HomeMy WebLinkAbout2025-10-06
General Government Committee
Post-Meeting Agenda
Date:October 6, 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: Laura Preston, Temporary
Committee Coordinator, at 905-623-3379, ext. 2142 or by email at lpreston@clarington.net.
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at a Committee or Council meeting, the Municipality will be recording you and will make the
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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.
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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.
Pages
1.Call to Order
2.Land Acknowledgement Statement
3.Declaration of Interest
4.Announcements
5.Presentations/Delegations
6.Consent Agenda
6.1 LGS-026-25 - Staff Accomplishments Annual Report 4
6.2 LGS-033-25 - Appointment to the Orono Business Improvement Area
Board (BIA)
7
6.3 FSD-029-25 - Engineering Services for Concession Road 4
Reconstruction & Liberty Street North Improvements
10
6.4 FSD-030-25 - Delegated Authority for Consulting and Professional
Services for New Operations Depot, Fire Station and Training Facility
15
6.5 FSD-031-25 - Courtice Community Complex – Boiler Replacement 18
6.6 FSD-032-25 - Development of the Growth Management Study 23
6.7 PUB-016-25 - Civic Recognition Award Program 28
6.8 CAO-016-25 - Proposed Municipal Accommodation Tax Program 32
6.9 CAO-017-25 - Economic Development Semi-Annual Update 37
6.10 CAO-018-25 - Council-Staff Relations Policy (2025 Update)51
7.Items for Separate Discussion
8.New Business
General Government Committee Agenda
October 6, 2025
Page 2
9.Confidential Items
9.1 LGS-034-25 - OLT Appeal - Lambs Road School Property 74
Municipal Act, 2001 Section 239 (2) (e)
10.Adjournment
General Government Committee Agenda
October 6, 2025
Page 3
Staff Report
If this information is required in an alternate accessible format, please contact the Accessibility
Coordinator at 905-623-3379 ext. 2131.
Report To: General Government Committee
Date of Meeting: October 6, 2025 Report Number: LGS-026-25
Authored By: Yvonne Zach, Organization Development & Learning Specialist
Submitted By: Rob Maciver, Deputy CAO/Solicitor, Legislative Services
Reviewed By: Mary-Anne Dempster, CAO
Report Subject: Staff Accomplishments Annual Report
Recommendations:
1. That Report LGS-026-25 be received; and
2. That Council direct the Chief Administrative Officer to develop and implement a
program that recognizes employee accomplishments through an annual repo rt
presented to Council in accordance with the parameters identified in Report LGS-
026-25.
Page 4
Report Overview
This report outlines the proposed annual program to recognize employee accomplishments.
It defines the categories of achievements to be acknowledged and confirms that recognized
employees will be formally acknowledged by Council.
1. Background
1.1 At the General Government Committee meeting of May 5, 2025, the Committee passed
Resolution # GG-106-25 directing Staff to establish an annual report recognizing the
accomplishments of Staff.
2. Report Details
2.1 The annual report will consist of:
a. A compilation of employee accomplishments that have been announced throughout
the year within the organization but not previously shared with Council. These
include:
Departmental quarterly scoreboard “kudos and shoutouts” to recognize
individuals work accomplishments.
Recipients of the CAO’s Annual Awards for Leadership, Core Values, Service
Excellence, and IDEA at the end of each year.
The list of annual long-term service award recipients.
b. A compilation of employee’s personal and professional achievements and/or
contributions to the community completed in the current year. These include:
An “honour roll” celebrating commitment to learning and development through
achievement of certificates, programs, degrees, certifications, designations, etc.
Volunteer community service (significant personal dedication to serve
Clarington’s community organizations).
Election or voluntary commitment to sit on a board that serves a professional
organization to which the individual belongs.
Election or voluntary commitment to sit on a board that serves a community
organization in a personal capacity.
Recognition and/or awards given by external and other organizations,
associations, or levels of government, etc.
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Municipality of Clarington Page 3
Report LGS-026-25
2.2 The complete report will be submitted to the General Government Committee in the first
quarter of each year to recognize the previous year’s achievements.
2.3 Individuals included in the report will be invited to be recognized at Council.
3. Financial Considerations
Not Applicable.
4. Strategic Plan
4.1 The recommendations in this report support priority L.1: An employer of choice and the
actions therein to promote a culture of corporate excellence through development and
implementation of a People Strategy.
4.2 “Employer of Choice” describes an organization that is highly sought after by job
seekers due to its positive work environment, inclusive culture, values and benefits. The
People Strategy is a plan built on that vision which demonstrates, as an employer, we
value our people and recognize our workforce as the backbone to the Municipality’s
achievements.
5. Climate Change
Not Applicable.
6. Concurrence
Not Applicable.
7. Conclusion
7.1 It is respectfully recommended that Council direct the Chief Administrative Officer to
develop a formal program to recognize employee accomplishments, with a summary of
these achievements presented to Council on an annual basis.
Staff Contact: Yvonne Zach, Organization Development & Learning Specialist,
yzach@clarington.net.
Attachments:
Not Applicable
Interested Parties:
There are no interested parties to be notified of Council's decision.
Page 6
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: October 6, 2025 Report Number: LGS-033-25
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 Orono Business Improvement Area Board (BIA)
Recommendations:
1. That Report LGS-033-25, and any related delegations or communication items, be
received;
2. That the resignations of Frank Maitland, Karen Lowry, and Gavin Crabb, from the
Orono Business Improvement Area Board, be received with thanks;
3. That Brad Beckstead, Chad Harmer, and Will Davies be appointed to the Orono
Business Improvement Area Board for a term ending December 31, 2026, or until a
successor is appointed; and
4. That all interested parties listed in Report LGS-033-25, and any delegations be
advised of Council’s decision.
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Municipality of Clarington Page 2
Report LGS-033-25
Report Overview
This report is intended to provide background information regarding the appointment to the
Orono Business Improvement Area Board (OBIA)
1. Background
1.1 In accordance with By-law 2016-029, the OBIA Board of Management is composed of a
total of 5 directors, one of whom shall be a Member of Council who is appointed directly
by the Municipality. The other four directors shall be selected by a vote of the BIA
Membership and then appointed by the Municipality.
1.2 In January 2023, Council appointed the following to the OBIA Board for a term ending
December 31, 2026, or until a successor is appointed:
Gavin Crabb
Karen Lowery
Frank Maitland
Heather Maitland
Councillor Zwart
2. Current Situation
2.1 It has come to our attention that Frank, Karen, and Gavin formally resigned from the
Board in January 2025. No resignations/new Board members were forwarded to the
Municipality. The Board had its Annual General Meeting (AGM) in January 2025, during
which new members were nominated. The Board believed that Staff had been notified
of the changes through the forwarding of meeting minutes regarding new members. The
minutes had no mention of resignations.
2.2 The Orono BIA has now provided the new Board of Management members to replace
the three resignations, for appointment as follows:
Brad Beckstead
Chad Harmer
Will Davies
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Municipality of Clarington Page 3
Report LGS-033-25
3. Financial Considerations
Not Applicable.
4. Strategic Plan
L.4.1: Increase opportunities for civic engagement and public participation.
5. Concurrence
Not Applicable.
6. Conclusion
It is respectfully recommended that Committee consider the appointment to the Orono
Business Improvement Area Board, 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:
Not Applicable.
Interested Parties:
The following interested parties will be notified of Council's decision:
Orono Business Improvement Area Board
Page 9
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: October 6, 2025 Report Number: FSD-029-25
Authored By: Mandy Chong, Manger, Procurement
Submitted By: Trevor Pinn, Deputy CAO/Treasurer, Finance and Technology
Reviewed By: Mary-Anne Dempster, CAO
By-law Number: Resolution Number:
File Number: RFP2025-10
Report Subject: Engineering Services for Concession Road 4 Reconstruction & Liberty
Street North Improvements
Recommendations:
1. That Report FSD-029-25, and any related delegations or communication items, be
received;
2. That Ainley Graham & Associates Limited with a bid amount of $308,659.96 (Net
HST Rebate) being the highest scoring Proponent meeting all terms, conditions and
specifications of RFP2025-10 be awarded the contract for the provision of
Engineering Services for Concession Road 4 Reconstruction & Liberty Street North
Improvements;
3. That the funds required to complete this project be funded from the approved
budget; and
4. That all interested parties listed in Report FSD-029-25, be advised of Council’s
decision.
Page 10
Municipality of Clarington Page 2
Report FSD-029-25
Report Overview
To request authorization to award RFP2025 -10 – Engineering Services for the Concession
Road 4 Reconstruction & Liberty Street North Improvements to Ainley Graham & Associates
Limited.
1. Background
1.1 The Municipality of Clarington requires the assistance of a qualified engineering firm
(team) to provide engineering services for the detailed design and tender preparation for
the Concession Road 4 Reconstruction & Liberty Street North Improvements in
Bowmanville. The limits of the project are on Concession Rd 4 from the intersection with
Liberty Street N to 400m east of Liberty St North. In addition, from 200m of the
Concession Rd 4 and Liberty Street North intersection to 600m north of the intersection.
1.2 Road improvements are required to enhance the roadways to support traffic movements
for the Public Works Operations Centre, Fire Station and Training Centre.
1.3 A Request for Proposal was drafted to allow the Municipality to select a qualified
consultant to assist with the reconstruction of Concession Road 4 and the road
improvements required for Liberty Street North in Bowmanville.
1.4 Request for Proposal RFP2025-10 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.
2. Analysis
2.1 The Request for Proposal closed on August 18, 2025.
2.2 Fourteen (14) companies registered as plan takers. Six (6) 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:
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Municipality of Clarington Page 3
Report FSD-029-25
Experience and qualifications of both the firm as well as the proposed team who
would be working on the project.
That the proposed team had the expertise in the fields required such a s Civil
Engineering, Stormwater Management and Drainage Design, Streetlight Design,
Geotechnical Engineering and Management of Excess Soil, Landscape
Architecture Design
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, three (3) 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, Ainley Graham & Associates Limited.
2.8 Ainley Graham & Associates Limited has not completed work for the Municipality in the
past; therefore, reference checks were completed and were satisfactory.
3. Financial Considerations
3.1 This project was broken down into two stages for pricing purposes:
3.1.1. The first stage will include the design and approvals as well the preparation of
the tender documents and tendering phase. This portion of the work was
quoted as $188,725.62 (Net HST Rebate).
3.1.2. The second stage was provisional and included the Inspection and Contract
Administration services required during the execution of the work. This portion
of the work was quoted as $119,934.34 (Net HST Rebate)
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Municipality of Clarington Page 4
Report FSD-029-25
3.2 The funding required for this contract award is $308,659.96 (Net HST Rebate) will be
funded from the following account and is within the approved budget
Description Account Number Amount
Concession Rd 4 – CODEFS
Road Upgrades
110-50-330-83603-7401 $308,660
4. Strategic Plan
This project supports Strategic Plan objective G.2.2 – Advance construction of a new
Public Works facility, including a Fire Headquarters and Service Excellence Training
Centre.
5. Climate Change
Not Applicable.
6. Concurrence
This report has been reviewed by the Deputy CAO, Planning and Infrastructure who
concurs with the recommendations.
7. Conclusion
It is respectfully recommended that Ainley Graham & Associates Limited with a bid
amount of $308,659.96 (Net HST Rebate) being the highest scoring Proponent meeting
all the requirements of RFP2025-10 be awarded the contract for the provision of
Engineering Services for Concession Road 4 Reconstruction & Liberty Street North
Improvements.
Staff Contact: Mandy Chong, Manger, Procurement Services, 905-623-3379 EXT 2209 or
mchong@clarington.net.
Attachments:
Attachment 1 – Summary of Proposals Received
Interested Parties:
List of Interested Parties available from Department.
Page 13
Municipality of Clarington Page 5
Report FSD-029-25
Attachment 1 to Report FSD-029-25 – Summary or Proposals Received
The Municipality of Clarington
Summary of Proposals Received
RFP2025-10 Engineering Services for Concession Road 4
Reconstruction & Liberty Street North Improvement
Bidder Status
Ainley Graham & Associates Limited Short-listed
ConceptDash Inc. Not Short-listed
D.G. Biddle and Associates Ltd. Short-listed
Engage Engineering Ltd. Not Short-listed
Jp2g Consultants Inc. (Greer Galloway) Short-listed
Shellex Groupe Conseil Not Short-listed
Page 14
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: October 6, 2025 Report Number: FSD-030-25
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: Delegated Authority for Consulting and Professional Services for New
Operations Depot, Fire Station and Training Facility
Recommendations:
1. That Report FSD-030-25, and any related delegations or communication items, be
received;
2. That Council’s approval requirement under Section 73 of the Procurement By-law
2024-052 for Consulting and Professional Services over $100,000 be waived for the
design and construction of the new Operations Depot, Fire Station and Training
Facility;
3. That the Chief Administrative Officer be authorized to approve all Consulting and
Professional Services awards required for this project, subject to the requirements of
Procurement By-law 2024-052 and within the Council-approved Budget and;
4. That all interested parties listed in Report FSD-030-25, be advised of Council’s
decision.
Page 15
Municipality of Clarington Page 2
Report FSD-030-25
Report Overview
The Operations Depot, Fire Station and Training Facility project is scheduled to open in the
summer of 2028. To ensure continuity of work and maintain the approved project timeline,
staff recommend that the CAO be authorized to approve all awards for consulting and
professional services for this project, with biannual reports to Council for information on all
awards exceeding $100,000 made under this delegated authority.
1. Background
1.1 The Operations Depot, Fire Station and Training Facility project is a major multi-year
capital initiative with construction activities scheduled to achieve an anticipated opening
in the summer of 2028. The scale and complexity of the project require timely
acquisition of specialized consulting and professional services to support the various
stages of design and construction.
1.2 The consulting and professional services required for this project include services such
as architectural and engineering design, environmental and geotechnical investigations,
and heritage assessments. Each of these services are directly tied to construction
readiness, and timely acquisition is necessary to advance the project through each
stage.
1.3 Under Section 73 of the Procurement By-law 2024-052, the award of consulting and
professional service contracts exceeding $100,000 require Council approval. Each
award over this threshold follows Council’s regular meeting cycle, which can extend
timelines by up to eight weeks. The additional time required will impact the project’s
critical path and overall schedule.
2. Financial Considerations
2.1 All awards made under this delegated authority will remain subject to the approved
capital budget for the Operations Depot, Fire Station and Training facility project.
2.2 To maintain transparency, staff will report to Council, on a biannual basis, all consulting
and professional service awards exceeding $100,000 for this project.
3. Strategic Plan
3.1 The design and construction of the new Operations Depot, Fire Station and Training
Facility is a priority project within the Strategic Plan objective.
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Municipality of Clarington Page 3
Report FSD-030-25
4. Climate Change
Not Applicable.
5. Concurrence
This report has been reviewed by the Deputy CAO, Planning and Infrastructure who
concurs with the recommendations.
6. Conclusion
It is respectfully recommended that Council approve the recommendations in this report,
which will help ensure that the project remains on schedule and key milestones for the
new Operations Depot, Fire Station and Training Facility are met.
Staff Contact: Mandy Chong, Manager, Procurement, 905-623-3379 ext. 2209 or
mchong@clarington.net.
Attachments:
Not Applicable
Interested Parties:
There are no interested parties to be notified of Council's decision.
Page 17
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: October 6, 2025 Report Number: FSD-031-25
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: CL2025-15
Report Subject: Courtice Community Complex – Boiler Replacement
Recommendations:
1. That Report FSD-031-25, and any related delegations or communication items, be
received;
2. That the bid received from Carrier Commercial Services with a bid amount of
$395,846.40 (Net HST Rebate) being the lowest bidder meeting all terms, conditions
and specifications of CL2025-15 be awarded the contract for the boiler replacement
at the Courtice Community Complex;
3. That additional funding of $50,000.00 is required for this project be approved and
would be funded from the Climate Action Plan Reserve Fund; and,
4. That all interested parties listed in Report FSD-031-25, be advised of Council’s
decision.
Page 18
Municipality of Clarington Page 2
Report FSD-031-25
Report Overview
To request authorization from Council to award tender CL2025 -15 Courtice Community
Complex Boiler Replacement to the lowest compliant bidder.
1. Background
1.1 CIMA Canada Inc. were hired to design and prepare the tender specifications for the
boiler replacement at the Courtice Community Complex. The project scope includes the
removal and replacement of boiler units, pumps, and associated plumbing works.
Tender specifications were provided by Community Services Division.
1.2 Tender CL2025-15 was prepared and issued by the Procurement Division. The tender
was posted electronically on the Municipality’s website and closed on June 9, 2025.
2. Analysis
2.1 Nineteen companies registered as plan takers. Ten submissions were received. All
submissions were deemed compliant (see Attachment 1). The bid results were sent to
the department for their review.
2.2 After review and analysis by the Community Services Division and the Procurement
Division, it was mutually agreed that the low-compliant bidder, Carrier Commercial
Services, be recommended for the award of tender CL2025 -15.
2.3 The Municipality of Clarington has not worked with Carrier Commercial Services, in the
past and reference checks were completed and considered satisfactory.
3. Financial
3.1 Due to the industry pricing and timing of tender the budget is insufficient to complete the
boiler replacement required at the Courtice Community Complex. Staff are requesting
additional funding of $50,000.00 for this work to be approved and funded from the
Climate Action Plan Reserve Fund.
3.2 The total funding required for this project is $415,846.40, which includes the
construction costs of $395,846.40 (Net HST Rebate) and other related costs, including
equipment testing, and contingency in the amount of $20,000.00 (Net HST Rebate). The
funds exceed the allocated budget and are being requested to be funded from the
following accounts:
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Municipality of Clarington Page 3
Report FSD-031-25
Description Account Number Amount
CCC – Interior Improvements
2025
110-42-421-84252-7401 $365,846
Additional Funding Required –
Climate Action Plan RF
110-42-421-84252-7401 $50,000
4. Strategic Plan
This project aligns with C.4 of the strategic plan that implements the Parks, Recreation,
and Culture Master Plan and prioritizes recreation to cultivate a strong, thriving, and
connected community where everyone is welcome.
Additionally, the project aligns with C.2.5 prioritizing initiatives to improve community
safety and well-being.
5. Climate Change
On March 2, 2020, the Municipality declared a climate emergency, highlighting its
commitment to protect the community and ecosystems from climate change by re ducing
greenhouse gas (GHG) emissions that are causing climate change. (Resolution: GG-
083-20). The proposed project aligns with the objectives of the Clarington Climate
Action Plan, as it contributes to enhanced energy efficiency and a measurable reduction
in GHG emissions.
6. Concurrence
This report has been reviewed by the Deputy CAO, Public Services who concurs with
the recommendations.
7. Conclusion
It is respectfully recommended that Carrier Commercial Services be awarded the
contract to complete the boiler replacement required at the Courtice Community
Complex.
Staff Contact: Mandy Chong, Manager of Procurement, 905-623-3379 Ext 2209 or
mchong@clarington.net.
Attachments:
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Municipality of Clarington Page 4
Report FSD-031-25
Attachment 1 – Bid Summary
Interested Parties:
List of Interested Parties available from Department.
Page 21
Municipality of Clarington Page 5
Report FSD-031-25
Attachment 1 to Report FSD-031-25– Bid Summary
Municipality of Clarington
CL2025-15 – Courtice Community Complex – Boiler Replacement
Bid Summary
Bidder Total Bid
(Including HST) Total Bid
(Net HST Rebate)
Carrier Commercial Services $ 439,570.00 $395,846.40
Mic Mechanical Inc 457,692.94 412,166.67
Adamson and Dobbin Ltd. 479,120.00 431,462.40
Bagli Brothers Ltd. O/A B&B Mechanical
Services 508,435.71 457,862.11
Modern Niagara Building Services Inc 523,638.61 471,552.79
Crozier Environmental Inc 535,055.00 481,833.60
MacNamara Fuels, div. of Samuel P.
MacNamara Enterprise Limited 546,807.00 492,416.64
Enercare Home and Commercial Services
LP 558,220.00 502,694.40
Canadian Tech Air Systems Inc. 650,654.00 585,934.08
S.I.G. Mechanical Services Limited 715,290.00 644,140.80
Page 22
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: October 6, 2025 Report Number: FSD-032-25
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: RFP2025-13
Report Subject: Development of the Growth Management Study
Recommendations:
1. That Report FSD-032-25, and any related delegations or communication items, be
received;
2. That the proposal received from Watson & Associates Economists Ltd., being the
highest scoring proponent meeting all terms, conditions and specifications of
RFP2025-13 be awarded the contract for the development of the Municipality’s
Growth Management Study; and
3. That all interested parties listed in Report FSD-032-25, be advised of Council’s
decision.
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Municipality of Clarington Page 2
Report FSD-032-25
Report Overview
To request authorization to award RFP2025 -13 – Growth management Study for the
Municipality.
1. Background
1.1 The Municipality of Clarington requires the assistance of a qualified consulting firm with
the skills, resources, and experience necessary to prepare a Growth Management
Study for the Municipality. The Study will be one of several technical studies that will
inform Clarington’s Official Plan Review to ensure the vision for the Municipality
continues to meet the community’s evolving needs as we plan for growth and
development to 2051.
1.2 Staff from Planning and Infrastructure Services and the CAO’s Office collaborated to
develop the specifications for this Request for Proposal (RFP).
1.3 RFP2025-13 was issued by the Procurement Services Division 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 August 22, 2025.
2.2 Thirteen companies downloaded the request for proposal, and two proposals were
received (refer to Attachment 1) by the stipulated closing date and time. Both proposals
received were determined to have met the mandatory items as contained within the
RFP. Both compliant 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 and the CAO’s Office.
2.4 The RFP stipulated, among other things, that the proponents were to provide a
description of the Firm/Consulting team, key qualifications, firm profile, highlights of past
service and experience of team members with projects of similar size, nature and
complexity, and demonstrate their understanding of the Municipality’s requirements.
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Municipality of Clarington Page 3
Report FSD-032-25
2.5 The evaluation committee met to review and agree upon the overall scores for each
proposal. Some of the areas on which the proposals were evaluated were as follows:
The Proponent’s understanding of the Municipality’s requirements;
Experience and qualifications of both the firm as well as the proposed team who
would be working on the project.
That the proposed team had the expertise in the fields required such as growth
management (population and employment forecasting and distribution, capital
planning ), intensification, employment land, land use planning and growth
management legislative framework within Ontario, macroeconomics as well as
microeconomics, etc.
The qualifications and experience record of the proposed Project Manager.
The Proponents 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.
2.6 Upon completion of the evaluation, both 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.
2.7 The pricing envelopes for the short-listed proponents were opened and evaluated as
stipulated in the RFP document.
2.8 Upon completion of the evaluation scoring, the recommendation is to award the contract
for this work to the highest scoring proponent, Watson & Associates Economists Ltd.
2.9 Watson & Associates Economists Ltd. has completed work for the Municipality in the
past and reference checks were not completed.
3. Financial Considerations
3.1 The funding required for this contract award is up to $425,560.32 (Net HST Rebate).
The project will be funded from the following accounts , which are in the approved 2025
budget:
Description Account Number Amount
Official Plan Review Consulting 100-50-130-10529-7160 $425,560.32
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4. Strategic Plan
The Growth Management Study will provide planning, demographic and
economic/financial guidance regarding how and where the Municipality can strategically
accommodate forecast population and employment growth. This work will support both
Priorities G.1.1 Expand Clarington’s commercial and industrial tax base, and G.2.1:
Prepare a new Official Plan that will guide community growth to 2051, in the Municipality
of Clarington’s Strategic Plan 2024-2027.
5. Climate Change
Not Applicable.
6. Concurrence
This report has been reviewed by the Deputy CAO, Planning and Infrastructure
Services and the Chief Administrative Officer who concur with the recommendations.
7. Conclusion
It is respectfully recommended that Watson & Associates Economists Ltd., being the
highest scoring proponent meeting all terms, conditions and specifications of RFP2025 -
13 be awarded the contract for the development of the Municipality’s Growth
Management Study.
Staff Contact: Mandy Chong, Manager, Procurement, PH: 905-623-3379 Ext. 2209 or
mchong@clarington.net.
Attachments:
Attachment 1 – Summary of Proposals Received
Interested Parties:
List of Interested Parties available from Department.
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Report FSD-032-25
Attachment 1 to Report FSD-032-25 – Summary of Proposals Received
Municipality of Clarington
RFP2025-13– Growth Management Study
Summary of Proposals Received
Bidder Status
Hemson Consulting Ltd. Short-listed
Watson & Associates Economists Ltd. Short-listed
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Staff Report
If this information is required in an alternate accessible format, please contact the Accessibility
Coordinator at 905-623-3379 ext. 2131.
Report To: General Government Committee
Date of Meeting: October 6, 2025 Report Number: PUB-016-25
Authored by: Vanessa Bilenduke-Guppy, Supervisor, Community Development and
Events | 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: Civic Recognition Award Program
Recommendation:
1. That Report PUB-016-25, and any related delegations or communication items, be
received for information;
2. That Council repeal the existing Volunteer Recognition Program Policy to align with the
Civic Recognition and Dedication Program Policy CP-016;
3. That Council rescind resolution GPA-319-11 regarding the Clarington Sports Hall of
Fame; and,
4. That all interested parties listed in Report PUB-016-25, and any delegations be advised
of Council’s decision.
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Report PUB-016-25
Report Overview
The purpose of this report is to recommend the repeal of legacy policies and resolutions to
enable the implementation of a new Civic Recognition Awards Program. This consolidated
initiative will merge the biannual Volunteer Appreciation event and the Celeb rate Sport –
Sports Hall of Fame into a single, inclusive annual celebration. The program will recognize
outstanding contributions in volunteerism, DEI, sports, arts, culture, and civic leadership,
while supporting Clarington’s strategic priorities and strengthening community pride. The
program framework will be administered through Management Directives.
1. Background
1.1 The Civic Recognition and Dedication Program Policy CP-016 requires staff to maintain
a Civic Recognition Award program.
1.2 Staff were directed through PUB-016-24 to engage the community in developing a Civic
Awards program. The goal is to create a platform for residents and Members of Council
to nominate individuals for outstanding accomplishments.
1.3 Historically, Clarington hosted two separate recognition events: a bi-annual Volunteer
Appreciation event and the Celebrate Sport – Sports Hall of Fame. Attendance and
nominations for the Sports Hall of Fame have declined in recent years, prompting a
recommendation to merge both events into a single Civic Awards Ceremony.
1.4 A community engagement campaign titled “Help shape how we celebrate Clarington's
MVPs!” ran from February 28 to April 17, 2025. Over 200 residents participated in the
survey, with strong support for merging existing recognition programs. Volunteerism,
Community Leadership, and Youth Achievements were the most favored award
categories.
1.5 The Sports Hall of Fame induction process was historically overseen by a dedicated
selection committee, established through Resolution GPA-319-11 (Report CSD-005-
11). In recent years, a noticeable decline in nominations has made it increasingly
challenging to maintain annual engagement and activity within the committee.
1.6 The Sports Hall of Fame displays have historically been curated collaboratively by the
Municipality and CLMA, featuring donated and loaned collections in Municipal
community centres.
2. Proposed Civic Awards Program
2.1 The Civic Recognition Awards Program will celebrate exceptional contributions across
Clarington’s diverse communities, recognizing achievements in volunteerism, DEI,
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sports, arts and culture, and civic leadership. It will feature an annual celebration event
with formal recognition and community engagement, including the p resentation of Civic
Awards and Certificates. Sports Hall of Fame inductions will occur at least once per
Council term, subject to the availability of suitable nominations. Award recipients will be
selected by a Civic Award Selection Committee, and engaging Municipal advisory
committees of Council on relevant categories.
2.2 Aligned with Clarington’s strategic priorities, including the IDEA Strategy and the Parks,
Recreation and Culture Master Plan, the program will be supported by enhanced
community centre displays. These will include digitized Sports Hall of Fame content and
curated exhibits that reflect evolving community values and interests. The initiative also
contributes to the Clarington Library, Museum and Archives (CLMA) 2023–2027
Strategic Plan, through collaborative efforts to modernize and expand public displays.
3. Financial Considerations
There are no requests for additional funding to support the implementation of the Civic
Recognition Awards Program. Staff will reallocate funding from the existing Sports Hall
of Fame and Volunteer Appreciation budgets to sustain this program and other
community events. Staff will continue to explore sponsorship opportunities to offset
costs and strengthen community engagement.
4. Strategic Plan
The recommendations in this report align with Council’s objectives to:
L.4.1 Be a leader in the delivery of efficient, effective and meaningful municipal
services by increasing opportunities for civic engagement and public participation
C.3.1 To cultivate a strong, thriving and connected community where everyone is
welcome by recognizing and celebrating the growing diversity of the community
5. Climate Change
This program will incorporate sustainable practices, including the use of local vendors
and environmentally conscious event planning, aligning with Clarington’s climate goals.
The digitization of the Sports Hall of Fame also reduces material waste and energy use,
while increasing accessibility.
6. Concurrence
This report has been reviewed by the Director of Strategic Initiatives who concurs with
the recommendation.
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7. Conclusion
It is respectfully recommended that Council repeal the existing Volunteer Recognition
Policy, rescind resolution GPA-319-11 and staff be directed to implement a civic awards
program. This approach represents a meaningful step toward enhancing civic
engagement, celebrating community excellence, and alignin g with Clarington’s strategic
priorities.
Staff Contact: Vanessa Bilenduke-Guppy, Supervisor, Community Development and Events,
905-623-3379 Ext: 2564 or vbilenduke-guppy@clarington.net.
Attachments:
N/A
Interested Parties:
List of Interested Parties available from Department.
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Staff Report
If this information is required in an alternate accessible format, please contact the Accessibility
Coordinator at 905-623-3379 ext. 2131.
Report To: General Government Committee
Date of Meeting: October 6, 2025 Report Number: CAO-016-25
Authored By: Paul Pirri, Director, Economic Development
Submitted By: Mary-Anne Dempster, CAO
By-law Number: Resolution Number:
File Number:
Report Subject: Proposed Municipal Accommodation Tax Program
Recommendations:
1. That Report CAO-016-25, and any related delegations or communication items, be
received;
2. That the proposed Municipal Accommodation Tax as outlined in the report be
endorsed;
3. That Staff be directed to complete a business case to support the implementation of
a tourism focused municipal services corporation; and
4. That Staff develop a Municipal Accommodations Tax by-law in accordance with this
report.
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Report CAO-016-25
Report Overview
This report provides an overview of the Municipal Accommodation Tax (MAT) framework
including a jurisdictional scan of the program. It further highlights a proposed local
implementation of a MAT.
1. Background
1.1 A Municipal Accommodation Tax (MAT) is a local tax applied to the cost of short-term
accommodations, such as hotels, motels, and vacation rentals. Accommodation
providers collect the tax from guests and remit it to the municipality. Revenue generated
from a MAT is typically reinvested into tourism promotion, tourism -related infrastructure,
and placemaking initiatives that support local economic growth.
1.2 At it’s meeting of January 13, 2025, General Government Committee passed a
resolution requesting “that Staff be directed to take the necessary steps to implement a
Municipal Accommodation Tax and report back to Council with the required revenue
agreements and enabling by-law”.
1.3 Further, at the same meeting, General Government Committee also adopted the
Economic Development Action Plan. The final action item under the third priority,
Adopting a Best-in-Class Mindset, was to “Investigate the feasibility of developing and
implementing a Municipal Accommodation Tax” in 2026.
1.4 Staff have Initiated the implementation process for a Municipal Accommodation Tax in
Clarington.
2. Jurisdictional Scan and Policy Context
Regional and Provincial Context
2.1 According to a survey conducted by the Tourism Industry Association of Ontario (TIAO)
in Q1 of 2025, 73 municipalities across Ontario have adopted a MAT to date, including
all of Clarington’s lakeshore neighbours within Durham Region, as well as many more
throughout the Greater Toronto and Hamilton Area (GTHA). The majority of these
municipalities have implemented a MAT rate of 4 – 5 per cent. As a result, Clarington
residents contribute to tourism development when they travel to many destinations
across Ontario, yet visitors to Clarington are not currently contributing in the same way.
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Strategic Rationale for Implementation
2.2 Implementing a MAT would bring Clarington in line with regional and provincial best
practices, ensuring the municipality remains a vibrant community and destination. Most
importantly, it would provide a dedicated, visitor-funded revenue stream to support local
tourism and placemaking initiatives, reducing the reliance on property tax dollars and
helping to grow Clarington’s visitor economy in a fiscally responsible manner.
Governance and Revenue Allocation
2.3 As outlined in Ontario Regulation 435/17, municipalities are required to share a
minimum of 50 percent of Municipal Accommodation Tax (MAT) revenues, after
deducting reasonable costs associated with collecting and administering the tax, with an
eligible tourism entity for the purpose of promoting tourism within the municipality.
3. Clarington Municipal Accommodation Tax
3.1 Having undertaken a scan of various Municipal Accommodation Tax frameworks, staff
are proposing the establishment of a MAT within the following parameters.
Applicable Accommodation Types
3.2 Clarington is home to four hotels, two motels, and a growing number of vacation rentals
listed on third-party platforms such as Airbnb and Vrbo. Staff recommend that the
Municipal Accommodation Tax (MAT) be applied to all three of these accommodation
types. In addition, Clarington has several bed and breakfast establishments that operate
independently and are not listed on third-party platforms. Some municipalities have
chosen to exempt these types of accommodations if they meet specific criteria, while
others have opted to include them. Staff will continue to review best practices to
recommend the most appropriate approach for Clarington.
3.3 Additionally, Clarington hosts a number of campgrounds, including Darlington Provincial
Park. Based on discussions with other municipalities, staff understand that MAT is
typically applied only to roofed accommodations with access to hydro and water. This
generally excludes tents, trailers, and other non-permanent structures. It is also
important to note that MAT cannot be applied to accommodations operated by Crown
agencies, such as Ontario Parks. As such, campgrounds, including those operated by
the Crown, will be excluded from the MAT.
Municipal Accommodation Tax Collection Partner
3.4 The Ontario Restaurant Hotel & Motel Association (ORHMA) is a not-for-profit business
organization that provides Municipal Accommodation Tax (MAT) collection services to
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municipalities across Ontario and in parts of Nova Scotia. Currently, ORHMA collects
MAT on behalf of 31 municipalities in Ontario and an additional 3 in Nova Scotia.
3.5 ORHMA’s Ontario-developed remittance platform facilitates the collection of MAT
revenues from accommodation providers within a municipality and remits the funds
directly to the municipality on a pre-determined schedule. In addition to tax collection,
ORHMA offers a range of support services, including consultation sessions with
municipal staff, remittance training for accommodation providers, assistance with MAT
by-law development, and access to tailored market statistics.
3.6 To access these services, municipalities are required to pay a one -time setup fee of
$3,000. Ongoing collection fees are charged at a rate of 1.8% for hotels and motels, and
5% for short-term rentals (e.g., Airbnb, Vrbo). These fees are applied to the total MAT
revenue collected (i.e., $7,200 in fees on $400,000 of hotel/motel MAT collections).
3.7 Given the cost-effectiveness of this model and inability to perform the function in a more
cost-effective manner, Staff recommend that Clarington partner with ORHMA for MAT
collection services.
Municipal Accommodation Tax Eligible Tourism Entity
3.8 As of 2025, Clarington does not have an eligible tourism entity of its own. To address
this, staff are proposing the incorporation of a non-profit Municipal Services Corporation
(MSC) to fulfill this role. The creation of an MSC for this purpose is a common approach
among municipalities that have implemented a MAT, with examples including the Town
of Whitby, the City of Pickering, the City of Vaughan, and the Town of Ne wmarket,
among others.
4. Next Steps
4.1 In the coming months, Economic Development staff will continue working with relevant
internal departments and divisions, including Finance, Legal Services, and
Communications, to ensure alignment on project goals and miles tones. This
coordination will ensure a comprehensive and well-supported approach to MAT
implementation. Key deliverables will include:
Consultation with short-term rental platforms such as Airbnb, Vrbo and Booking.com;
Creation of informational and engagement materials for stakeholders;
Review and approval of draft MAT by-law by Council; and
Review and approval of business case study for the establishment of a Municipal
Services Corporation (MSC) focused on tourism and placemaking
4.2 Staff will also initiate outreach to local accommodation providers to share information,
gather feedback, and build awareness of the proposed MAT framework.
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4.3 An update and recommendation report will be brought forward to Council in Q1 /Q2
2026, outlining key recommendations, stakeholder feedback, and next steps for moving
the MAT initiative forward.
5. Financial Considerations
5.1 This report is seeking endorsement on the staff recommended approach to the
implementation of a Municipal Accommodation. If endorsed, the Municipality will incur a
one-time setup fee of $3,000 to engage the Ontario Restaurant Hotel & Motel
Association as the municipality’s collection Partner.
6. Strategic Plan
This report supports Priority G.1.2: Continue to support business and industry to thrive
by providing a direct funding source to support tourism-based businesses.
7. Climate Change
Not Applicable.
8. Concurrence
Not Applicable.
9. Conclusion
It is respectfully recommended that General Government Committee endorse the
establishment of a Municipal Accommodation tax as described in this report.
Staff Contact: Paul Pirri, Director, Economic Development 905-623-3379 x2424 or
ppirri@clarington.net
Attachments:
Not Applicable
Interested Parties:
There are no interested parties to be notified of Council's decision.
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Staff Report
If this information is required in an alternate accessible format, please contact the Accessibility
Coordinator at 905-623-3379 ext. 2131.
Report To: General Government Committee
Date of Meeting: October 6, 2025 Report Number: CAO-017-25
Authored by: Paul Pirri, Director, Economic Development
Submitted By: Mary-Anne Dempster, CAO
By-law Number: Resolution Number:
File Number:
Report Subject: Economic Development Semi-Annual Update
Recommendation:
1. That Report CAO-017-25, and any related delegations or communication items, be
received for information.
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Report CAO-017-25
Report Overview
This report provides an overview of the Municipality of Clarington’s Economic Development
portfolio in the first half of 2025.
1. Background
1.1 In January 2025, Council received CAO-001-25. This report provided an update on the
progress of the municipality’s Economic Development Strategy and established the
Economic Development Action Plan for 2025-2026. This report provides an overview of
the work undertaken in the first half of 2025.
1.2 The 2025-2026 Action Plan is structured around three pillars: Getting Investment
Ready, Strengthening Local Sectors, Adopting a Best-in-Class Mindset. Below is an
overview of each pillars along with their associated action items.
Priority 1: Getting Investment Ready
1.3 The first priority of the action plan will support the Municipality’s investment attraction
goals. Increasing commercial and industrial investment in the municipality will support a
greater taxation balance for residents and make it easier for residents to live and work in
Clarington. The municipality is facing two obstacles in the achievement of this goal. The
lack of serviced industrial land, and the policies, processes and tools to support the
municipality’s work. The action plan will support the removal of both obstacles. 2025
actions include:
Identify priority unserviced areas;
Advocate for increased water/sewer and electrical servicing capacity for industrial
and commercial lands;
Develop and implement a concierge program;
Develop an Investment Attraction Strategy;
Develop Investment Attraction SOP Document; and
Complete Hotel and Banquet Centre Feasibility Study.
Priority 2: Strengthening Local Sectors
1.4 As a result of the existing Economic Development Strategy and Clarington Strategic
Plan, the economic development team will be implementing action items which will grow
and support the clean energy/nuclear sector, the medical sector and the agricultural
sector over 2025-2026. As staff undertake an Investment Attraction Strategy, a
statistical analysis of the strength of local sectors will be undertaken which will influence
the inclusion of other sectors in future strategy updates. 2025 actions include:
Partner with Region of Durham to create a Family Physician Recruitment program;
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Connect with local health care providers to advocate for increased access to
services;
Identify and capitalize on economic opportunities from small modular reactor
deployment;
Strengthen Clarington’s Agricultural Sector; and
Collaborate on the implementation of Durham Region’s Local Food Business
Retention and Expansion Strategy Action Plan.
Priority 3: Adopting a Best-in-Class Mindset
1.5 The final priority undertaken in the action plan will focus on adopting a “best -in-class”
mindset to the work undertaken by the economic development team. The Municipality of
Clarington will aim to create tools, programs and initiatives which will be economic
development industry leaders. 2025 actions include:
Develop tools to support local businesses (large, small and home-based);
Undertake a Community Improvement Plans (CIP) review;
Report annually to Council;
Develop Sector Profiles that align with existing branding;
Integrate advanced data tools; and
Launch new resident welcome package.
2. Municipal Economic Development Activities, First-Half 2025
Below is an overview of 2025 updates and accomplishments grouped by key pillar.
Getting Investment Ready – Identify priority unserviced areas
2.1 Economic Development has partnered with Planning and Infrastructure Services to
deliver the Employment Lands Study (ELS) as part of municipality’s Growth
Management Study. The Growth Management Study is being completed as part of the
municipality’s Official Plan Review which will consider development until the 2051
planning horizon. The purpose of the Employment Lands Study is to provide a
comprehensive examination of our employment lands to determine if our existing
employment lands supply is sufficient to accommodate Clarington’s job growth forecast
to 2051. By combining the ELS with work being undertaken by the Planning and
Infrastructure Services, it is estimated that we’ll be saving approximately $50,000. The
RFP for the Growth Management Study has been issued, it is expected to be awarded
in October of 2025.
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Getting Investment Ready – Advocate for increased water/sewer and electrical
servicing capacity for industrial and commercial lands
2.2 Economic Development tracks our interactions with the Regional Municipality of
Durham. Interactions are tracked as being either ‘Internal’ Servicing Interactions or
‘External’ Servicing Interactions. Internal interactions are classified as meetings taking
place between Regional and Clarington staff, External interactions include meetings
with Regional and Clarington staff as well as including external stakeholders/property
owners.
2.3 Over the first half of 2025, Economic Development has held 5 meetings, of which two
were internal, and three were external.
Getting Investment Ready – Develop and implement a concierge program
2.4 Economic Development developed and launched a development concierge program.
The Clarington Concierge Program provides tailored support to help qualifying projects
progress smoothly while aligning with the Municipality’s economic and development
goals. Key benefits of the program include:
Customized Work-Back Schedule: Opportunity to co-develop a customized work-
back schedule that places expectations on both the municipality and investors to
ensure on-time project completion.
Expedited Review Process: A streamlined review pathway for projects meeting the
program’s criteria, including priority booking of pre-consultation meetings.
Dedicated Expert Team: Access to a team of municipal specialists who will guide
each development through the approvals process.
Collaborative Approach: A cross-departmental effort to ensure alignment and
success in meeting project goals.
Single Point of Contact: A designated liaison from Economic Development to
coordinate with Planning staff and other municipal departments.
Clear Expectations: Emphasis on staff clearly communicating what is being asked
for, alongside timely follow-up and resubmission by developers to ensure high-
quality submissions and an efficient process.
Strategic Use of Planning Tools: Leveraging Planning mechanisms such as
conditional permitting, concurrent zoning and site plan applications, and other
flexible planning tools to maintain project momentum and reduce approval timelines.
Getting Investment Ready – Develop an Investment Attraction Strategy
2.5 Economic Development Staff have completed the delivery of the municipality’s first
Investment Attraction Strategy. This document is comprised of a situational analysis,
SWOT analysis, overview of the investment landscape, a description and overview of
our municipal priority sectors, and investment readiness assessment/action plan.
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This strategy focuses on attracting investment in four key sectors:
Future Energy: Clarington is a leader in clean energy with OPG's Darlington Nuclear
Station and the development of Small Modular Reactors (SMRs).
Agri-Food: The area supports sustainable agriculture and food innovation, with a strong
presence of farms and agricultural products.
Advanced Manufacturing: The manufacturing sector is growing, driven by local
businesses and involvement in the Darlington New Nuclear Project.
Downtime Destinations: Clarington’s cultural and recreational offerings, including
breweries, festivals, and green spaces, help boost tourism.
2.6 Clarington’s value proposition includes advantages like proximity to clean energy, agri-
tech innovation, strategic transport access, and relatively affordable housing for young
families. To improve investment readiness, Clarington has conducted an assessment
that identifies gaps in land inventory, community information, and infrastructure. A
targeted action plan with 24 steps will address these challenges and improve
Clarington’s ability to attract and sustain investment.
2.7 The creation of this strategy provides a clear investment attraction vision for the
municipality, and enables the Municipality of Clarington to seek Provincial and Federal
grants to support investment attraction and trade missions.
Getting Investment Ready – Develop Investment Attraction SOP Document
2.8 In addition to the investment attraction strategy, economic development has created a
set of Standardized Operating Procedures (SOPs) to establish a structured and
consistent approach in generating investment leads as well as responding to inbound
investment inquiries.
2.9 The Outbound SOPs identify three stages of Outbound Investment Attraction: Target
Audience Identification, Marketing tools & Investment Promotion, and Trade Mission &
Market Visits. While the Inbound Investment Inquiries outlines four states: Inquiry Intake
and initial engagement, Site information packaging & delivery, Subject Matter Expert
Verification, and Follow Up and Relationship Management.
Getting Investment Ready – Complete Hotel and Banquet Centre Feasibility Study
2.10 Economic development engaged contractors to complete a Hotel and Banquet Centre
feasibility study in the municipality. This study has identified that the municipality could
accommodate the development of an upper-midscale 85 room hotel with a 4,000
square-foot banquet space. The study has identified that the cost of acquisition and
development is likely to make the project unfeasible.
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2.11 As a result of this feedback, Economic Development staff will consider the
implementation of a hotel/banquet centre program when reviewing t he Community
Improvement Plan (CIP).
Strengthening Local Sectors – Partner with Region of Durham to create a Family
Physician Recruitment program
2.12 Economic Development has engaged all physician clinics within the Municipality of
Clarington to discuss the municipality’s physician recruitment program. To date, four
clinics have signed on to the program and are in the recruitment phase of the initiative. It
is expected that clinics will have staffing announcements in the fall of 2025.
Strengthening Local Sectors – Connect with local health care providers to
advocate for increased access to services
2.13 In our one-on-one meetings with local physicians, it has been determined that there is
an identified interest in establishing additional medical services such as d iagnostic
imaging services, phlebotomy, laboratory testing. Economic development will be
bringing together the medical community in the fall of 2025 to explore collaborative
opportunities amongst clinic owners.
Strengthening Local Sectors – Identify and capitalize on economic opportunities
from small modular reactor deployment
2.14 Economic development staff serve on the working group for the Central and Eastern
Ontario Isotopes Alliance (CEOIA), an industry advocacy group that is a partnership
among isotope producers and supply chain, regional leaders, isotope users and the
municipalities in Central and Eastern Ontario. Economic Development played a
leadership role in the development of the CEOIA’s Strategic Plan leading the in -person
consultative process as well as the strategy writing and revision process.
2.15 The CEOIA strategy has the following main actions/activities:
Establish CEOIA governance and structure
Expand participation of communities and indigenous groups
Develop a talent pipeline for regional isotope producers, supply chain partners and
end-users
Support regional health care sector
Strengthening Local Sectors – Strengthen Clarington’s Agricultural Sector
2.16 Representatives from Economic Development attended an Agricultural Advisory
Committee of Clarington meeting in the winter of 2025 to provide an update on
Economic Development Activities.
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2.17 Economic Development is leading the development of a workshop on the
implementation of On-Farm Diversified Uses (OFDUs) in partnership with the Region of
Durham.
Strengthening Local Sectors – Collaborate on the implementation of Durham
Region’s Local Food Business Retention and Expansion Strategy Action Plan
2.18 Economic Development has met with the Region of Durham to discuss partnership
opportunities on the implementation of the Region’s Local Food Business Retention and
Expansion Strategy Action Plan. As part of the Community Improvement Plan (CIP)
review, staff will be investigating the implementation of a CIP program related to
establishing On-Farm Diversified Uses (OFDUs). Planned workshops also aim to
support the implementation of the action plan.
Adopting a Best-in-Class Mindset – Develop tools to support local businesses
(large, small and home-based)
2.19 Economic Development has launched a variety of new tools and initiatives in 2025.
These include:
Local Vendor Directory.
Launching the review of the municipality’s CIP program,
The development of the municipality’s Concierge Program
2.20 Economic Development is also partnering on the delivery of training sessions in the fall
of 2025. These include:
Clarington Local: Side Gig Bootcamp. A training session delivered in partnership
with both the Business Advisory Centre Durham and Clarington Board of Trade on
growing a side hustle into a thriving business.
Municipality-Business Connect and Exchange. Delivered in partnership with the
Clarington Board of Trade, a networking session between municipal staff
responsible for purchasing, and local service providers.
Adopting a Best-in-Class Mindset – Undertake a Community Improvement Plans
(CIP) review
2.21 Economic Development has launched an RFP to undertake a Community Improvement
Plans review. The successful proponent, Sierra Planning and Management will launch
the project in the fall of 2025.
Adopting a Best-in-Class Mindset – Report annually to Council
2.22 This report represents the first of Economic Development’s bi-annual reports to Council.
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Adopting a Best-in-Class Mindset – Develop Sector Profiles that align with
existing branding
2.23 In partnership with the municipality’s Strategic Communications and Initiatives team,
Economic Development has successfully launched a Community Profile document
which highlights the municipality's offerings to potential investors. The team also
launched four sector profiles which provide additional data and information regarding
the municipality’s key sectors:
Future Energy;
Agri-Food;
Advanced Manufacturing; and,
Downtime Destinations.
Adopting a Best-in-Class Mindset – Integrate advanced data tools
2.24 In the fall of 2024, Economic Development implemented a Customer Relationships
Management Program (CRM). This platform enables the economic development team
to track interactions with local businesses. To date, the economic development team
has created and validated approximately 1,500 accounts (businesses) for the
municipality. Staff continue to work through the list to validate the data ensuring that
every listing includes a municipal ward and NAICS code. The North American Industry
Classification System is a harmonized business classification system to collect, analyze
and compare economic Data. In addition, staff have begun the process of importing
contacts (individuals) to the system. To date, this list includes approximately 850
individuals. Although this work happens behind the scenes, it is essential to building a
strong foundation for effective economic development.
2.25 In addition to the utilization of the platform for contact management, economic
development also uses the platform to track investment inquiries. The platform enables
economic development staff to receive follow-up prompts at 3-6-12 month intervals with
leads determining project status and key decision criteria. Additionally, Staff have built
an investment attraction dashboard which provides an overview of inves tment attraction
activities, and their pipeline stage.
Adopting a Best-in-Class Mindset – Launch new resident welcome package
2.26 Economic Development is developing a New Resident Welcome Package in partnership
with the municipality’s Strategic Communications and Initiatives team. It is expected that
the document be completed in the fall of 2025.
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3. Clarington Board of Trade, Contracted Activities
3.1 The Clarington Board of Trade undertakes Business Retention and Expansion
opportunities on behalf of the municipality. Below is an overview of the activities that
that have taken place in partnership with the municipality over the first half of 2025.
Not-For-Profit Sector Roundtable
3.2 Purpose: Understand the challenges and opportunities facing not-for-profits serving the
Clarington community. Explore capacity-building strategies, emerging community
needs, and leadership development. Identify areas of service duplication and discuss
ways to streamline efforts. Share ideas to strengthen fundraising, volunteer
engagement, and operational sustainability. Promote collaboration and shared solutions
to support long-term growth and impact across the sector.
3.3 Outcome: 22 representatives from local not-for-profit businesses attended the
roundtable. Conversation highlighted the strength of community partnerships, dedicated
staff and volunteers, and the diversity of services offered. Identified key challenges
including staff burnout, limited funding, space shortages, and lack of public awareness.
Brainstormed actionable solutions such as joint grant applications, shared resources,
volunteer recruitment tools, and greater use of technology. Explored opportunities for
collaboration, promotion, and advocacy to build capacity and amplify the sector’s
impact.
3.4 Impact and Next Steps: CBOT has created and will facilitate a Not-for-Profit Peer2Peer
group to support continued conversation. The purpose of the group is to explore
actionable solutions, share best practices, and host guest speakers on key topics. The
first meeting was scheduled in June and featured guest speaker Anna Naud of True
North Law Professional Corporation, who walked the group through the importance of
Board adherence to Governance models that guides function and clarifies roles and
responsibilities of NFP Board members.
Fire and Crime Prevention Information Session
3.5 Purpose: Provide a platform for Clarington Emergency and Fire Services (CEFS) and
Durham Regional Police Services (DRPS) to engage with the local business community.
Offer education on fire safety and share updates on crime prevention and community
safety. Equip businesses with practical tips to keep their premises safe and secure,
understand when and how to report a crime, and recognize signs of criminal activity.
3.6 Outcome: 21 representatives from local organizations and businesses attended the
session, leaving with valuable knowledge on how to better protect their businesses from
potential hazards and criminal activity. The importance of the event was underscored
shortly after by a fire in downtown Bowmanville, which served as a real-time reminder of
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the risks discussed. Several attendees reached out to CBOT following the incident to
express their appreciation for the timely and relevant information shared during the
session, reinforcing the critical value of proactive education and preparedness.
3.7 Impact and Next Steps: Attendees were equipped with the tools allowing them to
schedule in-person evaluations with CEFS and DRPS for their businesses, this
facilitates personalized safety assessments and actionable recommendations.
Opportunity to also connect CEFS and DRPS representatives to the business
community, strengthening relationships.
Courtice Business Association Meeting
3.8 Purpose: To establish a collaborative forum for Courtice’s “downtown” business
community in the absence of a formal BIA, with the aim of fostering a supportive
environment, promoting local economic growth, and creating opportunities for advocacy.
3.9 This session featured a presentation by Kay Matthews of the Ontario Business
Improvement Area Association, who shared information on the formal process of
establishing a BIA. Ron Hooper, Chair of the Bowmanville BIA, also attended to share
his firsthand perspective and experiences with Courtice business owners.
3.10 Outcome: Six individuals representing four businesses attended. Through the
discussion, it became clear that any future effort to establish a BIA in Courtice will
require a collaborative approach between the Municipa lity of Clarington and local
business stakeholders, with CBOT positioned to provide ongoing support in community
engagement, communication, and advocacy. This session helped to lay the groundwork
for the potential formation of a BIA within the next 12 mont hs.
3.11 Impact and Next Steps: CBOT had a meeting with Mayor Foster shortly after the
Courtice meeting to discuss challenges with engagement and alternative options to re -
engage to determine interest from businesses to form a BIA . CBOT has coordinated
with Mayor Foster/Councillor Elhajjeh/ Councillor Anderson and economic development
staff to visit and have conversations with as many main street Courtice business as we
can during a 4-day blitz in the summer and September.
3.12 The OBIAA indicated that BIA would ultimately be established as a committee of
Council, and formal approval from Clarington Council will be required to move forward.
The municipality would be responsible for key administrative functions such as
contacting property owners, tracking responses, and managing official communications.
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Clarington Community Career Fair
3.13 Purpose: To promote hiring opportunities and help close the gap between employer and
job seeker needs. In collaboration with Durham College Community Employment
Services (DCCES) and Invest Clarington.
3.14 Outcome: Secured 28 local businesses who were interested in hiring part-time or full
time for a variety of positions. Over 500 job seekers attended the job fair. A post-career
fair survey received responses from 12 of the 29 attending businesses and revealed the
following insights:
100% of survey respondents indicated that they would participate in the Career Fair
again.
92% of survey respondents found their interactions with candidates to be beneficial.
75% had already initiated follow-ups with candidates within one week of the event.
3.15 Impact and Next Steps: Follow-up survey was sent on May 28, two months after the
career fair, to check in with participating businesses and inquire whether any new hires
have been made. Next Career Fair will be held October 24, 2025.
Durham Nuclear Host Communities Reception
3.16 Organized and hosted Annual ‘Durham Nuclear Host Communities Reception’ in
collaboration with the City of Pickering, Ontario Tech University and Region of Durham
at the Canadian Nuclear Association Conference in April 15 -16, 2025. Networking with
nuclear industry partners.
3.17 Purpose: Messaging focused on Durham strengths & assets, including Clarington
strengths, the importance of celebrating collaboration and support community as we
strive to support Darlington New Nuclear Project and explore opportunities to connect
vendors to local Clarington talent and facilitate community integration for industry
workforce. Reconnect with industry leaders, learn more about their involvement in
supporting Darlington and DNNP and if investing in Clarington is included in their
strategy.
3.18 Outcome: 75 members of the nuclear industry and partners in attendance at the
reception. Organized subsequent meetings with Mayor Foster and project leaders with:
Framatome – hoping to learn about how Clarington can support their growth and
expansion into Durham. Community integration as their workforce supports
Darlington.
Hatch – conversation in May in Bowmanville to discuss how Clarington and CBOT
can support their growth as they ramp up their services in support of DNNP,
Pickering and Wesleyville. Starting to have the conversation internally about benefits
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for their workforce in locating locally to better serve projects. Importance of
community integration.
Change Leadership Workshop
3.19 Organization of a change leadership workshop targetin g small business owners in
Clarington. The workshop was delivered by Joanne Free Coaching & Consulting.
3.20 Purpose: Help strengthen the leadership capacity of local business owners, with the aim
of promoting business growth, workforce stability, and long-term resilience in
Clarington’s small business community. Focused on equipping local entrepreneurs with
practical tools to strengthen team performance and enhance retention.
3.21 Outcome: 25 small business owners from across Clarington attended the workshop.
Participants were equipped with practical strategies to manage change and improve
team engagement. Several participants expressed interest in future workshops or
continued leadership development opportunities, suggesting a strong appetite for
ongoing support in this area.
3.22 Sample of Success: In-person feedback shared during and after the session indicated
that attendees found the content highly relevant - particularly in the areas of employee
retention and navigating evolving workplace dynamics.
Tapping Into Talent: Bridging Co-op Programs & Workforce Gaps
3.23 Organization of an event bringing together local businesses and educational institutions
to collaboratively address workforce challenges, specifically talent acquisition and
retention.
3.24 Purpose: To connect Clarington-area employers with regional post-secondary and
secondary institutions through co-op, internship, and experiential learning opportunities.
The event aimed to strengthen talent pipelines by showcasing accessible and cost -
effective student placement programs, helping businesses access funding supports and
work-ready students.
3.25 Outcome: The event attracted 51 attendees and saw participation from four key
education partners: Ontario Tech University, Trent University Durham GTA, Durham
College, and Kawartha Pine Ridge District School Board. Attendees gained insight into
how to tap into the student talent pool, navigate funding avenues for onboarding, and
build long-term relationships with schools offering co-op programs. Panel presentations
from students and local employers highlighted real-world co-op experiences, adding
practical context to the event’s message.
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3.26 Sample of Success: Positive attendee engagement during the Q&A sessions and
networking discussions indicated high interest in exploring co-op opportunities. Several
businesses-initiated follow-up conversations with institutional representatives post-
event, reflecting a growing interest in leveraging student talent as a strategic hiring
solution.
Agriculture Familiarization Tour
3.27 A guided familiarization tour aimed at raising awareness of Clarington’s local agricultural
sector by connecting community leaders and business owners.
3.28 Purpose: To strengthen relationships between municipal, regional, and provincial
leaders and the agriculture community by providing first-hand insight into the realities,
challenges, innovations, and growth potential of local agri-businesses. The tour aims to
help participants better understand how agriculture contributes to Clarington’s economy
and the supports needed to ensure the sector’s continued success.
3.29 Outcome: The event brought together 14 attendees, including:
2 Provincial representatives (Minister Todd McCarthy and staff)
2 Clarington Councillors
1 representative from the Region of Durham
5 representatives from the Municipality of Clarington
4 CBOT Directors
3.30 Attendees toured two agri-businesses and engaged directly with business owners to
learn about the sector’s contribution and challenges. Through conversation, participants
gained a deeper understanding of the broader rural community, its values, and its
impact on the local economy. The experience sparked thoughtful dialogue around how
policies, partnerships, and investment strategies can better support the agriculture
sector in Clarington.
4. Financial Considerations
4.1 None. Activities are being completed utilizing budgeted funds.
5. Strategic Plan
The work highlighted in this report supports the following Strategic Plan Priorities:
C.2.1: Support efforts to improve access to medical practitioners and health care
services
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G.1.1: Expand Clarington’s commercial and industrial tax base
G.1.2: Continue to support business and industry to thrive
G.1.3: Continue active involvement in clean energy sector
6. Climate Change
Not Applicable.
7. Concurrence
A copy of this report has been shared with the Clarington Board of Trade for information
and feedback.
8. Conclusion
It is respectfully recommended that General Government Committee receive this report
for information.
Staff Contact: Paul Pirri, Director, Economic Development, ppirri@Clarington.net
Attachments:
Not Applicable
Interested Parties:
There are no interested parties to be notified of Council's decision.
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Staff Report
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Coordinator at 905-623-3379 ext. 2131.
Report To: General Government Committee
Date of Meeting: October 6, 2025 Report Number: CAO-018-25
Authored By: Mary-Anne Dempster, CAO
Submitted By: Mary-Anne Dempster, CAO
By-law Number: Resolution Number:
File Number:
Report Subject: Council-Staff Relations Policy (2025 Update)
Recommendations:
1. That Report CAO-018-25, and any related delegations or communication items, be
received;
2. That the updated Council-Staff Relations Policy, attached to Report CAO-018-25, as
Attachment 1, be approved; and
3. That all interested parties listed in Report CAO-018-25, be advised of Council’s
decision.
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Report Overview
The Municipality of Clarington recognizes the critical role that Council-staff relations play in
the effective and efficient delivery of municipal services. Maintaining respect, trust, and open
communication are essential elements of a safe and respectful work environment.
The Council-Staff Relations Policy is part of a broader framework that supports a productive
working relationship between Members of Council and Staff. This update aims to clearly
articulate the policies underpinning the current Council-Staff Relations Policy and provide
further clarity around the expectations of both Members of Council and Staff. This additional
clarity will help ensure that interactions are conducted with accountability, integrity, and
respect. The objective is to foster a respectful, tolerant, and harassment -free environment, to
ensure a productive relationship that promotes good governance, to best serve residents of
Clarington.
1. Background
1.1 In Ontario, the Municipal Act, 2001, requires that each municipality adopt and maintain a
Council-Staff Relations Policy.
1.2 Clarington’s current Council-Staff Relations Policy (CP-013) was approved and effective
on February 25, 2019, with revisions made on June 24, 2024 - arising out of Report
LGS-023-24, additions to definitions; sections regarding Strong Mayors and Use of
Corporate Resources for Elections Purposes Policy.
1.3 Overall, the Policy outlines the framework for fostering a respectful, transparent, and
accountable relationship between Members of Council and Municipal staff in Clarington.
It emphasizes mutual respect, clear communication, and adherence to established
procedures to ensure effective governance and administration.
1.4 Positive relationships between Council and Staff are essential to the provision of public
service excellence and effective governance. Successful relationships involve mutual
understanding of roles and responsibilities, two-way communication, clarity in reporting
relationships and direction from Council to Staff through the CAO.
1.5 Clarington recently voted to favour of supporting the Elect Respect pledge, which
notably included a commitment to - treat each other, and others, with respect in all
spaces—public, private, and online.
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2. Proposed Changes
General
2.1 The Policy, in its current state, provides general guidance as to the other policies, which
comprise the foundation of the policy, but it leaves interpretation up to the individual as
well as the expectation to review each of the identified policies.
2.2 To ensure the Municipality of Clarington’s Council-Staff Relations Policy reflects best
practices, a review of comparable policies from other municipalities, such as the City of
Oshawa and Richmond Hill, was conducted. The resulting updates align Clarington’s
Policy more closely with these municipalities, offering enhanced clarity and guidance for
both staff and Council members regarding their roles, responsibilities, and expected
interactions.
Summary of Proposed Changes and Rationale
2.3 Following a review of CP-013, staff have identified areas that could benefit from greater
clarity and detail – both for Members of Council and Staff.
2.4 The chart below provides a high-level overview of the proposed adjustments, focusing
on key areas. The updated policy is attached to this report (Attachment 1) as well as the
current policy (Attachment 2).
Section What’s Changed Rationale – The Why
Definitions The proposed policy
introduces and clarifies
several key terms, such as
“Routine Matter,” “Non-
Routine Matter,” “Officer,”
“Senior Leadership,” and
“Administration.”
This provides clarity for both
Council and staff, reducing
ambiguity about roles,
responsibilities, and the types of
requests that can be made. It
helps ensure everyone
understands the boundaries and
expectations for interactions.
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Section What’s Changed Rationale – The Why
Policy Principles The proposed policy pulls
out and expands on key
points within the policies
referenced. In addition, two
other policies have been
added.
This strengthens the policy’s
foundation, making it clear that
council-staff relations are part of a
broader governance and ethical
framework.
Council Member
Expectations
Only Council as a whole can
direct staff (except for
certain “Strong Mayor”
powers).
Individual members cannot
direct staff to undertake
work outside formal
processes.
Members should consult
Senior Leadership before
making policy decisions or
responding to constituent
concerns.
Members should not include
staff on public emails
without prior consent.
These changes reinforce the
principle that Council governs
collectively, not individually, and
protect staff from undue influence
or conflicting directions. It also
helps promote evidence- based
decision-making and respectful
boundaries.
Clearly articulating that Council
sets policy and administration
administers the policy.
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Section What’s Changed Rationale – The Why
Staff Member
Expectations
Responding to Council
inquiries according to
established processes.
Copying all Council
members on responses of
general interest.
Not responding outside
normal working hours
except in emergencies.
Not showing favouritism or
providing confidential
information unless
permitted.
This ensures fairness,
consistency, and transparency in
staff responses, and protects staff
from inappropriate requests or
pressure.
2.5 The proposed changes aim to clearly define the roles and boundaries between Council
and staff, foster respectful and professional interactions free from harassment, and
uphold transparency, accountability, and consistency in communications and decision -
making. These measures are intended to protect staff from undue influence and support
a fair and effective governance environment.
3. Financial Considerations
Not Applicable.
4. Strategic Plan
Not Applicable.
5. Climate Change
Not Applicable.
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6. Concurrence
This report has been reviewed by the Deputy CAO Finance and Technology, Deputy
CAO Planning and Infrastructure, Deputy CAO of Public Services, Deputy CAO of
Legislative Services who concur with the recommendations.
7. Conclusion
7.1 It is respectfully recommended that Council approve the updated Policy.
Staff Contact: Mary-Anne Dempster, CAO, 905-623-3379 x2002 or mdempster@clarington.net
Attachments:
Attachment 1 – Proposed Council-Staff Relations Policy
Attachment 2 – Existing Policy CP-013 (Council-Staff Relations Policy)
Interested Parties:
There are no interested parties to be notified of Council's decision.
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Page 1 of 12
Number: CP-013
Title: Council-Staff Relations Policy
Type: Political Governance
Sub-type: Accountability and Compliance
Owner: CAO Office
Division
Approved By: Council
Approval Date: February 25, 2019
Effective Date: February 25, 2019
Revised Date: October 6, 2025
Applicable to: All Employees and All Members of Council
1. Legislative or Administrative Authority:
1.1. Subsection 270(1) of the Municipal Act, 2001, requires every municipality to
adopt and maintain a policy regarding “the relationship between members of
council and the officers and employees of the municipality.”
2. Purpose:
2.1. This policy provides guidance on how the Municipality of Clarington will
promote a respectful, tolerant, and harassment-free relationship and workplace
between Members of Council and the officers and employees of the
Municipality of Clarington.
2.2. This Council-Staff Relations Policy is part of a broader framework of policies
that support a productive working relationship between Members of Council
and staff. These include, but are not limited to:
Council Code of Conduct
Employee Code of Ethics Policy
Enforcement Policy
Harassment Policy
Procedural By-law
Respectful Conduct Policy
Attachment 1 to Report CAO-018-25
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Transparency and Accountability Policy
Use of Corporate Resources for Election Purposes Policy
3. Scope:
3.1. This policy applies to all Clarington employees and all Members of Council.
4. Definitions:
4.1. “Administration” means, collectively, the Staff operating under the direction of
the Chief Administrative Officer.
4.2. “Employee”, also referenced as “Staff”, has the same meaning as provided in
the Employment Standards Act, 2000, S.O. 2000, c. 41, and are those persons
who are employed by the Municipality of Clarington.
4.3. “Member” is a person elected, or appointed, to the Municipality of Clarington’s
Council.
4.4. “Non-Routine Matter” means a communication, request for information or
service that is not typically undertaken in the ordinary course of business,
and/or for which there is no routine process, procedure, guideline or
convention to guide members of Staff.
4.5. “Officer” means an individual appointed by Council as a Statutory Officer under
the Municipal Act, 2001. This includes, but is not limited to, the CAO, Municipal
Clerk, Treasurer, Chief Building Official, and Fire Chief, as well as their
designates.
4.6. “Routine Matter” means a communication by a Member of Council with a
Member of Staff, in person, in writing, by phone, by text, or by other electronic
means, which: a) in the ordinary course of business constitutes a type of
communication that would typically occur between a Member of the Public and
Staff; b) constitutes a request for information that is routinely produced by Staff
in the course of their duties; c) constitutes a request for a service that is
routinely done by Staff in the course of their duties; and, d) requires no
expenditure of unbudgeted resources.
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4.7. “Senior Leadership” is a member of the Senior Leadership Team, consisting of
the Chief Administrative Officer and the Deputy Chief Administrative Officers.
5. Policy Principles:
General
5.1. Members of Council and Staff are committed to adhering to the principles of
this policy.
5.2. The flow of information between Members of Council and Staff should promote
the principles of transparency, accountability and, where appropriate,
confidentiality.
5.3. All email correspondence between members of Council and Staff shall be
performed on Municipality of Clarington email only.
5.4. It is recognized that Members of Council have, pursuant to the Municipal
Freedom of Information & Protection of Privacy Act, R.S.O. 1990, c. M.56
(“MFIPPA”), the same rights of access to information as members of the
community, including, but not limited to, personal information (as defined in
that Act). It is also recognized that Staff are only permitted t o disclose personal
information to Members of Council in accordance with MFIPPA.
Respectful Workplace and Mutual Respect
5.5. Members of Council and Staff are committed to a positive, healthy, and safe
workplace in which every person is treated with respect and dignity. Incivility,
harassment and discrimination, in any form whatsoever, is not tolerated,
condoned or ignored.
5.6. Council, as a whole, exercises fiduciary and representative responsibilities
concerning the operations of the Municipality, in partnership with the
Administration, that is neutral, objective, and professional. Staff acknowledge
the representative, direction-setting and policy-making role of Council while
maintaining responsibility for management of daily operations.
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5.7. No Member of Council or Staff shall make comments that undermine public
confidence, disparage, or harm the reputation of the Municipality, Council, Staff
or co-workers. Nothing in this Policy, however, is intended to impede a
Member's ability to express an opinion regarding a Council decision, whether
in agreement or disagreement, provided that such expression is conducted in a
manner that is respectful, constructive, and does not target individuals or
groups personally. All such communication must remain in accordance with
Council’s Procedural By-law and all other relevant Council policies, including
this Council-Staff Relations Policy.
Open and Clear Communication
5.8. Open lines of communication are essential. Members of Council and Staff
should communicate openly and respectfully. However, formal communication
channels exist to manage operational and administrative issues and should be
respected.
Member of Council Expectations
5.9. Only Council, as a whole, has the authority to direct Staff to carry out specific
tasks or functions. The Administration, under the direction of the Chief
Administrative Officer, serves Council, as a whole, as expressed through
resolutions passed at Council meetings.
5.10. Notwithstanding the previous statement, Staff working in the Mayor and
Councillors’ Office are not limited from carrying out their responsibilities in
providing administrative assistance to individual Members of Council as
required.
5.11. Members of Council may request information from Staff within their capacity as
elected officials. If the requested information is readily available it will be
provided, unless it is a) subject to confidentiality or privacy restrictions under
applicable legislation, including the Municipal Freedom of Information and
Protection of Privacy Act (MFIPPA), b) not readily available, or c) requires
significant staff resources to compile. In cases where b) or c) is applicable,
Members may bring forward a motion at Council to authorize the use of staff
resources to fulfill the request. This support is administrative in nature and
does not constitute direction on municipal operations or policy matters .
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5.12. An individual Member of Council shall not direct Staff to undertake work,
prepare reports, or seek preferred outcomes other than through the Council
and Committee meeting processes as defined in the Procedural By-law.
5.13. Notwithstanding the previous statements, the Mayor may, in accordance with
the Strong Mayor powers within Part VI.1 of the Municipal Act, direct Staff in
certain circumstances.
5.14. It is expected that Members of Council will:
5.14.1. Request Senior Leadership input prior to making policy decisions.
5.14.2. Discuss issues with Senior Leadership and advise them of questions prior to
Committee and Council meetings, whenever possible, for better-informed
debate and evidence-based decision-making.
5.14.3. Understand that their discussions with Staff may be communicated to other
Members of Council, or others within the Administration, and that a Member of
Council cannot compel Staff to confidentiality.
5.15. Respect the independent authority of Staff to interpret and apply policy, where
such authority has been assigned to that staff position; and not involve
themselves in matters of administration or departmental management.
5.15.1. Consult with the appropriate member of Senior Leadership (or designate) prior
to responding to constituents concerns or requests to ensure accurate
information regarding Municipality policies, service levels, budgets and work
plans.
5.16. It is expected that Members of Council will refrain from:
5.16.1. Directing, instructing, or influencing Staff other than by giving appropriate
direction through a Council or committee resolution (unless through Mayoral
decision or direction under the Strong Mayor Powers as may be permitted);
This is not meant to prohibit an individual Member of Council from providing
advice, comments, or recommendations to Staff during a consultation process
initiated by Staff.
5.16.2. Contacting Staff below the level of Manager on Council related business prior
to consulting with Senior Leadership of that department.
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5.16.3. Directing, or attempting to influence Staff, Staff recommendations, or what
Staff include or recommend in written reports or presentations to Council or
committees or directing Staff to provide copies of drafts of any such reports or
presentations prior to inclusion on an agenda.
5.16.4. Directing, instructing, or influencing an Officer in the performance of their
statutory, legislative, or other legal duties and responsibilities .
5.17. Directing, instructing, or influencing any Staff in enforcement or other legal
matters.
5.17.1. Expecting or requesting a waiver of policies, standard procedures, or
processes, or rates and fees in their interactions with Staff. This does not
prevent a Member of Council from putting forward a motion, through the
Committee/Council process to address their waiver request.
5.17.2. Attending technical meetings scheduled by Staff, between Staff and
consultants, applicants, contractors or legal advisors.
5.17.3. Including Staff on email communication with the Public, without Staff’s prior
consent.
5.18. It is expected that Staff will:
5.18.1. Recognize Council’s role as the governing body for the Municipality and the
elected voice of the citizens.
5.18.2. Ensure that Council is apprised of known issues that may impact upon their
decision-making process.
5.18.3. Provide their professional advice and recommendations in good faith, political
neutrality and based on complete information.
5.18.4. Notify Council, of changes to legislation and any unintended or unexpected
impacts of policy decisions through Council Briefing Notes, Council Reports,
and presentations where appropriate.
5.18.5. Give effect to the lawful decisions, policies, and procedures of the Council,
whether or not the Staff member agrees with or approves of them.
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5.18.6. Use their professional judgement in responding to both Routine and Non -
routine Matters.
For Routine Matters: Inquiries made by a Member of Council for
information or action on behalf of a constituent shall be responded to in
accordance with the established process for responding to public
inquiries within the timelines established through the Customer Service
Standards Policy. At the request of Members of Council, Staff may also
communicate directly with a Constituent or Member of the Public on the
issue raised by the Councillor, unless such communication is restricted
by legislation, by-law or policy, or would undermine the role of Council.
Staff are not expected to respond to a Member of Council request
outside of normal working hours except in the case of emergencies.
For Non-routine Matters: Members of Council should direct the inquiry to
the CAO or to another member of Senior Leadership, who will respond,
or direct Staff to respond to the inquiry. Senior Leadership will, where
appropriate, communicate with Members of Council regarding non -
routine initiatives or issues that affect the Member’s ward and/or
regarding Council/Committee reports on significant issues that affect the
Member’s ward prior to a Council or Committee meeting at which the
issue will be discussed.
5.18.7. When responding to inquiries from individual Members of Council, staff shall
copy all Members of Council on the response where the information may be of
general interest or help avoid duplication of requests. These communications
are for informational purposes only and shall not be used to solicit responses
or advance Council business.
5.19. It is expected that Staff will refrain from:
5.19.1. Knowingly providing misleading or incorrect information to Members of Council.
5.19.2. Showing favouritism to individual Members of Council.
5.19.3. Providing confidential or personal information to Members of Council unless
permitted under Municipality By-law or policies, and subject to or pursuant to
the Municipal Freedom of Information & Protection of Privacy Act.
Page 63
Council Policy
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Page 8 of 12
6. Concerns from Council
6.1. Members will direct any concerns, respecting Staff, through the Chief
Administrative Officer.
6.2. Notwithstanding the previous statement, the Mayor may, in accordance with
the Strong Mayor powers within Part VI.1 of the Municipal Act, deal directly
with employees under their responsibility.
6.3. Members will direct any concerns, respecting the Chief Administrative Officer
to the Mayor, acknowledging the Chief Administrative Officer reports to the
Mayor.
7. Relationship Guidance
7.1. The relationship between Members and the Staff is guided by the following:
Council Code of Conduct
7.1.1. The Council Code of Conduct encourages high standards of conduct
among Members. Adherence to these standards protects and
maintains the reputation and integrity of the Members and the
Municipality.
Employee Code of Ethics Policy
7.1.2. The Employee Code of Ethics Policy is founded on the notion of
ensuring integrity in public services through the recognition and
promotion of the fundamental principles of transparency, impartiality,
respect, and accountability, including interactions with Members of
Council. As such, these general principles are detailed in the prevailing
Employee Code of Ethics Policy.
Page 64
Council Policy
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Page 9 of 12
Enforcement Policy
7.1.3. The Municipal Law Enforcement Policy establishes a transparent, fair,
and impartial framework for the enforcement and prosecution of
relevant laws within Clarington. It outlines the roles and responsibilities
of staff and Council Members, emphasizing the independence of
Municipal Law Enforcement Officers in making enforcement decisions
free from political influence. Council Members are expected to re spect
this independence, refrain from interfering in investigations, and follow
appropriate channels when reporting infractions. The policy also details
complaint procedures, prioritization of enforcement actions, and
safeguards against frivolous or vexatious complaints.
Harassment Policy
7.1.4. The Corporation of the Municipality of Clarington is dedicated to
providing a healthy and safe work environment. Acts of workplace
harassment by staff, volunteers, visitors, contractors, or vendors will
not be tolerated. The Municipality of Clarington has a policy of zero
tolerance towards workplace harassment.
7.1.5. The Harassment Policy provides a standard of conduct for Employees
in the carrying out of their work assignments and their relationships
with the public, elected officials, and each other. Any complaints
related to Members or Employees must follow the process outlined in
the prevailing Harassment Policy, which indicates that the matter will
be addressed through the Council Code of Conduct, Complaint
Procedure, or by the Integrity Commissioner. The Integrity
Commissioner will report to Council in accordance with the governing
protocol of that Office.
Procedural By-law
7.1.6. The Procedural By-law establishes the rules, procedures and conduct
applicable to Council and Committee meetings.
Page 65
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Page 10 of 12
Respectful Conduct Policy
7.1.7. The Respectful Conduct Policy provides guidance on promoting
respectful and harassment-free interactions among staff, customers
and residents. This policy includes a structured framework for
employees to respond to disrespectful conduct which includes
harassment, violence, frivolous or vexatious communication, and
unreasonable behaviour.
Transparency and Accountability Policy
7.1.8. The Transparency and Accountability Policy provides guiding
principles to ensure Clarington’s commitment to being accountable to
the public for its actions, through responsible and transparent
behaviour.
Use of Corporate Resources for Election Purposes Policy
7.1.9. The Use of Corporate Resources for Election Purposes Policy provides
guidance on the appropriate use of corporate resources during
municipal, school board, provincial and federal election campaigns,
and campaigns on a question on the ballot to protect the interests of
both Members and the Corporation.
8. Roles and Responsibilities:
8.1. Council is responsible for:
8.1.1. Adhering to this policy and its governing provisions.
8.2. Chief Administrative Officer (CAO) is responsible for:
8.2.1. Ensuring that all employees are aware of this policy and adhere to the policy
and its governing provisions.
8.3. All Staff are responsible for:
8.3.1. Adhering to this policy and its governing provisions.
Page 66
Council Policy
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Page 11 of 12
9. Related Documents:
Council Code of Conduct
Employee Code of Ethics Policy
Enforcement Policy
Harassment Policy
Procedural By-law
Respectful Conduct Policy
Transparency and Accountability Policy
Use of Corporate Resources for Election Purposes Policy
10 Inquiries:
10.1 The Chief Administrative Officer is responsible to interpret the Policy. Any
questions should be directed to the Chief Administrative Officer.
cao@clarington.net
Page 67
Council Policy
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Coordinator at 905-623-3379 ext. 2131.
Page 12 of 12
11 Revision History:
Date Description of Changes Approved By
2019-02-25 Arising out of Report CLD-004-19,
initial creation of Council-Staff
Relations Policy.
Council
2024-06-24 Arising out of Report LGS-023-24,
additions to definitions; sections
regarding Strong Mayors and Use
of Corporate Resources for
Elections Purposes Policy.
Converted to new Council Policy
template.
Council
2025-10-06 Arising out of Report CAO-018-25
XXX
Council
Page 68
Council Policy
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Page 1 of 5
Number: CP-013
Title: Council-Staff Relations Policy
Type: Political Governance
Sub-type: Accountability and Compliance
Owner: Legislative Services Department
Clerk’s Division
Approved By: Council
Approval Date: February 25, 2019
Effective Date: February 25, 2019
Revised Date: June 24, 2024
Applicable to: All Employees and All Members of Council
1. Legislative or Administrative Authority:
1.1. Subsection 270(1) of the Municipal Act, 2001, requires every municipality to
adopt and maintain this policy.
2. Purpose:
2.1. This policy provides guidance on how the Municipality of Clarington will
promote a respectful, tolerant, and harassment-free relationship and workplace
between Members of Council and the officers and employees of the
Municipality of Clarington.
3. Scope:
3.1. This policy applies to all Clarington employees and all Members of Council.
4. Definitions:
4.1. “Employee” has the same meaning as provided in the Employment Standards
Act, 2000, S.O. 2000, c. 41, and are those persons who are employed by the
Municipality of Clarington.
4.2. “Member” is a person elected, or appointed, to the Municipality of Clarington’s
Council.
Attachment 2 to Report CAO-018-25
Page 69
Council Policy
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Page 2 of 5
5. Policy Requirements:
General Guidance
5.1. The Municipality of Clarington promotes a respectful, tolerant, harassment -free
relationship and workplace for Members of Council and the officers and
employees of the Municipality of Clarington, guided by the Procedural By-law,
Council Code of Conduct, the Employee Code of Conduct, Code of Ethics
Policy, and the Harassment Policy. These policies collectively comprise the
Council and Staff Relations Policy.
Direction from Council to Staff
5.2. Members acknowledge that only Council, as a whole, has the c apacity to direct
employees.
5.3. Notwithstanding the previous statement, the Mayor may, in accordance with
the Strong Mayor powers within Part VI.1 of the Municipal Act, direct Staff in
certain circumstances.
Concerns from Council
5.4. Members will direct any concerns, respecting employees, through the Chief
Administrative Officer.
5.5. Notwithstanding the previous statement, the Mayor may, in accordance with
the Strong Mayor powers within Part VI.1 of the Municipal Act, deal directly
with employees under their responsibility.
Relationship Guidance
5.6. The relationship between Members and the Employees is guided by the
following:
Code of Conduct for Members of Council
5.6.1. The Council Code of Conduct encourages high standards of conduct
among Members. Adherence to these standards protects and
maintains the reputation and integrity of the Members and the
Municipality.
Page 70
Council Policy
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Coordinator at 905-623-3379 ext. 2131.
Page 3 of 5
Employee Code of Ethics
5.6.2. The Employee Code of Ethics is founded on the notion of ensuring
integrity in public services through the recognition and promotion of the
fundamental principles of transparency, impartiality, respect, and
accountability, including interactions with Members of Council. As
such, these general principles are detailed in the prevailing Employee
Code of Ethics Policy.
Harassment Policy for Employees
5.6.3. The Corporation of the Municipality of Clarington is dedicated to
providing a healthy and safe work environment. Acts of workplace
harassment by staff, volunteers, visitors, contractors, or vendors will
not be tolerated. The Municipality of Clarington has a policy of zero
tolerance towards workplace harassment.
5.6.4. The Harassment Policy provides a standard of conduct for Employees
in the carrying out of their work assignments and their relationships
with the public, elected officials, and each other. Any comp laints
related to Members or Employees must follow the process outlined in
the prevailing Harassment Policy, which indicates that the matter will
be addressed through the Council Code of Conduct, Complaint
Procedure, or by the Integrity Commissioner. The I ntegrity
Commissioner will report to Council in accordance with the governing
protocol of that Office.
Transparency and Accountability Policy
5.6.5. The Transparency and Accountability Policy provides guiding
principles to ensure Clarington’s commitment to being accountable to
the public for its actions, through responsible and transparent
behaviour.
Procedural By-law
5.6.6. The Procedural By-law establishes the rules, procedures and conduct
applicable to Council and Committee meetings.
Page 71
Council Policy
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Coordinator at 905-623-3379 ext. 2131.
Page 4 of 5
Use of Corporate Resources for Election Purposes Policy
5.6.7. The Use of Corporate Resources for Election Purposes Policy provides
guidance on the appropriate use of corporate resources during
municipal, school board, provincial and federal election campaigns,
and campaigns on a question on the ballot to protect the interests of
both Members and the Corporation.
6. Roles and Responsibilities:
6.1. Council is responsible for:
6.1.1. Adhering to this policy and its governing provisions.
6.2. Chief Administrative Officer (CAO) is responsible for:
6.2.1. Ensuring that all employees are aware of this policy and adhere to the policy
and its governing provisions.
6.3. All Staff are responsible for:
6.3.1. Adhering to this policy and its governing provisions.
7. Related Documents:
7.1. Procedural By-law
7.2. Council Code of Conduct
7.3. Employee Code of Conduct
7.4. Code of Ethics Policy
7.5. Harassment Policy
7.6. Use of Corporate Resources for Election Purposes Policy
Page 72
Council Policy
If this information is required in an alternate format, please contact the Accessibility
Coordinator at 905-623-3379 ext. 2131.
Page 5 of 5
8. Inquiries:
8.1. Municipal Clerk
9. Revision History:
Date Description of Changes Approved By
2019-02-25 Arising out of Report CLD-004-19,
initial creation of Council-Staff
Relations Policy.
Council
2024-06-24 Arising out of Report LGS-023-24,
additions to definitions; sections
regarding Strong Mayors and Use
of Corporate Resources for
Elections Purposes Policy.
Converted to new Council Policy
template.
Council
Page 73
220 Duncan Mill Road, Suite 315, North York, ON M3B 3J5
T 905-642-7050 F 905-642-8820 E info@kaitlincorp.com
KaitlinCorp.com
October 3, 2025
With Prejudice
Sent By Electronic Mail
Mayor Foster and Members of Council
40 Temperance Street
Bowmanville, ON
L1C 3A6
Dear Mayor Foster and Members of Council:
Lambs Road School Property Ltd. – OLT-23-001263, OLT-23-001327 & OLT-23-001328 - Future of 2020
Lambs Road and the Jury Lands Park
I write to present a settlement offer to the Municipality of Clarington in respect of the appeals to the
Ontario Land Tribunal in respect of 2020 Lambs Road, Bowmanville, Ontario. Beginning December 8,
2025, the Tribunal is scheduled to hear the appeals of Lambs Road School Property Ltd.’s (LRSP) in
respect of this important property, inclusive of LRSP’s Planning Act applications and application to
demolish the Triple Dormitory building under the Ontario Heritage Act.
Over the past number of years, Clarington Council, municipal staff, the Jury Lands Foundation, LRSP, and
the public have grappled with the future of this property, including the Cafeteria building and the Jury
Lands Park as a whole. At the same time, we have had the opportunity to engage in many discussions
with different Heritage Professionals regarding the future of the heritage buildings on the property. It is
clear to LRSP that there are a myriad of appropriate of ways to pay respect to the cultural heritage of
this site, while balancing the desires of the public and the constraints of a Municipal budget.
Specifically, we have engaged with a number of Heritage Professionals that have explored the idea of
commemoration without preservation of the heritage buildings as an appropriate way to pay homage to
the history of the site. In that regard, I have attached to this letter a DRAFT Preliminary Commemorative
and Interpretive Plan prepared by LHC Heritage Planning & Archaeology Inc. This is not a definitive plan,
but the concept of commemoration has been raised several times in Council, and I believe this Plan may
assist in exploring future possibilities for the Jury Lands Park.
As with the Cafeteria building, we believe Council will be best equipped to make decisions on the entire
Jury Lands Park by having flexibility and the ability to choose between multiple options when weighing
interests and constraints of the various stakeholders.
Page 74
220 Duncan Mill Road, Suite 315, North York, ON M3B 3J5
T 905-642-7050 F 905-642-8820 E info@kaitlincorp.com
KaitlinCorp.com
To that end, our offer to Clarington is simple: LRSP will agree to transfer all of the lands on which
heritage buildings are situated (including the lands on which the Triple Dormitory is situated and all
lands within the Ring Road), as well as all of the Open Space lands, and will give Clarington sole
discretion for the future design and development of Jury Lands Municipal Park and the historic buildings
thereon. Additional details of this settlement proposal are provided below, but to be clear, pursuant to
this proposal, LRSP would forego development on the lands on which the Triple Dormitory is located.
This settlement offer represents a significant “win” for the Municipality and the members of the
community that are desirous of preserving and/or commemorating the cultural heritage of the property.
Having already given up development within the Ring Road and having transfered the Cafeteria building
lands to Clarington, this offer includes substantial additional concessions on LRSP’s part, which we are
making to find a resolution with the Municipality for this important site. Clarington will greatly benefit
from acquiring the Open Space lands (including the extensive trail network contained therein) and will
be able to develop a plan among municipal staff, Clarington’s heritage consultants, the Jury Lands
Foundation and other stakeholders for a preferred preservation and/or commemoration option for the
heritage buildings and the design of the Jury Lands park.
Set out below are the details of the offer:
1. LRSP agrees to transfer all of the lands subject to Phase 2 of the Tribunal appeals (inclusive of
Blocks 28 to 35 in the attached Draft Plan of Proposed Subdivision) to Clarington as parkland.
The transfer would occur at first registration of any Phase of development for the property
(currently anticipated to be Q3 2026). If Clarington prefers that LRSP retain Block 28 for
residential development as part of the settlement, LRSP is amenable to that approach. As part of
this transfer, Clarington would acquire all five remaining heritage buildings (in addition to the
Cafeteria building) and the Open Space lands.
2. This parkland will be transferred in accordance with the requirements of the Planning Act,
including with respect to calculation and compensation for said transfer. Based on the options
described above, Clarington would have the opportunity to acquire the land in the following
potential configurations:
a) Ring Road Only (Block 34): Total parkland of approx. 13.63 Acres
b) Ring Road + Triple Dorm Block (Block 29 and 34): Total parkland of approx. 16.31 Acres
c) Ring Road + Triple Dorm Block + North entrance Block (Blocks 28, 29 and 34): Total
parkland of approx. 18.26 Acres
3. Clarington agrees to accommodate necessary servicing infrastructure for neighboring lands
within the parkland transferred to Clarington by LRSP.
4. Clarington can elect to receive the lands on which the heritage buildings are situated in the
manner it prefers. For instance, if Clarington wishes to receive the heritage buildings intact, LRSP
will transfer the lands in that manner. If Clarington wishes to receive the lands on which the
heritage buildings are situated with some or all of the heritage buildings demolished, LRSP will
transfer the lands in that manner. If demolition is preferred, LRSP will demolish the building(s) at
its sole cost prior to the transfer.
Page 75
220 Duncan Mill Road, Suite 315, North York, ON M3B 3J5
T 905-642-7050 F 905-642-8820 E info@kaitlincorp.com
KaitlinCorp.com
5. To assist Clarington in making a determination with respect to which heritage buildings (if any) it
wishes to retain, LRSP will submit a Heritage Impact Assessment with a commemorative strategy
and Salvage Feasibility Assessment for all heritage buildings to Clarington for consideration.
6. Clarington to provide its decision on the extent of lands it wishes to receive from LRSP by
October 31, 2025, considering the commencement of the Tribunal hearing in December.
7. If necessary, LRSP will ask the Tribunal to adjourn the appeal of the Ontario Heritage Act
demolition permit application for a reasonable amount of time to provide Clarington with the
opportunity to consult with stakeholders and determine its preferred option for the heritage
buildings and their role in any future Jury Lands Park. Once Clarington has made a decision in
that regard, LRSP will either withdraw its demolition permit appeal, or will make the necessary
applications under the Ontario Heritage Act to demolish additional heritage buildings, should
that be Clarington’s preference.
8. LRSP’s Planning Act appeals would be heard by the Tribunal at the scheduled hearing in
December 2025 by way of settlement hearing, with the parties presenting mutually agreeable
instruments (i.e., Zoning By-law Amendment and potentially Draft Plan of Subdivision) to the
Tribunal for approval.
9. Clarington and LRSP to enter into mutually agreeable minutes of settlement to implement the
foregoing, acting reasonably.
We believe that this settlement offer represents a terrific outcome for the Municipality and its residents.
If Clarington agrees to the above proposal, Clarington will obtain over 50 acres of Open Space lands with
an extensive trail network at no cost. Clarington would also obtain the entire Jury Lands Park to be
configured in the manner it chooses, based on its preferred option.
As an additional gesture of goodwill, if Clarington agrees to the resolution outlined above and Clarington
elects to retain all or some of the heritage buildings, LRSP agrees to gift to Clarington an amount equal
to what LRSP would have spent on demolition of those buildings, for use in restoration and/or
commemoration at the Jury Lands Park.
While LRSP has now offered to forego all development in or around the Jury Lands Park, we do so with
the hope that this gives Clarington the opportunity to maximize size and benefit to the entire
community with what will truly be an amazing park.
We would be pleased to discuss any of the foregoing, should it be of assistance.
Thank you,
Devon Daniell
On behalf of Lambs Road School Property Ltd.
CC: Municipal Clerk
Page 76
STREET 'A'STR
E
E
T
'
B
'KNOWN AS LAMBS ROADKNOWN AS CONCESSION STREET
AGRICULTURE
VACANT
EXISTING RESIDENTIALSOPER
CREEK
(FUTURE RESIDENTIAL)
AGRICULTURE 26.026.0Lands Subject to
OLT-23-001328 (Phase 1)
0.015 ha
Lands Subject to
OLT-23-001328 (Phase 1)
6.289 ha
Lands Subject to
OLT-23-001328 (Phase 1)
7.315 ha
BLOCK 33
COMPENSATION
AREA
0.308 ha
BLOCK 34
PARK BLOCK
4.644 ha
BLOCK 28
MEDIUM DENSITY
RESIDENTIAL - HERITAGE
(min 40 upha/
2-4 STOREYS)
91 u
0.792 ha
BLOCK 29
MEDIUM DENSITY
RESIDENTIAL - HERITAGE
(min 40 upha/
2-4 STOREYS)
140 u
1.082 ha
BLOCK 32
OPEN SPACE
20.119 ha
BLOCK 30
OPEN SPACE
0.670 ha
BLOCK 31
OPEN SPACE
0.395 ha
BLOCK 35
PARK BLOCK
0.094 ha
Lands Not
Owned by
Applicant
Scale Date Drawing Number
1 : 1500 August 28, 2025 16238-7 70dp
Toronto, Ontario M5E 1M2
P (416) 947-9744
F (416) 947-0781
3 Church Street, Suite 200
W www.bousfields.ca
BOUSFIELDs INC.
All area measurements are computer generated.
OF THE PLANNING ACT
draft plan of subdivision for approval.
being the registered owner(s) of the subject lands hereby authorize
I/we,
OWNER'S AUTHORIZATION
their relationship to the adjacent lands are correctly shown.
I certify that: the boundaries of the lands to be subdivided and
SURVEYOR'S CERTIFICATE
Sanitary & storm sewers to be provided.K.
Clay loam soil.I.
Piped water to be provided.H.
D.
C.
REQUIRED UNDER SECTION 51(17)
All elevations refer to Geodetic Datum.
Subject Property
LEGEND
to prepare and submit a
Day Month Year
BOUSFIELDs INC.
LAMBS ROAD SCHOOL PROPERTY LTD.
ADDITIONAL INFORMATION
All dimensions are in metres.
NOTES
KEY PLAN
Day Month Year
DRAFT PLAN OF PROPOSED
SUBDIVISION
PART OF LOT 7 & 8
CONCESSION 2
(Town of Bowmanville)
MUNICIPALITY OF CLARINGTON
REGIONAL MUNICIPALITY OF DURHAM
All lands owned by applicant shown on the
key plan.
Medium Density Residential, Park, Open Space,
Compensation Area, Lands Subject to OLT (Phase 1)
Cad File No:Z:\Aadraw\2016\16238-7 - Camp 30, Clarington\70dp 16238-7 - Camp30 - Aug28-25 - Revised Phase 2 DPOS.dwg
Subject
Property
As shownL.
0 15 60 75m4530
SCALE 1:1500
Gabriel Laframboise O.L.S.
JD Barnes Limited
Page 77
PRELIMINARY COMMEMORATIVE AND
INTERPRETIVE PLAN – BOWMANVILLE
BOYS SCHOOL/CAMP 30
2020 Lambs Road, Municipality of Clarington, ON
DRAFT REPORT
Date: 13 December 2024
Project #: LHC0197
LHC Heritage Planning & Archaeology Inc.
400-837 Princess Street
Kingston, Ontario K7L 1G8
Phone: (613)507-7817
Toll Free: 1-833-210-7817
Email: info@lhcheritage.com
Web: www.lhcheritage.com
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Report prepared for: Devon Daniell
Lambs Road School Property Ltd.
2020 Duncan Mill Road
Unit 315
North York, ON
M3B 3J5
Report prepared by: Benjamin Holthof, MPl, MMA, RPP, MCIP, CAHP
Senior Heritage Planner - LHC
Graphics prepared by: Richard Valenzona, BES, MLA, OALA
Associate – Bousfields Inc.
Reviewed by: Christienne Uchiyama, MA, CAHP
Principal, Manager of Heritage Consulting Services - LHC
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iv
TABLE OF CONTENTS
1 Introduction ............................................................................................................................ 1
2 Interpretive Context ............................................................................................................... 2
2.1 Other Heriage Studies/Reports ...................................................................................... 2
2.2 Interpretation Context ................................................................................................... 2
3 Interpretive Strategy .............................................................................................................. 3
3.1 Audience ......................................................................................................................... 3
3.2 Goals and Objectives ...................................................................................................... 3
3.2.1 Goals ........................................................................................................................... 3
3.2.2 Preliminary Objectives ............................................................................................... 4
3.3 Themes ........................................................................................................................... 4
3.4 Motifs .............................................................................................................................. 5
4 Commemorative/Interpretive Concept ................................................................................. 6
4.1 Park Commemoration and Interpetation Concept ....................................................... 6
4.1.1 Conserve Historic Landscape Features ..................................................................... 7
4.1.2 Retain Building Footprints ......................................................................................... 7
4.1.3 Shade/Pavilion Structure ........................................................................................... 7
4.1.4 Central Interpretive Area ............................................................................................ 8
4.1.5 Interpretive Features Throughout the Site ................................................................ 8
4.2 Adjacent development ................................................................................................. 15
4.2.1 Complementary Design ........................................................................................... 15
4.2.2 Triple Dormitory Site Interpretation ........................................................................ 15
4.2.2.1 Escape Tunnel .................................................................................................. 15
5 Preliminary Implementation ............................................................................................... 16
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v
List of Figures
Figure 1. Context............................................................................................................................. 9
Figure 2. Schematic Park Demonstration .................................................................................... 10
Figure 3. Commemorative Programming Retained Building footprint ...................................... 11
Figure 4. Commemorative Programming Shade/Pavilion Structure ......................................... 12
Figure 5. Commemorative Programming Central Interpretive Area .......................................... 13
Figure 6. Commemorative Programming Interpretive Features Throughout the Site .............. 14
Figure 7. Representation of former railway lines in paving ........................................................ 16
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1 INTRODUCTION
This preliminary commemoration and interpretation plan (the Plan) is intended to include a
relatively wholistic approach to the Bowmanville Boys School/Camp 30 (the Site) site based
on the premise of commemoration without preservation of the buildings. Heritage attributes
and character-defining elements of the site that are not buildings will be incorporated into
this preliminary plan.
Heritage conservation of the landscape and commemoration/interpretation to tell the story of
the Site will be a focus for this Plan. It is understood that the municipality plans that the park
at this site will be a Municipal Wide Park. This is the highest level in the municipal park
hierarchy. It requires a design to serve the entire municipality, including as a focal point for
flexible space and programming for large-scale gathering and special events.1 This Plan can
be used to complement or be integrated into larger park planning exercises.
Specific designs for commemorative and interpretive elements are not proposed in this plan
but illustrations show what could be done that would be effective in commemorating and
interpreting the history and story of the Site. This is a broad preliminary plan, it does not
specify specific interpretive elements, how they should look or the content to be included. A
specific plan for the Park may involve a more detailed commemoration/interpretation
component and should involve Indigenous, community and other stakeholder engagement,
which is beyond the scope of this preliminary plan. Park planning will introduce features not
related to heritage commemoration or interpretation but creative designs may find ways to
combine park needs with heritage commemoration and interpretation opportunities.
This preliminary Plan includes:
• Context around commemoration and interpretation of the Site, such as;
o A description of other cultural heritage reports and studies that connect or
intersect this Plan;
o The context of heritage interpretation in the municipality;
• An interpretive strategy, including, goals, objectives, themes and motifs for
commemoration and interpretation; and,
• A preliminary interpretive concept.
1 Clarington, Parks, Recreation and Culture Master Plan, 2024, pg. 12.
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2 INTERPRETIVE CONTEXT
2.1 OTHER HERIAGE STUDIES/REPORTS
A commemoration or interpretation plan is linked to other cultural heritage studies and
reports. Previously completed studies include:
• The Jury Lands, Bowmanville / Special Policy Area F Urban Design Master Plan + Design
Guidelines (by DTAH in 2019). Which includes a history of the Site and ideas for
development of the park.
• A Heritage Impact Assessment 2020 Lambs Road, Municipality of Clarington
(Bowmanville), Ontario (by LHC in 2020). Which includes a history of the Site,
documentation of its condition and an understanding of its cultural heritage value.
• A Heritage Impact Assessment Addendum 2020 Lambs Road, Municipality of Clarington
(Bowmanville), Ontario (by LHC in 2022). Which includes a history of the Site,
documentation of its condition and an understanding of its cultural heritage value.
Future cultural heritage studies and reports are expected, some of which may draw from this
Plan or that can inform refinements to this Plan or future park planning activities. These
studies include:
• An update to the Heritage Impact Assessments to address impacts from development
next to the park and commemorative or interpretive features in the park on the
heritage value of the Site.
• A salvage inventory of buildings on the site to determine if materials can be salvaged
for reuse in interpretive features in the park or used on other heritage conservation
projects elsewhere in the municipality.
• A heritage documentation report. This will involve technical documentation of the site
including photographs and drawings. It will also include compiling previously
completed studies on the site. Documentation could involve compiling a finding aid of
historic documentation held in library and archival collections. This report may
include documentation undertaken during demolition activities. Documentation of
the site will inform commemorative and interpretive planning.
2.2 INTERPRETATION CONTEXT
Public heritage interpretation in the municipality includes:
• Eight (8) Ontario Heritage Trust plaques (Provincial); and,
• The Clarington Library, Museum and Archives, which includes a permanent exhibit on
the Camp 30 Prisoner of War site.
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3 INTERPRETIVE STRATEGY
3.1 AUDIENCE
The audience for heritage commemoration and interpretation at the site will include:
• Residents
o Residents of the entire municipality.
o Surrounding area residents, in existing and future residential areas.
o Future residents of the buildings proposed immediately next to the park.
• Local schools. Public interpretation built into the park and offered through
programming and events could allow the site to become a location for field trips.
• Museum visitors. The Clarington Library, Museum and Archives has a permanent
exhibit at the Sarah Jane Williams Heritage Centre about Camp 30. Public
interpretation, built into the park and/or offered through events and programming
could extend the museum experience to the site.
• Visitors and tourists to the community with an interest in history, particularly the
history of schools and Second World War, will visit the site because of its history.
Other audiences to consider may include:
• Survivors (and their supporters) of abuse in Ontario training schools –especially if the
site includes commemorative healing features.
It is expected that the audience will be all ages with every level of interest/disinterest in the
history of the site. Interpretation should be intended to potentially reach all of these
audiences at some level.
3.2 GOALS AND OBJECTIVES
3.2.1 GOALS
Goals for heritage commemoration and interpretation should be developed with municipal,
public and stakeholder engagement. However, preliminary goals based on the cultural
heritage values of the site include:
• Tell the comprehensive story of the site.
• Commemorate the importance of the site from a local, provincial, national and
international perspective.
• Enable opportunities for future and/or additional commemoration and interpretation.
• Conserve as much of the campus setting and features of the site as possible.
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• Enable sensitive and compatible development outside the Ring Road and conversion
of the area inside the Ring Road into a public park while commemorating and
interpreting the significant history of the site.
3.2.2 PRELIMINARY OBJECTIVES
Objectives for heritage commemoration and interpretation need to be developed with owner,
municipal, public and other stakeholder engagement. However, preliminary objectives could
include:
• Use multiple, tangible, interpretive methods to tell the complete story of the
Bowmanville Boys School and Pine Ridge Training School, including the progressive
ideals of the schools and history of abuse at training schools on the site.
• Use multiple, tangible, interpretive methods to tell the story of the Camp 30 Prisoner
of War camp.
• Use interpretive features and salvaged materials (as viable and appropriate) to convey
and commemorate the significant architectural and design features of former
buildings on the site and the layout/design of the campus setting.
• Interpret the history of private schools, abandonment, naturalization and
redevelopment on site.
• Reuse material –such as bricks—salvaged from buildings on the site in interpretive
features such as (but not limited to) panel mounts, shade structure(s), and seating.
• Conserve and integrate the historic Ring Road and pathways around the site into the
park landscape and connect them to wider municipal trail networks.
• Preserve existing trees, shrubs and other native vegetation around the site.
• Integrate tangible heritage interpretation and commemorative features with the
character-defining element associated with views between the (former) buildings.
3.3 THEMES
Themes to inform interpretation are based on information in the National Historic Site
Statement of Significance (SOS) and Heritage Designation By-law. Additional themes may be
identified through public and stakeholder engagement.
Potential themes include:
• Progressive education/youth reform movement and history of Training Schools
o J.H.H. Jury
o Bowmanville Boys School – philosophy of juvenile social reform
o Training Schools – including history of abuse at these sites.
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•POW Camp
o Battle of Bowmanville
o Escape attempts
o Life as a POW in Bowmanville
•Landscape – “campus like plan with ring road, grassy fields, vegetation, and mature
trees”
o The natural heritage of the site, including the floodplain lands around Soper
Creek are connected to the landscape ideals of the site. The campus like setting
and Prairie Style architecture are based on design ideals associated with fitting
into the landscape. This introduces opportunities to expand or enhance
interpretation around the site by connecting to natural heritage themes.
While not identified in the SOS and heritage designation By-law, the site has continued to
evolve over time. It is an evolving cultural heritage landscape. The latter history as a site of
several different educational uses, abandonment, deterioration, naturalization of the
landscape and attempts to save the site and redevelop the land are part of its history. An
additional theme based on this could be:
•Development of the site, change, deterioration and planning for the future.
3.4 MOTIFS
•Prairie Style architecture.
o Masonry construction.
o Natural materials (natural colours, brick, stucco).
o Horizontality.
o Geometric ornamentation.
o Flat roofs.
•Campus style organization of the landscape.
o Integration with the landscape is important for the Prairie style. Therefore,
commemoration should integrate with the landscape in similar ways.
o Open vistas are important, as are the views from building to building and out
from the central campus to the surrounding area. However, some parts of the
landscape have filled in and become naturalized over time, such as along the
stream that separates the north section of the campus in the Ring Road from
the south section of the campus. These naturalized, filled in, parts of the
landscape are valued too.
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4 COMMEMORATIVE/INTERPRETIVE CONCEPT
4.1 PARK COMMEMORATION AND INTERPETATION CONCEPT
This preliminary concept for commemoration and interpretation in the Park is based on
conservation of the landscape in the Ring Road and using that historic landscape for
interpretation of the site. This plan builds from work already completed in The Jury Lands,
Bowmanville / Special Policy Area F Urban Design Master Plan + Design Guidelines by DTAH . Key
ideas from the DTAH report include:
•Spoked uses.
•Larger community space in middle.
•Smaller more intimate spaces around edge.
•Distinct areas of plantings and tree canopy.
•Reinforce views to Soper creek.
•Tie into the trail system.
This preliminary concept is based on the idea of spoked uses and the spatial organization of
the campus within the Ring Road with well defined historic pathways. It envisions a central
focal area with paths, views and interpretive features out from the central area to the rest of
the site.
The preliminary concept:
•Conserves and uses historic landscape features;
•Encourages a sense of exploration;
•Encourages reuse of salvaged materials from buildings on site (such as brick from the
buildings) for new facilities and interpretive features;
•Proposes any park structures –such as a shade structure/picnic pavilion—have a
design inspired by and drawing cues from the prairie-style historic buildings;
•Includes multiple layers and types of commemorative and interpretive components to
the site including tangible features in the park and programing/events.
The preliminary concept is illustrated on the following drawings:
Figure 1. Context ;
Figure 2. Schematic Park Demonstration;
Figure 3. Commemorative Programming Retained Building footprint;
Figure 4. Commemorative Programming Shade/Pavilion Structure;
Figure 5. Commemorative Programming Central Interpretive Area;
Figure 6. Commemorative Programming Interpretive Features Throughout the Site.
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4.1.1 CONSERVE HISTORIC LANDSCAPE FEATURES
Historic landscape features will be kept and focus heritage commemoration and
interpretation. This will include some Character-Defining Elements. The Ring Road will define
the park, and the historic pathways and footprints of historic buildings will organize the space
(Figure 2).
Tangible, physical components of the landscape need to be conserved include:
•Building Footprints;
•Pathways;
•Ring Road;
•Archaeological Remains.
Building footprints, pathways and the ring road allow part of “the intactness of the
landscape” and most of the campus -style plan part of the “complex of six buildings laid out in
a campus-style plan beside an oval-shaped ring road” character-defining elements to be
retained on site. It would largely retain the “circulation pattern provided by the ring road and
paths through the landscape which create a cohesive campus ensemble” heritage attribute.
The pathways and ring road are directly connected to “the manner in which the buildings
[represented by building footprints, ghost structures, gardens] are visually and functionally
interconnected by a network of paved pathways” character-defining element.
Archaeological remains are part of the “integrity of any surviving archaeological remains and
features that relate to the site’s use as a prisoner of war camp” character defining element.
Planning for work on site needs to include plans to ensure the integrity of archaeological
remains. This may be done through an archaeological assessment process and planning to
avoid land disturbance as much as possible.
4.1.2 RETAIN BUILDING FOOTPRINTS
The footprints of historic buildings can be conserved or represented in the landscape through
hard landscaping (Figure 3). They could be flush with the ground or have short walls built over
the exterior wall locations. The spaces could be hard surfaces such as patio spaces or
incorporate play spaces. Footprints could include various gardens or plantings which could be
decorative, community food gardens, and/or healing gardens. The footprints could be used
for a variety of different purposes.
4.1.3 SHADE/PAVILION STRUCTURE
A shade/pavilion structure can be a site for several types of interpretation, including provision
of programming (Figure 4). A central structure could be a large focal point, and smaller
structures could be installed around the site. Any architectural element on site should be
inspired by the prairie-style architecture of the historic buildings and use similar materials,
colours and geometric patterns. It could use materials salvaged from historic buildings on
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site. A shade/pavilion structure could incorporate interpretation panels or murals or other art
in its design to commemorate and tell the story of the place.
4.1.4 CENTRAL INTERPRETIVE AREA
The spatial organization of the campus with a Ring Road and pathways that extend from a
central point in spokes enable creation of a central interpretive area to tell the story of the
place (Figure 5). Views from this central area along pathways and across the open spaces can
point to various parts of the story and specific themes which can be interpreted through on-
site panels, programming, augmented reality/virtual platforms. The main story can be told
looking out across the site and augmented with more features around the edges of the Ring
Road looking in at the site.
4.1.5 INTERPRETIVE FEATURES THROUGHOUT THE SITE
Secondary interpretive features or less traditional or permanent interpretive features can be
spread around the park (Figure 6). They can look in from around the ring road or enable an
exploratory style of conveying ideas. This includes places for public art or interpretation of
parts of the story that expand on the information from the central interpretive area. This may
be guided by available historical information and imagery –such as images of the site from the
south entry or Lambs Road.
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Context
CONCESSIONS STREET ECONCESSIONS STREET E LAMBS ROADLAMBS ROADFUTURE PUBLIC ROADFUTURE PUBLIC ROADGUILDWOODGUILDWOOD
PARKPARKSPRUCEWOOD CRESCENTSPRUCEWOOD CRESCENTFUTURE PUBLICROADFUTURE PUBLICROAD
Legend
Existing / Proposed Property Lines
Park Blocks
Pedestrian Trails
Park Access from Lambs Road
Access to Development Block(s) from Lambs Road
Proposed Development Blocks
Lands owned by the Municipality of Clarington (Part 1 of Survey)
* For Demonstration Purposes Only
Not to Scale
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LAMBS ROADLAMBS ROADSchematic Park Demonstration
Camp 30 2020 Lambs Road Bowmanville ON
1
1
2
2
3
4
* For Demonstration Purposes Only
Not to Scale
Existing / Proposed Property Lines
Proposed Development Blocks
Programmable Central Green Space
Parking Lot
Leash-Free Dog Run
Outdoor Event Space with Shade/Pavilion Structure with Potential Park Washroom (Refer to pg. 4)
Gateway Feature with Commemorative Signage (Refer to pg. 6)
Unprogrammed Open Space
Pedestrian Trail Linkages
Commemorative Building Footprint (Refer to pg. 3)
Pedestrian Promenade
Commemorative Historical Pathways Embedded in Promenade and New Pathways
1
2
3
4
5
5
5
6
6
Legend
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Commemorative Programming | Commemorative Building Footprint
Camp 30 2020 Lambs Road Bowmanville ON
LAMBS ROADLAMBS ROAD•Represent the footprints ofthe historic buildings in thelandscape. The precedentsbelow are some of the variousways of representing the buildingfootprints.
•They should include a small-scale interpretive panel at thelocation of the former building’sfront door that shows what itused to look like and explainwhat the building was.
•Variations of this should beapplied to all five buildings alongthe Ring Road. It could also beapplied to the administrationbuilding that was just north ofthe Gymnasium.
Not to Scale
* For Demonstration Purposes Only
Existing / Proposed Property Lines
Proposed Development Blocks
Commemorative Building Footprints
Potential Location of Interpretive Panels
Legend
*
*
*
*
*
*
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Project No. 16238-7 Date December 2024Camp 30 2020 Lambs Road Bowmanville ON
LAMBS ROADLAMBS ROADCommemorative Programming | Shade/Pavilion Structure
* For Demonstration Purposes Only
•A large shade structure nearthe centre of the site. On thefootprint of the Gymnasiumbuilding.
•Another or a few smaller shadestructures may be appropriate atother locations around the site,such as at the north and southends of the park.
•If a washroom structure isincluded on the site, it couldbe integrated into the largeshade structure or standalone. It should be inspired byPrairie Style architecture andshare design features with anyshade structures on site to fitthe theme of a campus stylelandscape.
•The large, main shade structureand/or washroom structurecould include mural space onan exterior wall for additionalheritage interpretation andcommemoration.
Mural wall, could wrap walls on washroom facility or on shade structure.Gymnasium building, could inspire the shade structure design. Brick pillars, flat roof and geometric patterns.
Not to Scale
Existing / Proposed Property Lines
Proposed Development Blocks
Shade/Pavilion Structure with Potential Integrated Park Washroom
Central Outdoor Event Space / Interpretive Area
Legend
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Project No. 16238-7 Date December 2024Camp 30 2020 Lambs Road Bowmanville ON
LAMBS ROADLAMBS ROADCommemorative Programming | Central Interpretive Area
* For Demonstration Purposes Only
•A central interpretive area withtwo complementary interpretiveelements:
• A map/model of the site fromthe main time period.
•Interpretive panels telling thewhole story of the site with views to features no longer present. Views to each of the buildings and significant features from the POW camp history should be maintained.
1
2
Not to Scale
1 1 1 1
2222
Existing / Proposed Property Lines
Proposed Development Blocks
Location of Potential Interpretive Elements
Central Outdoor Event Space / Interpretive Area
Viewsheds Towards Previous Heritage Buildings
Legend
*
*
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LAMBS ROADLAMBS ROADCommemorative Programming | Interpretive Features Throughout the Site
* For Demonstration Purposes Only
•The central interpretive areashould be supported by featuresaround the site.
•A mural with a view to thepast or view box feature would be appropriate at the south end of the Ring Road.
•A mural or other publicart representing the site,or showing an importantpart of it’s history, may beappropriate at/along theentrance of Lambs Road.
•Features would include asmall panel at each buildingfootprint - ideally at the(former building) front doorto the footprint feature -showing what the buildinglooked like and describingwhat it was with interestingfacts about its history.
•Spaces for public art couldbe left between the formerbuilding sites for future ideas.
1
2
Not to Scale
1
2
1
11
Existing / Proposed Property Lines
Proposed Development Blocks
Central Outdoor Event Space / Interpretive Area
Gateway Entrances
Potential Location(s) of Public Art
Legend
*
*
*
*
*
*
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4.2 ADJACENT DEVELOPMENT
4.2.1 COMPLEMENTARY DESIGN
The heritage commemoration and interpretation concept focuses on the proposed municipal
wide park inside the Ring Road. However, part of the historic site—at the location of the Triple
Dormitory building—and areas around the east and north edges of the Ring Road will be
developed as private residential space with apartment buildings. Municipal policy and design
guidelines require that these new developments be complementary to the adjacent
designated heritage site (Policy 16.7.5.2) and based on the Prairie-style architecture of the
historic buildings from the site (Policy 16.7.9.9). The design of the new buildings inspired by
Prairie-style architecture –in part—commemorates the history of the site and allows for
interpretation of the significance of this architectural style.
4.2.2 TRIPLE DORMITORY SITE INTERPRETATION
A new building is proposed to replace the Triple Dormitory. Its design will be inspired by
Prairie-style architecture. In order to fit with the campus style landscape of the place
including the historic views and pathways it is recommended that:
•An entrance/exit of the building facing the park should (if possible) align with a historic
walkway leading into the center of the park.
•Preserve and plan for healthy succession of as many of the trees as possible that are
between the proposed building and the park.
The following interpretive elements could be used to commemorate the building:
•A plaque about the building, its architecture and history may be included on the park
side of the building. Could also put a plaque inside the lobby of the building to share
info on the site with residents.
•A “view to the past” style interpretive panel along the Ring Road in the Park looking at
the building to compare the historic building and new building.
4.2.2.1 ESCAPE TUNNEL
When the site was a POW camp there was an escape attempt from the Triple Dormitory by
tunnelling under Lambs Road. This part of the story should be told at the building, in the park
near it, and on a sidewalk along Lambs Road (if sidewalks are part of the plan for the street).
On-site interpretation should be used if historic documentation of the site recorded the
location and extent of tunnel(s) or if the location(s) can be found through remote sensing or
through archaeology. Interpretation could include:
•Marking the location of the tunnel(s) through landscaping, such as by representing the
location and size in different paving materials following the extent of the tunnel(s) (see
Figure 7).
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•An interpretive panel to tell the story of the escape attempt.
It is understood that at least 1 tunnel extended past Lambs Road. If possible, the markings in
the ground should be extended to its end point on the east side of Lambs Road and should be
represented in the road right-of-way.
If the locations cannot be determined, then an interpretive panel telling the story would be
sufficient to tell this story. Representing tunnel locations in the landscape should only be
done if it is authentic, based on historic or archaeological research and represents the real
location.
Figure 7. Representation of former railway lines in paving
5 PRELIMINARY IMPLEMENTATION
This is a preliminary concept for commemoration and interpretation. Development of a
detailed commemoration/interpretation plan will require engagement with the community
and various stakeholders. It will require refinement of this plan or development of a new plan
before implementation. A refined commemoration and interpretation plan should:
•Identify and finalize, goals, objectives, themes;
•Compile research and imagery to tell the storey of the site;
•Create a storyboard for interpretation;
•Identify preferred interpretive elements and features;
•Engage with the community and relevant stakeholders on commemoration and
interpretation; and,
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•Include an implementation strategy.
Preparation of a more detailed commemoration and interpretation plan should be
coordinated with planning the park and other cultural heritage studies and documents
prepared as part of development applications, such as an updated Heritage Impact
Assessment, a Heritage Documentation Report and a Salvage Inventory.
It may be desirable to do supplementary photographic and video documentation before
demolition; by artists, professional photographers and videographers to obtain an archive of
visual materials from different perspectives which would enhance commemoration and
enable creative interpretation of the site.
Details of the plan will need to be developed by landscape architects with heritage
interpretation and commemoration experience. Companies experienced in fabrication of
interpretive panels will need to be consulted.
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