempster, CAO
File Number: [If applicable, enter File Number]
Report Subject: CL2025-32 Various Park Upgrades
Recommendations:
It is respectfully recommended to the Chief Administrative Officer the following:
1. That Gray's Landscaping with a total bid amount of $692,777.26 (Net HST
Rebate) being the lowest compliant bidder meeting all terms, conditions and
specifications of CL2025-32 be awarded the contract for Various Park Upgrades
as required by the Public Works Division.
Attachment 12 to Report FSD-027-25
Municipality of Clarington Page 2
Report Procurement Division-026-25
1. Background
1.1 Tender specifications and drawings for Various Park Upgrades were prepared by the
Public Works Division and provided to the Procurement Services Division. The work
includes improvements at Stuart Park, Roswell Park, Lord Elgin Park and Brookhouse
Parkette.
1.2 CL2025-32 was issued by the Procurement Services Division and advertised on the
Municipality's website. The tender closed on May 16, 2025.
2. Analysis
2.1 Thirty-four plan takers downloaded the tender document. Ten bids were received in
response to the call. The submissions were reviewed by the Procurement Services
Division (see Attachment 1), and all bids were deemed compliant. The results were
forwarded to the Public Works Division for their review and consideration.
2.2 Gray's Landscaping has successfully completed work for the Municipality in the past.
2.3 After review and analysis by the Public Works Division and the Procurement Services
Division, it was mutually agreed that the low -compliant bidder meeting specifications,
Gray's Landscaping, be recommended for the award of tender CL2025-32.
3. Financial Considerations
3.1 The total estimated funds for this project in the amount of $767,055.00 (Net HST
Rebate) include park upgrade costs of $692,777.26 (Net HST Rebate) and other costs
such as material testing and contingency in the amount of $74,277.74 (Net HST
Rebate) is in the approved budget allocation as provided and will be funded by the
Municipality as follows:
Description
Account Number
Amount
Various Park Upgrades
110-36-325-83663-7401
$767,055.00
Staff Contact: Mandy Chong, Manager, Procurement, 905-623-3379 ext. 2209 or
mchong@clarington.net.
Attachments:
Attachment 1 — Bid Summary
Page 87
Attachment 12 to Report FSD-027-25
Municipality of Clarington Page 3
Report Procurement Division-026-25
Attachment 1 to Report Procurement Services-026-25
Municipality of Clarington
Summary of Bid Results
Tender CL2025-32
Various Park Upgrades
Bidder
Total Bid
(Net HST)
Gray's Landscaping & Snow Removal Inc.
$692,777.26
Zilli Construction Ltd.
751,599.36
Mianco Group Inc.
766,196.83
Whitby Shores Landscaping LTD
819,019.42
Dig -Con International Limited
930,271.60
Laycon Construction Services Inc.
938,087.16
Powcon Inc.
972,566.72
Forest Ridge Landscaping Inc.
1,013,232.87
Real Landscaping Plus Inc.
1,030,215.70
Cressman Tree Maintenance & Landscaping Ltd.
1,601,437.82
Attachment 13 to Report FSD-027-25
ciffbooll
Report
Procurement Division
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Coordinator at 905-623-3379 ext. 2131.
Report To: PS Reports - CAO Approve Only
Report Number: Procurement Division-031-25
Report Date: June 18, 2025
Submitted By: Mandy Chong, Manager, Procurement
Approved By: Mary -Anne Dempster, CAO
File Number: CL2025-28
Report Subject: Supply and Deliver Various Vehicles
Recommendations:
It is respectfully recommended to the Chief Administrative Officer the following:
That Hallman Motors Ltd. with a bid amount of $126,053.16 (Net HST) being the
low, compliant bidder meeting all terms, conditions and specifications of CL2025-
28 be awarded the contract for the supply and delivery of one half -ton crew cab
pick-up truck and one electric SUV;
2. That Blue Mountain Chrysler Ltd. with a bid amount of $ $193,877.22 (Net HST)
being the low, compliant bidder meeting all terms, conditions and specifications
of CL2025-28 be awarded the contract for the supply and delivery of two one -ton
crew cab pick-up trucks;
3. That Downtown Autogroup with a bid amount of $353,741.09 (Net HST) being
the low, compliant bidder meeting all terms, conditions and specifications of
CL2025-28 be awarded the contract for the supply and delivery of three half -ton
crew cab pick-up trucks (electric) and two three-quarter ton 4x4 pick up trucks.
Attachment 13 to Report FSD-027-25
Municipality of Clarington Page 2
Report Procurement Division-031-25
1. Background
1.1 Tender specifications were prepared by the Public Works Division and provided to the
Procurement Services Division.
1.2 CL2025-28 was issued by the Procurement Services Division and advertised on the
Municipality's website. The tender closed on May 15, 2025.
2. Analysis
2.1 Thirteen plan takers downloaded the tender document. Four bids were received in
response to the call. Bidders could choose to submit a bid for one or more vehicle types,
with the award of each vehicle type going to the lowest -priced, compliant bidder.
2.2 The submissions were reviewed by the Procurement Services Division (see Attachment
1), and all bids were deemed compliant. The results were forwarded to the Public Works
Division for their review and consideration.
2.3 After review and analysis by the Public Works Division and the Procurement Services
Division, it was mutually agreed that the low -compliant bidders meeting specifications
be recommended for the following award of tender CL2025-28:
• Hallman Motors Ltd. for the supply and delivery of one half -ton crew cab pick-up
truck and one electric SUV;
Blue Mountain Chrysler Ltd. for the supply and delivery of two one -ton crew cab
pick-up trucks;
• Downtown Autogroup for the supply and delivery of three half -ton crew cab pick-up
trucks (electric) and two three-quarter ton 4x4 pick up trucks.
2.4 Hallman Motors has not worked for the Municipality in the past and references were
checked and were satisfactory. Downtown Autogroup and Blue Mountain Chrysler Ltd.
have satisfactorily provided similar vehicles to the Municipality in the past.
3. Financial Considerations
3.1 The total estimated funds required for the project in the amount of $702,171.47 (Net
HST) includes $673,671.47 (Net HST) for new vehicles and other costs such as
licensing, radios, GPS units and Clarington decal lettering and striping in the amount of
$28,500 (Net HST) is in the approved budget allocation as provided and will be funded
from the following account:
Page 90
Attachment 13 to Report FSD-027-25
Municipality of Clarington Page 3
Report Procurement Division-031-25
Description
Account Number
Amount
FLEET NEW-ROADS-2025
110-36-388-83695-7401
$191,000
Additional Funds — Roads & Related DC
110-36-388-83695-7401
13,277
FLEET NEW-PARKS-2025
110-36-388-83616-7401
74,115
GREEN FLEET NEW-PARKS-2025
110-36-388-83646-7401
148,229
PREVENTION VEHICLE 2025
110-36-388-83658-7401
70,451
GREEN FLEET NEW-P&I-2025
110-36-388-83647-7401
61,802
GREEN FLEET REPLACEMENT-COMMSERV-2025
110-36-388-83635-7401
71,649
FLEET REPLACEMENT ROADS-2025
110-36-388-83642-7401
71,649
Staff Contact: Mandy Chong, Manager, Procurement, 905-623-3379 ext. 2209 or
mchong@clarington.net.
Attachments:
Attachment 1 — Bid Summary
Page 91
Attachment 13 to Report FSD-027-25
Municipality of Clarington Page 4
Report Procurement Division-031-25
Attachment 1 to Report Procurement Division-031-25
Municipality of Clarington
Summary of Bid Results
Tender CL2025-28
Supply and Delivery of Various Vehicles
Bidder
Total Bid
(Net HST Rebate)
Blue Mountain Chrysler Ltd
$509,955.99
Downtown Autogroup
550,634.03
East Court Ford Lincoln
659,819.43
Hallman Motors Ltd
786,805.27
*Bidders could bid on one, or more, type of vehicle with the award of each vehicle type going
to the lowest compliant bidder.
Page 92
Attachment 14 to Report FSD-027-25
ciffbooll
Report
Procurement Division
If this information is required in an alternate accessible format, please contact the Accessibility
Coordinator at 905-623-3379 ext. 2131.
Report To: PS Reports - CAO Approve Only
Report Number: Procurement Division-032-25
Report Date: June 20, 2025
Submitted By: Mandy Chong, Manager, Procurement
Approved By: Mary -Anne Dempster, CAO
File Number: CL2025-35
Report Subject: Soper Creek Baseball Upgrades
Recommendations:
It is respectfully recommended to the Chief Administrative Officer the following:
1. That Don Oliver Excavating with a total bid amount of $525,741.92 (Net HST
Rebate) being the lowest compliant bidder meeting all terms, conditions and
specifications of CL2025-35 be awarded the contract for Soper Creek Baseball
Upgrades as required by the Public Works Division;
2. That the funds required for this project in the estimated amount of $578,316.11
(Net HST Rebate), which includes $525,741.92 (Net HST Rebate) for the Soper
Creek Baseball Upgrades and other costs such as contingency in the amount of
$52,574.19 (Net HST Rebate) be approved; and
3. That the project is over budget in the amount of $49,789.11 (Net HST) and that
the additional funds required be approved.
Page 93
Attachment 14 to Report FSD-027-25
Municipality of Clarington Page 2
Report Procurement Division-032-25
1. Background
1.1 Tender specifications and drawings for Soper Creek Baseball Upgrades were prepared
by the Public Works Division and provided to the Procurement Services Division. The
scope of work includes baseball diamond upgrades that are in part funded by the Jays
Care Grant.
1.2 CL2025-35 was issued by the Procurement Services Division and advertised on the
Municipality's website. The tender closed on June 16, 2025.
2. Analysis
2.1 Twenty-one plan takers downloaded the tender document. Five bids were received in
response to the call. The submissions were reviewed by the Procurement Services
Division (see Attachment 1), and all bids were deemed compliant.
2.2 The results were forwarded to the Public Works Division for their review and
consideration. All bids exceeded the budget, and tariffs on steel and aluminum likely
contributed to higher bid prices compared to the quote used for the Jays Care Grant.
2.3 Public Works reviewed and opted to exclude several provisional items from the award
relating to replacing chain link fence and painting the existing perimeter fence posts.
The scope reduction did not impact the ranking of the bid results and decreased the
award amount by $30,120.15 (Net HST)
2.4 Don Oliver Excavating has not completed work for the Municipality of Clarington in the
past and references were checked and are satisfactory.
2.5 After review and analysis by the Public Works Division and the Procurement Services
Division, it was mutually agreed that the low -compliant bidder meeting specifications,
Don Oliver Excavating, be recommended for the award of tender CL2025-35.
3. Financial Considerations
3.1 The total estimated funds for this project in the amount of $578,316.11 (Net HST
Rebate) include Soper Creek Baseball Upgrades of $525,741.92 (Net HST Rebate) and
other costs such as contingency in the amount of $52,574.19 (Net HST Rebate) is in the
approved budget allocation as provided and will be funded by the Municipality as
follows:
Page 94
Attachment 14 to Report FSD-027-25
Municipality of Clarington Page 3
Report Procurement Division-032-25
Description
Account Number
Amount
Soper Creek Baseball Upgrades
110-36-325-83284-7401
$528,527.00
Add'I Funding Required — Municipal
Capital Works RF
110-36-325-83284-7401
49,789.11
Staff Contact: Mandy Chong, Manager, Procurement, 905-623-3379 ext. 2209 or
mchong@clarington. net.
Attachments:
Attachment 1 — Bid Summary
Page 95
Attachment 14 to Report FSD-027-25
Municipality of Clarington Page 4
Report Procurement Division-032-25
Attachment 1 to Report Procurement Services-032-25
Municipality of Clarington
Summary of Bid Results
Tender CL2025-35
Soper Creek Baseball Upgrades
Bidder
Total Bid*
(Net HST)
Don Oliver Excavating
$555,862.07
Powcon Inc.
579,552.20
39 Seven Inc.
606,289.39
Forest Ridge Landscaping Inc.
653,943.44
Arenes Construction Ltd
892,512.54
*Total Bid Amount includes all provisional items.
Page 96
Attachment 15 to Report FSD-027-25
ciffftwil
Report
Procurement Division
If this information is required in an alternate accessible format, please contact the Accessibility
Coordinator at 905-623-3379 ext. 2131.
Report To: PS Reports - CAO Approve Only
Report Number: Procurement Division-033-25
Report Date: July 9, 2025
Submitted By: Mandy Chong, Manager, Procurement
Approved By: Mary -Anne Dempster, CAO
File Number: CL2025-27
Report Subject: Veterinary Services — Summer Recess Report — Summer Council Recess
Report
Recommendations:
It is respectfully recommended to the Chief Administrative Officer the following:
1. That Bowmanville Veterinary Clinic with a bid amount of $84,368.17 (Net HST
Rebate) being the lowest bidder meeting all terms, conditions and specifications
of CL2025-27 be awarded the contract for the provision of veterinary services as
required by Animal Services Division; and
2. That pending satisfactory service that the Manager, Procurement, in consultation
with the Deputy CAO, Legislative Services, be authorized to extend the
agreement for up to four additional one-year terms.
Page 97
Attachment 15 to Report FSD-027-25
Municipality of Clarington Page 2
Report Procurement Division-033-25
1. Background
1.1 The Municipality is responsible for the health and welfare of animals that come into our
care within our jurisdiction.
1.2 Animal Services requires the services of a qualified Veterinarian to meet legal
obligations under animal welfare legislation and to ensure humane treatment of animals
in their care.
1.3 Timely access to veterinary care is critical for managing injuries, illnesses, and routine
health checks, especially in shelter environments. Veterinary oversight helps prevent
the spread of zoonotic diseases, protecting both animal and human population.
Contracted services ensure a consistent level of care, with clearly defined service
standards and response times.
1.4 Tender specifications were prepared and provided by the Legislative Services — Animal
Services Division.
1.5 Tender CL2025-27 was prepared and issued by the Procurement Division. The tender
was posted electronically on the Municipality's website and locally veterinarians were
advised of the opportunity. The tender closed on May 15, 2025.
1.6 In view of the Summer Council Recess, authorization is requested to award the above
contract in accordance with Procurement By -Law #2024-052, Section 68, Council
Recess Procedures.
2. Analysis
2.1 Two (2) companies registered as plan takers. One (1) submission was received by
closing time and was deemed compliant.
2.2 After review and analysis by the Animal Services and the Procurement Division, it was
mutually agreed that the lowest compliant bidder, Bowmanville Veterinary Hospital met
the requirements and be recommended for the award of tender CL2025-27.
3. Financial Considerations
3.1 The estimated funds required for this contract in the amount of $84,368.17 (Net HST
Rebate) and will be drawn from the 2025 operating budget and be included in the
appropriate operating budget accounts for each year. The cost shown is an estimate
only as services will be required on an as needed basis.
Attachment 15 to Report FSD-027-25
Municipality of Clarington Page 3
Report Procurement Division-033-25
3.2 Pricing submitted for these services is to remain firm for the first year of the contract.
Should the contract be extended for additional years, the unit prices would be adjusted
on the anniversary date of the contract award by the annual percentage change in the
most recent issuance of the Consumer Price Index (CPI), All Items, Ontario as
published by Statistics Canada and remain firm for the contract year.
3.3 The estimated contract value for 5 years is $421,840.84 (Net HST Rebate) based on
basic services and medicine that has been required in the past. The shelter has also
begun to sterilize dogs prior to adoption and raised adoption fees to cover the increased
cost. The budget does not reflect this adjustment yet.
Description
Account Number
Amount
ANIMAL SERV. / UNASSIG'D /
100-19-190-00000-7162
$84,368.17
VET SERVICES
Staff Contact: Mandy Chong, Manager, Procurement, 905-623-3379 ext. 2209 or
mchong@clarington.net.
Attachments:
Attachment 1 — Bid Summary
Page 99
Attachment 15 to Report FSD-027-25
Municipality of Clarington Page 4
Report Procurement Division-033-25
Attachment 1 to Report Procurement Division-033-25 — Bid Summary
Municipality of Clarington
Summary of Bid Results
Tender CL2025-27
Veterinary Services
Total Bid for
Total Bid
Bidder
5 year term
5 year term
(Including HST)
(Net HST Rebate)
Bowmanville Veterinary Clinic
$468,435.68
$421,840.84 11
Page100
Attachment 16 to Report FSD-027-25
ciffftwil
Report
Procurement Division
If this information is required in an alternate accessible format, please contact the Accessibility
Coordinator at 905-623-3379 ext. 2131.
Report To: PS Reports - CAO Approve Only
Report Number: Procurement Division-034-25
Report Date: July 14, 2025
Submitted By: Mandy Chong, Manager, Procurement
Approved By: Mary -Anne Dempster, CAO
File Number: RFP2025-9
Report Subject: Consulting Services for Bowmanville Municipal Park on former
Bowmanville Zoo Land - Phase 1 Trails
Recommendations:
It is respectfully recommended to the Chief Administrative Officer the following:
1. That Aquafor Beech Ltd. with a bid amount of $111,366.14 (Net HST Rebate)
being the highest scoring proposal meeting all terms, conditions and
specifications of RFP2025-9 be awarded the contract for the provision of
Consulting Services for Bowmanville Municipal Park on former Bowmanville Zoo
Land - Phase 1 Trail.
Page 101
Attachment 16 to Report FSD-027-25
Municipality of Clarington Page 2
Report Procurement Division-034-25
1. Background
1.1 The Municipality of Clarington requires the assistance of a qualified consulting firm
(team) to provide detailed design and tender preparation services for the development
of new trails within the Bowmanville Municipal Park on the former Bowmanville Zoo
lands.
1.2 Additionally, the consulting firm (team) will be required to provide a structural inspection
of an existing bridge structure and preparation of a summary report.
1.3 Lastly, the consulting firm (team) will be required to provide a heritage assessment and
summary report of the same bridge structure.
1.4 Request for Proposal RFP2025-9 was prepared and issued by the Procurement
Division. The RFP was advertised electronically on the Municipality's website. The RFP
was structured on a two -envelope system with pricing being an evaluated factor.
1.5 In view of the Summer Council Recess, authorization is requested to award the above
contract in accordance with Procurement By -Law #2024-052, Section 68, Council
Recess Procedures.
2. Analysis
2.1 The Request for Proposal closed on May 9, 2025.
2.2 Nineteen (19) companies registered as plan takers. Seven (7) submissions were
received by closing time. All proposals were reviewed and determined to have met the
mandatory items as contained within the RFP. The Proposals were distributed to the
evaluation committee for review, evaluation, and scoring.
2.3 The technical proposals were evaluated and scored independently by the members of
the evaluation committee in accordance with the established criteria as outlined in the
RFP. The evaluation committee was comprised of staff from the Planning and
Infrastructure Services Department.
2.4 The evaluation committee reviewed and evaluated the proposals. The Evaluation Team
then met to review and agree upon the overall scores for each proposal. Some of the
areas on which the submissions were evaluated were as follows:
• Experience and qualifications of both the firm as well as the proposed team who
would be working on the project.
Page 102
Attachment 16 to Report FSD-027-25
Municipality of Clarington Page 3
Report Procurement Division-034-25
• That the proposed team had the expertise in the fields required such as
Landscape Architecture and Arboriculture, Civil Engineering, Land Surveying and
Heritage Assessments.
• The qualifications and experience of the proposed Project Manager and team
resources.
• The Proponents' proposed methodology and understanding of the requirements
for the project.
• A proposed work plan indicating the project method, schedule, Time -Task Matrix
showing an estimated overall timeline of the project.
• Measures, processes and procedures used by the Proponent to ensure that high
quality services are being provided to the Municipality.
2.5 Upon completion of the evaluation, six proposals met the established passing threshold
of 80 percent for Phase 2 - Technical Submission and moved to Phase 3 - Pricing. The
evaluation committee determined that the optional presentation from the short-listed
proponents would not be required.
2.6 The pricing envelopes for the short-listed proponents were opened and evaluated as
stipulated in the RFP document.
2.7 Upon completion of the evaluation scoring, the recommendation is to award the contract
for this work to the highest scoring proponent, Aquafor Beech Ltd.
2.8 Aquafor Beech Ltd has completed work for the Municipality in the past; therefore, no
Reference checks were completed.
3. Financial Considerations
3.1 The funding required for this contract award is $111,366.14 (Net HST Rebate) will be
funded from the following account and is within the approved budget:
Description
Account Number
Amount
Bowmanville Zoo Lands
Trails — Phase 1
110-50-325-84355-7401
$111,366
Staff Contact: Mandy Chong, Manager, Procurement, 905-623-3379 ext. 2209 or
mchong@clarington.net.
Attachments:
Attachment 1 — Summary of Proposals Received
Page103
Attachment 16 to Report FSD-027-25
Municipality of Clarington Page 4
Report Procurement Division-034-25
Attachment 1 to Report Procurement Division-034-25 - Summary of Proposals Received
Municipality of Clarington
RFP2025-9— Consulting Services for Bowmanville Municipal Park on former
Bowmanville Zoo Land - Phase 1 Trails
Summary of Proposals Received
Bidder
Aquafor Beech Ltd.*
BA Group Inc. (Basterfield & Associates)
Cosburn Giberson Landscape Architects
The MBTW Group
PFS Studio *
The Planning Partnership *
Schollen & Company Inc. *
Note: Bidders marked with "*" were shortlisted.
Page104
Clarington
Staff Report
If this information is required in an alternate accessible format, please contact the Accessibility
Coordinator at 905-623-3379 ext. 2131.
Report To: General Government Committee
Date of Meeting: September 8, 2025 Report Number: FSD-028-25
Authored By: David Cachia, Chief Information Officer
Submitted By: Trevor Pinn, Deputy CAO/Treasurer, Finance and Technology
Reviewed By: Mary -Anne Dempster, CAO
By-law Number: Resolution Number:
File Number:
Report Subject: Information Technology Strategy — Strengthen, Innovate, Transform
Recommendations:
1. That Report FSD-028-25, and any related delegations or communication items, be
received;
2. That Council endorse the Municipality of Clarington's Information Technology
Modernization Strategy 2025-2027 as the guiding framework for technology
investment, security, and service delivery transformation; and
3. That all interested parties listed in Report FSD-028-25, be advised of Council's
decision.
Page105
Municipality of Clarington Page 2
Report FSD-028-25
Report Overview
Information Technology is critical municipal infrastructure. Every commitment in the
Clarington Strategy 2025, from modern service delivery to resilient infrastructure and climate
leadership, depends on reliable, secure, and modern IT systems.
At present, Clarington's IT environment faces escalating risks:
• Cybersecurity threats — Ontario municipalities such as Hamilton and Stratford have
been paralyzed by ransomware attacks costing millions of dollars in recovery.
Clarington faces similar vulnerabilities without a dedicated cybersecurity program.
• Customer service fragmentation — Consultant reviews and resident surveys confirm
slow response times, misrouted requests, and lack of transparency. 58% of residents
want self-service, yet nearly half feel issues are unresolved. Staff spend hundreds of
hours on manual tracking with no single source of truth.
• Financial system obsolescence — The legacy Great Plains ERP will be retired in
2029. Current siloed ledgers inflate processing times, limit real-time insight, and
create audit risks. Without a cloud -based replacement, Clarington risks service
interruptions and accountability gaps.
• Aging devices — A significant portion of laptops, desktops, tablets, and smartphones
will reach end -of -life by late 2025. These devices will no longer receive security
updates, creating audit, compliance, and cybersecurity risks.
• Licensing gaps — Not all frontline, seasonal, and volunteer staff have secure
municipal accounts. This reliance on personal email undermines compliance, limits
access to training and weakens security. In addition, licensing deficiencies in servers
and databases expose Clarington to vendor audit penalties.
• Telephony instability — Poor call quality, dropped calls, and a vendor in bankruptcy
have left Clarington's telephony system unreliable, fragmented, and difficult to
manage.
The IT Strategy provides the roadmap to address these risks while delivering on the
Clarington Strategy 2025 commitments to modern service delivery, resilient infrastructure,
and climate action.
Page106
Municipality of Clarington Page 3
Report FSD-028-25
1. Background
a) Over the last decade, IT investments have been made in a fragmented, reactive
manner. While individual systems were deployed to address specific needs, the
cumulative result has been:
i) Significant technical debt has been accrued, leaving Clarington with aged devices
and unsupported platforms.
ii) Fragmented data, preventing Council and staff from having a clear picture of service
performance.
iii) Underfunded cybersecurity, leaving the Municipality exposed.
iv) Vendor risk, with core platforms like Mitel (telephony system) and Great Plains
(Finance System Enterprise Resource Planning [ERP]) are approaching end -of -life.
b) The CIO -led IT assessment and strategy which started in October 2024 confirmed that
Clarington's IT systems health is critical and that Clarington and cannot continue to
support the Municipality's strategic goals without major investment.
2. Purpose
a) The purpose of this report is to seek Council's endorsement of the IT Modernization and
Risk Management Plan as Clarington's roadmap to:
a. Mitigate cybersecurity, compliance, and vendor risks.
b. Modernize outdated systems and infrastructure.
c. Transform service delivery to meet resident expectations.
b) This endorsement ensures that, when capital and operating requests are presented in
2026, they will be recognized as essential infrastructure investments, not discretionary
projects.
3. Financial Considerations
a) No immediate budget approval is requested. However, significant and unavoidable
investments will be brought forward in 2026, including:
a. Licensing uplift:-$264,000 capital, -$291,000 ongoing OPEX.
b. Device evergreen program: $448,000 capital baseline.
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Municipality of Clarington Page 4
Report FSD-028-25
c. Telephony modernization: $260,000 capital, $68,000 OPEX
d. CRM implementation: $1.8M capital, $2.3M OPEX (5 years).
e. ERP replacement: $2.85M capital, $3.9M OPEX (5 years).
f. Library integration: $518,000 capital, $100,000 OPEX ongoing.
b) These investments directly support Strategic Plan outcomes and prevent larger financial
risks. A single cyber incident could cost $5-10M in ransom, recovery, and lost public
trust — far exceeding the costs of proactive investment.
4. Strategic Plan
a) The Clarington Information Technology Strategy directly enables delivery of the
Clarington Strategic Plan 2025.
b) Modern Service Delivery
• L.2.2 — Use technology and process improvement to modernize and optimize
services
o Replacement of outdated telephony with Microsoft Teams Phone.
o CRM implementation for omni-channel resident service and tracking.
o ERP modernization to replace Great Plains before its 2029 retirement.
c) Customer Experience
• L.3.1 — Develop and implement customer service standards
o CRM provides transparent metrics on turnaround time, escalation, and
resident satisfaction.
o Self-service portals, mobile access, and chatbots align with resident demand
for faster, digital -first services.
d) Resilient Infrastructure
L.2.3 — Design and implement a Service Delivery Continuity Plan
o Cybersecurity investments ensure continuity in the face of ransomware and
other cyber threats.
Page108
Municipality of Clarington Page 5
Report FSD-028-25
o Evergreen lifecycle program prevents service disruption due to unsupported
devices.
• L.2.5 — Maintain, protect, and invest in municipal infrastructure and assets
o Licensing compliance and server/database upgrades protect IT as a critical
municipal asset.
e) Climate Leadership
• G.4.2 — Be a leader in anticipating and addressing the impacts of climate change
o Cloud migration reduces server -room emissions.
o Evergreen hardware reduces waste through responsible recycling.
o Hybrid meetings reduce travel emissions.
f) Community Connection
• C.3.2 — Reduce barriers to municipal programs, services, and infrastructure
o Extending secure municipal accounts to seasonal, volunteer, and frontline
staff ensures equitable access to training, communication, and tools.
• C.1.1.4 — Proactively leverage municipal infrastructure to enhance connectivity
o Cloud telephony, dark -fiber pilots, and modern collaboration tools ensure staff
remain connected during outages or emergencies.
5. Climate Change
a) The Plan directly supports the Clarington Climate Action Plan:
a. Reduced energy use through cloud adoption and efficient devices.
b. Lower travel emissions by enabling remote training and hybrid meetings.
c. Responsible recycling of IT hardware.
d. Digitization of services reduces paper and courier demand.
Page109
Municipality of Clarington Page 6
Report FSD-028-25
6. Concurrence
This report has been reviewed by the Deputy CAO, Public Services, who concurs with
the recommendations.
7. Conclusion
a) The IT Strategy 2025-2027 provides a clear, actionable roadmap to stabilize,
modernize, and transform Clarington's Information Technology systems while
delivering on Council's Strategic Plan commitments.
b) Clarington's IT systems are a mission -critical municipal asset. At present, it is
characterized by aging devices, unsupported systems, failing telephony, licensing gaps,
and escalating cyber risks. These conditions put municipal operations, compliance, and
resident services in jeopardy. While the investment required in IT is significant, the
potential impact of not investing is more costly.
c) Endorsing this Strategy signals that Clarington is prepared to enhance services, protect
its data, and build resilience for future growth.
Staff Contact: David Cachia, Chief Information Officer, 905-623-3379 ext. 2230 or
dcachia@clarington.net.
Attachments:
Attachment 1 — Clarington Information Technology Strategy 2025-2027
Interested Parties:
There are no interested parties to be notified of Council's decision.
Page110
Attachment 1 to Report FSD-028-25
Clarington
Clarington Information
Technology (IT) Strategy
2025-27
Page111
Attachment 1 to Report FSD-028-25
Strengthen, Innovate, and Transform
A strategy to fortify Clarington's Information Technology (IT) foundations,
adopt modern technologies for greater efficiency, and reshape the IT landscape
to support future business models and goals.
Foreword
As the Chief Information Officer of the Municipality of Clarington, I am pleased to present our IT
Strategy for 2025-27, which establishes a clear roadmap to enhance our technological capabilities,
improve operational resilience, and foster innovation.
This strategy is built upon three guiding principles: Strengthen, Innovate, and Transform.
Strengthen ensures that our foundational IT infrastructure is stable, secure, and resilient. Innovate
focuses on leveraging new technologies to drive efficiency and service excellence. Transform is
about reshaping Clarington's digital future, ensuring our IT environment aligns with Municipal
priorities and community expectations.
Our approach has been deeply informed by extensive engagement with stakeholders across the
organization. We have listened carefully to the needs and priorities of Municipal departments, elected
officials, and residents to craft an IT roadmap that is both practical and ambitious.
This strategy is the result of a collaborative effort led by Clarington's dedicated IT leadership team,
whose expertise, commitment, and vision have been instrumental in shaping this plan. Their
collective insight ensures that our technological advancements align with Municipal goals, enhance
service delivery, and empower our community.
Technology is not just a tool; it is an enabler of progress. Whether through modernizing our
cybersecurity posture, enhancing data -driven decision -making, or supporting smart city initiatives, this
strategy will serve as a catalyst for positive change.
Together, we will build a more connected, innovative, and resilient Clarington.
Dave Cachia.
Chief Information Officer
FVBrandi Carlton,
Supervisor of Business
,Development
Rob Van Dyk,
Manager of IT
Jason Douglas,
Supervisor of Network &
Security
John Zheng.
Supervisor of Client and Application Services
Claftton Page 112 2
Attachment 1 to Report FSD-028-25
Table of Contents
Foreword........................................................................................................................ 2
ExecutiveSummary...................................................................................................... 4
Listening and Feedback Gathering............................................................................. 5
1. Outreach to stakeholder and leadership groups......................................................................5
2. Summary of departmental -wide exercises................................................................................5
3. Outreach to All Staff (Staff Wide Survey)..................................................................................7
4. Results of all staff (Staff -wide survey).......................................................................................8
5. Elected Council Engagement: ....................................................................................................
9
Current State Summary..............................................................................................
10
People: ...........................................................................................................................................
10
Teamresponsibilities: ...................................................................................................................
11
Vision...........................................................................................................................
11
Commitments..............................................................................................................
11
1. Deliver IT excellence: Aligning with Clarington's corporate mission................................11
2. Enhance operational resilience and business support......................................................11
3. Foster innovation and digital transformation......................................................................12
Information Technology Strategy 2025-27................................................................
12
Goals............................................................................................................................
13
2025-27 Roadmap.......................................................................................................
14
RiskManagement.......................................................................................................
17
Governance and Performance Measurement...........................................................
18
Governance Structure: ..................................................................................................................
18
Performance Measurement and KPIs:.........................................................................................18
Appendices..................................................................................................................
19
Clarington Page 113 3
Attachment 1 to Report FSD-028-25
Executive Summary
The Municipality of Clarington's Information Technology (IT) Strategy for 2025-27 is built on three
core pillars: Strengthen, Innovate, and Transform. This strategy aims to enhance operational
resilience, drive technological advancements, and modernize Municipal services to better serve
residents and staff.
Strengthen Innovate Transform
The Clarington IT Strategy 2025-27 is designed to empower the Municipality through resilient,
innovative, and transformative technology solutions. It aligns directly with Clarington's corporate
strategy to enhance Municipal operations, modernize public services, and strengthen digital
resilience.
Our approach focuses on three core pillars:
Strengthen: Ensuring a secure, stable, and future -ready IT infrastructure to protect Municipal
operations and safeguard community services.
Innovate: Leveraging new technologies to enhance service delivery, improve data -driven
decision -making, and optimize Municipal processes.
Transform: Driving digital transformation to enable a smarter, more efficient Municipality that
meets evolving community needs.
By investing in cyber resilience, digital modernization, and service innovation, Clarington is building a
future -ready IT ecosystem that improves efficiency, security, and citizen engagement.
C aringon Page 114 4
Attachment 1 to Report FSD-028-25
Listening and Feedback Gathering
The IT department's vision, goals, and priorities are shaped by organizational needs, making
feedback the foundation of a business -aligned strategy. This essential step establishes legitimacy,
ensures transparency, and creates a functional strategy.
A series of listening and feedback gathering exercises started in November 2024 and completed in
January 2025. These were based on three fundamental actions:
1. Outreach to stakeholder and leadership groups
• Chief Administrative Officer, and the CAO's Office delegates from Economic Development,
Strategic Initiatives, and Communications.
• Deputy Chief Administrative Officer of Public Services and delegates from Emergency and
Fire Services, Public Works, and Community Services.
• Deputy Chief Administrative Officer of Legislative Services including the Clerk, Deputy Clerk,
and Human Resources.
• Deputy Chief Administrative Officer of Finance and Technology and delegates from
Accounting, Financial Planning, Taxation Services, and Procurement.
• Deputy Chief Administrative Officer of Planning and Infrastructure, including delegates from
Community Planning, Buildings, Parks, Development Review, Development Engineering, and
Construction and Inspections.
2. Summary of departmental -wide exercises
Following five departmental -wide exercises, several key themes, trends, opportunities, risks, and pain
points emerged across all departments. The feedback collected highlights critical areas for
improvement and collaboration, providing a clear roadmap for addressing shared challenges and
leveraging opportunities across the Municipality of Clarington.
a) Data -driven decision making and reporting
o Challenge: Departments face barriers in accessing and analyzing data effectively.
o Needs:
• Advanced reporting tools for more insightful decision -making.
• Targeted training programs to enhance data literacy among staff.
• Expanded access to data expertise to support Municipal operations.
o Strategic opportunity: Establish a Municipal Decision Support Group to enhance
analytics capabilities and drive informed decision -making across all departments.
b) Seamless system integration
o Challenge: Critical Municipal applications lack seamless communication, leading to
inefficiencies.
o Needs:
• Enhanced system integration solutions to streamline workflows.
• Assessment and prioritization of key applications to ensure interoperability.
o Strategic opportunity: Develop a Centralized Integration Framework to ensure secure,
efficient, and reliable interconnectivity between essential applications to improve service
delivery.
C aringon Page 115 5
Attachment 1 to Report FSD-028-25
c) Technology lifecycle management and standardization
o Challenge: Inconsistent technology refresh cycles and non -standardized devices create
inefficiencies.
o Needs:
Structured technology lifecycle management to ensure timely equipment
updates.
Standardized IT provisioning for peripherals and work -from -home (WFH)
equipment.
Expansion of device standardization for mobile, specialized, and fleet technology
needs.
o Strategic opportunity: Implement a Lifecycle and Standardization Policy to optimize IT
investments, extend asset longevity, and enhance productivity across departments.
d) Technology training and adoption
o Challenge: Staff report uncertainty in effectively utilizing technology tools.
o Needs:
• Standardized onboarding and training programs for Municipal technology tools.
• A self-service knowledge base offering user-friendly resources for
troubleshooting and learning.
o Strategic opportunity: Foster a Culture of Digital Empowerment through structured
training, accessible support tools, and proactive technology engagement initiatives.
e) Connectivity and network optimization
o Challenge: Geographic dispersion of sites and mobile workforce requirements create
network reliability issues.
o Needs:
• Enhanced network infrastructure to address connectivity gaps.
• Reliable mobile access solutions for field staff and remote locations.
o Strategic opportunity: Invest in modern, scalable network solutions that align with
Clarington's corporate strategy for enhanced cellular and internet coverage, ensuring
uninterrupted service across all sites.
f) Maximizing GIS potential
o Challenge: Limited governance and integration restrict the full utilization of GIS
capabilities.
o Needs:
• Advanced GIS automation tools for process efficiency.
• A centralized governance model to clarify roles and enhance interdepartmental
collaboration.
o Strategic opportunity: Establish a GIS Innovation Hub to integrate spatial data into
Municipal decision -making to improve infrastructure planning and service delivery.
C aringon Page 116 6
Attachment 1 to Report FSD-028-25
g) Enhancing IT and business collaboration
• Feedback: Departments seek more structured IT engagement to align technology
solutions with operational needs.
• Strategic opportunity: Introduce Regular IT Engagement Sessions to build stronger
partnerships, facilitate two-way communication, and collaboratively address challenges
and opportunities.
IT Connecting Clarington
3. Outreach to All Staff (Staff Wide Survey)
• A staff -wide survey, conducted in December 2024, aimed to gather insights and feedback on
the following areas of discussion: IT tools and systems
• IT support and services service improvements
• Communication and collaboration
• Training and skill development
• Future needs and innovation
• IT department performance
■ Perception of its role in achieving departmental goals
• Vision for technology use
C18lingon Page 117 7
Attachment 1 to Report FSD-028-25
4. Results of all staff (Staff -wide survey)
The IT department conducted a two -week feedback campaign from January 13 to January 27, 2025,
inviting input from all staff. A total of 97 employees participated out of approximately 500 full- and
part-time staff. The following findings and observations have been gathered.
Key findings and observations:
1. Strong preference for self-service model
o 44 per cent of respondents wish to empower themselves, wherever possible.
• Presents opportunities and challenges (i.e. no support available after business
hours).
2. Teams chat usage for IT ticket engagement
0 29 per cent of respondents indicated that they use Teams for IT Support interactions.
o Improvement opportunities:
• Integrate Teams with Fresh Service (ticketing system) for better live interaction
tracking.
• Current live interactions are not being tracked effectively.
3. Resolution satisfaction
o Feedback: 80 per cent of respondents indicated that their issues and concerns were
understood and addressed effectively
• Opportunity: Review the remaining 20 per cent of respondents' tickets to identify
and address recurring issues.
4. Insufficient resources for self -resolution
0 31 per cent of respondents indicated that there are not enough resources (FAQ,
Knowledge Base Articles, FAQs) available to help resolve simple IT issues
independently
o Challenges:
• Limited and inaccessible resources for solving simple IT issues.
Knowledge requires:
• Cleaning and reorganization.
• Adding meta -data to documents to improve discoverability during ticket
creation.
5. Fresh Service portal
o Improvement plan:
• Complete a "2.0" redesign of the portal.
• Increase awareness and usage of the redesigned portal.
• Consider implementing integrations with Teams or offer a live chat support
feature, ensuring it integrates seamlessly with the existing ticket system.
C aringon Page 118 8
Attachment 1 to Report FSD-028-25
6. Inadequate or dated technology and hardware:
o Desktop and laptop fleet:
• Increase resources (hardware is not sufficient).
• Implement an evergreen strategy for frequent updates — some devices are well
beyond their lifecycle.
o Phone system:
• Significant dissatisfaction across the board; unresolved issues.
7. Processes and coverage:
o Onboarding and offboarding:
• Requires a complete rebuild.
o Service gaps:
• After-hours and weekend support are insufficient.
• Library -specific challenges anticipated.
8. Education and awareness:
o Underutilization of tools due to lack of knowledge and training.
o Strong desire for Lunch and Learn sessions, comprehensive knowledge bases, and
formal technology training (i.e. SharePoint).
9. Artificial intelligence:
o Strong desire to explore use of Al tools.
o IT to develop training, access, and frameworks to enable effective Al use.
5. Elected Council Engagement:
The CIO conducted a feedback exercise with Mayor Adrian Foster on February 11th, 2025. The
Mayor and CIO discussed the need for the following:
Increased IT education and training: A stronger focus on user education, including best practices
for IT tools, technology, and software.
Artificial intelligence exploration: Assessing Al's role in decision -making, automating manual
processes, and enhancing meetings (e.g., committee meetings), along with establishing governance
and deployment strategies.
Cybersecurity and risk management: Implementing risk registry, developing dashboards and
heatmaps for better visibility, and introducing regular cybersecurity reporting to the Council.
Business intelligence and data utilization: Expanding data collection efforts, exploring
monetization opportunities, and leveraging big data for strategic initiatives.
C aringon Page 119 9
Attachment 1 to Report FSD-028-25
Current State Summary
People:
The IT department consists of 17 individuals and is represented by four teams:
1. Information Technology Leaders
1 x Chief Information Officer
1 x IT Manager
3 x Supervisors
2. Business Development
1 x Project Coordinator
1 x Senior GIS Analyst
2 x Solutions Analyst
3. Client and Application Support
1 x Senior Network Analyst
3 x Solutions Analyst (*1 new role vacant starting in 2025)
1 x Help Desk Technician
1 x Network Support Technician
4. Network Administration
3 x Network Analyst (*1 new role vacant starting in 2025)
1 x Network Security Analyst
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ciffinoon Page 120 10
Attachment 1 to Report FSD-028-25
Team responsibilities:
Business
Development
Client and
Application Support
Network
Administration
• Project management
• IT service
• Network and
• Corporate business
management
infrastructure
development
• IT Helpdesk
• Cyber security
• Geographic
• Applications support
• Disaster recovery and
information systems
auditing
(GIS) administration
Vision
At the Municipality of Clarington's IT department, we envision a robust, adaptive, and forward -thinking
digital environment that empowers our community and workforce. By strengthening our IT foundation,
we ensure stability, security, and resilience in all our systems, safeguarding our assets and enabling
reliable services. Through innovation, we embrace the power of emerging technologies, fostering an
agile, efficient organization prepared to meet the future's challenges. With transformation as our
guiding principle, we are committed to reimagining our digital landscape to support Clarington's
strategic goals, harnessing data -driven insights to drive progress, and delivering impactful solutions
for our citizens.
Commitments
1. Deliver IT excellence: Aligning with Clarington's corporate mission
a. Stakeholder -centric engagement: Strengthen relationships through proactive
communication and collaboration.
b. Service excellence: Enhance user experience (UX) and IT service management
(ITSM) to drive efficiency.
c. Empowered workforce: Expand self-service capabilities, provide intuitive digital tools
and technology training for staff.
d. Continuous learning and development: Foster a culture of ongoing professional
growth, ensuring staff remain adaptable to emerging technologies.
2. Enhance operational resilience and business support
a. Strategic IT partnership: Position IT as a key enabler of Municipal success, aligning
technology with business needs.
b. Optimized IT operations: Drive process efficiency, automation, and performance
improvements.
c. Risk mitigation and cyber resilience: Strengthen cybersecurity frameworks,
compliance measures, and proactive risk management.
d. Business continuity and disaster recovery: Enhance IT resilience to ensure
uninterrupted Municipal services and operational stability.
Uarington Page 121 11
Attachment 1 to Report FSD-028-25
3. Foster innovation and digital transformation
a. Technology -enabled service delivery: Leverage emerging technologies to modernize
Municipal services and drive citizen engagement.
b. Smart city and data -driven governance: Implement intelligent solutions that improve
infrastructure, analytics, and decision -making.
c. Al and automation adoption: Explore AI -driven efficiencies to optimize operations and
reduce manual workloads.
d. Future -ready IT investments: Ensure technology initiatives align with Clarington's
strategic priorities and long-term sustainability goals.
Information Technology Strategy 2025-27
Strengthen: Reinforcing Clarington's IT stability, security, and resilience by
addressing technical debt, optimizing infrastructure, and securing critical
applications. In addition to enhancing cybersecurity and infrastructure, the focus
will be on integrating robust disaster recovery and business continuity strategies to
ensure operational resilience.
Innovate: Enhancing efficiency and agility through the adoption of new
technologies, modernization efforts, and a culture that encourages creative
experimentation. By piloting emerging technologies, establishing strategic
P110 partnerships with other municipalities, educational institutions, and technology
providers, we will foster a culture of innovation. The IT department will strive act as
a business partner, ensuring that innovative priorities fuel creativity and inspire
continuous improvement across the organization.
Transform: Reshaping the IT landscape to align with evolving business models,
leveraging digital transformation and data -driven insights to support Clarington's
strategic vision. IT will proactively identify technology solutions that directly
contribute to corporate strategic pillars.
C aringon Page 122 12
Attachment 1 to Report FSD-028-25
Goals
Strengthen
Innovate
S.1 Establish and
1.1 Enhance service
T.1 Foster continuous
operationalize a
delivery and resident
workforce development
comprehensive disaster
engagement through the
through an adaptive learning
recovery and business
implementation of modern
culture that supports digital
continuity framework to
digital solutions (i.e. LMS,
proficiency and leadership
ensure Clarington's
CRM, ERP).
growth.
resilience against
disruptions.
S.2 Implement evergreen
1.2 Optimize service
T.2 Enhance data
lifecycle management for
delivery and process
governance, quality, and
IT infrastructure, ensuring
automation through
reporting by developing an
sustainable technology
modernization efforts,
Innovation Lab, Business
investments and proactive
leveraging Cl/CD and
Intelligence, and Decision
system refreshes.
emerging technology
Support program to inform
frameworks.
strategic decision -making.
S.3 Protect the Municipal
1.3 Pilot and scale smart
T.3 Replace manual and
information assets and
city initiatives, leveraging
outdated digital processes
infrastructure through a
technology to drive
with automated, intelligent
continuously improved
sustainability, efficiency,
systems that drive
cyber security program.
and improved Municipal
efficiency, reduce
services.
redundancy, and improve
service delivery.
S.4 Expand cross -sector IT
1.4 Establish strategic
T.4 Develop a responsible
partnerships with Municipal
partnerships with
Al governance framework,
institutions, regional
government agencies,
identifying AI -driven
agencies, and public-
academia, and industry
opportunities to optimize
private entities to enhance
leaders to drive technology
Municipal operations while
service integration and
innovation, knowledge-
ensuring ethical and
digital collaboration.
sharing, and collaborative
transparent Al adoption.
solutions.
C fington Page 123 13
Attachment 1 to Report FSD-028-25
2025-27 Roadmap
The IT initiative roadmap outlines the activities, projects, and processes that serve as key
components of Clarington's IT Strategy, ensuring alignment with the Municipality's corporate strategy.
The IT initiative roadmap outlines the activities, projects, and processes that serve as key
components of Clarington's IT Strategy 2025-27, ensuring alignment with the Municipality's corporate
strategy.
Each IT initiative is connected to a `Strengthen', `Innovation' or `Transform' goal. Each of these goals
reflect a broader corporate strategic goal to ensure alignment with the Corporate Strategy and Vision.
Goals are assigned an estimated start and end date, along with a weight score, to aid in prioritization
and execution.
Weighted scores are calculated by the following parameters:
• Alignment with strategic goals: Does this initiative have a clear connection with the
Municipal corporate strategy?
• Critical business need: Is a deficiency critically detrimental to current or future operations?
• Risk: Is the potential for losses, disruptions, or negative outcomes significant if not
remediated?
• Urgency and time sensitivity: Reflects the degree to which a delay could lead to adverse
consequences, or, has a strict timeline that would have greater impact if delayed.
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C aringon Page 124 14
Attachment 1 to Report FSD-028-25
The full Strategy Workbook is a supplementary to this document. The initiatives, based on their
initiative rank are as follows:
• Develop and operationalize IT evergreen and device standardization program
o Continuous lifecycle management for IT hardware and software — leveraging `just -in -
time' deployments and replacement.
• Procure, build and replace the CRM
o Evaluating organizational requirements, selection of a CRM tool, and deploying a
solution to improve customer service at Clarington.
• Develop and operationalize a cyber security program
o Develop a cyber security strategy.
o Alignment with a known best -practice framework (NIST CSF v2, ISO 27001, COBIT,
ITIL, PCI DSS).
o Enhance cybersecurity awareness.
o Operationalize Incident Response and a Risk Registry.
• Procure and deploy a Learning Management System in conjunction with Human
Resources
o Collaboration with Human Resources to implement and utilize a Learning
Management System.
• Telephony modernization
o Migrate fully to Microsoft Teams and implement a Contact Centre solution for front-
line facing operations.
• Implement an IT staff development program
o A structured framework to enhance technical, leadership, and soft skills through a 1-
day-per-month development opportunity. At the end of each year, do a training
showcase where each participant presents what they learned and how we could
apply it at Clarington.
• Explore artificial intelligence opportunities
o Build an Al Governance framework, and identify areas where Al can drive
innovation, efficiency, or improved decision -making.
• Procure, build, and replace Enterprise Resource Planning (ERP) Solution
o Selecting a suitable ERP solution through evaluation, procurement, and
implementation.
• Create and operationalize an IT Disaster Recovery Plan (DRP)
o A comprehensive strategy to ensure rapid restoration of IT systems, data, and
operations after disruption or disaster.
Clarington Page 125 15
Attachment 1 to Report FSD-028-25
• Procure and deploy a process mapping solution with Strategic Initiatives department
o Collaborate with Strategic Initiatives to select a tool to implement, analyze and
optimize business processes.
• Explore integration of CLMA IT into Clarington IT
o Conduct a review of systems, resources and processes to investigate feasibility into
consolidating infrastructure and resources where possible.
• Review Password Vault (Secret) solution — change to best -in -breed.
o Evaluate best -in -breed alternatives and implement a tool that enhances security and
user experience.
• Support the development of the South Bowmanville Recreation Centre (SBRC) and
the Operations, Fire Station and Training Center (CODEFS)
Provide IT expertise in infrastructure architecture, design, network connectivity, and
smart building integrations.
• Improve data quality and reporting by developing an innovation lab, business
intelligence, or decision support program
o Improve data quality and reporting by establishing an innovation lab or business
intelligence program to foster data -driven decision -making. This involves
implementing modern Business Intelligence (BI) tools, developing data governance
policies, and training staff to generate actionable insights that drive operational and
strategic improvements.
Improve network resilience to all Clarington facilities (using public or private
infrastructure)
o Enhance network resilience by upgrading connectivity to Clarington facilities through
public or private infrastructure, implementing redundancy measures, and optimizing
network configurations. This ensures reliable and secure communication to support
uninterrupted operations and service delivery.
• Refine and improve IT service management (ITSM)
Refine and improve ITSM by implementing enhancements and align ourselves with
ITIL best practices. Implement change management, service -level -agreements, and
enhance access to service.
• Establish partnerships with municipalities and educational institutions
o Identify shared goals, fostering collaboration, and developing initiatives that leverage
combined resources and expertise. This includes joint projects, knowledge sharing,
and co -development opportunities to drive innovation and community impact.
• Support smart city initiatives
o Support smart city initiatives by implementing technology solutions that enhance
urban efficiency, sustainability, and citizen engagement. This includes deploying
Internet -of -Things (IOT) infrastructure, improving data analytics, and integrating
systems to support smart transportation, energy, and public services.
C18lingon Page 126 16
Attachment 1 to Report FSD-028-25
Initiate and complete a GIS strategy
o Clarington has opportunities to leverage existing GIS technology to enhance
outcomes in multiple areas within the Municipality (Planning, Public Works,
Emergency Services).
Risk Management
The Municipality of Clarington's IT Strategy 2025-27 faces several key risks that could impact
implementation and service delivery. The risk management framework focuses on proactive
identification, assessment, and mitigation strategies to minimize disruptions and ensure strategic
objectives are met.
Key risks and mitigation strategies:
1. Cybersecurity threats:
o Risk: Increasing cyber threats such as ransomware, phishing attacks, and data
breaches.
o Mitigation:
1. Implement a comprehensive cybersecurity program aligned with industry
frameworks (NIST CSF version 2).
2. Conduct regular vulnerability assessments, implement best practice identity and
access management, and enhance employee cybersecurity awareness training.
3. Explore Security as a Service with the procurement of a Security Operations
Centre (SOC).
2. Funding constraints:
o Risk: Limited financial resources could hinder the execution of IT projects.
o Mitigation:
1. Prioritize high -impact, cost-effective initiatives.
2. Leverage grants, inter -municipal partnerships, and shared services to optimize
budget utilization.
3. Business continuity and disaster recovery (BUDR) gaps:
o Risk: Inadequate resilience planning could lead to service disruptions during
emergencies.
o Mitigation: Operationalize a robust Disaster Recovery Plan (DRP) and Business
Continuity Plan (BCP), incorporating regular testing and updates to ensure
preparedness.
4. Talent acquisition and retention:
o Risk: Difficulty in attracting and retaining skilled IT professionals.
o Mitigation: Implement an IT staff development program, offer competitive
compensation, and create career growth opportunities to retain top talent.
C aringon Page 127 17
Attachment 1 to Report FSD-028-25
5. Technology obsolescence:
o Risk: Outdated IT infrastructure and systems hinder efficiency, service efficiency, and
pose a security risk.
o Mitigation: Establish an IT evergreen lifecycle management program to ensure timely
upgrades and replacements of aging technology assets.
Governance and Performance Measurement
Effective governance and performance measurement ensure that IT initiatives align with Clarington's
strategic goals and deliver measurable benefits.
Governance Structure:
IT business partners: IT leadership, in collaboration with various departmental leadership
groups, will meet regularly to ensure IT strategic alignment, investment priorities, and risk
management.
Project governance: Establish project management best practices, leveraging Information
Technology Infrastructure Library (ITIL) and Project Management Body of Knowledge
(PMBOK) methodologies for structured execution and accountability.
Policy and Compliance Framework: Regularly update IT policies to ensure security,
compliance, and operational effectiveness.
Performance Measurement and KPIs:
To track progress and demonstrate the impact of the IT Strategy 2025-27, the following key
performance indicators (KPIs) will be used:
1. Cybersecurity and Compliance:
o Number of cybersecurity incidents reported and mitigated.
o Percentage of staff completing cybersecurity awareness training.
o Monthly phishing test results and remediations.
2. Operational efficiency and service delivery:
o IT service request resolution time (average time to close tickets).
o User satisfaction scores from IT support surveys.
o Annual staff survey to inform qualitative indications on services provided, innovative
activity, and conduct pulse checks.
o System uptime and availability metrics.
3. Technology modernization and adoption:
o Percentage of IT infrastructure and applications refreshed per the evergreen strategy.
o Number of business processes automated or enhanced through technology.
4. Innovation initiatives:
o Collaboration initiatives with departments, other municipalities and institutions.
o Impact assessment of new technology pilots.
C aringon Page 128 18
Attachment 1 to Report FSD-028-25
5. IT talent and development:
o Employee engagement and retention rates in IT roles.
o Number of professional development initiatives completed.
o Percentage of IT workforce with updated certifications and training.
Reporting and Continuous Improvement:
IT performance reports will be presented to senior leadership and Council annually.
Regular strategy reviews will be conducted to adapt to emerging trends and challenges.
By integrating strong risk management practices and a structured governance model, Clarington's IT
Strategy will drive meaningful improvements in Municipal operations, service delivery, and community
engagement, ensuring a sustainable and forward -thinking technology environment.
Appendices
IT Engagement - Departmental Meetings - Aggregate Questions and Answers.xlsx
IT Engagement - ALL User Feedback 2025.pdf
The NIST Cybersecurity Framework (CSF
Uarington Page 129 19
Clarington
Staff Report
If this information is required in an alternate accessible format, please contact the Accessibility
Coordinator at 905-623-3379 ext. 2131.
Report To: General Government Committee
Date of Meeting: September 8, 2025 Report Number: PUB-011-25
Authored By: Julie Mitchell, Director, Community Services
Submitted By: Lee -Ann Reck, Deputy CAO, Public Services
Reviewed By: Mary -Anne Dempster, CAO
By-law Number: Resolution Number:
File Number:
Report Subject: Orono Town Hall Loan Repayment
Recommendations:
1. That Report PUB-011-25, and any related delegations or communication items, be
received;
2. That the Deputy CAO/Treasurer, Finance and Technology, be delegated authority to
amend the repayment terms on the balance ($52,500) of the loan up to a maximum
of 15 years; and
3. That all interested parties listed in Report PUB-011-25, be advised of Council's
decision.
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Report PUB-011-25
Report Overview
This report responds to Council's direction regarding the Orono Town Hall Board's (OTHB)
request for relief from the outstanding balance of the interest -free loan issued for
accessibility improvements at the Hall. The project, initiated in 2018, was funded through a
combination of municipal capital reserves, a federal grant, and a $75,000 loan agreement
with the OTHB. To date, the Board has repaid $22,500, leaving a balance of $52,500.
Staff have reviewed the request and considered options, including maintaining the current
repayment schedule or amending the terms to extend the repayment period at a reduced
annual rate. Extending the loan would have minimal impact on municipal reserves, and staff
will continue to support the OTHB in seeking alternative funding opportunities.
The recommendation is to delegate authority to the Deputy CAO/Treasurer to amend
repayment terms as appropriate, up to a maximum of 15 years.
1. Background
1.1 On June 2, 2025, representatives from the Orono Town Hall Board (OTHB) presented
at GGC requesting consideration for a reduction of the outstanding debt from $75,000
to $35,000. Council passed Resolution #GG-111-25:
1.1.1. That the Delegation of Brad Smith and Deb Patrick, Orono Town Hall Board,
Regarding a Request to Reduce Elevator Loan Repayment, be referred to Staff;
and
1.1.2. That the payment for the interest -free elevator installation loan be postponed,
pending the outcome of the report back from Staff.
1.2 The accessibility improvements project at Orono Town Hall was initiated in 2018 at the
request of OTHB. Capital funding in the amount of $295,007 was approved in the 2019
municipal budget for this project. The municipality was successful in an Enabling
Accessibility Fund (EAF) application in 2019, securing $88,007 in federal funding for
the project. The total municipal capital reserve funding, less the EAF grant was
$207,000.
1.3 Due to higher than anticipated estimates, an additional $152,000 was approved as part
of the 2020 capital budget program with agreement from the OTHB they would support
the project through an interest -free loan in the amount of $75,000 over 10 years.
1.4 Tender CL2020-2 was awarded in the amount of $447,462 in April 2020.
1.5 Due to several unknown conditions, an additional $50,000 was requested and
approved in November 2020 fully funded through municipal capital budget.
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1.6 OTHB submitted installment payments of $7,500 in 2022, 2023 and 2024 totalling
$22,500. The current balance of the $75,000 initial loan is $52,500.
1.7 As part of the Hall Board Sustainability initiative, staff are working with all Community
Hall Boards on updated Municipal Capital Facility Agreements. This includes free use
of the halls by the municipality to provide community programs at underutilized times.
Booking times will be negotiated with the individual community hall to ensure there is
no impact to the board in terms of loss of revenue. If suitable times are not available,
staff will look for alternative spaces to expand programming into rural areas.
1.8 As part of the Community Grant program, Community Hall Board receive an annual
operating grant to help off -set operational costs. OTH receives $4,800 annually.
2. Consideration/Comments
2.1 In discussions with the OTHB, concerns were raised about making the annual loan
repayments due to the added costs associated with becoming incorporated, as well as
the municipal rental fees being removed.
2.2 Staff considered several options including reducing the remaining balance of the loan
as requested. The municipality has several capital contribution agreements with similar
organizations for interest -free loans. These funding agreements often contribute to the
decision to proceed with the project and/or scope of the project.
2.2.1. Option 1 — continue with the current loan repayment terms of $7,500 per year
(7x$7,500 = $52,500)
2.2.2. Option 2 — amend the current terms of the loan repayment to a lower annual
amount, that is to the satisfaction of the both the Treasurer and the OTHB,
resulting in an extending the term of the loan. For example, reducing the annual
amount to $5,000 would result in 11 payments or reducing by 50% to $3,750,
would result in 14 payments.
2.3 Option 2 is the recommendation of staff to alleviate some of the financial pressures
raised by OTHB.
2.4 Staff will also work with the OTHB to identify alternative funding options and support
the OTHB with external funding applications.
3. Financial Considerations
3.1 OTHB submitted installment payments of $7,500 in 2022, 2023 and 2024 totalling
$22,500. The current balance of the $75,000 initial loan $52,500.
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3.2 Amending the loan repayment terms to a longer repayment schedule will have minimal
impact on the capital reserve forecast.
3.3 The history of the funding for the capital project is included in this chart for reference.
Project Funding History
Value
Funding source
2019 Capital Budget
$207,000
Municipal Capital Reserve
EAF Grant
$88,007
Federal Grant
2020 Capital Budget
$77,000
Municipal Capital Reserve
Orono Town Hall Board
$75,000
Interest free loan to Orono
Town Hall (funded through
capital reserve)
2020 Additional Capital
$50,000
Municipal Capital Reserve
Total Project Cost
$497,007
4. Strategic Plan
4.1 The recommendation aligns with the Strategic Plan Objective: To be a leader in the
delivery of effective and meaningful municipal services and expected result: Finances
and Operations are efficiently and responsibly managed.
5. Climate Change
Not Applicable.
6. Concurrence
This report has been reviewed by the Deputy CAO/Treasurer, Finance and Technology,
who concurs with the recommendations.
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7. Conclusion
7.1 The capital project was approved based on the funding agreement with the OTHB as
well as grant funding. This is type of agreement is in place with other organizations.
After careful consideration, it is respectfully recommended that the terms of loan be
extended to support the OTHB request.
Staff Contact: Julie Mitchell, Director, Community Services, 905-623-3379 ext. 2502 or
jitchell@clarington.net.
Attachments:
Not Applicable
Interested Parties:
The following interested parties will be notified of Council's decision:
Orono Town Hall Board
Page 134
Clarington
Staff Report
If this information is required in an alternate accessible format, please contact the Accessibility
Coordinator at 905-623-3379 ext. 2131.
Report To: General Government Committee
Date of Meeting: September 8, 2025 Report Number: PUB-014-25
Authored By: Jennifer Stycuk, Manager, Facility Services
Julie Mitchell, Director, Community Services — Public Services
Submitted By: Lee -Ann Reck, Deputy CAO, Public Services
Reviewed By: Mary -Anne Dempster, CAO
By-law Number: Resolution Number:
File Number:
Report Subject: Camp 30 Cafeteria Building - Structural Update
Recommendations:
1. That Report PUB-014-25, and any related delegations or communication items, be
received;
2. That Council direct staff to immediately install expanded collapse area fencing and
put in place additional security measures to mitigate risk;
3. That the remaining funds held in the General Capital Reserve for Camp 30 repairs
and maintenance, approximately $200,000 be made available for proposed risk
mitigations; and
4. That all interested parties listed in Report PUB-014-25, be advised of Council's
decision.
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Municipality of Clarington Page 2
Report PUB-014-25
Report Overview
Following a recent partial roof collapse of the Cafeteria Building, a new structural condition
review was initiated. The report identifies continued deterioration, significant safety
concerns, and recommends that the entire footprint of the building, as well as an expanded
exterior area, not be occupied.
The report recommends that the roof structure and supporting walls of the clerestory, along
with exterior brick masonry walls be deconstructed, utilizing a salvaging program for any
materials that are found to be in good condition for re -use.
The Structural Condition Report has been shared with the Chief Building Official for review.
Despite best efforts, the building and property continue to be vandalized and damaged by
individuals.
1. Background
1.1 In December 2021, the Municipality completed a land acquisition with Lamb Road
School Property Ltd., for an approximately 2-acre property, including the Cafeteria
Building, on the site of the former Camp 30.
1.2 A report was presented in Council in April of 2022 (CSD-008-22) requesting funds to put
in place interim measures to secure the Cafeteria Building, mitigate risk and further
deterioration of damage to the structure. As a result, perimeter fencing was installed,
and a preliminary structural assessment was undertaken.
1.3 The Structural Condition Review was completed in July of 2022 by Barry Bryan and
Associates, identifying the poor condition of the building. The report concluded that the
building is in poor condition and must not be occupied without remedial repair and
stabilization. The recommendations at that time included that the roof structure and
supporting walls of the clerestory, along with exterior brick masonry walls be
deconstructed, utilizing a salvaging program for any materials that are found to be in
good condition for re -use.
1.4 In May 2025, a portion of the Cafeteria Building roof collapsed. The CBN dated June 24,
2025, informed Council of the occurrence and an updated structural condition review
took place in June 2025. The new Structural Condition Review report from Barry Bryan
and Associates is included in this report as Attachment #1. The conclusion of the report
finds the building in very poor condition with areas of active collapse and recommends
an expanded collapse perimeter be installed for safety reasons.
1.5 In June 2025, report PDS-039-25 included a Heritage Impact Assessment for
Alternatives to Full Restoration and Accompanying High -Level Costing of Options. This
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Report PUB-014-25
report was referred to the October 20, 2025, Planning and Development Committee
meeting.
2. Municipal Review
2.1 The Chief Building Official has received a copy of the independent structural condition
report and is reviewing. The report will be referenced in any official orders.
3. Considerations / Recommendations
Risk Mitigation
3.1 Expand fencing to include an additional 2 (two) meters of area around the Cafeteria
Building. The structural condition report has deemed the entire interior, as well as a
collapse zone on the exterior unsafe. The additional 2 (two) meters on the exterior will
establish an appropriate safe zone. This will include a portion of the area currently being
utilized as a community garden. This will need to be in -place until restoration or
deconstruction.
3.2 Initiate on -site security with current vendor. Despite current fencing, signage and police
presence, individuals continue to access the building. Occurrences have been noted to
happen both during the day and overnight. Municipal employees have found discarded
tools used to cut, break or saw through reinforced barriers on a frequent basis. It is
recommended that this measure be in -place until restoration or deconstruction.
4. Financial Considerations
4.1
Council has previously approved funds for the security and stabilization of the building,
up to $400,000. There is approximately $200,000 of these funds remaining. The
request for funding from is based on estimated costs that include the following
components:
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Report PUB-014-25
4.2 The remaining funds would provide approximately nine months of ongoing security to
the building.
5. Strategic Plan
5.1 G.3.1: Determine the future of the historic Camp 30 cafeteria building
Work in consultation with the Jury Lands Foundation to develop a plan for the cafeteria
building.
6. Climate Change
Not Applicable.
7. Concurrence
This report has been reviewed by Trevor Pinn, Deputy CAO/Treasurer, Finance and
Technology who concurs with the recommendations.
8. Conclusion
It is respectfully recommended that Council approve the risk mitigation solutions
outlined in this report and authorize that the funds be drawn from the General Capital
Reserve Fund.
Staff Contact: Jennifer Stycuk, Acting Manager of Facilities, 905-623-3379 ext. 2925, or
jstycuk(a)-clarington.net .
Attachments:
Attachment 1 — Camp 30 Structural Condition Report_2025.pdf
Interested Parties:
The following interested parties will be notified of Council's decision:
Jury Lands Foundation
Clarington Heritage Advisory Committee
Page138
BARRY BRYAN
ASSOCIATES
Architects
Engineers
Project Managers
SJS�EW,CERTIFI�TOZ
250 Water Street,
Suite 201
Whitby, Ontario
Canada
HN OG5
Tele: 905.666.5252
Fax: 905-666.5256
Email: bba@bba-archeng.com
www.bba-archeng.com
Transmittal
To: Municipality of Clarington Project No.: 25120
Address: 40 Temperance Street Date: August 25, 2025
Bowmanville, ON L1 C 3A6 Your No.:
Attention: Ms. Jennifer Stycuk
Project Name: Camp 30 Cafeteria Building 2020 Lambs Road, Municipality of Clarington
For your: ❑
Approval
❑
Distribution
■
Information and use
❑
Review and comment
Action taken: ❑
Reviewed
❑
Reviewed as modified
❑
Revise and resubmit
❑
Not reviewed
Qty.: Drawing Issue Revision
No.: No.: No.:
1 Copy - -
Description:
Via: ❑
Mail
❑
Courier
❑
By hand
❑
To be picked up
❑
Fax
■
E-mail
Structural Condition Review Report
cc: Matthew Ficara, Barry Bryan Associates
Doug McLaughlin, Barry Bryan Associates
Sarah Jaagumagi, Barry Bryan Associates
Shivanie Motielal
Form M-1 Rev. 1 12-07-02
25120 Trans.wpd Page 139
Structural Condition Review
Camp 30 Cafeteria Building
2020 Lambs Road, Municipality of Clarington
The Corporation of the Municipality of Clarington
,
BBA PROJECT NO. 25120
August 25, 2025
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rrER���^T� � CCCC'tP�•� CCCCCr �� �9�� _ `_.. -� �':,
BARRY BRYAN ASSOCIATES
Architects, Engineers, Project Managers
250 Water Street Telephone: 9o5666-5252
Suite 201 Toronto: 9os 427-4495
Whitby, Ontario Fax: 9os 666-5256
Canada Email: bba@bba-archeng.com
LINKS Web Site: www.bba-archeng.com
Page140
Structural Condition Review Report For
CAMP 30 CAFETERIA BUILDING
BBA PROJECT 25120
TABLE OF CONTENTS
PART 1 - INTRODUCTION.........................................................
1.1 AUTHORIZATION.......................................................
1.2 OBJECTIVES..............................................................
1.3 REVIEW METHODOLOGY .........................................
1.4 STATEMENT OF LIMITATION ...................................
PART 2 - BUILDING BACKGROUND AND DESCRIPTION.......
2.1 BACKGROUND..................................................................
2.2 BUILDING DESCRIPTION .................................................
PART 3 - OBSERVATIONS.........................................................
1.1 ROOF STRUCTURE ...................................................
1.2 CLERESTORY WALLS ...............................................
1.3 GROUND LEVEL STRUCTURE .................................
1.4 BASEMENT & FOUNDATION WALLS .......................
1.5 EXTERIOR BRICK MASONRY WALLS & CHIMNEY
PART 4 - RECOMMENDATIONS................................................
PART 5 - CONCLUSIONS...........................................................
PHOTGRAPHS.............................................................................
.1
.1
.1
.1
.1
.2
.2
.2
.4
.4
.4
.5
.5
.5
.6
.8
10
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Structural Condition Review Report For
CAMP 30 CAFETERIA BUILDING
BBA PROJECT 25120
PART 1 - INTRODUCTION
1.1 AUTHORIZATION
This structural condition assessment has been undertaken by Barry Bryan Associates, Architects, Engineers,
and Project Managers (BBA), for the existing Cafeteria Building at the Camp 30 site in Bowmanville on behalf
of the Municipality of Clarington. Authorization to undertake this study was received from Jennifer Stycuk, Acting
Manager of Facilities, from the Municipality of Clarington.
1.2 OBJECTIVES
The objective of the structural assessment for this project was to complete a follow-up site visit, from BBA's
previous review completed in 2022, to assess the structural condition of the Camp 30 Cafeteria Building, located
at 2020 Lambs Rd in Bowmanville, ON., following the partial roof collapse of the structure. This report includes
the assessment of the structure and provides next -step recommendations based on the reviewed conditions.
1.3 REVIEW METHODOLOGY
BBA completed a non -intrusive, non-destructive, visual inspection of the building structure on June 30, 2025. In
addition to the review of the collapsed roof sections, the structural and non-structural elements were investigated
for evidence of varying levels of deterioration, distress, and/or corrosion, and any areas of concern were
documented.
In brief, the structural assessment included review of the following:
• Corrosion of structural steel framing.
• Deterioration of structural components, including, but not limited to, concrete, timber studs and joists,
bearing walls, slabs, and roofing elements.
• Deterioration/cracking of external brick wall systems.
• Excessively deflected structural elements.
Reference drawings of the existing structure were not available at the time of review.
1.4 STATEMENT OF LIMITATION
All comments and observations in this report are based on visual observations made during the inspection on
June 30, 2025.
No intrusive or destructive testing or opening of the building system was completed during the inspection.
Further, a detailed structural review of the steel connections was not completed.
There are no comments on the components that were not exposed to view.
Any design and/or construction deficiencies not recorded were not evident at the time of the inspection.
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PART 2 - BUILDING BACKGROUND AND DESCRIPTION
2.1 BACKGROUND
The Dining Hall Building is located at the Camp 30 site, which is located at 2020 Lambs Road in Bowmanville.
The 42.5 ha (105 acre) site was formerly owned by Darch Farm and was donated to the Ontario government in
the early 1920s to establish The Boys Training School, later renamed the Ontario Training School for Boys. It
is understood that the building originally operated as a cafeteria for the training school, which completed
construction in 1925.
The school operated for a few years; however, the property was appropriated by the Government of Canada to
convert the school into a prisoner of war camp, Camp 30, by 1941. In 1942, there was an uprising at Camp 30,
known today as the "Battle of Bowmanville". During this uprising, German officers barricaded themselves within
the cafeteria; the uprising had only lasted three days. Occupation of Camp 30 had ended in 1945, with the end
of WWII. The site resumed operation as a training school, which continued operation until 1979, when the then
named Pine Ridge School, closed. At the time of closing, neither the municipality nor the province wanted to
retain the site due to the high costs of ownership.
In the years to follow, 1983 to 2008, the property was primarily used as different schools by different owners. In
2007, Lambs Road School Property Ltd. purchased the property. However, shortly after, in 2009, the buildings
were added to the Municipal Report due to the historic significance of this site. Around this time, a condition
survey and structural assessment were completed, which concluded that the buildings were still in surprisingly
good condition, despite significant vandalism, fires, and exposure to external elements.
It is understood that the Municipality of Clarington had recently gained ownership of the cafeteria building. The
building is one of the remaining four structures on the overall Camp 30 Site Plan.
Due to the lack of maintenance and upkeep since closure in 2008, as well as the rampant vandalism that the
site has experienced since the original site assessment in 2009, the building is showing evidence of severe
deterioration and defacing of the exterior building elements.
In 2025, a portion of the South -East roof collapsed.
2.2 BUILDING DESCRIPTION
The building is single -storey in height with a partial atrium, a basement area, and approximately 10,000 square
feet in building area. The building structure appeared to consist of flat roofs at varying elevations to suit the
atrium and changes in the ceiling heights throughout the building. The roof construction appeared to consist of
a wood plank decking supported on wood rafters spaced at approximately 24" on centre, where exposed. The
wood roof rafters appeared to be supported by a combination of the exterior load -bearing brick masonry walls
and interior structural wood and/or steel beams that are supported by concrete wrapped structural steel
columns.
The interior of the building consisted of interior stud partition walls and perimeter double wythe brick masonry
walls. Most of the wood framing on the interior of the building was partially concealed with the original lath and
plaster ceiling and wall finish.
The exterior walls consisted of double wythe brick masonry walls. The interior of the walls were finished with
lath and plaster. The perimeter walls included multiple window openings, which had the original wood window
frames in place, and the majority were covered with plywood hoarding since the glazing had been broken or
removed. The perimeter walls appeared to be supported on a multi-wythe brick masonry foundation wall system
that was observed from the interior of the building in the basement.
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The exterior perimeter walls at the clerestory areas consist of what appeared to be wood stud framing and wood
siding with an interior lath and plaster ceiling. Windows at these clerestory locations were framed between the
wood studs and mostly boarded with plywood since the glazing had been broken.
The ground floor consists of what appeared to be a reinforced concrete floor slab. The concrete slab systems
span between a combination of reinforced concrete drop beams and concrete -encased steel beams that span
20'-0" between load -bearing brick masonry piers and are spaced at approximately 11'-0" on centre.
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PART 3 - OBSERVATIONS
BBA attended the Camp 30 Cafeteria Building on June 30, 2025, to visually review the area of the collapsed
roof and the general condition of the structural building components. A summary of findings is itemized as
follows:
1.1 ROOF STRUCTURE
There were three (3) elevations of roof: upper clerestory, mid clerestory, and low roof. Each of the roof areas
were generally lightly sloped to promote positive drainage away from the building or to a previous collection
system. The roofs generally consisted of wood plank decking supported by timber rafters that span between the
external wall and internal wood and/or steel transfer beams. It was observed at the lower roof level that several
of the wood rafters had been doubled up, though it could not be confirmed if this was an existing condition or
reinforcing.
The roof framing at all levels was generally severely deteriorated at the time of the site visit.
Previous observations (2022):
• The roofing appears from drone footage to be fully comprised in most locations. There was excess water
staining observed throughout the building.
• The wood decking was completely rotted in many locations as a result of prolonged exposure to the exterior
elements.
• The wood roof decking and rafters showed excessive deterioration and/or deflected (sagging) showing
evidence of localized failures likely resulting from prolonged exposure to moisture.
• The structural steel transfer beams, where exposed, were in poor condition and had evidence of severe
surface corrosion resulting from exposure to the exterior elements.
• The roof beams were supported by concrete encased structural steel columns. The concrete encasing had
locally been removed, however, in general the structural steel columns appeared in fair to good condition.
We did not observe any excessive deterioration or evidence of structural distress at the time of the site visit.
The following observations were made at the time of visit (2025):
• At the North-West corner of the structure, where excessive deterioration and localized failure of the roof
deck was previously observed, a larger portion of the roof deck and ceiling has collapsed (Photo 001).
• Along the South side of the structure, the ceiling along the low roof was actively failing (Photo 002).
• At the South -East corner of the structure, complete collapse of the roof system was observed (Photo 003,
004).
• At the North-East and South-West corners, deterioration and localized failure of the roof deck was observed,
as well as active collapse of the ceiling below (Photo 005).
The roof structure was in very poor condition at the time of the site visit, with localized failure and roof collapse
observed throughout the building. The structure, in its current condition, is at end of life and additional collapse
under general loading is possible without immediate stabilization or replacement.
1.2 CLERESTORY WALLS
The upper -level framing between the elevation changes in the clerestory consisted of wood panel exterior
facade supported by 2x4 timber stud infill. The stud walls were partially finished with lath and plaster that had
failed throughout the interior of the space.
The visible clerestory framing and cladding showed severe deterioration at the time of the site visit.
Previous observations (2022):
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• The exterior cladding had fully failed in many locations, leaving the interior of the building exposed to the
exterior elements.
• Excessive moisture exposure was observed from the interior of the clerestory walls. Likely a result of water
penetration through the open windows, exterior wall cladding, and deteriorated roof.
• The transfer beams supporting the clerestory walls were corroded (rusted) as a result of prolonged exposure
to moisture.
• The wood window framing and glazing in the clerestory walls appeared deteriorated and had been boarded
with plywood.
• We could not confirm the connection of the top and bottom of the wall; however, it is likely made with nail
fasteners, which have deteriorated with exposure to prolonged moisture.
The following observations were made at the time of visit (2025):
• Continued deterioration of the clerestory walls was observed throughout (Photo 007).
• Additional damage and deterioration were observed around areas of vandalism and break-in (Photos 008
and 009).
The elevated clerestory walls were in poor condition at the time of the site visit. We believe that partial collapse
of the wall system is possible with further exposure to the exterior elements and severe weather conditions. Full
reinforcing and/or replacement of the clerestory wall system is required to structurally stabilize the building
structure and continue operation.
1.3 GROUND LEVEL STRUCTURE
The ground floor slab and ground level walls were not reviewed from the interior of the structure at this time due
the low roof deterioration.
1.4 BASEMENT & FOUNDATION WALLS
Safe access to the basement was not possible and thus was not reviewed at this time.
1.5 EXTERIOR BRICK MASONRY WALLS & CHIMNEY
The exterior walls of the ground floor consisted of double wythe brick masonry walls finished with an interior
lath and plaster finish. The walls appeared constructed with a conventional running bond pattern; we did not
observe any stretcher coursings or tie joists between the two (2) wythes of wall during our site visit. The wall
was in poor condition at the time of our site visit, with various areas where localized collapse had occurred, fully
deteriorated mortar joints, and failing brick masonry units. The chimney was also included in the review of the
exterior masonry walls.
The primary focus for the exterior walls was to review the structural integrity of the bearing wall where the
localized roof collapse had occurred. Our observations are as follows:
• At the South -East concern where the roof collapse had occurred, the load -bearing exterior wall has cracked
and deflected (Photos 010 and 011).
• From ground level, the chimney structure appeared to be heavily deteriorated and bulging at its upper -most
section (Photo 012).
The exterior walls were in very poor condition at the time of review. We believe that partial collapse of the South -
East corner and chimney structure is possible with further exposure to the exterior elements and severe weather
conditions. Full reinforcing and/or replacement of these areas is required to structurally stabilize the building
structure and continue operation.
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Structural Condition Review Report For
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BBA PROJECT 25120
PART 4 - RECOMMENDATIONS
The structural components of the building, specifically those related to the roof collapse, were reviewed for
evidence of further damage and deterioration. The comments and observations presented in this report are
based on visual observations made during the site investigations completed on June 30, 2025.
The structure as is, at the time of visit, was in very poor condition, with localized failures and severe -to -advanced
deterioration occurring on various structural elements of the building. It is the opinion of BBA that further collapse
of the building structure is probable with further prolonged exposure to the exterior elements and high loading
conditions (i.e. wind storms, and heavy snow loading).
We have summarized below our recommendations for each of the structural components as follows:
ROOF STRUCTURE:
The roof structure was severely deteriorated at all levels of the building, with localized collapses throughout. It
is the opinion of BBA that the roof structure is at the end of life; it is recommended that the following remedial
repair and replacement work be completed:
A collapse perimeter should be set up around all areas of heavy deterioration. No persons should enter
these areas other than those permitted for remedial works. Should use of the building continue, complete
engineered shoring for the roof structure and support structure should be installed.
o Replacement of the deteriorated wood plank decking. Salvage decking in good condition where
possible.
o Replacement of the deteriorated wood rafters. Salvage wood rafters where possible.
Conduct a closeup visual review of the interior structural steel transfer beams. Complete reinforcing as
necessary. It is believed that reinforcing will be required on at least 75% of the structural components.
Installation of a new roof with historic flashings, fascia, and soffits to match the original building condition.
It is BBA's recommendation that the access be fully removed, and collapse perimeters be installed around the
areas of heavy deterioration and collapse. Should the municipality continue use of the structure, extensive
temporary shoring and a complex demolition program will be required to complete the roof replacement and
restoration work.
GROUND -LEVEL & CLERESTORY WALLS:
The ground -level and clerestory walls were severely deteriorated. The wood panel exterior appeared rotted
and/or damaged due to prolonged exposure to the external elements and the presence of moisture. Extreme
deterioration and localized failure of the stud walls and double-wythe brick masonry walls were observed
throughout. It is the opinion of BBA that the clerestory and ground -level walls are at the end of life and require
the following repair and replacement work:
All load -bearing walls shall be included in the roof structure collapse zone.
A complete engineered shoring plan for the load -bearing walls shall be installed if access to the structure
remains, or if remedial works are to commence.
o Replacement of the deteriorated wood panelling. Salvage panels where possible. Re -introduction
of moisture resisting membrane is recommended.
o Replacement of the deteriorated wood studs. Salvage studs where possible.
o Replacement of the deteriorated window frames and installation of new glazing.
o Re -pointing and replacement of damaged and deteriorated masonry and masonry joints.
o Re -finish internal walls with lath and paster, or similar, to match the original building finish.
Extensive temporary shoring of the load -bearing walls and a complex demolition program will be required to
complete the multi -level wall replacement and restoration work for the structure to remain accessible.
Barry Bryan Associates 6 1 P a g e
Page 147 August 25, 2025
Structural Condition Review Report For
CAMP 30 CAFETERIA BUILDING
BBA PROJECT 25120
EXTERIOR BRICK MASONRY WALLS:
The double wythe exterior brick masonry was severely damaged and deteriorated, with localized failure and
collapse observed. Generally, we observed significant cracking, separation of the wall wythes, and
displacement of the mortar. It is the opinion of BBA that the exterior clay brick masonry walls and chimney are
at the end of life in the current condition; it is recommended that due to the extensive amount of failures and
unstable conditions of the existing brick masonry walls and chimney, a collapse perimeter should be set up
around all areas of heavy deterioration. No persons should enter these areas other than those permitted for
remedial works. The collapse area is to include a perimeter for the chimney. Due to the possible scale of
collapse, it is recommended that the entire structural footprint be designated as a collapse perimeter.
Barry Bryan Associates 7 1 P a g e
Page 148 August 25, 2025
Structural Condition Review Report For
CAMP 30 CAFETERIA BUILDING
BBA PROJECT 25120
PART 5 - CONCLUSIONS
A structural condition review was completed on June 30, 2025, by Barry Bryan Associates, Architects,
Engineers, and Project Managers, for the existing Cafeteria Building at the Camp 30 site in Bowmanville on
behalf of the Municipality of Clarington. The purpose of this visit was to visually assess the structural condition
of the building and provide a summary of the condition with recommendations for possible next steps.
The structural review, which was conducted from areas of the building that were safely accessible, included the
following components: roof structure, clerestory and ground -level walls, and exterior brick masonry walls. All
areas of the building at the time of the visit were not safely accessible for close-up visual inspection, resulting
from excessive debris in the path of travel, unsafe suspended equipment/piping, and blocked paths of travel or
possible structurally unstable conditions overhead.
The structure of the existing Cafeteria building is in very poor condition, with areas of active structural collapse
occurring. All structural components above the finished ground floor elevation have severely deteriorated from
exposure to the exterior elements. The building must NOT be occupied and requires appropriate collapse
perimeters to be established.
The historic sensitivities of this building are understood, and preservation is the priority. However, stabilization
and/or restoration of these severely deteriorated and failed components will be nearly impossible since most of
the existing timber framing is rotted and has evidence of severe deterioration. Additionally, the multi-wythe brick
masonry walls have fully separated, locally failed, and severely shifted. We are recommending that the wood
roof structure and supporting walls at the clerestory, along with exterior brick masonry walls, be deconstructed,
utilizing a salvaging program for any materials that are found to be in fair to good condition for re -use. The
salvaged materials can be utilized into a possible reconstruction of the existing building from the ground floor
up.
The existing ground floor structure, foundations, and basement slab require a comprehensive cleaning and
structural restoration and stabilization of the remaining elements. It is our opinion that the ground floor slab,
basement slab, and supporting foundations can be restored for re -use in the redevelopment or stabilization of
the building, should collapse be avoided. However, we recommend that immediate action be taken to prevent
further, more advanced, structural deterioration and additional collapse of the building structure.
BUDGET
The budget for this type of project is extremely difficult to provide, including rough Orders of Magnitude costs
due to the unprecedented nature of this type of project. Several considerations must be reviewed when providing
a budget estimate:
1. Abatement work required prior to, or during any work.
2. Temporary stabilization program to safely access the building (i.e. temporary shoring program).
3. Salvage program with a deconstruction plan is far more complex in comparison to standard demolition
since the existing building components must be protected for possible re -use.
4. Salvaged materials need to be inventoried, tagged, and stored.
5. There is additional intrusive review and testing required to confirm the adequacy of existing elements
to remain (i.e., ground floor slab, basement foundations, basement slab, and building structural steel
columns and steel beams.
We believe the costs to reconstruct a replica building without any salvage considerations will be far more
economical in comparison to a partially salvaged and restored option. However, we understand the historic
requirements for preservation of buildings that are designated as historically significant. We have outlined key
itemized areas of pricing for the project; however, we do not have a precedent to provide budgets against for
the work:
1. Temporary shoring / stabilization $ 450,000.00
2. Abatement (Unknown)
3. Deconstruct / salvage structure (ground floor up) $1,500,000.00
Barry Bryan Associates 8 1 P a g e
Page 149 August 25, 2025
Structural Condition Review Report For
CAMP 30 CAFETERIA BUILDING
BBA PROJECT 25120
4.
Protection of existing columns and structural steel beams
$
250,000.00
5.
Provide temporary heating
$
400,000.00
6.
Provide positive drainage (basement sump)
$
150,000.00
7.
Re -instate power
$
400,000.00
8.
Restore basement foundation
$
750,000.00
9.
Basement waterproofing
$
300,000.00
10.
Restore basement slab
$
150,000.00
11.
Restore ground floor slab (assuming existing slab properties are suitable)
$
450,000.00
12.
Reinforce steel beams/columns salvaged in place.
$
350,000.00
13.
Reinstate mechanical electrical systems
(Unknown)
14.
Reconstruct replica from ground floor up
$4,750,000.00
We trust the above information meets your requirements. Should you have any further questions, please do
not hesitate to contact our office.
Yours very truly,
BARRY BRYAN ASSOCIATES
Architects, Engineers, Project Managers
Matthew Ficara, P. Eng., M.A.Sc.
Doug McLaughlin, P. Eng.
?X�gust 25, 2
G. P FiG M 411M
190191BR3
\Ncli 04
Barry Bryan Associates 9 1 P a g e
Page 150 August 25, 2025
Structural Condition Review Report For
CAMP 30 CAFETERIA BUILDING
BBA PROJECT 25120
PHOTGRAPHS
Barry Bryan Associates 10 1 P a g e
Page 151 August 25, 2025
Camp 30 Cafeteria Building 2020 Lambs Road, Municipality of Clarington Project No. 25120
Structural Review Report
2512OR250825 Structural Report - Photos.wpd
Page 152
Camp 30 Cafeteria Building 2020 Lambs Road, Municipality of Clarington Project No. 25120
Structural Review Report
2512OR250825 Structural Report - Photos.wpd
Page153
Camp 30 Cafeteria Building 2020 Lambs Road, Municipality of Clarington Project No. 25120
Structural Review Report
OW
09
ilkI� y
Photo 9
Photo 10
Photo 11
Photo 12
2512OR250825 Structural Report - Photos.wpd
Page 154
Clarington
Staff Report
If this information is required in an alternate accessible format, please contact the Accessibility
Coordinator at 905-623-3379 ext. 2131.
Report To: General Government Committee
Date of Meeting: September 8, 2025 Report Number: CAO-014-25
Authored By: Mary -Anne Dempster, CAO
Submitted By: Mary -Anne Dempster, CAO
By-law Number: Resolution Number:
File Number:
Report Subject: Use of Corporate Resources for Election Purposes Policy Update
Recommendations:
1. That Report CAO-014-25, and any related delegations or communication items, be
received;
2. That the By-law attached to Report CAO-014-25, as Attachment 1, to repeal and
replace the existing by-law adopting Clarington's Use of Corporate Resources for
Election Purposes Policy, be approved; and
3. That all interested parties listed in Report CAO-014-25, and any delegations be
advised of Council's decision.
Page155
Municipality of Clarington Page 2
Report CAO-014-25
Report Overview
On May 1, 2023 Council approved the Clarington Policy System Policy. This policy laid out
the framework for the structure of Council policies and Management Directives. Over the
past two years Staff have been reviewing all existing Council policies and Corporate policies
to move them into the new framework, but also to recommend any changes required to the
appropriate authority.
Staff have reviewed the Council approved policy, F110, the Use of Corporate Resources for
Election Purposes and are suggesting updates to the policy template, as well as some
substantive updates.
1. Background
1.1 Section 88.18 of the Municipal Elections Act stipulates that:
"Before May 1 in the year of a regular election, municipalities and local boards shall
establish rules and procedures with respect to the use of municipal or board resources,
as the case may be, during the election campaign period."
1.2 After the above MEA change was introduced in 2016, Council passed an updated policy
in 2018 for the 2018 election and a further update in 2021 for the 2022 election (By-law
2021-091 arising out of Report LGS-027-21.)
1.3 Although the policy has been established, it is best practice to review the policy prior to
each regular municipal election so that any changes are completed well ahead of to the
deadline and they can be included in the Candidate and Third -Party Advertiser
information packages.
2. Proposal
Review
2.1 Staff have reviewed the current policy and are recommending changes ranging from
template changes to clarifying definitions to ensuring that the policy is in compliance
with legislation and common practices of comparable municipalities.
2.2 Staff have reviewed policies from comparable municipalities and adopted relevant
sections.
2.3 Due to the change to the template it is not possible to provide a red line version as it is
too hard to follow. Both the existing Policy F110 and the proposed Policy are attached to
this report. The next section provides a review by section.
Page156
Municipality of Clarington Page 3
Report CAO-014-25
Analysis and Updates to Policy F110
2.4 Information contained within the Policy Statement and Purpose of Existing Policy F110
have been reconfigured under Legislative authority and Purpose in the proposed
updated version as this is the new format used for all policies
2.5 Under the Scope section, the following underlined changes have been added to
provide more clarity:
3.1 This policy applies to all Staff of the Municipality of Clarington, and authorizes Staff
to impose the rules and procedures, stated within, on all Candidates, political parties,
constituency associations, Registered Third Parties, and persons or groups supporting
or opposing a question on a ballot, as well as anyone acting on their behalf.
NEW 3.2 This Policy applies to Members, including a Member not seeking re-election,
Staff. Candidates and Acclaimed Candidates.
2.6 The index section of Policy F110 has been removed as this format is not used in the
new Policy structure.
2.7 Under the definition section, new definitions have been added, but none have been
removed. However, some of the existing definitions have been updated for clarity.
2.8 Items within Section 3 of Policy F110 which have not changed but have been
renumbered in the proposed policy:
• Section 3.1 is covered under sections 2.2 and 5.1
• Section 3.2 is covered under section 3.2
• Section 3.3 is covered under Section 11
• Section 3.4 is covered under Section 2.2.2
• Section 3.5 is covered under Section 14.1
• Section 4.1 is covered under Section 6.1
• Section 4.2 is covered under Section 6.3
• Section 4.3 is covered under Section 6.3.2
• Section 4.4 is covered under Section 7.1
• Section 4.5 is covered under Section 6.4
• Section 5.1 is covered under Section 7.2
• Section 5.3 is covered under Section 7.4
Page157
Municipality of Clarington Page 4
Report CAO-014-25
• Section 5.5 is covered under Section 7.5
• Section 5.11 is covered under Section 7.10
• Section 5.12 is covered under Section 7.11
• Section 6.2 is covered under Section 8.1
• Section 6.4 is covered under Section 8.3
• Section 6.5 is covered under Section 8.4
• Section 6.6 is covered under Section 8.5
• Section 7.1 is covered under Section 9.1
• Section 9.1 is covered under Section 10.1
2.9 Some sections within Policy F110 have been expanded and some sections have been
removed. Table 1 identifies the Sections, the changes and the rationale:
Table 1
Policy F110
Proposed Policy
5.2 Photographs produced for, and owned
This section has been updated to include all
by, the Municipality may not be used for any
forms of media that are produced and owned
election purposes.
by the Municipality.
This does not interfere with the ability to
share information per section 7.9 and 7.10.
7.3 Photographs, images, illustrations, or
videos produced for, and owned by, the
Municipality shall not be used in campaign
materials.
Page158
Municipality of Clarington
Report CAO-014-25
Page 5
Policy F110
Proposed Policy
5.4 The Clerk may develop and distribute
The first sentence is not required as the
information through various means
Clerk has this power under the MEA. The
for the purpose of advising and
second sentence was rolled into 7.4.1.
educating electors. Candidates or
Registered Third Parties are
permitted to promote and distribute
election information provided by the
Clerk, provided that such information
is not modified in anyway.
5.6 Distribution lists or contact lists
This section has been removed and replaced
developed utilizing Corporate
with Section 6.2 which reads:
Resources and in the custody and
control of the Municipality shall not
Corporate Information, with the exception of
be utilized for election purposes.
those specifically made for the use of
candidates and registered third party
advertisers, may not be used by any
candidate, registered third party advertiser or
political party, unless the database has
already been released for public use.
This definition is now broader and applies to
more than distribution lists and contact lists
which removes the need for a stand alone
Section.
Page159
Municipality of Clarington Page 6
Report CAO-014-25
Policy F110
Proposed Policy
5.7 The following shall be discontinued for
The following two sections have been
Members of Council from the day
expanded and broken into two sections for
prior to Nomination Day in a
clarity and consistency with other sections in
municipal election year to Voting
this Policy.
Day:
7.6 The following municipally funded services
All printing, high speed
shall not be used for campaigning or
photocopying and distribution,
campaign materials:
including printing and general
distribution of newsletters
7.6.1 All printing, photocopying and
unless so directed and
distribution services, including but not
approved by Council, and
limited to the printing and general
distribution of newsletters and new
The ordering of business cards and
resident letters; and
stationery.
7.6.2 all forms of advertising, including
advertising in any Clarington
publication.
7.7 The following shall be discontinued for
Members during the election period:
7.7.1 The ordering of business cards and
stationery; and
7.7.2 The ordering of technology or office
furnishings, unless it is a replacement
for technology or office furnishings that
have ceased functioning or has been
approved by Council either directly or
as part of an adopted Budget.
Page160
Municipality of Clarington Page 7
Report CAO-014-25
Policy F110
Proposed Policy
5.8 Announcements and quotations by all
This section has been removed as Council
Members of Council which normally
Policy does not supersede the authorities
may appear in all public
provided to the Mayor under the Municipal
communications from the Municipality
Act. Additionally, the sub items are either not
as set forth in (i) to (iv) below shall be
applicable or covered elsewhere.
made by the CAO on behalf of the
Municipality, and not a Member of
Council, and none of the following
shall include photographs of any
Member of Council:
(i) the quarterly update of local
Municipal news containing Council
decisions and major news stories;
(ii) all municipally sponsored
advertising;
(iii) all news releases from the
Municipality; unless same is required
as part of Clarington's emergency
bylaws.
5.9 Any corporate editorial columns (i.e.
This section has been removed as Council
Mayor's Column or Councillor's
Policy does not supersede the authorities
Column) prepared or assisted by
provided to the Mayor under the Municipal
corporate staff shall be discontinued
Act. We could leave Councillor's in but it is
as of January 1st in a regular
not relevant as currently the service level
municipal election year.
does not involve support for Councillor's in
this manner.
6.3 All Candidates and Registered Third
Removed. This section is redundant and not
Parties must adhere to the provisions
required.
set out in any other Municipal Policies
pertaining to Municipal
Facilities/Buildings.
Page 161
Municipality of Clarington Page 8
Report CAO-014-25
Policy F110
Proposed Policy
Sections 8.4.1, 8.4.2 and 8.6 with the
6.7 The rental, to candidates or Registered
exception of the following that have been
Third Parties of advertising space on
removed:
arena boards and lobby monitors, or
any other municipal social media site,
Campaigning on public sidewalks and
is prohibited.
highways is permitted, provided that it is in
Notwithstanding,
compliance with prevailing legislation and
Municipal by-laws.
• Section 6.5 does not prohibit the
erection of a temporary election or
Vehicle and/or mobile signs may be
campaign signs on municipal land in
displayed as per the Municipality's Election
accordance with the Municipality's
Sign By-law.
Election Sign By-law.
• Campaigning on public sidewalks and
highways is permitted, provided that it
is in compliance with prevailing
legislation and Municipal by-laws.
• Sections 6.4 and 6.5 do not prohibit a
candidate or external organization or
Registered Third Party from renting
space within a municipal
facility/building (other than the
Municipal Administrative Centre,
Clarington Library facilities and the
Museum Buildings) for election related
purposes. If a municipal
facility/building is rented, campaigning
and the distribution or display of
campaign materials is only permitted
during the rental period and only
within the rented area. This exception
does not apply to Section 6.6.
Vehicle and/or mobile signs may be
displayed as per the Municipality's
Election Sign By-law.
Page 162
Municipality of Clarington Page 9
Report CAO-014-25
Policy F110
Proposed Policy
This statement has been removed as it is not
8.1 The Municipality's appointed Integrity
pertinent as the restrictions regarding the
Commissioner is considered to be a
Integrity Commissioner are detailed in the
Corporate Resource, under contract
Municipal Act.
with the Municipality and may receive,
from time to time, compensation from
the Municipality in accordance with
services provided.
8.2 Members of Council shall not use the
This section has been removed as it is not
services of the Municipality's Integrity
required as it is detailed in the MEA.
Commissioner during the Election
Period for the purposes of seeking
advice related to their Campaign.
2.10 There are eight suggested additions to the Policy illustrated in Table 2 below with the
rationale.
Table 2
Proposed Policy
Rationale
Section 5.2:
This section has been added for clarity on
expectations.
To ensure compliance with the MEA and the
purpose of this Policy, the provisions of this
Policy, as they pertain to any Member, shall
supersede the provisions of any other
Municipality of Clarington policy, procedure,
practice or guideline applying to that
Member.
Page163
Municipality of Clarington Page 10
Report CAO-014-25
Proposed Policy
Section 7.8:
In any material printed or distributed by the
Municipality of Clarington, Members are not
permitted to:
7.8.1. Illustrate that a person is a
Candidate registered in any election;
7.8.2. Identify where a person will be
running for office; or
7.8.3 Profile or refer to Candidates in
any election.
Section 8.7:
A Candidate shall not rent a Municipal
Facility to offer an unofficial Election
Assistance Centre, including providing
technology and/or assistance to voters in
order to cast a ballot during the Voting
Period.
Section 8.8
In the event of a public debate hosted by a
third party, a Clarington Facility may be used
as the venue at the discretion of the Clerk,
provided that full -market rental fees and
rates for use of such Clarington facility and
any other policy pertaining to the use of such
facility are complied with, all registered
Candidates within a single electoral race
must be invited to attend such debate, and
that the event meets any other requisite
criteria established by the Clerk.
Rationale
This section has been added for clarity as it
is already the practice during the election
period, but this reiterates the expectation.
This section is proposed to avoid any
perception of interference in an election.
This allows us to show support for debates
within our facilities, while at the same time
ensure that it is fair.
Page164
Municipality of Clarington Page 11
Report CAO-014-25
Proposed Policy
Section 9.2
No images that include Staff, in their
professional capacity, shall be used in any
Campaign Materials.
Section 9.3
No statements that indicate
endorsement/support by Staff, in their
professional capacity, shall be used in any
Campaign Materials.
Section 10:
Section 10.2. MEA, s. 88.8 (9) states "For
greater certainty, if a municipality or
local board makes information
available to the public on a website
or in another electronic format, the
provision of the information does not
constitute a contribution to a
candidate.
Section 10.3 MEA s. 88.8 (10) states
"Without limiting the generality of
subsection (9), the information
referred to in that subsection
includes the following:
10.3.1 The phone number and email address
provided by the candidate in the
nomination filed under section 33.
10.3.2 A hyperlink to the candidate's website.
Rationale
This section has been added to protect Staff
from being unfairly accused of endorsing a
candidate.
This section has been added to protect Staff
from inadvertently endorsing a Candidate in
their "professional capacity".
The Limitations section has been expanded
to add Sections 10.2 and 10.3 for Clarity.
This is in effect given the authority provided
to the Clerk under the MEA.
Page165
Municipality of Clarington Page 12
Report CAO-014-25
Proposed Policy
Rationale
Section 11 of the proposed policy articulates
The existing policy does not have a section
Remedies.
for remedies, it has a broad statement under
Section 3.3. For clarity, the proposed policy
has added this new section and is consistent
with the authorities afforded to the Clerk
under the MEA.
3. Financial Considerations
Not Applicable.
4. Strategic Plan
5. To be a leader in the delivery of efficient, effective and meaningful municipal services.
6. Climate Change
Not Applicable.
7. Concurrence
Not Applicable.
8. Conclusion
It is respectfully recommended that Council repeal Policy F110 and replace with the
draft Policy attached.
Staff Contact: Mary -Anne Dempster, Chief Administrative Officer mdempster(a�clarington.net
Attachments:
Attachment 1 — Draft by-law containing an updated Use of Corporate Resources for Election
Purposes Policy
Attachment 2 — Existing Policy F110
Interested Parties:
There are no interested parties to be notified of Council's decision.
Page166
Attachment 1 to Report CAO-014-25
Use of Corporate Resources for Election Purposes Policy
If this information is required in an alternate format, please contact the Accessibility
Coordinator at 905-623-3379 ext. 2131.
The Corporation of the Municipality of Clarington
By-law YYYY-NN
Being a By-law to adopt the Use of Corporate Resources for Election
Purposes Policy, and Repeal By-law 2021-091.
Whereas Sub -section 88.18 of the Municipal Elections Act, 1996, as amended, (the
Act) states that, before May 1 in the year of a regular election, municipalities and local
boards shall establish rules and procedures with respect to the use of municipal or
board resources, as the case may be, during the election campaign period;
Whereas Sub -section 88.15 (1) of the Act states that money, goods and services given
to and accepted by a person for his or her election campaign, or given to and accepted
by another person who is acting under the person's direction, are contributions;
Whereas Section 88.8 (4) 5 of the Act states that a municipality or local board shall not
make a contribution to the election campaign of a candidate;
Whereas Council had previously passed By-law 2021-091 adopting the "Use of
Corporate Resources for Election Purposes Policy"; and
Whereas the Council of the Municipality of Clarington deems it necessary to update the
"Use of Corporate Resources for Election Purposes Policy".
Now Therefore the Council of the Municipality of Clarington enacts as follows:
1. That the attached Policy Statement in respect to the Use of Corporate Resources
for Election Purposes be adopted to replace the Policy Statement forming part of
By-law 2021-091.
2. That Attachment 1, Policy CP-032, forms part of this By-law.
3. That By-law 2021-091 be repealed.
4. That this by-law shall come into force and effect on the date of passing.
Passed in Open Council this 22nd day of September, 2025.
Adrian Foster, Mayor
June Gallagher, Municipal Clerk
Page167
Attachment 1 to By-law
Council Policy
Clar*wn
If this information is required in an alternate format, please contact the Accessibility
Coordinator at 905-623-3379 ext. 2131
Number:
CP-n3?
Title:
Use of Corporate Resources for Election Purposes
Type:
Elections
Sub -type:
Resources
Owner:
CAO Office
Approved By:
Council
Approval Date:
September 8, 2025
Effective Date:
September 8, 2025
Revised Date:
September 8, 2025
Applicable to:
All Staff and Members of Council
1. Legislative or Administrative Authority:
1.1. Subsection 88.8(4)(5) of the Municipal Elections Act (MEA) states that "the
following persons and entities shall not make a contribution: The Crown in right
of Canada or Ontario, a municipality or a local board."
1.2. Section 88.18 of the MEA states that "before May 1 in the year of a regular
election, municipalities and local boards shall establish rules and procedures
with respect to the use of municipal or board resources, as the case may be,
during the election campaign period."
2. Purpose:
2.1. To create rules and procedures for the use of Corporate Resources for
election -related purposes during the Election Period.
2.2. All provisions contained within this policy shall serve to ensure a fair and
transparent election process, while maintaining that:
2.2.1. Corporate Resources shall not be used during an Election Period to promote or
provide an unfair advantage to any Candidate, political party, constituency
association, Registered Third Party, or a person or group supporting or
opposing a question on a ballot; and
2.2.2. Members shall not be precluded from performing their duties as an elected
Official, nor inhibited from representing the interests of their constituents.
Page 2 of 13
Page168
Attachment 1 to By-law
. Clarboon
Council Policy
If this information is required in an alternate format, please contact the Accessibility
Coordinator at 905-623-3379 ext. 2131
3. Scope:
3.1. This policy applies to all Staff of the Municipality of Clarington, and authorizes
Staff to impose the rules and procedures, stated within, on all Candidates,
political parties, constituency associations, Registered Third Parties, and
persons or groups supporting or opposing a question on a ballot, as well as
anyone acting on their behalf.
3.2. This Policy applies to Members, including a Member not seeking re-election,
Staff, Candidates and Acclaimed Candidates.
4. Definitions:
4.1. Acclaimed Candidate means a candidate elected by acclamation pursuant to
section 37 of the MEA.
4.2. By-election means an election held in accordance with section 65 of the MEA.
4.3. Campaign(ing) means any activity by, or on behalf of a Candidate, political
party, constituency association, Registered Third Party, or question on a ballot
that has the effect of advancing a Candidate's political objectives during an
Election Period.
4.4. Campaign Materials means any materials used to solicit votes for a
Candidate(s) or question during the Election Period including, but not limited
to, literature, banners, posters, pictures, buttons, clothing, or other
paraphernalia. Campaign Materials include materials in all media, for example,
print, displays, electronic, radio or television, online including websites or social
media.
4.5. Candidate means any person who has filed, and not withdrawn a nomination,
in a municipal, school board, provincial or federal election or by-election, or a
candidate seeking nomination for a political party. Where referred to in this
Policy, the term Candidate can also be substituted to read political party,
constituency association, Registered Third Party, or a person or group
supporting or opposing a question on a ballot.
4.6. Clerk means the Municipal Clerk of the Municipality of Clarington, or their
delegate.
Page 3 of 13
Page169
Attachment 1 to By-law
Council Policy
Clar*wn
If this information is required in an alternate format, please contact the Accessibility
Coordinator at 905-623-3379 ext. 2131
M
Corporate Resource means tangible and intangible goods and/or services
owned, controlled, leased, acquired, or operated by Clarington including but
not limited to furnishings, materials, equipment, monetary funds (including any
budget allocated to a Member), staff resources, Corporate Information,
Technology, or any other property of the
Clarington facilities, Information
Municipality of Clarington.
4.8. Corporate Information means any information in the custody and control of
the Municipality, including databases that may be the repository of names,
contact information, business records, financial information or other identifiers
compiled and used by Municipal employees to conduct municipal business.
Examples of municipal databases include: grant recipients, lists of event
attendees, and resident association lists. Constituent information collected by
Members is not under the custody and control of the Municipality and are not
considered municipal information for the purposes of this Policy.
4.9. Council means the Council of the Municipality of Clarington.
4.10. Election Assistance Centre (EAC) means a building/property, location,
structure, or grounds/part of a building/property, or other facility designated by
the Municipal Clerk at which eligible voters may attend in -person to seek
assistance with voting and/or to vote in the Municipal Elections. The
boundaries of the EAC are the boundaries of the property where the EAC is
located, and this includes the parking lot. EACs have the same meaning as
"Voting Locations" as defined in the MEA.
4.11. Election Period means the official Campaign period of an election for:
• A municipal or school board election; the Election Period commences on
the first day prescribed for the filing of nominations in accordance with the
MEA and ends the day following Voting Day.
• A provincial or federal election; the Election Period commences the day the
writ for the election is issued and ends the day following Voting Day.
• A nomination for a political party, the Election Period is the nomination
contesting period as determined by the Party.
• A question on the ballot; the period commences the day Council passes a
by-law to put a question to the electorate and ends the day following Voting
Day.
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• A municipal or school board by-election; the period commences on the first
day nominations may be filed and ends the day following Voting Day.
4.12. Information Technology means the systems, hardware, software, networks,
and processes used to create, store, manage, and exchange information within
the organization.
4.13. Local Board has the same meaning as found in Section 1 of the MEA.
4.14. MEA means the Municipal Elections Act, 1996, as amended, S.O. 1996, c. 32,
Sched.
4.15. Member means a person who has been elected or appointed to an Office on
Council or local board and is in that position during the Election Period.
4.16. Member of Council means a person who has been elected or appointed to
the Council of the Municipality of Clarington.
4.17. Municipal Facility/Building means all lands, buildings, and other structures
owned, leased, operated or otherwise controlled by the Municipality of
Clarington or Clarington local board, and things growing upon or affixed
thereto, including, but not limited to, all Clarington administrative offices,
operation centres, community centres, parks and sports fields, libraries and
highways.
4.18. Newsletter means a publication produced and distributed by or on behalf of a
Member, using any Corporate Resources, to provide information to residents.
4.19. Office means the authority and duties attached to the position of being an
elected member of Council.
4.20. Policy means this Use of Corporate Resources for Election Purposes Policy.
4.21. Registered Third Party shall have the same meaning as "Registered Third
Party" as found in the Municipal Elections Act, 1996 or the term "Third Party"
as defined in section 1 of the Election Finances Act (Ontario) and Canada
Elections Act, as the context requires.
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4.22. Staff means all full-time and part-time persons hired by the Municipality of
Clarington, including union and non -union employees, administrative Staff,
contract and temporary employees, students, secondments, co-op placement
Staff, volunteers, hired contractors, members of Clarington Professional Fire
Fighters Association.
4.23. Voting Day means the day on which the final vote is to be taken in an election
as defined by the appropriate legislation.
5. General:
5.1. No person shall use any Corporate Resources for Campaigning or Campaign
Materials.
5.2. To ensure compliance with the MEA and the purpose of this Policy, the
provisions of this Policy, as they pertain to any Member, shall supersede the
provisions of any other Municipality of Clarington policy, procedure, practice or
guideline applying to that Member.
6. Corporate Resources — Technology
6.1. Members are provided access to corporate Information Technology assets to
fulfill their duties and responsibilities as an elected official but shall not use
those corporate Information Technology assets for Campaigning or the
development of Campaign Materials
6.2. Corporate Information, with the exception of those specifically made for the use
of candidates and registered third party advertisers, may not be used by any
candidate, registered third party advertiser or political party, unless the
database has already been released for public use.
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6.3. Websites or domain names or other social media sites that are, in whole or in
part, funded by the Municipality of Clarington and/or maintained (including the
posting of content) by the Municipality of Clarington Staff shall not be used for
campaigning and shall not include any campaign material, nor provide links to
websites, domains or social media that include campaign material. The
Municipality's official election website or webpages will provide Candidate
contact information, including a link to a Candidate's website, but shall in no
way endorse any Candidate.
6.3.1. Notwithstanding the foregoing, a Candidate or Registered Third Party
Advertiser may provide a link to the Municipality's official election website or
webpages in their campaign materials for electors to access additional
information about the election and the voting process.
6.4. Once a Member of Council registers to be a Candidate, any links from a
Municipal website or social media account to the Member's website or social
media pages will be removed from the Municipality's webpages.
6.4.1. Notwithstanding the foregoing, information contained on the "Personal
Information Release Form - Candidate Consent", as part of the nomination
process, may be included on the Clarington Elections webpage(s).
6.5. The Municipality's voicemail system shall not be used to record campaign -
related messages and the computer network, including the email system, shall
not be used to distribute Campaign Materials.
7. Corporate Resources — Communications
7.1. During the election period, Mayor and Council biographies on the Municipal
website shall be reduced to council -related contact information only.
7.2. Members are responsible to ensure that they do not use Council portraits
funded by the Municipality, either as a corporate or Member expense, in
Campaign Materials.
7.3. Photographs, images, illustrations, or videos produced for, and owned by, the
Municipality shall not be used in campaign materials.
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7.4. Candidates or Registered Third Parties shall not print, distribute, or make
reference to, any of the Municipality's email addresses, telephone numbers, or
facility addresses on any Campaign Materials.
7.4.1. Notwithstanding the foregoing, Candidates or Registered Third Parties may
provide the election telephone number, election email address, or a link to the
Municipality's official election website or webpages in Campaign Materials for
electors to access additional information about the election and the voting
process provided that such information is not modified in any way. References
to municipal facilities may be used with regard to debates at Municipal
Facilities or if the Municipal Facility has been rented in accordance with this
and any other relevant Policy.
7.5. The Municipality's logo, crest, coat of arms, slogan, and brand etc. owned or
under the jurisdiction of the Municipality, shall not be used in any Campaign
Materials.
7.5.1. Notwithstanding the foregoing, Candidates or Registered Third Parties may
capture their own photos of Municipal property for use in Campaign Materials,
provided the photo is taken from a publicly accessible area, and does not
contain a Municipal sign, logo, crest, coat of arms, slogan or brand.
7.6. The following municipally funded services shall not be used for campaigning or
campaign materials:
7.6.1. All printing, photocopying and distribution services, including but not limited to
the printing and general distribution of newsletters and new resident letters;
and
7.6.2. All forms of advertising, including advertising in any Clarington publication.
7.7. The following shall be discontinued for Members during the election period:
7.7.1. The ordering of business cards and stationery; and
7.7.2. The ordering of technology or office furnishings, unless it is a replacement for
technology or office furnishings that have ceased functioning or has been
approved by Council either directly or as part of an adopted Budget.
7.8. In any material printed or distributed by the Municipality of Clarington,
Members are not permitted to:
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7.8.1. Illustrate that a person is a Candidate registered in any election;
7.8.2. Identify where a person will be running for office; or
7.8.3. Profile or refer to Candidates in any election.
7.9. Corporate Resources that have been published to the Municipal website may
be linked on Candidate and Registered Third Parties' websites, but may not be
housed on the candidate website, and may not be taken out of
context/modified/reproduced for use in any campaign materials.
7.10. Messages posted to the Municipal social media accounts may be shared by a
candidate to their personal or campaign social media accounts using social
media official channels and not partially reproduced.
8. Corporate Resources — Municipality Facilities / Buildings
8.1. Candidates or Registered Third Parties are prohibited from renting space (e.g.,
a booth) as part of a Municipally organized event, during the election period.
8.2. Candidates, registered third party advertisers or political parties are permitted
to attend Municipal events, or events held at Municipal facilities, in either their
capacity as elected representatives or as private citizens, but shall not
campaign. No campaign materials may be disseminated at Municipal events.
Elected officials are permitted to attend Municipally -organized events or events
held on Municipal facilities and act as ceremonial participants in their capacity
as elected officials, including speaking at the event and partaking in
ceremonial activities.
8.3. Members, Registered Third Parties, and Candidates shall not use their
constituency office, municipal or any municipally provided facilities for any
Campaigning, which includes the display of any campaign -related signs in the
window or on the premises, as well as the display of Campaign material in the
office.
8.4. Campaigning and the distribution or display of campaign material is not
permitted in any municipal or local board facility, on municipal land, or at
municipal or local board event including any municipal or board meeting.
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8.4.1. Notwithstanding, section 8.4 does not prohibit the erection of temporary
election or campaign signs on municipal land in accordance with the
Municipality's Election Sign By-law.
8.4.2. Section 8.4 does not prohibit a candidate or external organization or
Registered Third Party from renting space within a municipal facility/building
(other than the Municipal Administrative Centre, Clarington Library facilities and
the Museum Buildings) for a Campaign event provided they have paid full -
market rental fees and rates for use of such Clarington facility, and have
otherwise complied with any other policy pertaining to the use of such facility. If
a municipal facility/building is rented, campaigning and the distribution or
display of campaign materials is only permitted during the rental period and
only within the rented area. This exception does not apply to Section 8.5.
8.5. Candidates or Registered Third Parties are prohibited from using a Municipal
Facility/Building as a campaign office.
8.6. The rental, to candidates or Registered Third Parties of advertising space on
arena boards and lobby monitors, or any municipal social media site, is
prohibited.
8.7. A Candidate shall not rent a Municipal Facility to offer an unofficial Election
Assistance Centre, including providing technology and/or assistance to voters
in order to cast a ballot during the Voting Period.
8.8. In the event of a public debate hosted by a third party, a Clarington Facility
may be used as the venue at the discretion of the Clerk, provided that full -
market rental fees and rates for use of such Clarington facility and any other
policy pertaining to the use of such facility are complied with, all registered
Candidates within a single electoral race must be invited to attend such
debate, and that the event meets any other requisite criteria established by the
Clerk.
9. Municipality Staff
9.1. Municipal Staff are prohibited from using Corporate Resources and Information
for the benefit of a Candidate or Campaign. The Employee Code of Ethics
Policy also sets out the rules for participation in political activities by staff.
9.2. No images that include Staff, in their professional capacity, shall be used in
any Campaign Materials.
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9.3. No statements that indicate endorsement/support by Staff, in their professional
capacity, shall be used in any Campaign Materials.
10. Limitation
10.1. Nothing in this Policy shall prohibit a Member from performing their job as a
Member, nor inhibit them from representing the interests of the constituents
who elected them.
10.2. Nothing in this Policy shall preclude Staff from exercising their civic right and
duty to participate in an election process, including a municipal election
process, as a private citizen, except as provided for in the Clarington Employee
Code of Ethics Policy.
10.3. Nothing in this Policy shall prevent the Clerk from using Corporate Resources
and Information for conducting an election in accordance with the MEA,
including but not limited to, providing notices that are either required by
legislation, or are to provide information to electors or Candidates, or the
publishing of Candidate information on the Clarington Elections webpage(s).
10.4. MEA, s. 88.8 (9) states "For greater certainty, if a municipality or local board
makes information available to the public on a website or in another electronic
format, the provision of the information does not constitute a contribution to a
candidate.
10.5. MEA s. 88.8 (10) states "Without limiting the generality of subsection (9), the
information referred to in that subsection includes the following:
10.5.1. The phone number and email address provided by the candidate in the
nomination filed under section 33.
10.5.2. A hyperlink to the candidate's website.
11. Remedies
11.1. The Clerk or any person authorized by the Clerk will remove any campaign
materials from municipal property that are placed in contravention of this
policy.
11.2. In accordance with section 12 of the MEA, the Clerk may provide for any
matter, in the Clerk's opinion, is necessary or desirable for conducting the
election.
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11.3. A Member of Council should be aware that non-compliance with this Policy
may be contrary to the MEA, in particular section 88.8(7), "A contribution may
be accepted only from a person or entity that is entitled to make a contribution."
Contraventions may be subject to review by the compliance audit committee
appointed pursuant to Section 88.37 of the MEA.
12. Roles and Responsibilities:
12.1. Council is responsible for:
12.1.1. Approving this policy.
12.2. A Member is responsible for:
12.2.1. Complying with this Policy.
12.2.2. Ensuring that any Staff who supports the Member in the performance of their
duties, or any such Staff whose work is directed by that Member, are
complying with this Policy.
12.3. Municipal Clerk is responsible for:
12.3.1. Interpreting and administering this policy and providing any related procedures
deemed necessary or desirable for conducting an election.
12.4. All Staff are responsible for:
12.4.1. Ensuring that Corporate Resources, as identified by this Policy, are not used
for campaigning.
12.5. Candidates and Registered Third Parties are responsible for:
12.5.1. Complying with this policy.
13. Related Documents:
13.1. Council Code of Conduct Council Policy
13.2. Council -Staff Relations Council Policy
13.3. Display of Material in Municipal Buildings Management Directive
13.4. Employee Code of Ethics Council Policy
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13.5. Use of Corporate Logo by Members of Council Policy
14. Inquiries:
14.1. Municipal Clerk — clerks(a)_clarington.net.
15. Revision History:
Date
Description of Changes
Approved By
January 25, 2010
Initial Policy, as per Report CLD-002-10
By-law 2010-010
April 9, 2018
Revised, as per Addendum to Report CLD-
008-18
BV-law 2018-028
November 22, 2021
Revised, as per Report LGS-027-21
(mainly adding Registered Third Parties)
By-law 2021-091
DATE
Revised, as per Report CAO-014-25
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POLICY TYPE: Operational
SUBSECTION: Building / Grounds / Parking / Equipment - Access & Use
POLICY TITLE: Use of Corporate Resources for Election Purposes
POLICY #: F110
POLICY APPROVED BY: Council
EFFECTIVE DATE: April 9, 2018
REVISED: November 22, 2021
APPLICABLE TO: All Employees, Candidates, Registered Third Parties,
Council, Clarington Local Boards
Policy Statement
The Municipal Elections Act (MEA), the Election Finances Act (Ontario), and the Canada
Elections Act prohibit the Municipality from making contributions in any form to a
Candidate or Registered Third Party.
All provisions contained within this policy shall serve to ensure the protection of freedom
of expression while maintaining that:
Corporate Resources shall not be used during an Election Period to promote or
provide an unfair advantage to any Candidate, political party, constituency
association, Registered Third Party, or a person or group supporting or opposing a
question on a ballot;
Members of Council shall not be precluded from performing their duties as an
elected Official, nor inhibited from representing the interests of their constituents;
and,
Information and communication related to an election shall continue to be open
and accessible to the public with content to be produced, and approved, by
Clarington's Corporate Communications Division, in conjunction with the Clerk's
Division.
Purpose
The purpose of this policy is to create guidelines in the Municipality of Clarington for
all Candidates running for an elected office and Registered Third Parties during the
Election Period and to establish parameters on the use of Corporate Resources for
election related purposes.
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Scope
This policy applies to all employees of the Municipality, Candidates, political parties,
constituency associations, Registered Third Parties, and persons or groups supporting
or opposing a question on a ballot, as well as anyone acting on their behalf.
Index
1. Definitions
2. Responsibilities
3. General Provisions
4. Corporate Resources — Technology
5. Corporate Resources — Communications
6. Corporate Resources — Municipal Facilities
7. Municipal Staff
8. Integrity Commissioner
9. Limitation
Definitions
1.1 Campaign(ing) means any activity by, or on behalf of a Candidate, political party,
constituency association, Registered Third Party, or question on a ballot meant to
elicit support during the Election Period. This does not include the appearance of
elected officials, other candidates or their supporters, or registrants at an event in
their personal capacity without the display of any signage or graphics which identify
the individual as a candidate or registrant without the solicitation of votes.
1.2 Campaign Materials means any materials used to solicit votes for a Candidate(s)
or question during the Election Period including, but not limited to, literature,
banners, posters, pictures, buttons, clothing, or other paraphernalia. Campaign
Materials include materials in all media, for example, print, displays, electronic radio
or television, online including websites or social media.
1.3 Candidate means any person who has filed, and not withdrawn a nomination, in a
municipal, school board, provincial or federal election or by-election, or a candidate
seeking nomination for a political party. Where referred to in this Policy, the term
Candidate can also be substituted to read political party, constituency association,
Registered Third Party, or a person or group supporting or opposing a question on
a ballot.
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1.4 Corporate Resource means items, staff, services, or resources which are the
property of the Municipality of Clarington including, but not limited to: materials,
equipment, vehicles, facilities, land, technology (computers, smartphones, tablets,
etc.), intellectual property, images, logos, and supplies. Working hours, the time
where the Municipality pays its employees to complete certain duties or tasks, is
also considered to be a Corporate Resource.
1.5 Election Period means the official Campaign period of an election for:
• A municipal or school board election; the Election Period commences on the
first day prescribed for the filing of nominations in accordance with the MEA
and ends on voting day.
• A provincial or federal election; the Election Period commences the day the
writ for the election is issued and ends on voting day.
• A nomination for a political party, the Election Period is the nomination
contesting period as determined by the Party.
• A question on the ballot; the period commences the day Council passes a
by-law to put a question to the electorate and ends on voting day.
• A municipal or school board by-election; the period commences on the first
day nominations may be filed and ends on voting day.
1.6 Local Board has the same meaning as found in Section 1 of the Municipal Act,
2001.
1.7 MEA means the Municipal Elections Act, 1996, as amended, S.O. 1996, c. 32,
Sched.
1.8 Municipal Facility/Building means any building or facility owned or operated by
the Municipality of Clarington or Clarington local board.
1.9 Registered Third Party shall have the same meaning as "Registered Third Party"
as found in section of the Municipal Elections Act, 1996 or the term "Third Party" as
defined in section 1 of the Election Finances Act (Ontario) and Canada Elections
Act, as the context requires.
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2 Responsibilities
2.1 Candidates and Registered Third Parties to:
• Adhere to the guidelines and parameters established by this policy.
2.2 Municipal Clerk to:
• Administer this policy and provide any related procedures as deemed
necessary or desirable for conducting an election.
2.3 Municipal Staff to:
• Ensure that Corporate Resources, as identified by this Policy, are not used
for campaigning.
3 General Provisions
In accordance with the spirit and intent of the election related legislation,
3.1 Corporate Resources and funding shall not be used by a Candidate or Registered
Third Party for Campaigning or election -related purposes.
3.2 This Policy also applies to an acclaimed Member or a Member not seeking re-
election.
3.3 The Municipal Clerk is authorized, and directed to take the necessary action, to
give effect to this Policy.
3.4 This Policy does not preclude a Member of Council from performing their duties as
a Councillor, nor inhibit a Member of Council from representing the interests of their
constituents.
3.5 Individuals who have questions about this Policy are encouraged to contact the
Municipal Clerk to obtain further clarification.
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4 Corporate Resources — Technology
Further to Section 3.1 above, the following is provided for greater clarity
when considering the use of corporate technology resources:
4.1 Members of Council are provided access to corporate information technology (I.T.)
assets to fulfill their duties and responsibilities as an elected official but may not use
those assets for Campaigning or the development of Campaign Materials. This
includes, but is not limited to, functionality through municipally issued smartphones
such as calendar, email, texts, etc.
4.2 Websites or domain names that are funded by the Municipality of Clarington may
not be used for campaigning. The Municipality's official election website or
webpages will provide Candidate contact information, including a link to a
Candidate's website, but shall in noway endorse any Candidate.
Notwithstanding, a Candidate or Third Party Advertiser may provide a link to the
Municipality's official election website or webpages in their campaign materials for
electors to access additional information about the election and the voting process.
4.3 Once a Member of Council registers to be a Candidate, any links from a Municipal
website or social media account to his or her website or social media pages will be
removed from the Municipality's webpages if the Member's website or social media
page contains or will contain Campaign Material.
Notwithstanding the foregoing, information contained on the "Personal Information
Release Form - Candidate Consent", as part of the nomination process, may be
included on the Clarington Elections webpage(s).
4.4 During the election period, Mayor and Council biographies on the Municipal website
shall be reduced to council -related contact information only.
4.5 The Municipality's voicemail system shall not be used by Candidates to record
campaign -related messages nor shall the computer network, including the email
system, be used to distribute campaign -related correspondence.
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5 Corporate Resources - Communications
Further to Section 3.1 above, the following is provided for greater clarity
when considering the use of corporate communication resources:
5.1 Members of Council may not use Council portraits funded by the Municipality,
either as a corporate or Member expense, in Campaign Materials.
5.2 Photographs produced for, and owned by, the Municipality may not be used for any
election purposes.
5.3 Candidates or Registered Third Parties may not print, distribute, or make reference
to any of the Municipality's email addresses, telephone numbers, or facility
addresses on any Campaign Materials.
Notwithstanding the foregoing, Candidates or Registered Third Parties may
provide the election telephone number, election email address, or a link to the
Municipality's official election website or webpages in Campaign Materials for electors
to access additional information about the election and the voting process (see also
Section 4.2).
5.4 The Clerk may develop and distribute information through various means for the
purpose of advising and educating electors. Candidates or Registered Third
Parties are permitted to promote and distribute election information provided by
the Clerk, provided that such information is not modified in anyway.
5.5 The Municipality's logo, crest, coat of arms, and slogans, or any other images or
illustrations or videos owned or under the jurisdiction of the Municipality, may not
be used in any Campaign Materials. As per the Use of Corporate Logo by
Members of Council Policy (see Report COD-030-11), the logo or any related
material shall not be available for use as of January 1st in a regular municipal
election year.
Notwithstanding the foregoing, Candidates or Registered Third Parties may
capture their own photos of Municipal property for use in Campaign Material,
provided the photo is taken from a publicly accessible area, and does not contain a
Municipal sign, logo, crest, coat of arms or slogan in the background.
5.6 Distribution lists or contact lists developed utilizing Corporate Resources and in the
custody and control of the Municipality shall not be utilized for election purposes.
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5.7 The following shall be discontinued for Members of Council from the day prior to
Nomination Day in a municipal election year to Voting Day:
All printing, high speed photocopying and distribution, including printing and
general distribution of newsletters unless so directed and approved by
Council, and
The ordering of business cards and stationery.
5.8 Announcements and quotations by all Members of Council which normally may
appear in all public communications from the Municipality as set forth in (i) to (iv)
below shall be made by the CAO on behalf of the Municipality, and not a Member
of Council, and none of the following shall include photographs of any Member of
Council:
(i) the quarterly update of local Municipal news containing Council decisions
and major news stories;
(ii) all municipally sponsored advertising;
(iii) all news releases from the Municipality; unless same is required as part of
Clarington's emergency bylaws.
5.9 Any corporate editorial columns (i.e. Mayor's Column or Councillor's Column)
prepared or assisted by corporate staff shall be discontinued as of January 1 st in a
regular municipal election year.
5.10 Members of Council may not:
Print, post or distribute any material paid by municipal funds that illustrates
that a Member of Council or any other individual is registered in any election
or where they will be running for office,
Profile (name or photograph), or make reference to, in any material paid by
municipal funds, any individual who is registered as a candidate in any
election,
Print or distribute any material using municipal funds that makes reference to,
or contains the names or photographs, or identifies registered candidates for
municipal elections (minutes of Municipal Council and Committee meetings
are exempt from this policy).
F110 — Use of Corporate Resources for Election Purposes
E ::
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Corporate Policy
Attachment 2 to Report CAO-014-25
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wig
If this information is required in an alternate format, please contact the Accessibility Co-
ordinator at 905-623-3379 ext. 2131
5.11 Municipal resources that have been published to the Municipal website (e.g.,
strategic plans, staff reports, minutes, agendas, press releases) may be linked on
Candidate and Registered Third Parties' websites, but may not be housed on the
candidate website, and may not be taken out of context/modified/reproduced for
use in any campaign related material.
5.12 Messages posted to the Municipal social media accounts (including Facebook and
Twitter) may be shared in the case of Facebook or re -tweeted on Twitter by a
candidate to their personal or campaign social media accounts using social media
official channels and not partially reproduced.
6 Corporate Resources - Municipality Facilities/Buildings
Further to Section 3.1 above, the following is provided for greater clarity
when considering the use of Municipal Facilities/Buildings, including
Municipality owned or leased lands, as Corporate Resources:
6.1 Any Candidate may attend any public Standing Committee, Advisory
Committee or Council meeting; however, they shall not use this forum to
speak on, or address, any matter relating to their Campaign.
6.2 Candidates or Registered Third Parties are prohibited from renting space
(e.g., a booth) as part of a Municipally organized event.
6.3 All Candidates and Registered Third Parties must adhere to the provisions set out
in any other Municipal Policies pertaining to Municipal Facilities/Buildings.
6.4 Members of Council, Registered Third Parties, and Candidates may not use their
constituency office, municipal or any municipally provided facilities for any election -
related purpose, which includes the display of any campaign -related signs in the
window or on the premises, as well as the display of election -related material in the
office.
6.5 Campaigning and the distribution or display of campaign material is not permitted in
any municipal or local board facility, on municipal land, or at municipal or local
board event including any municipal or board meeting.
6.6 Candidates or Registered Third Parties are prohibited from using a Municipal
Facility/Building as a campaign office.
6.7 The rental, to candidates or Registered Third Parties of advertising space on arena
boards and lobby monitors, or any other municipal social media site, is prohibited.
F110 — Use of Corporate Resources for Election Purposes
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Notwithstanding,
• Section 6.5 does not prohibit the erection of a temporary election or campaign
signs on municipal land in accordance with the Municipality's Election Sign By-
law.
• Campaigning on public sidewalks and highways is permitted, provided that it is
in compliance with prevailing legislation and Municipal by-laws.
• Sections 6.4 and 6.5 do not prohibit a candidate or external organization or
Registered Third Party from renting space within a municipal facility/building
(other than the Municipal Administrative Centre, Clarington Library facilities
and the Museum Buildings) for election related purposes. If a municipal
facility/building is rented, campaigning and the distribution or display of
campaign materials is only permitted during the rental period and only within
the rented area. This exception does not apply to Section 6.6.
• Vehicle and/or mobile signs may be displayed as per the Municipality's Election
Sign By-law.
7 Municipality Staff
7.1 In accordance with the Policy E1 - Employee Code of Ethics, Municipal Staff are
prohibited from using Corporate Resources for the benefit of a Candidate or
Campaign. Policy E1 also sets out the rules for participation in political activities
by staff.
8 Integrity Commissioner
8.1 The Municipality's appointed Integrity Commissioner is considered to be a
Corporate Resource, under contract with the Municipality and may receive, from
time to time, compensation from the Municipality in accordance with services
provided.
8.2 Members of Council shall not use the services of the Municipality's Integrity
Commissioner during the Election Period for the purposes of seeking advice
related to their Campaign.
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9 Limitation
9.1 Nothing in this Policy shall prohibit a Member of Council from performing their job
as a Councillor, nor inhibit them from representing the interests of the constituents
who elected them. This policy is subject to the exception of Members' actions
associated with fulfilling their normal and ongoing representative roles as
Members of Council (such as attending annual or regular scheduled events, up
until the official end of the term they are serving.
F110 — Use of Corporate Resources for Election Purposes
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Clarington
Staff Report
If this information is required in an alternate accessible format, please contact the Accessibility
Coordinator at 905-623-3379 ext. 2131.
Report To: General Government Committee
Date of Meeting: September 8, 2025 Report Number: CAO-015-25
Authored By: Justin MacLean, Director - Strategic Initiatives
Submitted By: Mary -Anne Dempster, Chief Administrative Officer
By-law Number: Resolution Number:
File Number:
Report Subject: Parks, Recreation and Culture Master Plan Five -Year Action Plan
Recommendations:
1. That Report CAO-015-25, and any related delegations or communication items, be
received;
2. That Council endorse the five-year action plan for short-term recommendations in the
Parks, Recreation and Culture Master Plan;
3. That Council direct staff to bring forward capital and operating budget requests through
the annual budget process to implement the five-year action plan outlined in this report;
4. That Council direct staff to identify staffing and equipment requirements along with
requests for capital funds for design and construction of new parks and facilities to
ensure Council has the full financial impact before approval is granted;
5. That Council direct staff to report back annually on implementation progress, and
6. That all interested parties listed in Report CAO-015-25, be advised of Council's
decision.
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Report Overview
This action plan presents a structured approach to addressing the recommendations set out
in Clarington's first Parks, Recreation and Culture Master Plan. The report focuses on short-
term recommendations for the period 2024 to 2028 and outlines achievable outcomes during
that time.
The recommendations cover a broad cross-section of critical areas such as policy
considerations, land acquisition, amenity development (net -new and repair/replace), cultural
initiatives and overall best practice.
The report further underscores the advancements made thus far, noting that multiple
recommendations have already been addressed or are currently underway.
Overall, the implementation plan has been designed to ensure the municipality remains
financially stable while making significant progress in enhancing community amenities and
laying the groundwork for future developments.
1. Background
1.1 At the Council meeting held on Monday, October 28, 2024, Council passed Resolution #
C-124-24.
"That Report CAO-007-24, and any related delegations or communication items, be
received;
That the Parks, Recreation and Culture Master Plan, attached to Report CAO-007-24,
as Attachment 1, be endorsed;
That the CAO be directed to develop a five-year action plan, inclusive of a financing
strategy, to address top short-term priorities identified in the Parks, Recreation and
Culture Master Plan, and report back to Council in Q1 2025;
That Council recognize and consider feedback received as part of the community
survey related to special projects and prioritizing future investment;
That the CAO, on behalf of Council, explore opportunities that may present itself to
meet the cultural needs of the community for a large field suitable for Ribfest, concerts,
and cultural events; and
That all interested parties listed in Report CAO-007-24, and any delegations be advised
of Council's decision."
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1.2 The Parks, Recreation and Culture Master Plan (PRCMP) included an implementation
strategy that provides guidance on community priorities and sets a general course of
action to meet the needs identified within the plan. The recommendations proposed are
staggered, recognizing the need for a phased implementation. The timing of initiatives in
the PRCMP is organized into three categories:
• Short-term (2024 to 2028)
• Medium -term (2029 to 2033)
• Long-term (2034 to 2036)
Progress to Date
1.3 Council and staff are committed to enhancing the quality of life for residents today and
for future generations who will call Clarington home. Significant progress has already
been made to advance projects related to parkland/greenspace, recreational amenities
and cultural activities and events, building on commitments made through the 2024-27
Clarington Strategic Plan. They include:
1.4 Approved the Bowmanville Park Master Plan, with trail development to begin this
fall. Recommendation 66.
1.5 Approved the South Bowmanville Recreation Centre. Project construction begun in April
2025 — it will address:
• Recommendation 21 (constructing an indoor aquatic centre)
• Recommendation 24 (fitness studio space)
• Recommendation 26 (convert the indoor turf to a double gymnasium)
• Recommendation 28 (provide multi -purpose spaces in new or redeveloped
community centres)
• Recommendation 34 (development of a full size indoor artificial turf field)
1.6 Approved three outdoor refrigerated skating rinks in Courtice (competed and opened),
Newcastle (opening December 2025) and Bowmanville (opening December 2026).
These were noted as a priority, with three being sufficient to meet current and future
needs. For reference, Municipalities with a smaller geographic span target at 1 per
100,000 residents, however, to provide this opportunity to our community 3 were
approved to provide greater reach across the Municipality.
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1.7 Opened the Newcastle Community Park at the Diane Hamre Recreation Complex, with
new tennis and pickleball courts, a tournament -grade baseball diamond, skate park and
walking paths.
1.8 Launched new outdoor amenities at the South Courtice Arena, including Clarington's
first outdoor accessible fitness area, two lit tennis courts, a multi -skill court including
basketball and ball hockey, and walking paths to the outdoor dog park.
1.9 Completed the construction of Middle Park, which includes a softball diamond, splash
pad, playground, shade structure, and walking paths. Recommendations 46a (splash
pad), 37 (baseball), 57 (playground).
1.10 Opened the Bruce Cameron Park, including a playground, shade structure, and walking
paths.
1.11 Opened the Brookhill Parkette, including a playground, shade structure, and walking
paths. Recommendations 15f, 57 (playground).
1.12 Completed the reconstruction of 9 playgrounds from 2023 to 2024, including enlarged
play pods, new playground equipment, benches, waste receptacles and reconstructed
park pathways. Recommendations 12, 13, 15d.
1.13 Rose Parkette completed in 2025. The PRCMP evaluated the Municipality's existing
park hierarchy classification and recommends that parkettes remain in the hierarchy
and be required wherever it is deemed necessary to augment or provide a good
distribution of parks. Rose Parkette development aligns with the plan's recommendation
to enhance distribution, covering an 800-metre service area and ensuring residents are
within walking distance of a park. The park is 1 ha in size. Recommendations
12,13,15d,15f and 57.
1.14 Realty team is actively pursuing an acquisition opportunity for a large parcel of parkland.
The intent would be to provide space that has the potential to accommodate an outdoor
event space, sanctioned toboggan hill and multiple sports fields addressing many
recommendations in the PCRMP. Recommendations 9, 38 and 66.
1.15 Completed the design and tender for the reconstruction of four playgrounds and one
splashpad in 2025, including enlarged play pods, new playground and splashpad
equipment, benches and waste receptacles, refurbishing shade structures and
reconstructing park pathways. Recommendations 12, 13, 15d.
1.16 Initiated the design for the reconstruction of the Avondale Park and Westside Park
splashpads, expected to be complete in 2026. Recommendations 12, 13.
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1.17 Completed the replacement of the baseball lighting system at Orono Park.
Recommendation 37b.
1.18 Tendered for the reconstruction of the Solina Park Tennis Courts. Construction 2025.
Recommendations 39(d), 40.
1.19 CLMA has undertaken a cultural mapping exercise. Recommendation 61.
1.20 Undertook a building condition assessment of the Camp 30 Cafeteria Building to
understand the requirements to ensure that the structure is stable to allow for an
evaluation of long-term opportunities. Recommendation 62.
1.21 Bowmanville Library renovation to address space and design considerations, part of a
recently issued RFP. Recommendation 68.
1.22 Book Locker is operational in Hampton (Darlington Sports Complex). Another is
scheduled for South Bowmanville. And CLMA is assessing location for a third.
Recommendation 69.
23 Staff are working collaboratively to build a framework with other partners to assist in
building meaningful relationships and engagement opportunities. Recommendation 78.
1.24 Staff are working to assemble quotes to help build a sponsorship plan.
Recommendation 95.
Proposed PRCMP Five -year -Action Plan
1.25 The PRCMP provided a total of 113 recommendations, divided into short, medium and
long-term categories.
26 Sections 2 through 7 of this report outline the recommendations that staff will action in
the short term (2024 to 2028). Of note, section headings and exact wording within
recommendations have been modified for ease of interpretation and overall readability.
The full listing from Monteith Brown's report can be found in Attachment 1 for reference.
1.27 This action plan considers both resource and financial availability to ensure the
municipality remains fiscally stable.
2. Parks Plan
Official Plan and Policy Considerations
2.1 Staff propose to address the following policy -related recommendations outlined in the
PRCMP through the update of the Official Plan, including:
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Recommendation 1: Incorporate a new park hierarchy as part of the Municipality's
Official Plan Review to ensure alignment with modern expectations and best
practices in different park types, particularly in emerging intensification areas.
• Recommendation 2: Use the recommended park facilities and amenities
framework contained in this Master Plan as the basis for developing a detailed
design manual to establish standards for facilities and amenities for each park type
according to the recommended park hierarchy.
Recommendation 3a: Identify non-profit housing development, inclusionary zoning
affordable units, and additional residential units (as defined in the Planning Act) are
exempt from parkland dedication and developments with affordable and attainable
residential units are subject to reduced parkland dedication amounts as identified
by the Planning Act.
• Recommendation 3b: Update the alternative rate in Section 23.10.3(a), (c) and (e)
to one hectare of parkland per 600 dwelling units.
Recommendation 3c: For the alternative rate, reflect that the amount of parkland
conveyed or required as a payment -in -lieu of parkland shall not exceed 10% of land
or value of land where the land subject to the development is 5 hectares or less, or
15% of land or value of land where the land subject to the development is greater
than 5 hectares.
• Recommendation 3d: Section 23.10.4 shall be updated to reflect that payment -in -
lieu of parkland dedication will be calculated at a rate of one hectare per 1,000
dwelling units.
• Recommendation 3e: Identify the dedication of land suitable for the development
of parkland should be maximized to achieve the recommended parkland service
level and accommodate the outdoor recreation facility needs as identified by this
Master Plan.
• Recommendation 3f: Identify parkland payment -in -lieu rates are frozen as of the
date a zoning by-law or site plan application is filed and effective for two years after
approval.
• Recommendation 3g: Identify the Municipality spend/allocate at least 60% of
money collected from payment -in -lieu of parkland annually.
• Recommendation 3h: Develop policies guiding the acceptance of encumbered
lands such as privately owned public space (POPS) and strata parks based on the
guidance and best practices provided by this Master Plan, including Appendix A.
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These policies should only be developed if changes to the Planning Act come into
effect that obligate municipalities to accept encumbered lands as part of parkland
dedication.
• Recommendation 3i: Establish location and development guidelines to constitute
acceptable parkland dedication from developers.
• Recommendation 3j: Monitor Provincial announcements regarding new or
updated legislation relevant to parkland and evaluate the impact on parkland
dedication practices.
• Recommendation 4: Update the Municipality's Parkland and Open Space
Dedication By-law to ensure that it aligns with the amended Planning Act.
• Recommendation 5a-c: Through the Official Plan Review, update the
Municipality's parkland service target to 2.0 hectares per 1,000 residents.
0 1.1 hectares per 1,000 residents for municipal -wide and community parks.
0 0.75 per 1,000 residents for neighbourhood parks.
0 0.15 hectares per 1,000 residents for parkettes and urban square.
Parkland Acquisition
2.2 Staff continue to navigate ongoing legislative changes and other external factors, in an
effort to meet short-term recommendations regarding parkland service targets. The
successful progression of these recommendations is largely contingent on the
Municipality receiving development applications within approved and planned
secondary plan areas.
2.3 Recommendation 6: Acquire 105.3 hectares of parkland to achieve the recommended
parkland service target. Notably, action will be taken against this in the short-term, but
the full target will be planned to be addressed over the entire duration, out to 2036.
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2.4 The following Parks are approved and in progress:
Bowmanville Municipal Park (former Zoo lands) - phase one. The design and
construction of 500m of trails commenced in 2025 and are projected to open to the
public in Q2 2026. The trails will improve linkages and connect residents to existing
parks and recreational trails. Structural and heritage assessments of the existing
bridge structure are underway.
Timber Trails Subdivision Neighbourhood Park, 1.12ha, will be funded and
constructed by the developer. This park has pre-PRCMP approval agreements
prescribing the required amenities and financial responsibilities.
Smooth Run Subdivision Neighbourhood Park, 2.02ha, will be funded and
constructed by the developer. This park has pre-PRCMP approval agreements
prescribing the required amenities and financial responsibilities.
• South Bowmanville Recreation Centre Community Park. This park is planned to
include a universally accessible playground with rubberized safety surface, splash
pad, shade structure, walkways, and supporting comfort amenities, a first of its kind
in Clarington. Data gathered during the background review phase of the PRCMP
suggest there could be as much as 22% of residents that would benefit from a
universally accessible park. Additionally, during the community engagement phase,
playgrounds and splashpads ranked 7th and 11th out of 41 categories for support for
additional investment. The development of this park is prioritized as it aligns with
Public Services' established workplan for the construction of the SBRC project.
Foster Creek Neighbourhood Park, 1.35ha. Land for Foster Creek
Neighbourhood Park was received by the Municipality prior to the approval of the
PRCMP. The developer has installed walkways, planted trees, and seeded the park
in accordance with development agreements. Staff are working on the detailed
design of the park. The neighbourhood park is planned to include a playground,
shade structure, multi -skill court, and supporting comfort amenities.
Newcastle Waterfront Neighbourhood Park, 1.25ha. The neighbourhood park is
planned to include a playground, shade structure, walkways, and connections to the
waterfront trail.
2.5 Outside of the parks approved and in progress, staff are actively working to maximize
parkland opportunities, notably through Secondary Plans — addressing the following:
• Recommendation 7: Maximize parkland dedication opportunities, particularly in
Secondary Plan Areas with an emphasis on acquiring Neighbourhood Parks of
sufficient size; working with landowners to prepare a Master Parks Agreement is
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encouraged; efforts to acquire a Community Park in the Soper Hills Secondary Plan
Area continues to be supported.
Recommendation 8: Explore alternative acquisition strategies to acquire larger
Municipal Wide Parks or Community Parks to augment tools permitted by the
Planning Act including, but not limited to, land purchase/lease, land
swaps/exchanges, partnerships, reallocation of surplus land, etc. Accepting a
combination of land and cash -in -lieu of parkland is also encouraged.
2.6 Given the prioritization of parkland, staff have worked to accelerate the following
recommendation:
Recommendation 9: Initiate a site selection process to identify and purchase a
minimum of 30 hectares of land to create a sports complex to assist the Municipality
in addressing longer -term sports field demand that cannot be accommodated in
existing and future parks.
2.7 The following provides a current status of Clarington's approach to meeting the 105.3ha
target:
• 79.22ha (estimated parkland in secondary plans — draft and recently approved — that
would be obtained through development approvals)
The remaining gap will depend on the final sizing of any acquisition against the 30ha
recommendation. Once a property is secured a more precise estimate of the gap or
exceedance will be provided.
Enhancing and Leveraging our Assets
2.8 Park enhancements are crucial for fostering vibrant and inclusive communities. By
focusing on safety, comfort amenities, and environmental sustainability, these
improvements aim to create inviting and welcoming spaces for all residents:
• Recommendation 10: Parks Renewal Strategy to help guide investment in our
existing assets.
• Recommendations 11 and 12: Include climate change and accessibility
considerations, to create sustainable and inclusive park designs for all age groups
and abilities.
• Recommendation 13: Develop and renew parks with focus on safety, providing
comfort amenities, and other features to create inviting and welcoming spaces.
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• Recommendation 14: Collaborate with conservation authorities, community
groups and other corporate departments to develop and implement strategies that
enhance and promote environmental sustainability initiatives and naturalization in
Clarington's parks and open spaces. Evaluate opportunities to construct natural
playgrounds in strategic locations.
• Recommendation 15: Use the conceptual network in the PCRMP to guide future
development of recreational trail networks in Clarington through connecting existing
trail systems, both publicly and privately owned where feasible.
• Recommendation 16: Update Clarington's Waterfront strategy with the input
received and guidance provided in the PRCMP. This is underway and expected to
be before Council by the end of 2025 or early 2026.
• Recommendation 40: Applying acrylic coatings during tennis court reconstruction.
• Recommendation 45: Enlarging basketball courts where space permits.
• Recommendation 56: Install outdoor fitness equipment at four parks to strengthen
geographic distribution.
• Recommendation 58: Develop an Accessible Playground Distribution Strategy to
identify geographic locations where enhanced and focused accessibility standards
can be implemented to the highest level of service.
• Recommendation 60: Promote the use of the existing outdoor lacrosse box to
increase utilization while maximizing the space for a variety of activities such as
pickleball, ball hockey, etc.
3. Facilities Plan
3.1 The Facilities Plan is vital for ensuring that community facilities meet the evolving
needs of residents. By focusing on enhancements and maintenance, the plan aims to
create welcoming, safe, and accessible spaces that foster community engagement and
long-term operational success.
Net -new Development
3.2 As the Municipality grows, so too must the offerings and amenities. The PRCMP
identifies several net -new amenities to be prioritized in the short-term. The following are
planned to be addressed through improvements of existing facilities or as land
becomes available through development approvals:
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• Recommendation 35 (a,b,d): Optimize/improve existing rectangular fields to
maximize use and increase playing capacity.
• Recommendation 37 (a, b): Construct up to 17 unlit equivalent ball diamonds
(equivalent to 11 lit ball diamonds) by 2036, by investigating suitable locations to
add lighting and prioritize filed enhancements of existing ball diamonds to increase
playing capacity.
• Recommendation 38: Identify a suitable site for a full-size cricket field to be used
as the primary location for rentals. Once a suitable site has been established,
monitor usage (including other sports field demand) to determine the future of the
cricket field at Courtice Memorial Park.
• Recommendation 39: Construct 17 new tennis courts by 2036.
• Recommendation 42: Develop multi -use courts for activities such as basketball
and ball hockey in the following areas:
o 1 court at Foster Creek Neighbourhood Park
o 1 court at North Newcastle Neighbourhood Park 2
o 1 court at Brookhill Parkette (TonnolDunbury)
• Recommendation 46: Construct 14 new splash pads by 2036. Within the five-year
plan construct the following:
o 1 at South Bowmanville Recreation Centre
0 1 at Brookhill Neighbourhood Park 1
0 1 Southwest Courtice Neighbourhood Park
0 1 Port Darlington Neighbourhood Park
0 1 at North Newcastle Neighbourhood Park
• Recommendation 51: A new dog park in North Bowmanville with consideration
given to site criteria identified in the Master Plan. This will advance as land is
acquired through the secondary plan process.
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4. Studies, Assessments and Best Practices
4.1 This section sets out the key studies, assessments, and best practices that will
underpin the advancement of the PRCMP. Focus areas include enhancing community
partnerships, optimizing space utilization, and increasing access to programs and
services. By implementing these best practices, the delivery of offerings will be
strengthened, helping ensure that the community's diverse needs are met effectively.
• Recommendation 18: Continue engaging with independent Arena Boards in
Newcastle and Orono to maximize ice use to the benefit of Clarington area
organizations.
• Recommendation 19: Engage the City of Oshawa and adjacent communities to
negotiate access to arena time for local organizations to alleviate short-term
demand for additional ice time.
• Recommendation 20: Undertake a life cycle and building condition audit of the
Darlington Sports Centre to determine its lifespan and investment requirements to
guide decisions to maintain the facility for ice or repurpose for other uses.
• Recommendation 24: Include fitness studio space or multi -purpose space to
support group fitness activities designed with the appropriate amenities in new and
redeveloped community centres. The new South Bowmanville Recreation Complex
has included this programming space.
• Recommendation 27: Continue to work with school boards to maintain and
enhance access to school gymnasiums.
• Recommendation 28: Provide multi -purpose spaces in new or redeveloped
community centres that are flexibly designed in a variety of sizes and with
supporting features to accommodate community programs, rentals, and arts and
cultural activities, potential library use, as well as youth and older adult uses.
• Recommendation 29: Continue to work with rural community hall partners,
expanding recreation and leisure opportunities to ensure long-term operational
success.
• Recommendation 30: Monitor program space needs as population increases in
intensification areas with consideration given to partnership opportunities with the
development industry to incorporate multi -purpose programmable space within
condominium buildings where a gap in the provision of programmable space is
identified, which should have regard for public access, flexible, and sufficiently
sized spaces, parking accommodations, and supporting amenities such as storage
spaces and countertops.
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• Recommendation 31: Provide youth and older adult programming to multi -purpose
spaces and community halls to bolster facility utilization to complement existing
youth and older adult program and service provides, including the future South
Bowmanville Recreation Centre, potentially through satellite outreach programs in
partnership with community organizations.
• Recommendation 32: Design indoor community facilities and outdoor parks with
an age -friendly lens to create welcoming, attractive, safe, and accessible spaces for
all residents, including youth and older adults. Consultation with youth and older
adult residents is encourages to guide design processes.
• Recommendation 33: Work with Clarington Squash Club to maintain interest in the
sport.
• Recommendation 36b: Explore partnerships to meet field needs, such as working
with school boards and OPG, as well as the private sector.
• Recommendation 55: Work with others to create/encourage the development of
community gardens and private amenity spaces within intensification areas.
• Recommendation 57: Provide playgrounds within 800-metres of residential areas
without crossing major barriers such as arterial roads, railways, and waterbodies.
• Recommendation 60: Promote the use of the existing outdoor lacrosse box to
increase utilization while maximizing the space for a variety of activities such as
pickleball, ball hockey, etc.
• Recommendation 65: Undertake a feasibility study to confirm the need for an
indoor performing arts venue to consider space considerations (e.g., traditional
main hall, community space, amenities, etc.) evaluate potential locations, partners,
design, financial analysis, and consider public and community organization input.
• Recommendation 70: Monitor the effect on space utilization resulting from the
implementation of the Space Use Policy.
• Recommendation 75: Prepare a Special Events and Festivals Strategy that
defines the roles and responsibilities of the Municipality, community organizers, and
the CLMA in delivering and facilitating special events. The Strategy should
articulate funding and staffing requirements, promotional and awareness strategies
targeted to residents and tourists, strategies to address relevant actions of the
Municipality's Inclusion, Diversity, Equity and Anti -Racism (IDEA) Strategy, and
identify how existing and future physical infrastructure can be incorporated as part
of parks and facility designs to deliver quality experiences.
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Recommendation 91: Continue to complete Barrier Removal Accessibility Audits
of all Municipal buildings and make strategic investments, through the capital
budget, to improve access.
Clarington Library, Museum and Archives
4.2 Clarington Library, Museum and Archives (CLMA) will be responsible for leading
several initiatives within this phase of the PRCMP, and acting in a supporting role on
others. Progress to date has been identified in the corresponding section above. For
clarity, the actions to be led by CLMA include:
Recommendation 61: Undertake a cultural mapping exercise to establish a full
understanding of cultural resources that are available from the Municipality, CLMA,
community providers, private businesses, etc. as a tool for bringing awareness and
promoting what's available in Clarington.
• Recommendation 68: Lead space and design considerations for accessible,
modern, and flexible library spaces that meet evolving needs and support all users.
• Recommendation 69: Enhance access to library resources in Clarington's rural
areas by introducing a bookmobile service, installing two library lockers, and
considering book vending machines
5. Culture Plan
5.1 A coordinated and strategic approach to fostering and cultivating culture across
Clarington is a critical part of short-term implementation efforts. Steps include:
• Recommendation 63: Undertake a feasibility study to update the Visual Arts
Centre.
• Recommendation 64: Continue to deliver and expand general arts and cultural
programs within existing and future indoor and outdoor spaces and ensure that they
are designed to accommodate such uses with consideration given to supporting
amenities and features. Engaging the arts and cultural community to provide
programming within municipal spaces is encouraged.
• Recommendation 66: Enhance opportunities to provide outdoor productions and
performances, such as along the waterfront, Bowmanville Park on the former Zoo
Lands, or other locations as they become available.
• Recommendation 76: Engage key groups like the Indigenous community and
Aboriginal Sports Council to advance reconciliation through various services and
inform related strategies.
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6. Delivering Services Plan
6.1 Service delivery and operational impacts focus on ensuring that the expansion of public
amenities is matched by careful planning and resource allocation. This includes
analyzing operational and maintenance costs, determining appropriate staffing levels,
and investing in necessary equipment. The approach emphasizes efficiency,
accountability, and continuous improvement to support the evolving needs of the
community. These generally involve bolstering and increasing community and private
partnerships, negotiating reciprocal use agreements to offset space requirements and
monitoring, identifying and promoting underutilized assets. Staff are currently engaged
in assessing current practices in place and increasing the use of these best practices to
strengthen the delivery of recreation, leisure and culture programming.
6.2 Municipal staff across various departments will have the responsibility of helping to
support the delivery of the plan, including the Clarington Library, Museum, and
Archives (CLMA), which will be a critical partner.
• Recommendation 79: Provide Municipal and CLMA staff with appropriate supports
to deliver exceptional services to function as a high -performing organization —
inclusive of appropriate staffing levels.
• Recommendation 80: Municipality and CLMA should collaborate with community
partners to enhance STEM, outdoor, and creative programs for all ages, addressing
current gaps and future needs.
• Recommendation 82: Municipality and CLMA should expand in -person and virtual
programs to reach a wider audience, partnering with community and other program
providers to share resources and space.
• Recommendation 85: Regularly review and assess partnerships to share
resources, deliver joint programs, and minimize service duplication for improved
efficiency.
• Recommendation 86: Work with community stakeholder groups and partners to
enhance volunteer recruitment and retention strategies.
• Recommendation 88: Work with secondary schools to offer courses to support
staffing efforts (including aquatic leadership).
• Recommendation 93: Regularly review CLMA collections, resources, and services
to ensure that they reflect the needs and interests of a diversifying community.
• Recommendation 94: Increase allowance under the Access Policy for residents
experiencing low income as fees for services rise.
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• Recommendation 97: Continue to work with community partners to provide social
services and resources for at risk and marginalized populations.
Recommendation 98: Continue to promote and raise awareness of the
Municipality's Community Services Division and CLMA programs using various print
and digital tactics. Encourage cross -promotion and collaboration.
7. Implementation Strategy
7.1 By regularly tracking progress, evaluating outcomes, and making necessary
adjustments, we can ensure that the goals and objectives of the plan are met
effectively. This process helps maintain accountability, transparency, and
responsiveness to the evolving needs of the community.
• Recommendation 30: Monitor program pre needs as population increases in
intensification areas with consideration given to partnership opportunities with the
development industry.
• Recommendation 99: Regularly monitor the implementation of the PRCMP.
• Recommendation 100: Preparing annual reports to recognize achievements.
• Recommendation 101: Undertake a five-year update to the Master Plan.
• Recommendation 102: Partnership opportunities with community organizations,
private sector, school boards, community groups.
• Recommendation 103: Use the Financial Assessment Report prepared in support
of this Master Plan to inform the Municipality's budget process, Development
Charges Background Studies, Community Benefits Charges Strategy, and related
resources. Where appropriate, alternative funding and cost -sharing approaches
should be considered including (but not limited to), fundraising, grants, private -
public partnerships, sponsorships, sponsorships, surcharges and user fees, capital
reserve contributions, leasing space from others, and other strategies to provide the
best value to residents.
• Recommendation 104: Prior to facility development, or as part of a five-year
review of this Master Plan, conduct a review to reconfirm recommended capital
funding requirements for facilities and, at this time, assess associated operating
impacts to inform the decision -making process.
Recommendation 105: Conduct feasibility studies and business plans (with public
input and partnership considerations) prior to undertaking major capital projects to
ensure that projects are aligned with community needs and financial capabilities.
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• Recommendation 106: Articulate the levels of service for each discipline to
identify public expectations and the resources and efficiencies needed to achieve
them.
• Recommendation 107: Identify the current costs of providing programs and
services, as well as the recommended cost recovery levels in setting a fair Pricing
Policy.
• Recommendation 108: Identify service delivery targets in each discipline and
report to the community for public information.
• Recommendation 109: Discuss and address the intersections between each
department referenced in the Parks, Recreation and Culture Master Plan (training,
opportunities for streamlining, etc.).
• Recommendation 110: Refine and approve the draft Organizational Design
Principles provided in the Parks, Recreation, and Culture Master Plan so that they
can be used consistently in future staffing opportunities throughout the
Corporation.
• Recommendation 111: Further rationalize required staffing levels based on
anticipated participation rates due to population growth, current participation rates,
and the staffing implications in the Parks, Recreation and Culture Master Plan.
• Recommendation 112: Develop a Corporate Succession Plan to ensure
organizational sustainability and the development of a pool of staff with the skills
and competencies to compete for upcoming positions.
• Recommendation 113: Develop a Training and Development Plan summarizing
the skills and competencies needed to provide quality services and leadership at
all organizational levels and providing consistent training and development
opportunities (possibly online).
Implementation Plan Adjustments
7.2 After Staff's review, which balanced implementation feasibility, financial constraints and
strategic direction — the following adjustments are proposed.
7.3 Three recommendations be pulled forward from the medium term (2029-2033) to the
short term:
• Recommendation 65: Undertake a feasibility study to confirm the need for indoor
performing arts venue.
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• Recommendation 75: Prepare a Special Events and Festivals Strategy that
defines the roles and responsibilities of the Municipality, community organizers,
and the CLMA in delivering and facilitating special events.
• Recommendation 101: Undertake a five-year update to the Master Plan (2029).
7.4 Six recommendations be pushed out from the short term to the medium term:
• Recommendation 36 b: Explore partnership opportunities to meet field needs,
such as working with school boards to enhance the quality of school fields
(including adding lighting and other amenities), permit additional school fields, or
partner with other landowners such as OPG and the private sector to construct
new fields.
• Recommendation 41: Construct 12 of the 20 dedicated pickleball courts required
by 2036 to address service gaps and population growth, particularly in emerging
Secondary Plan Areas where they can feasibly be accommodated.
• Recommendation 49: Investigate opportunities to enhance skate park at Garnet
B. Richard Recreation Complex to improve the user experience.
• Recommendation 50a: Construct six skate zones with introductory -level features
at existing or future parks, potentially co -located with basketball (Bowmanville).
• Recommendation 59: Evaluate opportunities to construct natural playgrounds in
strategic locations such as at Municipal Wide and Community Parks, along the
waterfront, and parks serving MTSAs.
• Recommendation 89: Work with community partners to promote Canada's
movement Guidelines for all age groups.
8. Financial Considerations
Capital and Operating Costing — Park Enhancements and Renewal
8.1 The park enhancement projects identified over the short-term represent repair and
replacement of existing facilities. The park enhancement projects have been forecasted
for inclusion in the 2025 to 2028 future capital budget. No additional operating costs are
anticipated as these are repair and replacement projects.
Capital and Operating Costing — Net -new Park Development and Studies/Assessments
8.2 The estimated capital costs associated with the new park development projects are
provided in Table 4 below. This will include 5.84 hectares of parkland, 500 meters of
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trail, 2 soccer fields, 7 playgrounds, 4 splash pads, 7 shade structures, and 1 cricket
pitch. The operating costs associated with the new amenities include general
maintenance contracts, equipment, and utilities. The staffing costs include 2 FTEs and 2
summer students. The table does not include any projects from 2025 that already have
approved funding. These estimates will be verified during the design phase of each
Park.
MM,
[E�stimated
Estimated
Operating
Capital
Total
sts
Cost*
cluding
F(�in
ffing)
�SBRC Park and Foster Creek Park 111
Tribute King and Courtice, and 111
Newbrook (design only)
Timber Trails (Bowmanville)
1
(developer funded)1
Smooth Run (Splashpad) 11
New Cricket Pitch 11 111
Total $3,241,500
=$3,724,350
Table 1: Estimated Costs of New Park Development Projects ($2025)
*The 2 FTEs would trigger need for added fleet — estimated at $241,100 — not included in
figure above.
South Bowmanville Recreation Complex
8.3 The capital costs associated with the South Bowmanville Recreation Centre (not
including the park) have been approved by Council and will be largely financed through
development charge funded debt. The operating costs for the facility will begin to be
incurred upon the opening of the facility in 2026.The table below provides the estimated
operating costs for the SBRC facility. The costs in 2026 reflect an operating period of
four months, while the 2027 costs represent a full year of operating expenditures
including the aquatic centre. These do not include the financing costs.
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026 partial yearf2027
full ear
Revenue
Rental Revenue
',
'�
Programming Reven911',
• •
Aquatic Revenue
'� � :
Total Revenue
', . 1 1
',
Expenses
Full Time Labour
',
',
Part Time Labour
$�$1,257,080
Operating Expenses
',
', • •
total Expenses
', • :
',
Total Net Operating Cost
Less BIS Net Operating Cost
•
Net Impact (Tax Levy)
4,026
Table 2: Estimated Operating Costs of SBRC 2026-2028
*Detail of the 2027 operating impact will be included in the 2027 budget update put forward to
Council.
Outdoor Event Space
8.4 As per Recommendation 9, the realty team is actively pursuing this. Detail design will
need to occur to be able to determine a cost to program any land acquired.
8.5 This pursuit of an acquisition has accelerated the need to undertake an Events Strategy
(Recommendation 101). Staff are proposing to move this item into the short-term and
allocating a budget of $100,000 to complete the work.
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Estimated Development Charge Cash Flow and Financing Strategy
8.6 Although the capital costs associated with new parks and recreation infrastructure are
eligible for development charge financing, the ability to fund projects from development
charges is subject to available cash flow.
8.7 The DC revenue forecast assumes that the current slowdown in DC revenue will
continue through 2025 and 2026 because of the economic uncertainty stemming from
interest rates and tariff threats. The forecast assumes that revenue will begin to
transition towards a more normalized pattern beginning in 2027. Changes from Bill 17,
including delayed DC payments, new exemptions, and possibly no interest on deferred
payments, will have a significant impact.
8.8 The SBRC park has been included in the 2027 cash flow projections to align with the
construction of the aquatic centre. The project was identified as a top priority for the
Municipality. However, based on the revenue forecast, sufficient cash flow to finance
the park from the Parks and Recreation DC reserve fund may not be available. An
offsetting inter -fund transfer may be required from other sources. There is the option of
borrowing funds from another DC reserve fund; however, the funds would be paid back,
with interest, over time. Given the current trend of DC collection, this may take an
extended period and push off other planned developments.
8.9 Given the unpredictably of DC revenue generation, staff have prioritized the list of short-
term projects and are recommending that projects be prioritized according to the
following schedule, should DC funding become available. DC revenue will be assessed
during the annual budget process and projects would be pulled forward at such time.
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SBRC Park
$1,425,000
Foster Creek Park
850,000
imber Trails (Bowmanville)
0
• Smooth Run (Newcastle)
241,500
ribute Courtice
75,000
• Tribute King (Courtice)
75,000
Newbrook (Newcastle)
75,000
New Cricket Pitch
500,000
Total
$3,241,500
Table 3: New Park Development Priority Project List
8.10 Alternatively, if DC funds do not become available over the short to medium term,
Council may decide to advance projects through the use of other reserve funds.
However, the majority of alternative reserve funds are tax levy supported and, if no
additional transfers are approved, any funds used on growth related projects would
delay the repair and replacement of existing infrastructure.
8.11 Additionally, staff will continue to pursue grant opportunities as a means of advancing
projects without the use of alternative reserve funds. Advancing design work on certain
projects is beneficial as this would create a pool of shovel -ready projects that could
advance if grant funding became available.
9. Strategic Plan
G.2.3: Develop and complete Parks, Recreation and Culture Master Plan, and Prioritize
action items for implementation.
C.4.1: Promote and support local arts, culture, and heritage sectors, and Implement the
Parks, Recreation and Culture Master Plan.
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G.3: Unique community spaces are prioritized:
• G.3.1: Determine the future of the historic Camp 30 cafeteria building.
G.3.2: Consider the creation of a community park on the former Bowmanville Zoo
Lands.
• G.3.3: Enhance Clarington's waterfront.
10. Climate Change
Many of the Recommendations and associated actions will have the opportunity through
design and implementation to support climate change goals and objectives.
11. Concurrence
This report has been reviewed by the Deputy CAO Finance and Technology, Deputy
CAO Planning and Infrastructure and the Deputy CAO of Public Services who concur
with the recommendations.
12. Conclusion
It is respectfully recommended that the Staff recommendations be approved.
Staff Contact: Justin MacLean, Director Strategic Initiatives, net.
Attachments:
Attachment 1 — Parks Plan Recommendations
Interested Parties:
List of Interested Parties available from Department.
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Municipality of Clarington Parks, Recreation and Culture Master Plan
Parks Plan Recommendations
1. Guided by this Master Plan, incorporate a new park hierarchy as part of the
Municipality's Official Plan Review to ensure that it reflects parks that exist or are
planned in Clarington, as well as to align with modern expectations and best
practices in different park types, particularly in emerging intensification areas.
The Municipality should review and reclassify its park supply to align with the
new hierarchy system.
Implications
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2. Use the recommended park facilities and amenities framework contained in this
Master Plan as the basis for developing a detailed design manual to establish
standards for facilities and amenities for each park type according to the
recommended park hierarchy. As a best practice, the development of indoor
Staff time
•
community and recreation facilities on parkland should be minimized to ensure
that sufficient space is available to meet needs for outdoor recreation and
cultural facilities and amenities.
3. As part of the Municipality's Official Plan Review, the following actions are
recommended to be undertaken as it relates to Section 23.10 of the Official Plan
(Parkland Dedication):
a. Identify that non-profit housing development, inclusionary zoning affordable
units, and additional residential units (as defined in the Planning Act) are
exempt from parkland dedication and developments with affordable and
Staff time
•
attainable residential units are subject to reduced parkland dedication
amounts as identified by the Planning Act.
b. Update the alternative rate in Section 23.10.3(a), (c) and (e) to one hectare of
parkland per 600 dwelling units.
c. For the alternative rate, reflect that the amount of parkland conveyed or
required as a payment -in -lieu of parkland shall not exceed 10% of land or
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Municipality of Clarington Parks, Recreation and Culture Master Plan
value of land where the land subject to the development is 5 hectares or less,
or 15% of land or value of land where the land subject to the development is
greater than 5 hectares.
d. Section 23.10.4 shall be updated to reflect that payment -in -lieu of parkland
dedication will be calculated at a rate of one hectare per 1,000 dwelling units.
e. Identify that the dedication of land that is suitable for the development of
parkland should be maximized to achieve the recommended parkland service
level and accommodate the outdoor recreation facility needs as identified by
this Master Plan.
f. Identify that parkland payment -in -lieu rates are frozen as of the date that a
zoning by-law or site plan application is filed. The freeze is effective for two
years after approval.
g. Identify that the Municipality spend or allocate at least 60% of money
collected from payment -in -lieu of parkland dedication annually (based on the
opening balance of the parkland reserve fund).
h. Develop policies guiding the acceptance of encumbered lands such as
privately owned public space (POPS) and strata parks based on the guidance
and best practices provided by this Master Plan, including Appendix A.
Appropriate legal agreements must be established to address park design
and construction standards, public access, maintenance, etc. These policies
should only be developed if changes to the Planning Act come into effect that
obligate municipalities to accept encumbered lands as part of parkland
dedication.
Establish location and development guidelines describing what constitutes
acceptable parkland dedication from developers. These guidelines should
consider restrictions for encumbered lands such as hazard lands, steep
slopes and unstable lands, environmentally protected lands, rights -of -ways
and easements, contaminated lands, etc.
2
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Municipality of Clarington Parks, Recreation and Culture Master Plan
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j. Monitor Provincial announcements regarding new or updated legislation
relevant to parkland and evaluate the impact on parkland dedication practices
in Clarington. Updates associated with the implementation of Bill 23 or to
understand regulations/criteria guiding parkland conveyance as it relates to
encumbered parkland, strata parks, and POPS or other matters, and evaluate
its impact on the Municipality's Official Plan Review and Parkland Dedication
By-law.
4. Update the Municipality's Parkland and Open Space Dedication By-law to
ensure that it aligns with the amended Planning Act. Refer to Recommendation
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#3 for applicable changes as part of the update process.
5. Through the Official Plan Review, update the Municipality's parkland service
target to 2.0 hectares per 1,000 residents, including:
a. 1.1 hectares per 1,000 residents for Municipal Wide Parks and Community
Parks.
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b. 0.75 hectares per 1,000 residents for Neighbourhood Parks.
c. 0.15 hectares per 1,000 residents of Parkettes, and Urban Squares and
Parks.
6. Acquire 105.3 hectares of parkland to achieve the recommended parkland
service target including:
a. 52.6 hectares of Municipal Wide Parks and Community Parks
Staff time
Best Practice
b. 48.7 hectares of Neighbourhood Parks
c. 4.0 hectares of Parkettes, and Urban Squares and Parks.
7. Maximize parkland dedication opportunities, particularly in Secondary Plan
Areas with an emphasis on acquiring Neighbourhood Parks of sufficient size;
Staff time
Best Practice
working with landowners to prepare a Master Parks Agreement is encouraged;
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Implications
efforts to acquire a Community Park in the Soper Hills Secondary Plan Area
continues to be supported.
8. Explore alternative acquisition strategies to acquire larger Municipal Wide Parks
or Community Parks to augment tools permitted by the Planning Act including,
but not limited to, land purchase/lease (e.g., land banking, surplus school sites,
Staff time
Best Practice
etc.), land swaps/exchanges, partnerships, reallocation of surplus land, etc.
Accepting a combination of land and cash -in -lieu of parkland is also encouraged.
9. Initiate a site selection process to identify and purchase a minimum of 30
hectares of land to create a sports complex to assist the Municipality in
addressing longer -term sports field demand that cannot be accommodated in
Staff time
•
existing and future parks. Site criteria should include, but not be limited to,
location and access, development potential and constraints, land compatibility,
expansion opportunities, and user group support and partnership potential.
10. Prepare a Park Renewal Strategy to identify opportunities to: renew parks to
replace aging components (e.g., like for like), redevelop to replace and/or
repurpose amenities ensure they serve evolving community needs, and plan for
park enhancements to add new amenities. Candidate parks should consider the
Staff time
age and condition of the park and components, changing demographics,
and/or cost for
•
opportunities to minimize service duplication, proximity to intensification areas
further study
serving MTSAs, opportunities to be repurposed under-utilized facilities to
address other in -demand outdoor recreation opportunities, and other variables.
Park renewal should be supported by community consultation.
11. Work with the Clarington Diversity Advisory Committee, Clarington Accessibility
Advisory Committee, and other relevant groups to actively identify and
implement inclusive park design for all age groups and abilities, including
Staff time
Best Practice
development of an Accessible Playground Distribution Strategy as outlined in
this Master Plan.
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Implications
12. Design new and redeveloped parks (and facilities) with a climate change lens
with regard for guiding frameworks such as the Clarington Corporate Climate
Staff time
Best Practice
Action Plan to achieve the Municipality's goal of reducing greenhouse gas
emissions by 35% by 2030 and net -zero emissions by 2050.
13. Develop and renew parks with a focus on safety, incorporating Crime Prevention
Through Environmental Design principles, enhancing naturalization efforts and
Staff time
Best Practice
including comfort amenities like shade, seating, signage, and other features to
create inviting and welcoming spaces.
14. Collaborate with regional conservation authorities (e.g., CLOCA and GRCA),
community groups, and other corporate departments to develop and implement
Staff time
Best Practice
strategies that enhance and promote environmental sustainability initiatives and
naturalization in Clarington's parks and open spaces.
15. Use the conceptual network in this Master Plan to guide the future development
of recreational trails in Clarington. Key strategies to strengthen the trail network
and to promote active movement within the Municipality include:
a. Work with community partners (e.g., conservation authorities), landowners,
agencies, and other levels of government to improve connectivity within and
between settlement areas, and to the rural area, including north -south
Cost for trail
connections between the Waterfront Trail, Greenbelt Trail, Oak Ridges
development
Moraine Trail, and Bowmanville Valley Trail to encourage active
Best Practice
transportation and expand the trail network. Leveraging the use of hydro
Additional staff
corridors should be explored, as well as strategies to connect to trail systems
required
in adjacent municipalities, such as the future Durham Meadoway.
b. Continue to create a "circle of green" trail around Bowmanville, including
developing solutions to overcome barriers, including crossing transportation
corridors, including Highway 401 and Highway 418, as well as other
roadways.
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Implications
c. Establish active transportation routes within future residential areas,
particularly in Secondary Plan Areas with connections to the existing network.
d. Design new and redeveloped parks with designated circulation areas to guide
users through parks and public spaces and connect to on -site amenities
(e.g., playgrounds, sports fields, etc.).
e. Investigate trail development opportunities and connections to municipally
owned lands such as cemeteries.
f. Incorporate trail design features and comfort amenities in appropriate areas
to enhance comfort including, but not limited to, signage, seating, shade,
drinking fountains/bottle filling stations, bicycle parking, and accessibility
features.
g. Increase winter snow clearing in strategic areas to encourage year-round
physical activity. Appropriate staffing levels will be required to support this
initiative as well as training, such as being Smart About Salt Certified, as
directed by the Municipality's Corporate Climate Action Plan. Evaluating the
feasibility of using salt alternatives is also recommended.
h. Have regard for the Municipality's Active Transportation Master Plan and
Wayfinding System Strategy to ensure seamless connectivity between off -
road and on -road routes and bring greater awareness and promote the use of
Clarington's trail system.
16. Update Clarington's Waterfront Strategy to have regard for the input received
and the guidance put forward through this Master Plan, including preserving
environmentally sensitive areas such as along the Lake Ontario Shoreline and
the Samuel Wilmot Nature Area and undertaking enhancements to encourage Staff time •
greater passive uses along the waterfront, including economic development
opportunities, comfort features, and supporting amenities, while maintaining
wildlife corridor connections along the waterfront.
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Facilities Plan Recommendations
Implications
MediumResource Short
17. Develop 2 new ice pads as an expansion to the Courtice Arena. Confirmation of
the timing and associated amenities should align with the five-year update to the
Cost for
Master Plan and be based on user group participation, ice pad utilization, sport
development
trends, and population growth, including changes in socio-demo ra hic
Additional staff
characteristics. Community user groups should be engaged to guide the design
required
process.
18. Continue to engage independent Arena Boards in Newcastle and Orono to
maximize ice use to the benefit of Clarington arena organizations. As part of
these discussions, explore the possibility of aligning allocation practices of the
Staff time
Best Practice
Arena Boards with the Municipality to ensure that ice time is permitted in a fair
and transparent manner.
19. Engage adjacent communities such as the City of Oshawa to negotiate access
Cost for
to arena time for local organizations to alleviate short-term demand for additional
negotiated
ice time.
access
Staff time
20. Undertake a life cycle and building condition audit of the Darlington Sports
Cost for
Centre to determine its lifespan and investment requirements to guide decisions
further study
to maintain the facility for ice or repurpose to other uses.
21. Explore the feasibility of constructing an indoor aquatic centre concurrently with
Cost for
the first phase of the South Bowmanville Recreation Centre, which should be
further study
designed to support both community programming and competitions (although
and
this should not delay the current process). Engage community user groups as
development
part of the design process.
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Municipality of Clarington Parks, Recreation and Culture Master Plan
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Short
Medium•
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Additional staff
required
22.Assess the future of the Alan Strike Aquatic Centre and Squash Centre, with
consideration given to reinvestment to extend the life of the facility, adaptive re-
use opportunities for community programs, or other uses. Decisions regarding
Cost for
the future of the Alan Strike Aquatic and Squash Centre over the longer -term
further study
could require an alternative site for another indoor aquatic centre (beyond the
time frame of this Master Plan).
23. Undertake a feasibility study to guide enhancements to the indoor aquatic centre
Cost for
at the Courtice Community Complex to address a broader range of community
further study
programming and uses, which may require expanding the facility to the west.
and
Enhancements include reconfiguring and redesigning the teaching pool to reflect
development
what is currently offered at the Diane Hamre Recreation Complex, constructing a
Additional staff
warm water therapy pool, and enlarging changerooms.
required
24. Include fitness studio space (or multi -purpose spaces) to support group fitness
Cost for
activities designed with appropriate amenities in new and redeveloped
development
community centres.
Additional staff
required
25.As part of a twin -pad arena expansion to the South Courtice Arena, assess the
Cost for
feasibility of incorporating an indoor walking track as part of the design, which
development
should have a minimum of three lanes with a rubberized or coated surface.
Additional staff
required
26. Move forward with converting the indoor artificial turf field at the Bowmanville
Cost for
Indoor Soccer Facility with a double gymnasium.
development
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27. Continue to work with school boards to maintain and negotiate enhanced access
Cost for
municipal and community access to school gymnasiums.
negotiated
access
Best Practice
Staff time
28. Provide multi -purpose spaces in new or redeveloped community centres that are
Cost for
flexibly designed in a variety of sizes and with supporting features to
development
accommodate community programs, rentals, and arts and cultural activities,
Additional staff
Best Practice
potential library use, as well as youth and older adult uses.
required
29. Continue to work with rural community hall partners explore expanding
recreation and leisure opportunities for the rural community and to ensure long-
Cost for facility
term operational success. Facility enhancements and upgrades should be
enhancements
Best Practice
informed by building condition audits and based on maintaining a state of good
Staff time
repair and facility usage trends.
30. Monitor program space needs as population increases in intensification areas
with consideration given to partnership opportunities with the development
industry to incorporate multi -purpose programmable space within condominium
buildings where a gap in the provision of programmable space is identified,
Staff time
Best Practice
which should have regard for public access, flexible, and sufficiently sized
spaces, parking accommodations, and supporting amenities such as storage
spaces and countertops.
31. Direct youth and older adult programming to multi -purpose spaces and
community halls to bolster facility utilization to complement existing youth and
Additional staff
older adult program and service providers, including at the future South
required
Best Practice
Bowmanville Recreation Centre, potentially through satellite outreach programs
in partnership with community organizations.
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32. Design indoor community facilities and outdoor parks with an age -friendly lens to
create welcoming, attractive, safe, and accessible spaces for all residents,
Staff time
Best Practice
including youth and older adults. Consultation with youth and older adult
residents is encouraged to guide design processes.
33. Work with the Clarington Squash Club to maintain interest in the sport,
potentially increasing memberships, pay as you go users, and court bookings.
Municipal support may be required to assist with court bookings, promoting club
Staff time
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programming, and attracting new players. Monitoring court use will inform future
assessments associated with the Alan Strike Aquatic and Squash Centre.
34. Proceed with the development of a new full size indoor artificial turf field as part
Cost for
of the South Bowmanville Recreation Centre to replace the existing facility at the
development
Bowmanville Indoor Soccer Facility. While no additional facilities are
Additional staff
•
recommended during this planning period, the Municipality should monitor the
required
use of the new facility to inform future needs.
35.A total of 31.5 unlit equivalent outdoor rectangular fields (equivalent to 21 lit
outdoor rectangular fields) are required by 2036. Emphasis should be placed on
short-term solutions to optimize the use of existing rectangular fields and
replacing the four Clarington Fields through the following strategy.
a. Undertake strategic improvements to outdoor rectangular fields to maximize
the use of existing outdoor rectangular fields, which may include, but not be
limited to, enhanced drainage and turf management practices, and adding
irrigation, as well as modernizing features such as paved pathways,
Cost for
•
temporary or permanent washrooms, player and spectator seating, parking,
development
and more. Working with the Darlington Soccer Club and other field users to
identify and prioritize field improvements is recommended and to maximize
the use of the field supply.
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Municipality of Clarington Parks, Recreation and Culture Master Plan
Resource
Implications
Short-•
• •
b. Identify suitable locations to install lighting at existing outdoor rectangular
fields to increase playing capacity. Candidate sites should have regard for
Cost for
•
minimum setback distances to adjacent land uses and the use of LED lighting
development
that produces sharp lighting cutoff.
.....................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
c. Provide a minimum of two lit outdoor rectangular fields with supporting
Staff time
•
amenities at a future Community Park.
.....................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
d. Engage the Darlington Soccer Club to investigate opportunities to use the
Darlington Hydro Fields to accommodate other renters during available time
Staff time
•
when the fields are not being used by the organization.
36.As part of a five-year review of the Master Plan, re-evaluate outdoor rectangular
field needs with consideration given to field usage levels, participation rates, and
the success of short-term strategies to address field needs. The following
strategy is recommended to meet medium to long-term needs:
a. Direct new outdoor rectangular fields to future parks where opportunities
Cost for
• •
exist, such as at a future sports complex.
development
b. Explore partnership opportunities to meet field needs such as working with
Cost for
school boards to enhance the quality of school fields (including adding
development
Best
lighting and other amenities), permit additional school fields, or partner with
Practice
other landowners such as OPG and the private sector to construct new fields.
Staff time
37. Construct up to 17 unlit equivalent ball diamonds (equivalent to 11 lit ball
diamonds) by 2036 in the following manner:
a. Investigate suitable locations to add lighting to existing ball diamonds to
increase playing capacity. Candidate sites should have regard for minimum
Cost for
•
setback distances from adjacent land uses and the use LED lighting that
development
produces sharp lighting cutoff.
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Municipality of Clarington Parks, Recreation and Culture Master Plan
b. Identify and prioritize enhancements to existing ball diamonds to improve
utilization including, but not limited to, addressing drainage and grading,
irrigating outfields, and adding, replacing, or modernizing amenities to Cost for
support ball diamond use such as paved pathways, lighting, fencing, development
spectator seating, washrooms, parking, sunscreens, and lining. Consultation
with ball diamond users is recommended.
c. Direct the majority of new ball diamonds to future Municipal Wide Parks (such
as at a sports complex) or Community Parks to create multi -diamond sites
with amenities to support use such as field lighting and parking; new Cost for Best Practice
Neighbourhood Parks of sufficient size acquired in Secondary Plan Areas development
through parkland dedication, purchase of lands, and or a combination of
these, should also be pursued to support localized playing opportunities.
d. Pursue partnerships to construct new diamonds, or secure access to existing
diamonds, to meet needs, including school boards, OPG, private landowners, Staff time Best Practice
etc.
38. Identify a suitable site for a full-size cricket field to be used as the primary Cost for
location for rentals. Once a suitable site has been established, monitor usage development
(including other sports field demand) to determine the future of the cricket field at Staff time
Courtice Memorial Park.
39. Construct 17 new outdoor tennis courts by 2036 to address service gaps and
population growth, particularly in emerging Secondary Plan Areas where they
can feasibly be accommodated, in the following manner:
........... ............................ .... ..................... .........
a. Construct 10 tennis courts at five parks in Bowmanville (+10). The
Municipality should engage the Bowmanville Tennis club to monitor Cost for +6 +2
membership levels to determine if/when additional club -courts are required; development
club -courts should be provided at a rate of one per 50 to 75 members.
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+2
Municipality of Clarington Parks, Recreation and Culture Master Plan
Resource
Implications
Short-•
• •
b. Construct four tennis courts at two parks in Courtice (+4).
Cost for
+2
+2
.....................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
development
c. Construct two tennis courts at a park in Newcastle (+2).
Cost for
+2
.....................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
development
d. Construct one tennis court in the rural area (+1). Recognizing that there is a
need to serve the rural area, but the level of use may be lower compared to
Cost for
+1
urban areas, consideration could be given to multi -lining courts for tennis and
development
pickleball.
40. Establish a plan to resurface aging tennis courts with acrylic coating.
Staff time
•
41. Construct 20 dedicated pickleball courts by 2036 to address service gaps and
population growth, particularly in emerging Secondary Plan Areas where they
can feasibly be accommodated, in the following manner:
.................................................................................
..................... ..........................
a. Construct 14 dedicated pickleball courts in Bowmanville, including six to eight
courts at a Municipal Wide or Community Park to create a pickleball complex
Cost for
0 +10 +4
(potentially operated with a sports organization). Remaining courts should be
development
+10 +2 +2
located at existing and future parks, potentially at parks serving secondary
plan areas (+14).
.....................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
b. Construct four dedicated pickleball courts in Courtice, potentially two courts
Cost for
0 +4
at a neighbourhood park in the north end and two courts at a neighbourhood
development
+2 +2
park in the south end (+4).
............ ...............
..................... .............................................
c. Construct one dedicated pickleball court at a neighborhood park in
Cost for
+1 to
Newcastle. A second court may be considered to support simultaneous play
development
+2
(+1 to +2).
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Municipality of Clarington Parks, Recreation and Culture Master Plan
Resource
Implications
Short-• • •
d. Construct one dedicated pickleball court at a park in the rural area. A second
+1 to
court may be considered to support simultaneous play (+1 to +2).
Cost for
+2
Recognizing that there is a need to serve the rural area, but the level of use
development
may be lower compared to urban areas, consideration could be given to
multi -lining courts for tennis and pickleball.
42. Provide eight multi -use courts for activities such as basketball and ball hockey in
the following manner, preferably at parks in emerging Secondary Plan Areas
where they can be feasibly accommodated:
a. Construct five multi -use courts in Bowmanville (+5).
Cost for
+1 +2 +2
................................................................................................................................................................................................................................................................................................................................
development
____
........................ .............................................
b. Construct one multi -use court in Newcastle (+1).
Cost for
+1
.....................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
development
c. Construct two multi -use courts in the rural area (+2).
Cost for
+2
development
43. Investigate opportunities to provide one multi -use court in the north end of
Cost for
Courtice (north of Nash Road) to address a service gap and strengthen
development
geographic distribution.
44.To accommodate two new ice pads at the South Courtice Arena, relocate the
Cost for
existing multi -use court to another location within the site or to another park in
development
9
Courtice.
45.At the time of basketball court replacement, investigate the feasibility of
Cost for
Best Practice
enlarging half courts or undersized shooting pads to full-size multi -use courts.
development
46. Construct 14 new splash pads by 2036 in the following manner at parks in areas
serving households with children, including in emerging Secondary Plan Areas:
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Municipality of Clarington Parks, Recreation and Culture Master Plan
Resource
Implications
Short-•
• •
a. Construct six splash pads in Bowmanville, with a minimum of one serving the
Cost for
+2
+2
+2
central area of the community (+6).
........ ......... ......... ......... ......... ......... ......... .........
development
......... .........
.........
........ ........ ........
................
b. Construct four splash pads in Courtice, with a minimum of one serving the
Cost for
+3
+1
west or north area of the community (+4).
.....................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
development
c. Construct one splash pad in Newcastle (+1).
Cost for
+1
...........................................................................................................................................
development
....................................................................................................
d. Explore the feasibility of constructing up to three small-scale splash pads in
Cost for
+1
+1
+1
the rural area (+3).
development
47.To complement the splash pad supply, provide a minimum of one cooling station
at a park in or near Clarington's two MTSAs, which could feature a limited
Cost for
number of spray nozzles integrated into the hardscape or as posts, or
development
incorporated as part of a public art display, water fountains, boulders, or other
feature.
48. Create a capital renewal plan for the outdoor pool and associated amenities at
Cost for
Orono Park. A cost benefit analysis should be undertaken prior to making any
development
0
future capital decisions.
49. Investigate, at the time of renewal, opportunities to enhance the skate park at
Cost for
Garnet B. Rickard Recreation Complex to improve the user experience,
development
including, but not be limited to, improving visibility and supporting amenities.
50. Construct six skate zones with introductory -level features at existing or future
parks, potentially co -located with basketball courts, in the following manner:
a. Construct three skate zones in Bowmanville, with some potentially at future
Cost for
01 +1 +1
Secondary Plan Areas (+3).
development
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Municipality of Clarington Parks, Recreation and Culture Master Plan
Resource
Implications
Short-•
• •
b. Construct two skate zones in Courtice, with one serving the north end and
Cost for
+1
+1
one serving the south end (+2).
.................
development
.........
........ ........ ........
................
c. Construct one skate zone on the east side of Newcastle (+1).
Cost for
+1
development
51. Continue with establishing a new dog park in north Bowmanville with
consideration given to the site criteria identified in this Master Plan, including
property ownership, minimum size, public access, site condition, appropriate
Cost for
setbacks, and parking. The design should be similar to what is available at
development
Clarington's other locations, including a fenced enclosure with separate areas for
Staff time
large and small dogs and supporting amenities such as shade, lighting and
seating.
52. Construct two compact leash -free dog parks in the Courtice and Bowmanville
Cost for
MTSAs. The Municipality is also encouraged to work with the development
development
0
sector to create pet -friendly amenity spaces within all future developments.
53. Identify a permanent site to relocate the Bowmanville Allotment Gardens. Site
criteria for selecting a community garden location should include (but not be
Cost for
limited to), soil quality, grade, sun exposure, drainage, access to amenities, free
development
of hazards, and proximity to medium and high -density residential areas. Inclusive
Staff time
design should also be considered including pathways and raised garden beds.
54. Establish a community garden in Courtice, which should be contingent on
working with a community partner to oversee daily operations. Site criteria for
Cost for
selecting a community garden location should include (but not be limited to), soil
development
quality, grade, sun exposure, drainage, access to amenities, free of hazards, and
proximity to medium and high -density residential areas. Inclusive design should
Staff time
also be considered including pathways and raised garden beds.
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Municipality of Clarington Parks, Recreation and Culture Master Plan
Resource
Implications
Short
Medium•
•
55. Work with others to create and/or encourage the use of existing non-public
community gardens (e.g., churches) and with the development sector to create
Staff time
•
private amenity space, including rooftop gardens in Clarington's MTSAs.
56. Install outdoor fitness equipment at four parks to strengthen geographic
distribution. New installations should be at parks in high traffic areas such as
along the waterfront trail in Newcastle and Bowmanville (to be reconfirmed
Cost for
through the Waterfront Strategy), Municipal Wide or Community Parks, or in gap
development
0
areas including at two parks in Courtice's Secondary Plan Areas. Long-term
opportunities to provide outdoor fitness equipment in MTSAs should also be
explored.
57. Provide playgrounds within 800-metres of residential areas without crossing
major barriers such as arterial roads, railways, and waterbodies. New and
Cost for
redeveloped playgrounds should feature high quality design with accessible
development
Best Practice
features. An emphasis should be placed on locating new playgrounds in future
parks serving Secondary Plan Areas, which could result in approximately 30 new
Staff time
playground sites by 2036.
58. Develop an Accessible Playground Distribution Strategy to identify geographic
Cost for
locations where enhanced and focused accessibility standards can be
further study
implemented to the highest level of service.
and
development
59. Evaluate opportunities to construct natural playgrounds in strategic locations
such as at Municipal Wide and Community Parks, along the waterfront, and
Cost for
parks serving MTSAs. Incorporating natural playgrounds in strategic open
development
Best Practice
greenspaces and natural areas may also be considered to complement the
surrounding area.
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Municipality of Clarington Parks, Recreation and Culture Master Plan
Resource
Implications
Short Medium• •
60. Promote the use of the existing outdoor lacrosse box to increase utilization while
maximizing the space for a variety of activities such as pickleball, ball hockey,
Staff time
Best Practice
etc.
61. Undertake a cultural mapping exercise to establish a full understanding of
cultural resources that are available from the Municipality, CLMA, community
Staff time
•
providers, private businesses, etc. as a tool for bringing awareness and
promoting what's available in Clarington.
62. Undertake a building condition assessment of the Camp 30 Cafeteria Building to
Cost for
understand the requirements to ensure that the structure is stable to allow for an
further study
•
evaluation of long-term opportunities.
63. Undertake a feasibility study to update the Visual Arts Centre, including
Cost for
enhancing accessibility and modernizing the building to support programming
further study
opportunities and achieve long-term success. Enhancements to the outdoor
•
gathering space should also be explored to support programs and small-scale
events such as shows and performances.
64. Continue to deliver and expand general arts and cultural programs within
existing and future indoor and outdoor spaces and ensure that they are designed
to accommodate such uses with consideration given to supporting amenities and
Staff time
Best Practice
features. Engaging the arts and cultural community to provide programming
within municipal spaces is encouraged.
65. Undertake a feasibility study to confirm the need for an indoor performing arts
venue to consider space considerations (e.g., traditional main hall, community
Cost for
•
space, amenities, etc.), evaluate potential locations, partners, design, financial
further study
analysis, and consider public and community organization input.
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Municipality of Clarington Parks, Recreation and Culture Master Plan
66. Enhance opportunities to provide outdoor productions and performances such as
along the waterfront, Bowmanville Park on the former Zoo Lands, or other
locations as they become available.
Resource
Implications
Staff time
Short-• • •
Best Practice
67. Undertake feasibility studies to implement the recommended library facility
Cost for
strategy outlined in this Master Plan.
further studies
a. Add approximately 20,000 square feet of library space in Bowmanville. A
portion of library space needs should be met through a future expansion of
the South Bowmanville Recreation Centre. A facility fit exercise should be
undertaken to confirm the square footage of library space that can be
accommodated (preferably in the 12,000 square foot range). The remaining
balance should be provided at another location, preferably in the north end of
Bowmanville with consideration given to site criteria identified in this Master
Plan.
b. Expand the Courtice Library Branch to add approximately 10,200 square feet
of space, potentially by extending the existing building footprint to the west,
which could be undertaken in conjunction with expanding the aquatic facility,
as recommended in this Master Plan. Should it be determined that this
location cannot be expanded, undertake a feasibility study to determine
alternatives to providing library branch space in Courtice.
c. Add approximately 2,100 square feet to the west, south or east side of the
Newcastle Library Branch.
68.As part of library space development and redevelopment, consider leading
space and design considerations to provide accessible, fresh, and modern
Staff time
Best Practice
spaces that are relevant and responsive to all users, and are inclusive and
flexible to support evolving needs, services, and programming.
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Municipality of Clarington Parks, Recreation and Culture Master Plan
Resource
Implications
Short
Medium•
•
69. Increase access to library resources in smaller hamlets and the rural areas of
Costs to
Clarington through alternative service delivery models by providing a bookmobile
establish
service for rural residents and installing two library lockers for pick-up and drop-
library
•
offs. Library book vending machines should also be considered.
bookmobile
and two library
lockers
70. Monitor the effect on space utilization resulting from the implementation of the
Staff time
•
Use of Space Policy and, if necessary, undertake policy revisions.
71. Explore alternative historical and/or cultural uses for the Sarah Jane Williams
Heritage Centre following completion of renovations to the Bowmanville Branch
Staff time
•
Library, which will absorb museum artifacts and exhibits, and archives.
72. Proceed with co -locating Clarington's heritage buildings in Bowmanville to create
Cost for
•
a centralized hub, in alignment with CLMA's Strategic Plan.
development
73. Create a plan to bolster museum programming and use of archives with a focus
Staff time
on maximize the use of enhancing CLMA spaces to celebrate and better connect
•
residents to Clarington's past.
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Municipality of Clarington Parks, Recreation and Culture Master Plan
Culture Plan Recommendations
74. Create a Public Art Policy to provide guidance on evaluating and approving
public art installations to animate spaces, spark creativity and imagination,
showcase historical and cultural values, and recognize Indigenous Peoples. A
Public Art Reserve Fund should also be created to assist with acquisition,
development, installation, and maintenance; funding which could be made
through gifts, bequests, fundraising, levy, or other funding source.
Implications
Staff time
Short
MediumResource
•
75. Prepare a Special Events and Festivals Strategy that defines the roles and
responsibilities of the Municipality, community organizers, and the CLMA in
delivering and facilitating special events. The Strategy should articulate funding
and staffing requirements, promotional and awareness strategies targeted to
residents and tourists, strategies to address relevant actions of the Municipality's
Costs for
Inclusion, Diversity, Equity and Anti -Racism (IDEA) Strategy, and identify how
further study
•
existing and future physical infrastructure can be incorporated as part of parks
and facility designs to deliver quality experiences. This Strategy should ensure
that the Municipality meets legislative requirements and relevant approvals for
public events and festivals that do not restrict Indigenous and cultural
expression.
76. Regularly engage key groups such as the Indigenous community and Aboriginal
Sports Council to identify ways to advance reconciliation through parks,
Costs for
recreation, culture, and library services, as well as to inform the Municipality's
further study
Engagement and Relationship Building Strategy, actions articulated in
Staff time
•
Clarington's IDEA Strategy, and CLMA's Repatriation and Decolonization
Strategy; there may be synergies in working collaboratively to develop strategies
and programs aimed at engaging Indigenous Peoples.
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Municipality of Clarington Parks, Recreation and Culture Master Plan
Delivering Services Plan
Resource Short Medium Long
Implications
79. Provide Municipal and CLMA staff with appropriate supports to deliver
exceptional services, which may include, but not be limited to, technology and
equipment, professional development and training, and other supports to Additional
function as a high performing organization. Appropriate staffing levels must also staff required Best Practice
be considered to implement the recommendations of this Master Plan and
should be guided by the organizational and staffing review provided under a
separate cover.
80. Collectively, the Municipality and CLMA should engage with community partners
to expand STEM program opportunities, outdoor programming, and creative
programming for all age groups to address current gaps and plan for meeting Additional
future needs. As part of this, evaluate potential interest in programs oriented staff required
towards Indigenous heritage and culture to break down barriers and foster
inclusion; providing pilot programs may be a strategy to test demand.
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Municipality of Clarington Parks, Recreation and Culture Master Plan
Resource
ShortImplications
-•
• •
Clarington's Community Funding Program should continue to recognize the
value community partners provide in providing community -based programs.
81. Expand municipal data collection to determine the penetration and retention
rates of the various age cohorts in recreation, culture, library, and sport activities
Staff time
•
including programs offered in all municipal, school and library facilities
(registered and drop -in opportunities).
82.The Municipality and CLMA should continue to offer and expand its range of in -
person and virtual programs to reach a wider audience, which may be done in
Additional
partnership with community partners and other program providers to share
staff required
resources and space.
83. Expand the CLMA's StoryWalk program within Clarington's parks system,
Staff time
•
particularly along trails and pathways.
84. Undertake an update to the Older Adult Strategy by engaging older adults and all
Costs for
related partners to ensure services are inclusive of an aging and increasingly
further study
diverse older adult population.
85. Regularly review, identify, and assess partnerships or collaborations as
programs and services are planned to share resources, deliver joint -programs
Staff time
•
and services, cross program, and minimize service duplication with the view of
improving efficiencies.
86. Work with community stakeholder groups and partners to enhance volunteer
Staff time
Best Practice
recruitment and retention strategies.
87.Audit participation among females and those who identify as females to identify
strategies to increase participation, in partnership with Canadian Women in
Staff time
•
Sport Association.
23
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Municipality of Clarington Parks, Recreation and Culture Master Plan
Implications
ShortResource -• Long
88. Work with secondary schools to offer leadership courses for a credit toward a
high school diploma and look to subsidize leadership courses (including aquatic
Staff time
•
leadership) until adequate staff numbers are achieved.
89. Work with community partners to promote Canada's Movement Guidelines for all
Staff time
Best Practice
age groups.
90. Create a technology strategy for CLMA, potentially in partnership with the
Staff time
Municipality, to guide infrastructure investment and modernization of the CLMA,
and/or costs
including in -branch hardware and software, makerspaces, and other technology-
for further
•
related space requirements, as well as equipment for the Library of Things.
study
Exploring the role of artificial intelligence in the library system and in the
Municipality should also be an on -going initiative.
91. Continue to complete Barrier Removal Accessibility Audits of all Municipal
Costs for
buildings and make strategic investments, through the capital budget, to improve
accessibility
access.
retrofits
Best Practice
Staff time
92. Develop a resource to assist the Community Services Division and CLMA in
identifying and engaging underrepresented populations to increase participation
and ensure that opportunities are inclusive of all residents. Having regard for
Staff time
•
relevant actions contained in the Municipality's Inclusion, Diversity, Equity and
Anti -Racism (IDEA) Strategy is recommended.
93. Regularly review CLMA collections, resources, and services to ensure that they
Staff time
Best Practice
reflect the needs and interests of a diversifying community.
94. Increase the allowance under the Access Policy for residents experiencing low
income as fees for services rise to ensure that the number of opportunities
Staff time
•
remains similar on an annual basis. The program should be reviewed regularly to
24
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Municipality of Clarington Parks, Recreation and Culture Master Plan
Resource
Implications
Short Medium• •
ensure the funding provided and eligibility requirements continue to achieve the
objectives of the program.
95. Create a sponsorship program to offer free Municipal programming for residents.
Staff time
•
96. Ensure all staff and volunteers are trained to ensure that Municipality and CLMA
Staff time
•
facilities are safe spaces for all through Safe Spaces Canada.
97. Continue to work with community partners to provide social services and
resources for at risk and marginalized populations, while balancing the need to
Staff time
Best Practice
provide safe and welcoming spaces for all.
98. Continue to promote and raise awareness about the programs and services
Staff time
provided by the Municipality's Community Services Division and CLMA using a
Best Practice
range of print and digital tactics. Opportunities for cross promotion and
collaboration between the Municipality and CLMA is encouraged.
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Municipality of Clarington Parks, Recreation and Culture Master Plan
Implementation Strategy
Implications
MediumResource
Short
99. Regularly monitor implementation of the Master Plan, including tracking
population growth and trends, development of intensification areas, monitoring
Staff time
Best Practice
facility use and program participation, group registration, and regular dialogue
with the community.
100. Prepare annual reports to recognize achievements and work plans to identify
Staff time
•
•
•
recommendations to be implemented over the coming year.
101. Undertake a five-year update to the Master Plan (2029). Timing maybe
Costs for
•
adjusted depending on the pace of implementation or changes to the community.
further study
102. Partnership opportunities with community organizations, private sector,
school boards, community groups, and others should be explored as part of
implementing the Master Plan, taking into consideration the benefits and risks of
Staff time
Best Practice
the partnership, which may be supported by feasibility studies and the
development of standardized partnership agreements.
103. Use the Financial Assessment Report prepared in support of this Master Plan
to inform the Municipality's budget process, Development Charges Background
Studies, Community Benefits Charges Strategy, and related resources. Where
appropriate, alternative funding and cost -sharing approaches should be
Staff time
Best Practice
considered including (but not limited to), fundraising, grants, private -public
partnerships, sponsorships, surcharges and user fees, capital reserve
contributions, leasing space from others, and other strategies to provide the best
value to residents.
104. Prior to facility development, or as part of a five-year review of this Master
Staff time
Best Practice
Plan, conduct a review to reconfirm recommended capital funding requirements
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Municipality of Clarington Parks, Recreation and Culture Master Plan
Resource
ShortImplications -• Long
for facilities and, at this time, assess associated operating impacts to inform the
decision -making process.
105. Conduct feasibility studies and business plans (with public input and
Costs for
partnership considerations) prior to undertaking major capital projects to ensure
further study
Best Practice
that projects are aligned with community needs and financial capabilities.
106. Articulate the levels of service for each discipline to identify public
Staff time
Best Practice
expectations and the resources and efficiencies needed to achieve them.
107. Identify the current costs of providing programs and services, as well as the
Staff time
•
recommended cost recovery levels in setting a fair Pricing Policy.
108. Identify service delivery targets in each discipline and report to the
Staff time
•
community for public information.
109. Discuss and address the intersections between each department referenced
Staff time
Best Practice
in the Parks, Recreation and Culture Master Plan, including but not limited to:
a. The development of online training modules common to Parks Operations,
Community Services, and CLMA;
b. The development of Standardized Partnership Agreements;
c. Streamlining one point of contact for community sport field users; and
d. The viability development of a Service Level Agreement between the
Corporation and the CLMA to outline the provision of common services (IT,
Human Resources, Legal Counsel, etc.)
110. Refine and approve the draft Organizational Design Principles provided in the
Parks, Recreation, and Culture Master Plan so that they can used consistently in
Staff time
•
future staffing opportunities throughout the Corporation.
27
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Municipality of Clarington Parks, Recreation and Culture Master Plan
Resource
Implications
•
-•
• .
111. Further rationalize required staffing levels based on anticipated participation
rates due to population growth, current participation rates, and the staffing
Staff time
•
implications in the Parks, Recreation and Culture Master Plan.
112. Develop a Corporate Succession Plan to ensure organizational sustainability
and the development of a pool of staff with the skills and competencies to
Staff time
•
compete for upcoming positions.
113. Develop a Training and Development Plan summarizing the skills and
competencies needed to provide quality services and leadership at all
Staff time
•
organizational levels and providing consistent training and development
opportunities (possibly online).
28
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Clarington
Staff Report
If this information is required in an alternate accessible format, please contact the Accessibility
Coordinator at 905-623-3379 ext. 2131.
Report To: Council
Date of Meeting: September 8, 2025 Report Number: PUB-010-25
Authored By: Mariano Perini, Director, Public Works
Submitted By: Lee -Ann Reck, Deputy CAO, Public Services
Reviewed By: Mary -Anne Dempster, CAO
By-law Number: Resolution Number:
File Number:
Report Subject: Commemoration of Marie Hubbard
Recommendations:
1. That Report PUB-010-25, and any related delegations or communication items, be
received.
2. That Council approve the budget from the rate stabilization reserve and provide
direction to staff to undertake one of the following commemoration plans:
a. Staff continue to collaborate with VAC staff to undertake a commemorative
garden as presented in May 2025 report and approve $10,000 to facilitate its
design and construction.
b. That Soper Creek Park be renamed to Marie Hubbard Park, or alternatively,
the Soper Creek Trail to Marie Hubbard Trail; and that $12,000 be allocated
for updated signage in the newly designated areas.
c. That, as part of expanding visual arts programming, staff collaborate with the
Visual Arts Centre (VAC) on the design and construction of a deck to support
summer theatre and related activities; and that the deck be named in
recognition of Marie Hubbard as part of the 50t" anniversary in summer of
2026. The estimated cost of construction is $73,500 to $120,750 depending
on materials selected.
3. That all interested parties listed in Report PUB-010-25, be advised of Council's
decision.
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Report Overview
This report outlines design and construction options for commemorating the former Mayor of
the Town of Newcastle and past Chair of the Visual Arts Centre. In May 2025, Council
directed staff to identify a means to formally recognize Marie Hubbard's significant
contributions to Clarington, particularly within the arts community. The report evaluates
several options and presents four potential approaches for Council's consideration.
1. Background
Previous Report and Motion
1.1 PUB-006-25 was presented to General Government Committee on May 5, 2025,
recommending a commemorative green space on the grounds of the Visual Arts site to
commemorate Marie Hubbard's contribution to the arts community in Clarington and
was referred to staff with an amendment and resolution.
1.2 From the report, resolution GG-101-25 was passed. The resolution suggested
consideration for renaming the building after Marie Hubbard. It was recommended that
staff consult with the Visual Arts Centre of Clarington (VAC) regarding the renaming
proposal.
1.3 With the recommendation of renaming the building for commemoration, it is important to
note that Council approved Naming Rights and Naming of Facilities Policy in March
2023. Section 4.2 of this policy specifically addresses Dedication, indicating that it is
restricted to amenities within municipal facilities or a feature in a park, such as bench, or
gazebo.
2. Consideration for Renaming Facility
Consultation with VAC
2.1 Staff met with the VAC board on June 11, 2025, at the direction of Council. During the
board meeting, the board suggested that they rebrand to Visual Arts Clarington, as they
are not simply the building, they can provide services anywhere in the Municipality.
While they currently operate at the historic building at 143 Simpson Avenue, they could
operate anywhere. The Board outlined considerations for Council (Attachment 1).
2.2 The board was not explicitly opposed to renaming the facility, and did identify that often
in gallery spaces, naming rights often provide monetary compensation/support to the
gallery for the renaming of the space. This is seen at a variety of locations such the
Robert McLaughlin Gallery in Oshawa. VAC also identified that in any agreement, there
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would need to be a clause that explicitly identified VAC's cultural and artistic freedom of
expression, and that it remained separate from any means for the family to influence the
program of the gallery.
2.3 The VAC Board also identified the Heritage constraints be given considerations given
the designation of the building.
Heritage Considerations
2.4 The historic building at 143 Simpson Avenue is currently named the Cream of Barley
Mill after the function it performed in producing cream of barley when it was in operation.
2.5 The property was designated as a heritage property in 1979 through By -Law 79-033.
2.6 To rename the building the "Marie Hubbard Visual Arts Centre" would require an update
to the by-law and to change the name from Cream of Barley Mill, which could remove
the site's historical significance as it relates to the production of Cream of Barley cereal
and its role in the economic and social development of Bowmanville during the late 19th
and early 20th centuries.
2.7 The proposition would need to be reviewed by the Heritage Committee before
proceeding.
2.8 Currently, staff do not recommend proceeding with this option.
Other Forms of Commemoration Considered
2.9 Staff explored the option of reclassifying the existing laneway leading to the VAC as a
municipal roadway accompanied by a new civic address. Currently, both the VAC and
Soper Creek Park share Simpson Avenue addresses. Establishing a new roadway
would require the passage of a By -Law. Furthermore, when the municipality initiates a
street name change, nominal compensation is typically provided to affected parties to
offset associated costs. This change would necessitate updating the addresses for both
the Cream of Barley Mill Building and Soper Creek Park, as well as revising the 911
directory and Computer -Aided Dispatch (CAD) systems.
2.10 Renaming the laneway while retaining the existing Simpson Avenue address introduces
a risk of confusion during emergency situations and may hinder timely response efforts.
2.11 The existing laneway is currently maintained by Public Works but is not classified as a
roadway nor subject Minimum Maintenance Standards (MMS). If the laneway were
designated as a municipal road, it would become subject to MMS requirements,
including routine inspections, maintenance obligations, and associated operational
costs. These costs would vary based on factors such as the surface's age and current
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condition. Public Works currently provides snow removal services to the laneway and
Soper Creek parking lot. Both services can be absorbed through existing operating
budgets.
2.12 If renaming was directed, a comprehensive assessment of the roadway surface will be
required to determine its current condition and to schedule appropriate rehabilitation in
the capital forecast. Any upgrades or rehabilitation work must comply with current
construction standards and would be incorporated into the existing rehabilitation
program.
2.13 Given the cost and complexity of the required changes to rename the laneway to
roadway, staff do not recommend proceeding with this commemoration option.
2.14 As an alternative to renaming the Laneway, a meaningful option for commemoration
could involve renaming Soper Creek Park or specific features within the park. If
renaming the park is preferred, this should ideally align with its reopening after
construction is complete. It is important to note that any renaming of parks is governed
by the Naming Rights and Naming of Facilities Policy and would require an exception by
Council to the policy.
2.15 Renaming the park or one of its features, such as the trail running through it would be a
feasible and less complex option to consider. This change would involve costs for
updating signage, estimated at up to $12,000 depending on the design and installation
requirements.
2.16 VAC has included in its capital improvement plans the construction of a deck to support
theatre performances and other social events. The draft proposal outlines a structure
approximately 30 by 35 feet (1,050 sq. ft.), which could be built using either pressure -
treated lumber or composite materials. Estimated costs range from $73,500 to
$120,750, depending on the materials selected. The construction and dedication of the
deck would coincide with the VAC's 50th anniversary celebration, scheduled for the
summer of 2026.
3. Financial Considerations
3.1 Staff's original proposal for developing a commemorative garden and seating area was
estimated to cost $10,000.
3.2 If renaming the facility was contemplated the estimated cost would be between $7,000
and $10,000.
3.3 Renaming of the Laneway to a municipal roadway will incur costs to the VAC, estimated
costs would be between $3000 to $5000 should be allocated.
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3.4 Renaming of Soper Creek park or attributes, such as the trail is estimated to be $12,000
for proper signage.
3.5 The construction of a deck, depending on materials is estimated to at $73,500 to
$120,750, with potential grant opportunities that could be pursued by VAC to offset
construction costs.
3.6 Renaming the laneway and designating it as a municipal roadway will require staff
resources for scheduled inspections to identify deficiencies and perform patch repairs
as needed, these costs will be absorbed through existing budgets. Future capital costs
for rehabilitation and related improvements will be based on prevailing market
conditions at the time of implementation.
4. Strategic Plan
4.1 The recommendation within this report aligns with Council's objectives to recognize and
celebrate our community and support for the local arts and heritage sectors.
5. Climate Change
Not Applicable.
6. Concurrence
6.1 The Deputy CAO of Planning and Infrastructure and the Deputy CAO/Treasurer have
reviewed the report.
7. Conclusion
7.1 It is respectfully recommended that Council review and consider the options presented
in this report and approve their preferred course of action along with appropriate
allocation of funds for implementation.
Staff Contact: Mariano Perini, Director, Public Works, mperini@clarington.net.
Attachments:
Attachment 1 — Visual Arts Centre proposal to renaming the VAC building.
Interested Parties:
Dionne Powlenzuk, Executive Director, Visual Arts Centre of Clarington
director(o),vac.ca
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AL
Visual Arts Centre of Clarington — Formal Position on the Proposed Renaming of
the VAC Building in Honour of Marie Hubbard
To: Mayor Adrian Foster, Members of Clarington Council, and Municipal Staff
From: Board of Directors, Visual Arts Centre of Clarington (VAC)
Date: June 12, 2025
Subject: Formal Position on Proposed Building Renaming
The Board of Directors of the Visual Arts Centre of Clarington (VAC) has reviewed the
proposal to rename the VAC building in honour of Marie Hubbard and is pleased to
provide the following formal response for consideration by the Municipality of Clarington.
The VAC Board supports the recognition of Marie Hubbard's legacy and contributions to
the community and is open to participating in discussions about an appropriate and
meaningful form of commemoration.
Key Considerations from the VAC Board Discussion:
1. Naming Clarification:
We understand, based on discussions with Lee Ann Reck (Deputy CAO, Public
Services Department) and Mariano Perini (Director, Public Works), that the intent
is to rename the municipally owned building only —not the VAC organization
itself.
2. Legal and Administrative Implications:
Should the building name be changed to incorporate Marie Hubbard's name, we
request support in understanding the legal and administrative implications,
including any costs associated with filing or updating signage, public
communications, or collateral materials.
3. Organizational Identity:
Should the building name change, the VAC could be renamed Visual Arts
Clarington in the Marie Hubbard Centre/Building. This would preserve the VAC's
current logo, and its public identity could remain unchanged. However, should a
full renaming of the organization ever be considered, we note that this would
require legal consultation and review of our governance documents.
4. Family Involvement and Artistic Autonomy:
In light of conversations regarding the Hubbard family's potential involvement in
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Attachment 1 to Report PUB-010-25
artistic decisions, the Board recommends that any role be clearly outlined in
writing to ensure alignment with VAC's curatorial independence and our
longstanding commitments to public funders such as the Ontario Arts Council
(OAC) and Canada Council for the Arts (CCA).
5. Funding Considerations:
We request information regarding whether any municipal funding would be
available to offset renaming -related expenses, including legal, administrative, or
communications costs.
6. Alternative Recognition Options:
The Board explored additional or complementary options for honouring Marie
Hubbard, such as naming a dedicated performance/outdoor deck, a dedicated
seating area and installing commemorative signage or plaques.
7. Strategic Relationship with the Municipality:
The VAC wishes to explore a strengthened long-term economic relationship with
the Municipality and requests a meeting with Mary -Anne Dempster (CAO
Municipality of Clarington) or Justin MacLean (Justin MacLean, Director -
Strategic Initiatives) to discuss future planning, sustainability, and mutual goals.
8. Heritage Committee Consultation:
We ask whether the Heritage Committee has been consulted and, if not,
recommend that they be included in the process, given the historical significance
of the VAC building and its existing name, Cream of Barley Mill.
9. Timing Opportunity — VAC 50th Anniversary:
The VAC's upcoming 50th anniversary presents an ideal opportunity to unveil the
renaming at a public event or exhibition opening. We welcome collaboration to
align the timing with this milestone, pending Council's decision and
implementation planning.
The VAC Board affirms its support for a respectful and thoughtful commemoration of
Marie Hubbard's legacy and looks forward to working with the Municipality to determine
the most appropriate and meaningful path forward.
Sincerely,
Dionne Powlenzuk
Executive Director
On behalf of the Board of Directors
Visual Arts Centre of Clarington
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Clarington
Staff Report
If this information is required in an alternate accessible format, please contact the Accessibility
Coordinator at 905-623-3379 ext. 2131.
Report To: General Government Committee
Date of Meeting: September 8, 2025 Report Number: LGS-030-25
Authored By: Lindsey Turcotte, Committee Coordinator
Submitted By: Rob Maciver, Deputy CAO/Solicitor, Legislative Services
Reviewed By: Mary -Anne Dempster, CAO Resolution#:
File Number: By-law Number:
Report Subject: Appointment to the Accessibility Advisory Committee, Anti -Black Racism
Advisory Committee, Bowmanville Santa Claus Parade Committee, and
Diversity Advisory Committee.
Recommendations:
1. That Report LGS-030-25, and any related delegations or communication items, be
received;
2. That the resignation of Michael Kamstra, from the Accessibility Advisory Committee,
Rochelle Thomas and Dione Valentine from the Anti -Black Racism Advisory,
Jennifer Bheemsingh and Dory Strikwerda from the Bowmanville Santa Claus
Parade Committee, and Rochelle Thomas from the Diversity Advisory Committee,
be received with thanks;
3. That Sandra Kearns be appointed to the Bowmanville Santa Claus Parade
Committee for a term ending December 31, 2026, or until a successor is appointed;
4. That the Committee consider the applications, in accordance with the
Board/Committee Management Policy, for appointments to the Accessibility Advisory
Committee, Anti -Black Racism Advisory Committee, and Diversity Advisory
Committee, and that the vote be conducted to appoint the citizen representatives for
a term ending December 31, 2025, or until a successor is appointed; and
5. That all interested parties listed in Report LGS-030-25 and any delegations be
advised of Council's decision.
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Report LGS-030-25
Report Overview
This report is intended to provide background information regarding the vacancies on the
Accessibility Advisory Committee, Anti -Black Racism Advisory Committee, Bowmanville
Santa Claus Parade Committee, and Diversity Advisory Committee to assist in the
appointment process.
1. Accessibility Advisory Committee (AAC)
1.1 The Accessibility Advisory Committee advises and helps the Municipality develop
strategies toward a barrier -free Clarington for people with disabilities. The goal is to
review Municipal policies, programs, and services to ensure they comply with provincial
accessibility standards. The Committee works to identify, prevent, and remove any
barriers faced by people with disabilities.
1.2 The Accessibility Advisory Committee is comprised of nine voting members appointed
by Council, including:
• Eight citizen members; and
• One member of Council.
1.3 The Committee requirements are as follows:
• The majority of Committee members (at least 50 per cent) shall be persons with
disabilities. If this requirement is not met, the Committee can still meet while
vacancies are being advertised.
• Members must be residents of Clarington.
• Members must have awareness and knowledge of the Accessibility for Ontarians
with Disabilities Act (AODA) and its standards.
• Members must have awareness and knowledge of disability and accessibility
issues.
• Members must be familiar with Clarington's goods, services, and facilities.
1.4 Personal support workers are welcome to attend meetings to provide support to a
person with a disability. However, personal support workers may not participate in
discussions independently and do not have voting rights.
1.5 Michael Kamstra was appointed to the AAC in February 2025, for a term ending
December 31, 2026, or until a successor is appointed. In May 2025, the Clerk's Division
received notification of their resignation.
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1.6 Currently, the AAC has 8 voting members; therefore Committee may appoint 1 citizen
for a term ending December 31, 2026, or until a successor is appointed. The following
have put forward an application for consideration:
• Jagmeet Kohli
• Valda Christian
2. Anti -Black Racism Advisory Committee (ABRAC)
2.1 The role of the Clarington Anti -Black Racism Advisory Committee (ABRAC) is to provide
advice to Council on issues related to anti -Black racism in Clarington. ABRAC Members
are responsible for providing strategic advice, feedback, and insight to Council about
the needs of the Black community, including businesses in Clarington, with a lens to
enhance access and inclusion for the Black community, contribute to the dismantling of
anti -Black racism, and support the unique needs of diverse Black communities in
Clarington.
2.2 The Committee shall be comprised of the following 12 voting members, appointed by
Council:
• 8 citizen members who self -identify as part of the Black community;
• 1 Youth member, between the ages of 16-24 years who self -identifies as part of
the Black community;
• 1 Member of Council; and
• 2 representatives from local organizations.
2.3 Membership will be sought on the basis of broad interest, understanding, and
commitment to identifying and addressing anti -Black racism in the Municipality.
Additional qualifications include:
• Citizen and Youth Members shall be residents of Clarington.
• Skills, knowledge, and lived experience needed to contribute effectively to the
purpose, mandate and scope of activity for the ABRAC.
Specific expertise and interests related to Black business, culture, education,
employment, health, heritage, and psychological and community safety, among
other areas.
2.4 Rochelle Thomas was appointed to the ABRAC in January 2025, for a term ending
December 31, 2026, or until a successor is appointed. In June 2025, the Clerk's
Division received notification of their resignation.
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2.5 Dione Valentine was appointed to the ABRAC in January 2025, for a term ending
December 31, 2026, or until a successor is appointed. In July 2025, the Clerk's Division
received notification of their resignation.
2.6 Currently, the ABRAC has 10 voting members; therefore, the Committee may appoint 2
citizens for a term ending December 31, 2026, or until a successor is appointed. The
following have put forward an application for consideration:
• Angola Phillips
• Dione LaFleur
• Olajide Oni
• Tosin Soremekun
3. Bowmanville Santa Claus Parade Committee (BSCP)
3.1 The Bowmanville Santa Claus Parade Committee is a Committee of Council,
responsible for organizing and conducting the annual Bowmanville Santa Claus Parade
and ensuring that an inclusive and safe parade event is planned and presented for the
community. The mission of the Committee will be accomplished through the provision of
advice and recommendations on Christmas parade matters, as well as hands-on work.
3.2 The Committee shall be comprised of the following 11 voting members, appointed by
Council:
• 10 citizen members; and
• 1 Member(s) of Council
3.3 Members appointed to the Committee shall demonstrate commitment to, and interest in,
the Clarington community; and be residents of the Municipality of Clarington, work in the
Municipality of Clarington, or have a place of business in the Municipality.
3.4 Jennifer Bheemsingh was appointed to the BSCP Committee in February 2025, for a
term ending December 31, 2026, or until a successor is appointed. In May 2025, the
Clerk's Division received notification of their resignation.
3.5 Dory Strikwerda was appointed to the BSCP Committee in March 2024, for a term
ending December 31, 2026, or until a successor is appointed. In July 2025, the Clerk's
Division received notification of their resignation.
3.6 Mia Mansi was removed from the BSCP Committee at the June 23, 2025, Council
meeting (Resolution #C-153-25).
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3.7 Currently, the BSCP Committee has 8 voting members (of 11 required); therefore, the
BSCP Committee has 3 vacancies for a term ending December 31, 2026. The
Committee may appoint the following applicant or direct Staff to continue to advertise for
all three vacancies. If the Committee chooses to appoint the following applicant, Staff
will re -advertise for the two remaining vacancies.
• Sandra Kearns
3.8 Staff received an additional application; however, they do not meet the age requirement
of 18 years old as outlined in Section 5.9 of the Board/Committee Management Policy.
The applicant is 14 years old, and as a result, the applicant is not being recommended
for appointment.
4. Diversity Advisory Committee (DAC)
4.1 The role of the Clarington Diversity Advisory Committee (DAC) is to provide advice to
Council on issues related to Inclusion, Diversity, Equity and Anti -Racism (IDEA),
specifically looking at ways to foster awareness, reduce barriers, promote inclusion and
engage residents.
4.2 DAC Members are responsible for providing strategic advice, feedback, and insight to
Council about the unique and diverse needs of the community, including businesses in
Clarington, with a lens to enhance access and inclusion and contribute to the
dismantling of discrimination and racism in Clarington.
4.3 The Committee shall be comprised of 13 voting members, appointed by Council:
• 9 citizen members;
• 1 youth member (16 to 24 years);
• 1 Member of Council; and
• 2 representatives from organizations
4.4 The Committee aims to represent a broad cross-section of underserved and equity -
deserving groups. This includes but is not limited to Indigenous Peoples; racialized
people; Two Spirit, Lesbian, Gay, Bisexual, Transgender, Queer and/or Questioning,
Intersex, Asexual (2SLGBTQQIA+), and additional ways in which people choose to
identify; people of diverse ethnic or cultural origin; newcomers, or new Canadians.
4.5 Membership will be sought on the basis of broad interest, understanding, and
commitment to identifying and addressing inclusion, diversity, equity, and anti -racism
issues. Additional qualifications include:
• Citizen and Youth Members shall be residents of Clarington.
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Report LGS-030-25
• Skills, knowledge, and lived experience needed to contribute effectively to the
purpose, mandate, and scope of activity for the DAC.
• Commitment as a change -agent in inclusion, diversity, equity, and anti -racism
matters in the community.
4.6 Rochelle Thomas was appointed to the DAC in March 2024, for a term ending
December 31, 2026, or until a successor is appointed. In June 2025, the Clerk's
Division received notification of their resignation.
4.7 Currently, the DAC has 12 voting members therefore, Committee may appoint 1 citizen
for a term ending December 31, 2026, or until a successor is appointed. The following
have put forward an application for consideration:
• Ann Michelle Tesluk
• Babajide Oresanya
• Georgia Young
• Kathy Lashley
• Latanya Farquharson
• Matthew McCready
• Pankaj Panchal
• Sienna Ragbar
5. Advertising and Applications
5.1 The Municipal Clerk's Division placed an advertisement in local papers and on the
Municipality's website, www.clarington.net/Commitees, to fill the vacancy on the
Accessibility Advisory Committee, Anti -Black Racism Advisory Committee, Bowmanville
Santa Claus Parade Committee, and Diversity Advisory Committee.
5.2 To extend the reach of our advertisements for vacancies, the Clerk's Division has
created a profile on the www.claringtonvolunteers.ca website. Vacancies on the
Accessibility Advisory Committee, Anti -Black Racism Advisory Committee, Bowmanville
Santa Claus Parade Committee, and Diversity Advisory Committee were listed on the
Clarington Volunteers website.
5.3 In accordance with the "Board/Committee Management Policy", a confidential
application package has been attached as Attachment 1.
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6. Financial Considerations
Not Applicable.
7. Strategic Plan
L.4.1: Increase opportunities for civic engagement and public participation.
8. Concurrence
Not Applicable.
9. Conclusion
It is respectfully recommended that Committee consider the vote to make the
appointments to the Accessibility Advisory Committee, Anti -Black Racism Advisory
Committee, Bowmanville Santa Claus Parade Committee, and Diversity Advisory
Committee, for a term ending December 31, 2026, or until a successor is appointed.
Staff Contact: Lindsey Turcotte, Committee Coordinator, 905-623-3379 ext. 2106 or
LTurcotte@clarington.net.
Attachments:
Attachment 1 — Confidential Application Package (Distributed Under Separate Cover)
Interested Parties:
The following interested parties will be notified of Council's decision:
All Applicants
Accessibility Advisory Committee
Anti -Black Racism Advisory Committee
Bowmanville Santa Claus Parade Committee
Diversity Advisory Committee
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Municipality of Clarington
General Government Committee Meeting Resolution
DATE: September 8, 2025
MOVED BY Mayor Foster
SECONDED BY Councillor Elhajjeh
Whereas democracy is healthy when everyone is able to participate fully and
safely and contribute to the well-being of their community;
And whereas we are witnessing the dissolution of democratic discourse and
respectful debate across all levels of government and in neighbouring
jurisdictions;
And whereas Ontario's municipally elected officials are dealing with increasingly
hostile, unsafe work environments, facing threats and harassment;
And whereas social media platforms have exacerbated disrespectful dialogue,
negative commentary, and toxic engagement, which disincentivize individuals,
especially women and candidates from diverse backgrounds, from running for
office;
And whereas better decisions are made when democracy is respectful and
constructive and the voices of diverse genders, identities, ethnicities, races,
sexual orientations, ages and abilities are heard and represented around
municipal council tables;
And whereas the Association of Municipalities of Ontario's Healthy Democracy
Project has identified concerning trends with fewer people voting in local
elections and running for municipal office;
And whereas, in 2024, female elected representatives from across Halton formed
a group called H.E.R. (Halton Elected Representatives), which pledged to speak
out against harassment and negativity in politics and call on elected officials to
uphold the highest standards of conduct;
And whereas H.E.R. Halton has launched a campaign called "Elect Respect" to
promote the importance of healthy democracy and safe, inclusive, respectful
work environments for all elected officials, which encourages individuals to
participate in the political process;
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And whereas, on June 5, 2025, the Canadian Association of Feminist
Parliamentarians launched a non -partisan "Parliamentary Civility Pledge" to
encourage all parliamentarians to commit to ending workplace harassment and
increasing civility on Parliament Hill, modelled after the pledge developed in
Halton by representatives of H.E.R.;
Now therefore be it resolved:
1. That the Council of the Municipality of Clarington supports the Elect
Respect pledge and commits to:
a) Treat each other, and others, with respect in all spaces —public,
private, and online,
b) Reject and call out harassment, abuse, and personal attacks,
c) Focus debate on ideas and policies, not personal attacks,
d) Help build a supportive culture where people of all backgrounds feel
safe to run for and hold office,
e) Call on relevant authorities to ensure the protection of elected officials
who face abuse or threats, and
f) Model integrity and respect by holding one another to the highest
standards of conduct.
2. That the Council of the Municipality of Clarington calls on elected officials,
organizations and community members to support the Elect Respect
campaign and sign the online pledge at www.electrespect.ca.
3. That a copy of this resolution be sent to Durham Region Municipalities,
Durham Region, the Association of Municipalities of Ontario, Ontario's Big
City Mayors, the Federation of Canadian Municipalities, MPs Jamil Javani
and Phillip Lawrence, and Minister Todd McCarthy and Minister David
Picinni.
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Municipality of Clarington
General Government Committee
Resolution #
Date: September 8, 2025
Moved By: Mayor Foster
Seconded By: Councillor
That staff investigate and report back on practices in peer municipalities of
reporting on expenses of elected representatives, and provide options for
Clarington Council to consider.
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