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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.
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.
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.
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.
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.
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.
[Type here]
Clarington Information
Technology (IT) Strategy
2025-27
Attachment 1 to Report FSD-028-25
2
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.
Attachment 1 to Report FSD-028-25
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Table of Contents
Foreword........................................................................................................................ 2
Executive Summary ...................................................................................................... 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
Team responsibilities:................................................................................................................... 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
Risk Management ....................................................................................................... 17
Governance and Performance Measurement ........................................................... 18
Governance Structure:.................................................................................................................. 18
Performance Measurement and KPIs: ......................................................................................... 18
Appendices .................................................................................................................. 19
Attachment 1 to Report FSD-028-25
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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.
Attachment 1 to Report FSD-028-25
5
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.
Attachment 1 to Report FSD-028-25
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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.
Attachment 1 to Report FSD-028-25
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g) Enhancing IT and business collaboration
o Feedback: Departments seek more structured IT engagement to align technology
solutions with operational needs.
o Strategic opportunity: Introduce Regular IT Engagement Sessions to build stronger
partnerships, facilitate two-way communication, and collaboratively address challenges
and opportunities.
Economic
Development
CAO's
Office
Strategic
Initiatives
Communications
Emergency &
Fire Services
Public
Services
Public Works
Community
ServicesPlanning and
Infrastructure
Community
Planning Building Officials
Development
Review
Development
Engineering
Construction
and Inspections
Finance
Accounting
Financial
Planning
Taxation
Services
Procurement
Legislative
Services
Clerks
Human
Resources
Information Technology
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
Attachment 1 to Report FSD-028-25
8
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
o 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
o 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.
Attachment 1 to Report FSD-028-25
9
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 AI tools.
o IT to develop training, access, and frameworks to enable effective AI 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 AI'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.
Attachment 1 to Report FSD-028-25
10
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
Attachment 1 to Report FSD-028-25
11
Team responsibilities:
Business
Development
Client and
Application Support
Network
Administration
Project management
Corporate business
development
Geographic
information systems
(GIS) administration
IT service
management
IT Helpdesk
Applications support
Network and
infrastructure
Cyber security
Disaster recovery and
auditing
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.
Attachment 1 to Report FSD-028-25
12
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. AI 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
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.
Attachment 1 to Report FSD-028-25
13
Goals
Strengthen Innovate Transform
S.1 Establish and
operationalize a
comprehensive disaster
recovery and business
continuity framework to
ensure Clarington’s
resilience against
disruptions.
I.1 Enhance service
delivery and resident
engagement through the
implementation of modern
digital solutions (i.e. LMS,
CRM, ERP).
T.1 Foster continuous
workforce development
through an adaptive learning
culture that supports digital
proficiency and leadership
growth.
S.2 Implement evergreen
lifecycle management for
IT infrastructure, ensuring
sustainable technology
investments and proactive
system refreshes.
I.2 Optimize service
delivery and process
automation through
modernization efforts,
leveraging CI/CD and
emerging technology
frameworks.
T.2 Enhance data
governance, quality, and
reporting by developing an
Innovation Lab, Business
Intelligence, and Decision
Support program to inform
strategic decision-making.
S.3 Protect the Municipal
information assets and
infrastructure through a
continuously improved
cyber security program.
I.3 Pilot and scale smart
city initiatives, leveraging
technology to drive
sustainability, efficiency,
and improved Municipal
services.
T.3 Replace manual and
outdated digital processes
with automated, intelligent
systems that drive
efficiency, reduce
redundancy, and improve
service delivery.
S.4 Expand cross-sector IT
partnerships with Municipal
institutions, regional
agencies, and public-
private entities to enhance
service integration and
digital collaboration.
I.4 Establish strategic
partnerships with
government agencies,
academia, and industry
leaders to drive technology
innovation, knowledge-
sharing, and collaborative
solutions.
T.4 Develop a responsible
AI governance framework,
identifying AI-driven
opportunities to optimize
Municipal operations while
ensuring ethical and
transparent AI adoption.
Attachment 1 to Report FSD-028-25
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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.
Snippet of part of the IT Initiatives List
Attachment 1 to Report FSD-028-25
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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 AI Governance framework, and identify areas where AI 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.
Attachment 1 to Report FSD-028-25
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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)
o 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)
o 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.
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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 (BC/DR) 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.
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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.
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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) 2.0
Attachment 1 to Report FSD-028-25