HomeMy WebLinkAbout2026 Budget Update2026
Budget
Update
Bringing real value to
your neighbourhood with
services and programs that
make life better.
www.clarington.net/Budget
Table of
Contents
CHAPTER ONE
Introduction
A Message from Mayor Adrian Foster 3
Building the Budget 4
2026 Budget Snapshot 5
What Property Taxes Fund 6
2026 Capital Budget Highlights 7
Local Services and Programs That Matter 9
2025 Grant Highlights 11
Continuous Improvement Highlights 13
Budget Basics 14
CHAPTER TWO
Operating
Budget Update
2026 Operating Budget Update 19
Operating Budget Amendments 21
CHAPTER THREE
2026 Capital Budget
2026 Capital Budget 25
2026 Capital Budget Details 26
Pre-Budget Approval 43
CHAPTER FOUR
Long-Term Debt
Long-Term Debt Update 45
Proposed New Debt 46
CHAPTER FIVE
Reserves and
Reserve Funds
Reserves and Reserve Funds 48
Reserve Fund Contributions and Transfers 54
Reserve Fund Target Balances 59
APPENDIX
Business Cases
Evergreen Proposal
(within Computer Hardware) 62
Telephony Modernization System
(within Computer Hardware) 67
Customer Relationship Management Solution 70
Finance Enterprise Resource Solution 79
Full-time Animal Care Attendant 94
2
01 Introduction
A Message from Mayor Adrian Foster 3
Building the Budget 4
2026 Budget Snapshot 5
What Property Taxes Fund 6
2026 Capital Budget Highlights 7
Local Services and Programs That Matter 9
2025 Grant Highlights 11
Continuous Improvement Highlights 13
Budget Basics 14
2
3
A message from Mayor Foster
Our budget balances keeping costs down while
delivering on community priorities
I’m proud to share Clarington’s 2026 Operating Budget
Update and Capital Budget—a plan shaped by your
priorities. This is how we deliver what’s most important
to you, working towards the long-term vision in our
2024-27 Strategic Plan, informed by record-setting
public engagement and feedback.
Clarington’s property taxes are among the lowest in
Durham Region, but I know every dollar matters —
especially right now. I’ve heard from residents feeling
the pressure, and we’re working hard to keep costs in
check while continuing to deliver the top-notch service
you expect. That’s why we’ve lowered the previously
approved overall tax levy increase, proposing 3.00 per
cent rather than 4.07 per cent. For the average
household, it means a modest net increase of $1.08
weekly on Clarington’s third of the property tax bill
(which translates to a 0.99 per cent taxpayer increase).
The levy covers about half of our total budget, so we
stay laser-focused on easing the burden through smart
financial strategies. By pursuing grants, generating
investment income, using development charges to
support growth, and driving efficiencies, we’re
stretching resources to deliver real value for our
community.
The legendary lifestyle here is why people choose
Clarington, and each year we’re making careful
investments to make it even better. The Parks,
Recreation and Culture Master Plan is coming to life
with major investments in community spaces over the
next 10 to 15 years. In 2026, we’re exploring the twin
pad expansion at South Courtice Arena to meet future
demand for indoor ice. We’ve got construction of the
South Bowmanville Recreation Centre well underway—
our biggest community build yet. Plus, a new Aquatics
Centre coming soon, too. We’ll also be adding an
accessible community park and splashpad onsite for
neighbours to enjoy time together.
As Clarington’s population continues to grow, we’re
investing in the infrastructure our community relies on
today while planning ahead to support the needs of
tomorrow. We’re building a new fire station and training
facility in north Bowmanville to help protect residents
and ensure our firefighters are prepared for anything. In
2026, we’ll invest in strengthening infrastructure across
our community, including road resurfacing and
reconstruction, improvements to sidewalks, crossovers
and lighting, as well as traffic calming measures.
Stormwater systems will also be strengthened to
protect our shoreline and reduce flood risk.
We believe every resident deserves excellent customer
service when they connect with us. With our planned
improvements, it will become easier to get help and
access what you need. Behind the scenes, we’re
modernizing technology to protect data and enhance
service delivery. Year by year, these steady upgrades
will keep making things better and better, setting the
bar higher for awesome service every time we connect.
This budget is a clear roadmap to our goals and
outlines the resources we have to reach them—
investing wisely, delivering great service, and keeping
costs low through thoughtful, community-informed
planning. We’re proud to call Clarington home and
always looking for ways to make it even better,
because truly, there’s just no place like it.
Sincerely,
Adrian Foster
Mayor
Building the Budget
11
Your priorities are at the heart
of the budget, crafted for impact
today and value tomorrow.
Each annual budget is built to deliver on the community’s priorities outlined in the
2024-27 Strategic Plan, shaped by record levels of public engagement. It also reflects
the organizational needs identified in the 2024-27 Multi-Year Operating Budget to
ensure the continued delivery of important local services and programs. The
Municipality reviews and updates its Multi -Year Budget annually, as required under the
Municipal Act, 2001. This provides flexibility to address changes in circumstances or
special events that require funding or resource adjustments , ensuring responsible fiscal
planning while remaining adaptable to a changing environment due to factors such as:
New/Changed Regulations: New or changed legislation
or regulations that impact the Municipality financially.
New Council Direction: New direction or plans approved
after the initial approval of the Multi -Year Budget.
Cost/Revenue Driver: A budget adjustment to adapt to a
change in economic conditions, events or circumstances.
As Clarington continues to grow, we are committed to delivering
meaningful municipal programs and services to best serve our
community. We are focused on a collaborative, responsible budgeting
process, supporting the delivery of the Clarington Strategic Plan.
This ensures our business operations are aligned with the priorities
identified by the community.
4
See the progress!
Clarington’s Year in Review shows
the real impact of our Strategic Plan
priorities in action.
Check it out:
www.clarington.net/YearInReview
2026 Budget Update Snapshot
10
5
What Property Taxes Fund
7
Property taxes support what makes
local life better, covering about half of
Clarington’s overall budget.
The property tax levy covers 52.8 per cent of Clarington’s overall 2026
budget, with the remaining funding coming from other sources –
underscoring the importance of optimizing resources and pursuing
alternative revenue like grants, investment income, development charges,
user fees, and more.
Did you know? Only 33 cents from every property tax dollar
goes to the Municipality of Clarington. This portion supports
delivery of the local services you rely on and invests in the
future of our growing community.
We’re proud to bring you:
Animal services
Fire and emergency
services
Building inspection Libraries
Capital investments Local planning
Economic
development Parks and sports fields
Local road
maintenance
Recreation facilities
and programs
Municipal law
enforcement
… and more!
7
7
6
What’s the difference between the
Operating and Capital Budget?
Operating Budget: Powers the day-to-day
Funds important municipal services used daily—like fire and
emergency response, local planning, recreation programs, animal
services, libraries, and more—as well as the staff who deliver
them.
Capital Budget: Invests in the future
Funds the assets and infrastructure Clarington invests in to
support community growth and well-being—like building,
repairing, and replacing roads, parks, and facilities.
2026 Capital Budget Highlights
7
We're on a mission to enhance quality of life
in our community, and the 2026 capital
investments are part of that promise.
Bringing the Parks, Recreation, and Culture
Master Plan to life
We're investing in the spaces and places that keep Clarington active, connected, and
proud. Across the community, we're upgrading baseball, basketball, pickleball, squash,
and tennis facilities, along with splashpads, playgrounds, parks, and trails. We're also
building a brand-new accessible community park and splashpad in South Bowmanville,
offering barrier-free fun for kids of all ages in a welcoming, inclusive space. These
investments support the Parks, Recreation, and Culture Master Plan, our long-term
roadmap that will help Clarington grow with its community over the next 10- to 15 years.
Exploring a new twin ice pad at South Courtice Arena
To support our growing community, Clarington will explore the feasibility of adding two
new indoor ice pads at the South Courtice Arena. This work will begin in 2026 and
include studies and investigations that assess items such as (but not necessarily
limited to): land needs, requirements for site servicing, traffic and parking impacts, and
how the expansion could incorporate and integrate indoor and outdoor amenities. A
conceptual design will also be prepared to help visualize what the facility could look
like, along with high-level cost estimates to guide future decisions. This is the starting
point for the project and will help inform the municipality’s capital forecast and position
it for potential future funding opportunities.
2026 Capital Budget Highlights 8
Modernizing technology to serve you better
Planned digital upgrades will make it easier for residents to get help, access services
and track requests, thanks to a new customer relationship management (CRM) system.
Behind the scenes, a new enterprise resource planning system will streamline
workflows, consolidate five outdated applications, and strengthen financial reporting
and transparency. Upgraded hardware will also bolster cybersecurity —protecting
sensitive data, reducing the financial risks of potential breaches, and ensuring safer,
more reliable services for the entire community.
Making investments in priority infrastructure
We're upgrading roads, buildings, stormwater systems, facilities, parks, and more
to meet service levels in the Asset Management Plan and support broader
community growth. This includes building the South Bowmanville Recreation
Centre with an Aquatics Centre, a new operations depot, fire station and training
facility, as well as road reconstruction to support the Bowmanville Hospital
expansion—investments that strengthen emergency preparedness, improve
service delivery, and reflect long-term community priorities.
Local Services and Programs That Matter
9
We spend on things that matter,
because planning for Clarington’s
future starts with smart choices today.
Frontline Services
We invest in fire protection, road and park maintenance, winter response,
building inspection, crossing guards, and municipal law enforcement—
services that keep Clarington safe, prepared, and connected.
Community Life and Well-being
We support the programs and spaces that make Clarington feel like home.
This includes recreation, libraries, museums, cultural initiatives, animal
services, and local grants—enhancing quality of life and creating places
where people come together.
Clarington’s Backbone
We power the systems and strategies that support every service and shape
our future. This includes planning and infrastructure to guide sustainable
growth, economic development to attract investment, communications to
keep you informed and engaged, technology to protect data and deliver
modern services, and finance teams that manage public dollars with care
and transparency. It also includes the internal teams that support
everything from human resources, legal, long-term planning, and resident
and Council service.
9
2025 Grant Highlights
* as of September 2025
12
Our ongoing pursuit of grant opportunities
helps reduce dependency on property taxes.
More than $10.5 million* has been secured so far this year,
bringing even more important investments to our community.
Clarington is thankful for the generous support of our funding partners,
whose contributions are making a meaningful difference in our community.
Through our centralized Grant Administration Program, we’re actively
pursuing external funding opportunities to reduce reliance on the
property tax base. This approach helps us deliver important municipal
services that enhance quality of life for our residents.
2025 Highlights
South Bowmanville Recreation Centre | $10 million
Community Sport and Recreation Infrastructure Fund
Soper Creek Baseball Diamond | $109,127
Jays Care Field of Dreams
Community Climate Adaptation Plan | $105,000
Green Municipal Fund Local Leaders for Climate Adaptation
Youth Summer Employment | $65,018
Canada Summer Jobs and Summer Employment Opportunities
Program
South Bowmanville
Recreation Centre
Youth Summer
Employment
Jays Care
Field of Dreams
2025 Grant Highlights
12
Accessible Changeroom Improvements | $33,500
Inclusive Community Grant
Virtual Reality Fire Safety Public Education Simulator | $25,000
Hydro One Energizing Life Community Fund
55+ Cultural Connections Programming | $25,000
New Horizons for Seniors Program
Firefighter Bunker Gear Extractor | $21,866
Firehouse Subs Public Safety Foundation
Canada Day in Clarington event | $13,000
Canadian Heritage Grant and OPG Power for Change–Regional
Empowerment Grant
Accessible Skating Equipment | $12,000
Enabling Accessibility Fund
55+ Cultural Connections
Programming
Canada Day in
Clarington Event
Accessible Changeroom
Improvements
Continuous Improvement Highlights
* since launch, with data as of September 2025
13
More than $2 million* in operational
efficiencies have been achieved through
100 initiatives*, making every dollar
and every hour go farther.
Continuous improvement means
better value for taxpayer dollars.
Launched in late 2023, Clarington’s Continuous
Improvement Program is optimizing the way we work to
better serve residents. By streamlining processes,
reducing waste, and empowering staff to innovate
without fear of failure, we’re improving everyday
experiences.
This culture of collaboration and creativity helps offset
rising costs — delivering more value for every tax dollar.
These initiatives reduce costs through productivity
gains and optimized resource use, with some delivering
immediate impact and others generating long-term
savings year after year.
Innovative highlights include:
:
$72K+
Cleaning Product
Optimization
Animal Services,
Legislative Services
Cost avoidance
$49K+
Internalization
of Phone Line
Audit Work
Public Services
Cost savings
$50K+
Internalization of
Investment Strategy
Work
Economic Development,
Office of the CAO
Cost avoidance
$198K+
Parking Meter
Modernization
Municipal Law
Enforcement,
Legislative Services
Cost savings and
cost avoidance $14K+
Software Fees
Optimization
Multiple
Departments
Cost savings
$318K+
Hampton Scrapyard
Improvements
Public Works,
Public Services
Cost savings
Budget Basics
14
Why is the overall tax levy lower
than previously adopted?
To help ease financial pressures on residents, Clarington used smart
financial strategies and applied reserve funds, including additional revenue
from stronger-than-expected investments, to reduce the tax levy increase
to 3.00 per cent for 2026, from the previously approved 4.07 per cent.
This translates to a net increase of 0.99 per cent for the average
household* on Clarington’s portion of property taxes, which accounts for
33 per cent of the total bill.
This means the average household* will see a net
increase of approximately $1.08 weekly (about
$56.40 annually) on Clarington’s third of the bill.
*MPAC home value of $402,507
Tax Levy Revenue
2024 2025 2026 2027
Previously Approved Levy from 2025 Update $76,807,800 $82,242,900 $87,232,000 $92,520,200
Previously Approved % Increase 4.52% 5.32% 4.07% 4.07%
Amendment
Amended Base Budget $76,807,800 $82,242,900 $87,232,000 $91,644,700
Incremental Increase for Asset Management $0 $0 $1,391,754 $1,434,100
Incremental Levy Reduction from 2024 Surplus $0 $0 ($2,267,254) ($2,408,600)
Amended Levy (including growth) $76,807,800 $82,242,900 $86,356,500 $90,670,200
Amended % Increase from Rates 4.52% 5.32% 3.00% 3.00%
Budget Basics
15
What factors are influencing
Clarington’s budget?
For 2026, Clarington is presenting a one-year capital budget program,
along with the operating budget update, with many factors influencing
the budgeting process.
Clarington’s 2026 Budget was developed with a strategic mindset,
including the following key factors that are influencing the
Municipality’s finances:
Asset Management Plan
On June 19, 2025, Council approved the Municipality’s 2025 Asset
Management Plan, which outlines how Clarington maintains its infrastructure
to ensure reliable services for residents. The Plan encompasses all asset
categories—core, non-core, and other—detailing a full inventory, condition
assessments, current and proposed service levels, and a 10 -year lifecycle
forecast.
The financing strategy approved by Council addresses both the annual
shortfall and the accumulated backlog over a 20-year horizon. The additional
investment required will be built into the 2026 budget and future multi -year
tax levies. Ongoing annual reporting will track progress and ensure continued
alignment with regulatory requirements and service level objectives.
This helps Clarington take care of things like roads, stormwater systems,
parks, recreation facilities, and municipal buildings in a smart, cost -effective
way — so residents can count on safe, reliable services now and into the
future. Learn more at www.clarington.net/AMP.
Parks, Recreation and Culture Master Plan
Since the adoption of Clarington’s Parks, Recreation and Culture
Master Plan (PRCMP) in late 2024, significant progress has been
made on many of its 113 recommendations. In September 2025,
Council endorsed an implementation plan and financing strategy to
advance several short-term priorities between 2024 and 2028 — with
many already underway!
Inspired by community input and Clarington’s deep love for its
parkland, the PRCMP serves as a roadmap to inform future Council
decisions about Clarington’s parkland, programs and services, and
what’s needed to grow with the community.
Take a peek at what we’ve accomplished so far, and what’s in the
works over the next few years at www.clarington.net/PRCMP.
Budget Basics
16
What factors are influencing
Clarington’s budget?
Development Charges
When new homes or buildings go up, the Municipality collects fees called
development charges to help cover the cost of roads, parks, water systems, and
other infrastructure needed to support that growth.
In 2025, Clarington, like many other Ontario municipalities, saw a sharp drop in
development charge revenue because fewer new housing projects got started.
While we expect development to pick up again, the timing is beyond our control.
Staff are keeping a close eye on these revenues and will adjust future budgets
as needed to respond to changes.
YTD: Year-to-date, (F): Forecasted
Note: The 2026 forecasted development charge revenue reflects our lower bound forecast.
Inflationary Impacts
Recent inflation increases are impacting Clarington’s capital budget.
Capital items that the Municipality purchases, such as asphalt for road
repair, building materials for our facilities, and snowplows for winter
maintenance, have increased significantly. These costs are not
anticipated to decrease in the near future, meaning the Municipality’s
purchasing power has diminished significantly.
Cost Comparison
Goods 2019 Cost 2024 Cost
Asphalt $103 $121
Building Materials $80 $106
Snowplows $238,000 $342,000
Over the past five years, Municipal tax levy increases have been lower
than inflation. Over time, this will reduce our ability to maintain
investments in infrastructure at a time when infrastructure renewal is
coming due. Clarington mitigates inflationary pressures through
continuous improvement initiatives.
$-
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
$14,000,000
$16,000,000
2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025
YTD
2026
(F)
Total Historical DC Collections
Budget Basics
16
How does my MPAC assessment
impact my taxes?
Your Municipal Property Assessment Corporation (MPAC) assessment is one of
several factors used to calculate your property taxes. A change in your property’s
assessed value doesn’t automatically mean your taxes will increase or decrease
proportionally.
The Province is currently reviewing property tax legislation and has indicated that
reassessment continues to be deferred. Therefore, assessments will stay the same
until at least the 2026 tax year.
In the future, if your property’s assessed value changes , here’s how it works:
Assessment changes don’t equal tax changes.
If your property value goes up or down, your taxes
won’t necessarily change the same way.
Taxes are based on Clarington’s budget needs.
Property taxes are set to fund the services and programs
the Municipality provides—not to match market values.
Reassessment is revenue-neutral.
The Municipality doesn’t collect more money just because
property values rise. As assessments increase or decrease, tax rates
are adjusted to ensure Clarington only collects what it needs.
Tax share may shift.
Because not all properties change in value at the same rate, reassessment
can shift how the overall tax levy is shared among property owners.
MPAC assessments don’t decide
how much tax Clarington collects
— but instead they help determine
each property owner’s share of the
total amount.
18
02 Operating Budget Update
2026 Operating Budget Update 19
Operating Budget Amendments 21
Amendment #1: Asset Management Plan 22
Amendment #2: 2024 Surplus to Reduce Tax Levy 23
18
Operating Budget Update 2026 Operating Budget Update Municipality of Clarington
19
2026 Operating Budget Update: Powering the day-to-day
We’re adapting to meet the community’s evolving needs with these amendments to the 2024-27 Multi-Year Operating Budget.
The table below provides a comparison of the 2026-27 Multi-Year Operating Budget approved in 2025,
the amended budget for 2026, and the impacts to the 2026 and 2027 budgets.
2026 Restated 1 Variance - New 2026 Amended 2027 Amended
Corporate Accounts ($82,475,769) $968,330 2 ($81,507,439) ($87,020,508)
Mayor and Council $1,244,628 $18,242 $1,262,870 $1,310,598
Office of the CAO $5,051,490 $150,401 $5,201,891 $5,292,958
Public Services $55,189,975 $583,828 $55,773,803 $59,651,909
Legislative Services $6,135,983 $232,180 $6,368,163 $6,673,077
Finance and Technology $3,288,757 ($2,852,662) $436,095 $701,290
Planning and Infrastructure $4,958,804 $1,034,988 $5,993,792 $6,214,959
Libraries/Museums $5,562,335 ($135,307) $5,427,028 $6,068,394
External Agencies $1,043,797 $0 $1,043,797 $1,107,323
Balanced Budget $0 $0 $0 $0
1. The 2026 Restated amounts are the same as those approved in the 2025 update, but they've been
adjusted to reflect funds moved between departments. These changes don’t affect the overall tax levy.
2. Includes $875,500 decrease to the tax levy.
Clarington is one of the first
municipalities in Ontario to
take a multi-year approach to
budgeting.
This helps us better align our
resources to deliver on our
strategic vision while ensuring
financial sustainability and
predictability for tax rates over
the four-year period.
It’s a new way of doing
business—one that is
integrated, coordinated,
aligned and effective.
Did you know
Operating Budget Update 2026 Operating Budget Update Municipality of Clarington
20
2026 Operating Budget Update: Powering the day-to-day
See how your tax dollars are allocated to deliver what matters most to you in daily operations .
The table below provides details of the components making up each department’s 2026 budget.
1 Total revenues does not match total revenue from the budget update snapshot as the snapshot revenue includes capital revenue
2026 Amended Revenues Expenses
Net Reserve
Fund Transfers
Corporate Accounts ($81,507,439) ($97,634,192) $4,109,925 $12,016,828
Mayor and Council $1,262,870 $0 $1,262,870 $0
Office of the CAO $5,201,891 $0 $5,325,527 ($123,636)
Public Services $55,773,803 ($13,169,826) $77,383,453 ($8,439,824)
Legislative Services $6,368,163 ($1,024,800) $8,145,522 ($752,559)
Finance and Technology $436,095 ($3,053,600) $9,682,478 ($6,192,783)
Planning and Infrastructure $5,993,792 ($4,589,170) $13,533,217 ($2,950,255)
Libraries/Museums $5,427,028 ($234,451) $6,029,695 ($368,216)
External Agencies $1,043,797 $0 $4,818,797 ($3,775,000)
Total $0 ($119,706,039)1 $130,291,484 ($10,550,445)
Daily operations are
supported by $81.5M
from the 2026 tax levy,
contributing to the total
Operating Budget
of $130.3M.
Operating Budget Update Operating Budget Amendments Municipality of Clarington 21
Operating Budget Amendment
There are two main amendments to the operating budget.
All other cost pressures have been offset with increased revenues,
decreased expenses, or reserve fund transfers.
What is new?
Budget Amendment 2026 Tax
Levy Impact
2027 Tax
Levy Impact
1.Asset Management Plan $1,391,754 $1,434,100
2.2024 Surplus to Reduce Tax Levy ($2,267,254) ($2,408,600)
Tax Levy Change from 2024-27
Multi-Year Budget
($875,500) ($974,500)
Operating Budget Update Operating Budget Amendments Municipality of Clarington
22
Amendment #1 – Asset Management Plan
Clarington is planning ahead to protect the community’s needs and avoid costly disruptions.
The 2025 Asset Management Plan identified an estimated annual
infrastructure gap of approximately $10.4 million over the next decade.
To close this gap and address the backlog that would accumulate, Council
approved a financing strategy that begins in 2026 and extends over 20 years.
As part of this plan, the infrastructure levy will increase by approximately $28
per year for the average household, rising from 0.06% to 0.58% in 2026. Each
subsequent investment will increase at the rate of inflation. This ensures public
assets—such as roads, parks, and facilities—are maintained responsibly for
years to come.
Operating Budget Amendment 2026 2027
Tax Levy Impact $1,391,754 $1,434,100
We’re investing now to maintain what matters.
Clarington owns thousands of assets—bridges, sidewalks, stormwater systems,
parks, and facilities—that naturally wear out over time. Regular maintenance
keeps these assets safe and reliable, in contrast to delayed repairs, which leads
to higher costs and more service disruptions.
Past funding levels haven’t kept pace with future needs.
Historically, annual infrastructure investments have not been enough to meet
projected needs to best maintain assets. This has created a growing gap
between what’s needed and what’s been budgeted.
Costs are rising faster than expected.
The price of municipal supplies, vehicles, and equipment—like fire trucks and
snowplows—has increased more rapidly than general inflation by a wide
margin. Annual budget increases based on the Consumer Price Index (CPI)
(which tracks inflation) are not enough to cover these rising costs.
This plan helps avoid sudden spikes and builds long-term stability.
By increasing the infrastructure levy now, Clarington can grow its infrastructure
reserves and fund scheduled maintenance—avoiding larger one-time spikes
when urgent repairs or replacements are needed and ensuring long-term
stability for residents and services.
Operating Budget Update Operating Budget Amendments Municipality of Clarington
23
Amendment #2 – 2024 Surplus to Reduce Tax Levy
Clarington is using its 2024 surplus to reduce the previously approved
planned tax increases and deliver direct savings to residents.
At the end of 2024, Clarington recorded an operating
surplus of approximately $2.3 million.
This surplus wasn’t the result of overtaxing—it mainly came from better-than-
expected income from investing reserve funds (like savings earmarked for
future projects). These funds are invested carefully, and in 2024, market
conditions delivered higher retu rns than anticipated.
Because investment markets are unpredictable, Clarington does not rely on
large gains when building its annual budget. This approach reflects prudent
financial stewardship—ensuring that budgets are built on stable, reliable
sources of revenue, not speculative forecasts.
The surplus will be used to reduce future tax increases
and offset infrastructure costs.
While the 2025 tax levy cannot be changed retroactively, the surplus will be
applied to lower planned tax increases for 2026 and 2027 from 4.07% to
3.00%. It will also help offset infrastructure levy increases tied to the Asset
Management Plan.
For residents, this
means real, measurable
savings — with an
estimated
$20
in savings per household.
Clarington continues to take a thoughtful, forward-looking
approach to financial planning—balancing today’s
opportunities with tomorrow’s responsibilities and always
putting residents first.
24
03 2026 Capital Budget
2026 Capital Budget 25
2026 Capital Budget Details 26
Pre-Budget Approval 43
24
2026 Capital Budget 2026 Capital Budget Municipality of Clarington
25
2026 Capital Budget:
Investing in the future
Each year, Clarington plans capital projects that shape
the spaces and services residents rely on—from small
upgrades (like new equipment) to big projects (like new
bridges or recreation facilities). Building, renewing, or
replacing infrastructure requires significant
commitment and often takes several years to plan and
design. That’s why we take a long-term view to carefully
plan every investment.
In 2026, Clarington is investing
$33.2 million
in assets and infrastructure that support
growth, safety, and quality of life —
all without adding new debt.
How it’s funded:
$25.7 million
Reserve funds and grants
$7.5 million
Development charges
$0
Debt (New)
What’s being built, improved, and delivered for you:
Roads Infrastructure
$8,227,520
Library and Museums
$1,048,113
Facilities
$7,673,400
Transportation
Infrastructure
$914,471
Parks and Cemeteries
$5,673,774
Parking Infrastructure
$297,979
Corporate Fleet
$4,402,845
Bridges and Culverts
$186,411
Information Technology
$3,060,454
Stormwater Infrastructure
$76,320
Emergency Services
$1,657,589
$33,218,876
2026 Capital Budget 2026 Capital Budget Details Municipality of Clarington
26
2026 Capital Budget Details
See how Clarington is investing in long-term infrastructure and allocating funding to support the spaces, systems, and services that shape daily life.
The following table outlines Clarington’s 2026 Capital Budget by asset type and funding source:
Asset Type Gross Cost Reserves Reserve Funds
Development
Charges
External
Financing Debenture
Bridges and Culverts $186,411 $0 $186,411 $0 $0 $0
Corporate Fleet $4,402,845 $0 $3,136,682 $1,266,163 $0 $0
Emergency Services $1,657,589 $0 $1,657,589 $0 $0 $0
Corporate Facilities $7,673,400 $0 $4,673,400 $3,000,000 $0 $0
Information Technology $3,060,454 $0 $3,060,454 $0 $0 $0
Library and Museums $1,048,113 $100,000 $619,944 $328,169 $0 $0
Parking Infrastructure $297,979 $0 $297,979 $0 $0 $0
Parks and Cemeteries $5,673,774 $0 $3,380,867 $2,292,907 $0 $0
Transportation Infrastructure $914,471 $0 $636,700 $277,771 $0 $0
Roads Infrastructure $8,227,520 $0 $6,888,803 $338,717 $1,000,000 $0
Stormwater Infrastructure $76,320 $0 $76,320 $0 $0 $0
Total $33,218,876 $100,000 $24,615,149 $7,503,727 $1,000,000 $0
2026 Capital Budget 2026 Capital Budget Details Municipality of Clarington
27
Bridges and Culverts
Planning ahead to keep Clarington safe and connected.
Newtonville Road Bridge Design
$186,411 reserve funds
A design assignment required to rehabilitate the structure on
Newtonville Road, 2.1 km south of Hwy 401. The design will
require restoring, replacing, and upgrading major components of
the bridge as well as minor maintenance to reposition the handrail,
replace missing end cap(s), and patch potholes on approach.
2026 Capital Budget 2026 Capital Budget Details Municipality of Clarington
28
Corporate Fleet
Keeping important services moving with reliable vehicles and equipment .
Fleet Replacements
$3,136,682 reserve funds
Parks Vehicles Vehicle ID Replacement Cost Age (years)
Estimated Useful
Life (years)
Assessed Condition
Rating (2025)
2016 CHEVROLET COLORADO 16615 $90,000 9 10 Poor
2011 60" 2930 ZERO TURN MOWER 11269 $21,740 14 10 Very Poor
2012 JOHN DEERE GATOR 12605 $30,453 13 15 Poor
2017 JOHN DEERE Z925M MOWER 17166 $21,740 8 10 Poor
Total $163,933
Roads Vehicles Vehicle ID Replacement Cost Age (years)
Estimated Useful
Life (years)
Assessed Condition
Rating (2025)
2016 FORD TRANSIT VAN 16504 $95,475 9 10 Fair
Total $95,475
2026 Capital Budget 2026 Capital Budget Details Municipality of Clarington
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Community Services Vehicles Vehicle ID Replacement Cost Age (years)
Estimated Useful
Life (years)
Assessed
Condition Rating
(2025)
2010 CHEVROLET SILVERADO 1/2 TON LONG BOX 10563 $90,000 15 10 Very Poor
2013 FORD 1/2 TON 4X4 13021 $98,000 12 10 Poor
2005 JOHN DEERE GATOR 58743 $26,130 20 15 Very Poor
2010 OLYMPIA MILLENNIUM ICE RESURFACER - SCA 34010 $214,564 15 15 Poor
2008 OLYMPIA MILLENNIUM ICE RESURFACER - RRC 35108 $214,564 17 15 Poor
Total $643,258
Fire Vehicles Vehicle ID Replacement Cost Age (years)
Estimated Useful
Life (years)
Assessed
Condition Rating
(2025)
2010 CHEVROLET HHR CAR 19 671 $60,000 15 10 Poor
PUMPER 144 – 2005 FREIGHTLINER 660 $2,174,016 21 15 Very Poor
Total $2,234,016
2026 Capital Budget 2026 Capital Budget Details Municipality of Clarington
30
Fleet Vehicle Additions
$864,163 development charges
Vehicle Cost Position Requiring Vehicle Funding Source
½ TON REGULAR CAB PICK UP TRUCK $90,000 SBRC Lead Hand Development Charges
4 DOOR SUV $65,000 New Position in MLE Development Charges
ELECTRIC ½ TON CREW CAB PICK UP TRUCK $118,111 New Traffic Specialist Development Charges
WORK VAN $95,475 New Plumber Development Charges
1 TON CREW CAB PICK UP TRUCK $125,625 Labourer Positions added in 2023 Development Charges
1 TON CREW CAB DUMP TRUCK $125,625 Light Equipment Operator Development Charges
1 TON CREW CAB DUMP TRUCK $125,625 Light Equipment Operator Position/Gardener Development Charges
ELECTRIC ½ TON PICK UP TRUCK $118,702 Parks Technician Development Charges
Total $864,163
New Fleet Equipment
$402,000 development charges
Equipment - Parks Cost
WATER TRAILER $20,100
Total $20,100
Equipment - Roads Cost
10 TON MINI EXCAVATOR $271,350
Total $271,350
Equipment - Community Services Cost
50 FT LIFT $50,250
UTILITY TRACTOR AND ATTACHMENTS $60,300
Total $110,550
2026 Capital Budget 2026 Capital Budget Details Municipality of Clarington
31
Emergency Services Equipment
Equipping first responders with what they need to keep Clarington safe .
New Equipment
$357,589 reserve funds
Item Cost Funded by
Station Equipment $38,909 Reserve Funds
Public Education Technology $20,800 Reserve Funds
Inspection Technology $15,000 Reserve Funds
Self-Contained Breathing Apparatus $54,080 Reserve Funds
Bunker Gear $39,000 Reserve Funds
Leather Bunker Boots $10,400 Reserve Funds
Portable Radios $52,000 Reserve Funds
Improved Fire Ground Operations $104,000 Reserve Funds
Apparatus Technology Improvements $10,400 Reserve Funds
Training Aids $7,800 Reserve Funds
Pagers $5,200 Reserve Funds
Total $357,589
Change of Dispatch Services
$1,300,000 reserve funds
• Finding and implementing the changeover
dispatch service provider
2026 Capital Budget 2026 Capital Budget Details Municipality of Clarington
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Corporate Facilities
Planning for safer, more accessible, and efficient public buildings .
Accessibility Improvements
$371,800 reserve funds
• Upgrades will be made based on findings from studies such as the Rick
Hansen Accessibility Audits, helping ensure facilities are inclusive and
welcoming for all
Building Improvements
$841,500 reserve funds
• Sarah Jane Williams Heritage Centre: Abatement of accessible asbestos
containing building materials
• Hampton Operations Centre: Air scrubber installation and overhead door
replacements
• Municipal Administrative Centre: Renovations to accommodate staffing
requirements
• Kendal Community Centre: New wells, SDWS upgrade system replacement,
restoration of the defects of the building envelope, and replacement of the
exterior windows
• Visual Arts Centre: Brick and masonry repairs
• Haydon Community Centre: Replacement of holding tank with septic system
• Brownsdale Community Centre: Window replacements
• Memorial Park Clubhouse: Foundation repairs
• Animal Shelter: Sound deadening measures in the kennel area
Building Studies
$959,800 reserve funds
• Building condition assessments to align with the Asset Management
Plan
• Electrical load analysis at 33 facilities
• Design and engineered drawings for the Municipal Administrative Centre
Space Optimization Plan
• Accessibility audits at remaining buildings
Interior Improvements
$260,300 reserve funds
• Orono Library Branch: Boiler replacement due to the end of its useful life
• Solina Community Hall: Air conditioning replacement
• Animal Shelter: Replacement of unit heaters at the end of their useful
lives
• Sarah Jane Williams Heritage Centre: Phase 1 humidification control
equipment installation
• Community Resource Centre: Replacement or conversion of the Package
Air Condition units
• Fire Station 2: Upgrade interior lighting to LED
Roof Replacements
$1,506,800 reserve funds
• At Courtice Community Complex, Garnet B. Rickard Recreation Complex,
and Fire Station 1
2026 Capital Budget 2026 Capital Budget Details Municipality of Clarington
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Corporate Facilities
Enhancing recreation and community spaces.
Alan Strike Aquatic and Squash Centre
$20,600 reserve funds
• Squash court refurbishment
• Replacement of automatic floor scrubber
Courtice Community Complex
$71,600 reserve funds
• Annual fitness equipment replacement due to life cycle requirements
• Partial replacement of chairs and tables to host full-capacity events
Diane Hamre Recreation Complex
$229,800 reserve funds
• Upgrading pool deck lighting to meet required minimum lumens per
the Ontario Building Code
Garnet B. Rickard Recreation Complex
$411,200 reserve funds
• Acoustic corrections in the multi-purpose room based on a 2025
investigation of requirements
• Domestic hot water tank replacement for Pad A
• Washroom refurbishments at Pad B
South Courtice Arena
$3,000,000 development charges
• Feasibility study for adding a new twin ice pad, including studies and
investigations that assess items such as (but not necessarily limited to):
land needs, requirements for site servicing, traffic and parking impacts,
and how the expansion could incorporate and integrate indoor and
outdoor amenities
• A conceptual design will also be prepared, along with high-level cost
estimates to guide future decisions
2026 Capital Budget 2026 Capital Budget Details Municipality of Clarington
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Strategic investments in IT infrastructure will improve how
residents access services, optimize internal operations, and
strengthen digital safeguards to protect sensitive data — reducing
financial risks associated with cyber threats and ensuring reliable,
secure municipal systems.
Total IT Capital Spending in 2026: $3,060,454
Total IT Capital Projects Approved: $8,232,063
Information Technology
Enhancing service delivery , operational efficiency, and cybersecurity with modern technology.
Computer Hardware
$1,665,000 reserve funds
• Investing in hardware replacements including computers and
technology to improve service delivery, innovation, and support
daily municipal functions
Computer Software
$72,300 reserve funds
• Investing in software resources to support municipal operations
and long-term strategic goals
Customer Relationship Management (CRM) System Implementation
$2,395,629 total project cost ($1,323,154 reserve funds spent in 2026)
• Implementing Microsoft Dynamics 365 CRM will centralize
service request intake, unify communications across more than
75 resident-facing services, and enable real-time dashboards
for performance reporting
• $1,323,154 of the total cost will be funded in 2026 with an
additional $1,072,475 in 2027
Enterprise Resource Planning (ERP) Software Implementation
$4,099,134 total project cost (no reserve funds spent in 2026)
• Replacing fragmented financial systems with Microsoft Dynamics 365
Finance & Operations will automate workflows, consolidate five legacy
applications, and improve financial reporting and transparency
• $1,954,334 will be funded in 2027, with additional funding of $2,114,800
and $30,000 in 2028 and 2029 respectively
See Business Cases in the Appendix for additional details on IT projects and
related operating budget impacts.
2026 Capital Budget 2026 Capital Budget Details Municipality of Clarington
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Library
Supporting modern library services while protecting historical archives for future generations .
Library Technology
$101,944 reserve funds
• The Clarington Library, Museums & Archives (CLMA) maintains an
Information Technology (IT) capital replacement schedule to preserve
the integrity and functionality of critical tools and infrastructure; this
includes two book vending machines costing $50,000 each
Library Collection
$273,169 development charges
• New materials added to the library collection to meet the needs of the
growing community, such as multimedia resources, books, periodicals,
and electronic resources, funded through the Library DC reserve fund
Book Lockers
$55,000 development charges
• New book lockers will offer residents a convenient self-service point
where they can access books, holds and returns
Museum Archives Preservation and Digitization
$100,000 reserves
• The archival collection requires preservation and digitization to ensure
future generations can access heritage documents such as photographs,
diaries, and maps
• CLMA has prioritized grant applications for these efforts; if grant funding
is received, then this will reduce what draws are made in this capital
program
• CLMA is also seeking joint applications with the Jury Lands Foundations
to further extend our eligibility for grants
• Museum & Archival schools have been contacted to utilize their students
to assist in the preservation efforts to reduce the costs
Technology Modernization
$518,000 reserve funds
• Replacement of outdated technology as a part of the Municipality of
Clarington’s 2025-27 IT Modernization Strategy, supporting the
modernization and stabilization of the CLMA IT environment
2026 Capital Budget 2026 Capital Budget Details Municipality of Clarington
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Parking Infrastructure
Making improvements that prioritize long-term public access and safety.
Orono Arena Parking Lot Rehabilitation Design
$42,979 reserve funds
• Complete the design for a future rehabilitation of the parking lot at
2 Princes St., Orono, servicing the Orono Arena and Community
Centre, as assessed and prioritized through the Municipality’s
parking lot assessments, completed by an external consultant .
Clarington Parking Study
$255,000 reserve funds
• In response to Council Resolution #C-033-24, this project will undertake
a comprehensive review of Clarington’s municipal parking practices to
address increasing on-street parking pressures in both new and
existing neighbourhoods. The study will assess design standards and
zoning requirements for new developments and evaluate strategies to
reduce parking conflicts and optimize parking management in existing
neighbourhoods. The findings will inform updated municipal policies
and standards and may include recommendations for amendments to
the Boulevard By-law to support implementation of these
recommendations.
2026 Capital Budget 2026 Capital Budget Details Municipality of Clarington
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Parks Infrastructure
Investing in safe, inclusive, and well -maintained outdoor spaces for recreation, play, and connection .
Clarington Fields Backstop Replacement
$504,831 reserve funds
• Enhancements to hard ball diamond facilities to improve safety,
visibility, and accessibility for spectators
Columbarium (Bowmanville Cemetery)
$156,736 development charges
• Installation of two new columbariums to expand options for families
seeking above-ground interment for their loved ones
Elliot Park Improvements
$262,540 reserve funds
• Replacing boundary fencing at Old Scugog Road entrance,
reconstructing basketball half court with a new backboard, and
reconstructing the trail
Foster Creek Neighbourhood Park West
$847,737 development charges
• Construction of a new neighbourhood park in the Foster Creek
Northwest subdivision
Optimist Park Sportsfield Improvements
$369,338 reserve funds
• Enhancing the functionality and safety of this sports facility by
upgrading various elements of the park
Orono Park Court Resurfacing
$282,170 reserve funds
• Upgrading tennis and pickleball courts with new asphalt and acrylic
surface, plus updated markings, to enhance durability, safety and
playability in line with current standards for both sports
Orono Park Washroom Renovation
$378,547 reserve funds
• Renovating washroom entrance and interior to meet current
accessibility standards
Playgrounds and Park Upgrades
$678,637 reserve funds
• Barlow Court Parkette, Glanville Parkette and Cecil B Found Parkette
have been identified, in accordance with Resolution #C-407-21
2026 Capital Budget 2026 Capital Budget Details Municipality of Clarington
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Port of Newcastle Pergola Replacements
$188,867 reserve funds
• Replacement of wood pergolas with metal structures and upgrading the
surrounding area to enhance durability and aesthetics
Splashpad Reconstruction
$377,814 reserve funds
• Reconstruction of Guildwood Park splashpad to meet current standards
and enhance accessibility
Tree Inventory
$181,387 reserve funds
• Data collection on boulevard trees including species, size, health, location,
hazards, and more, in accordance with the Clarington Urban Forest Strategy
endorsed by Council in 2018
South Bowmanville Recreation Centre Community Park and Splashpad
$1,445,170 development charges
• Construction of a new community park with features including junior and
senior play structures, water play, shade elements, and accessible rubber
surfacing
2026 Capital Budget 2026 Capital Budget Details Municipality of Clarington
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Transportation Infrastructure
Enhancing road safety and pedestrian access across Clarington .
Traffic Calming Initiatives
$59,794 reserve funds
• Implementation of traffic calming initiatives to improve road safety and
enhance the living environment in affected areas, as recommended by
the Traffic Calming Policy
Street Light Installation
$153,873 reserve funds
• Installing additional streetlights in locations identified as
requiring illumination
Sidewalk Improvements
$208,816 reserve funds
• Replacement and improvement of pedestrian facilities, prioritized
based on safety, connectivity, and accessibility
Pedestrian Crossovers
$214,217 reserve funds
• Installation of pedestrian crossovers at two locations to be
determined based on ongoing safety analysis
Baseline Multi-use Path (Green Road to Westside Drive)
$277,771 development charges
• Installation of a multi-use path along the south side of Baseline
Road between Green Road and Bowmanville Avenue
2026 Capital Budget 2026 Capital Budget Details Municipality of Clarington
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Road and Stormwater Infrastructure
Investing in resilient roads, water systems, and shoreline infrastructure for long -term community benefit.
Pavement Rehabilitation Program
$2,782,155 reserve funds
Road From To
Prestonvale Road Meadowglade Road Glenabbey Drive
Prestonvale Road Glenabbey Drive Claret Road
Prestonvale Road Claret Road Phair Avenue
Prestonvale Road Phair Avenue Durham Highway 2
Whitecliffe Drive/Court Hathaway Drive South Limits of Cul-de-sac
Halstead Road Whitecliffe Drive Hathaway Drive
Sandringham Drive Durham Highway 2 Windham Crescent
Sandringham Drive Windham Crescent Yorkville Drive
Sandringham Drive Yorkville Drive Trulls Road
Raymond Court Hart Boulevard North End Cul-de-sac
Vincent Court Hart Boulevard North End Cul-de-sac
Chester Lane Hart Boulevard Edward Street
Hart Court Chester Lane East End Clu-de-sac
Hart Boulevard Rudell Road Chester Lane
Yorkville Drive Sandringham Drive Granville Drive
Yorkville Drive Granville Drive Trulls Road
Granville Drive Yorkville Drive Sandringham Drive
Strathallan Drive Sandringham Drive Trulls Road
Stephen Avenue Strathallan Drive Stuart Road
Stuart Road Strathallan Drive Sandringham Drive
Baseline Road Approx 90m East of Trulls Road Courtice Road
Note: These locations are preliminary and are subject to
change based on site assessments.
2026 Capital Budget 2026 Capital Budget Details Municipality of Clarington
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Baseline Road Improvement Utilities (Mearns Avenue to Lambs Road)
$250,000 development charges
• Utility relocation to support future road reconstruction, including
widening to an urban standard, underground storm sewer services,
concrete curb and gutter, asphalt road surface, multi-use path,
sidewalk improvements, and concrete box culvert
Caroline Street Utilities (Baldwin Street to Beaver Street South)
$71,190 reserve funds
• Utility relocation to support future road reconstruction
Grady Drive Design
$88,717 development charges
• Completion of design and geotechnical services to support future
culvert installation and road extension over Foster Creek
• Site soils require multi-year construction delivery; a future project will
complete the road and crossing
Mill Lane Utilities
$82,895 reserve funds
• Work required to support future road reconstruction
• Final scope to be determined through detailed design phase and may
include detailed design, contract administration, utility relocation,
installation or replacement of underground services and streetlights,
and road reconstruction to base course asphalt with new sidewalk
Roadside Protection Program
$295,586 reserve funds
• Complete the construction of safety improvements, including but not
limited to the Installation of new guide rail, upgrades to deficient
roadside protection measures, or removal of hazards from the clear
zone adjacent to the road
Road Reconstruction to Support Bowmanville Hospital Expansion
$103,603 reserve funds
• Reconstruction works on Queen Street (Liberty Street to St. George
Street), Lambert Street (King Street East to Queen Street), and St.
George Street (King Street East to Queen Street)
Rural Road Resurfacing
$2,079,970 reserve funds
• Resurfacing rural roads prioritized through a 10-year road needs study
to ensure safe and efficient travel
Third Street Reconstruction Design (High Street to Bernard Street)
$143,863 reserve funds
• Work required to support future road reconstruction
• Final scope to be determined through detailed design phase and may
include detailed design, contract administration, utility relocation,
installation or replacement of underground services and streetlights,
and road reconstruction to base course asphalt with new sidewalk
2026 Capital Budget 2026 Capital Budget Details Municipality of Clarington
42
Bond Head Jetty and Beach Erosion Protection
$1,014,633 reserve funds + $1,000,000 external funding (grant)
• The Lake Ontario Shoreline Management Plan identified infrastructure
threats and shoreline management recommendations for the Bond Head
Jetty and eroding east beach; Clarington completed an erosion analysis
report which further recommended the reconstruction of the jetty at Graham
Creek
• The restoration is intended to reinstate the rock protection to extend the life
of the structure and will include improved pedestrian access
Clarington Stormwater Pond Cleanout
$76,320 reserve funds
• Cleanout and maintenance of Robinson Ridge Pond to reduce sediment
loading in creek systems, minimize erosion, and protect downstream
infrastructure—part of the stormwater pond cleanout and maintenance
program aimed at ensuring older ponds function effectively
• Design planned for 2026; construction to begin in 2027
Municipal-Wide Whistle Cessation Study and Policy Development
$314,908 reserve funds
• As part of report LGS-020-25, Council directed Staff to prepare a 2026
Budget request for a Clarington -wide whistle cessation study to understand
the potential implementation and operating costs, develop policies to
address future requests, and consider performance information from the
Cobbledick Road and Bennett Road CN Rail crossings (post -whistle
cessation)
2026 Capital Budget Pre-Budget Approval Municipality of Clarington
43
Pre-Budget Approval:
Planning ahead for essential items
Some capital items take years to manufacture and deliver, like certain types of fleet vehicles.
To make sure these vehicles arrive when we need them, Clarington is requesting early budget
approval to place orders in 2026 for delivery in their desired year.
These new snowplows will help improve winter road safety across our community:
Vehicle Type Vehicle Being Replaced Estimated Cost Year of Delivery
Snowplow NEW – SINGLE AXLE COMBINATION PLOW $452,250 2027
Snowplow NEW – SINGLE AXLE COMBINATION PLOW $452,250 2027
Snowplow 55004 - 2016 FREIGHTLINER TANDEM TRUCK $477,375 2027
Snowplow 55005 - 2016 FREIGHTLINER TANDEM TRUCK $477,375 2027
Snowplow 55006 - 2016 FREIGHTLINER TANDEM TRUCK $477,375 2027
Total $2,336,625
2026 Capital Budget Municipality of Clarington
44
04 Long-Term Debt
Long-Term Debt Update 45
Proposed New Debt 46
44
Long-Term Debt Long-Term Debt Update Municipality of Clarington
45
Long-Term Debt Update
The Municipality of Clarington has external debt related to capital infrastructure, which is issued by the Region of Durham. The Province of Ontario limits
how much debt a municipality can have, known as the Annual Repayment Limit (ARL). This limit is based on a maximum percentage of the Municipality’s
annual revenue that can be used to cover debt costs, including interest and principal payments. That limit is currently set at 25 per cent of the Municipality’s
net own source revenues minus debt servicing costs. For 2026, the Municipality of Clarington’s Annual Repayment Limit is approximately $25,672,867,
with available space of roughly $18,514,765. If the proposed new debt is acquired, the available space is estimated to be $15,123,388.
The following table summarizes the realized external debt servicing costs for the taxation year 2026-27:
Debenture
2026 Principal
Payments
2026
Interest Payments Total
2027 Principal
Payments
2027
Interest Payments Total
Green Road $477,000 $73,225 $550,225 $492,000 $56,292 $548,292
Courtice Library $68,000 $10,891 $78,891 $69,000 $9,395 $78,395
Garnet B. Rickard Recreation
Complex Improvements
$67,851 $16,313 $84,164 $69,840 $14,345 $84,185
Municipal Administration Centre Improvements $87,064 $20,932 $107,996 $89,617 $18,407 $108,024
South Bowmanville Recreation Centre $2,197,000 $2,416,759 $4,613,759 $2,451,000 $2,533,188 $4,984,188
Newcastle and Orono Arena Improvements $599,000 $193,433 $792,433 $622,000 $170,671 $792,671
Newcastle Park $114,000 $129,772 $243,772 $118,000 $125,839 $243,839
Outdoor Rink $283,000 $324,994 $607,994 $293,000 $315,232 $608,232
Newcastle Community Hall $57,000 $21,870 $78,870 $59,000 $19,904 $78,904
Total $3,949,915 $3,208,189 $7,158,104 $4,263,457 $3,263,273 $7,526,730
Long-Term Debt Proposed New Debt Municipality of Clarington
46
Proposed New Debt
The Municipality is proposing new debt issuance for the following projects over the 2026 -27 period.
• South Bowmanville Recreation Centre (SBRC) – Aquatic Centre – Council previously approved debenture financing for this project and authorized the
Treasurer to divide the debenture into phases at their discretion. The current assumption is that the debenture will be issue d in two instalments: the
first in late 2025 and the second in 2026. However, if interest rates and broader economic conditions are favourable at the time of issuance, the
Municipality may pursue a single debenture for this project. This decision will be made in collaboration with the Region of D urham. The total principal
amount that was approved to be debentured through Report PUB-011-24 was $37.05 million. However, the required debenture has since risen to
approximately $46.8 million after accounting for a $10 million grant the Municipality has secured.
• Public Works Operations Depot Emergency and Fire Services Training Facility – Total principal to be debentured is $95.5 million split into two
instalments of $47.75 million each. The first instalment is to be issued in late 2025 and the second in 2026. The terms of the debentures would be 20
years.
Project Total Principal Year of Issuance
Est. Annual Debt
Servicing Cost Tax Levy Funded
Development
Charge Funded
NEW SBRC Aquatic Centre – First Instalment $23,402,500 2025 $1,799,094 $0 $1,799,094
NEW SBRC Aquatic Centre – Second Instalment $23,402,500 2026 $1,721,997 $0 $1,721,997
NEW Operations Depot / CEFS Training Facility – First Instalment $47,750,000 2025 $4,267,191 $0 $4,267,191
NEW Operations Depot / CEFS Training Facility – Second
Instalment
$47,750,000 2026 $4,267,191 $0 $4,267,191
Total $142,305,000 $12,055,473 $0 $12,055,473
Note: The above figures are estimates and can change significantly due to the prevailing terms at the time of issuance
Long-Term Debt Proposed New Debt Municipality of
Clarington
47
05 Reserves
and Reserve
Funds
Reserves and Reserve Funds 48
Reserve Fund Contributions and Transfers 54
Reserve Fund Target Balances 59
47
Reserve and Reserve Funds Reserve and Reserve Funds Municipality of Clarington 48
Reserves and Reserve Funds
Reserves and reserve funds allow the Municipality to plan for the long term, provide
financing for one-time operating or capital projects, and prepare for any unknown
situations while minimizing changes in the tax levy. Consistent contributions to reserve
and reserve funds are crucial to preserving the Municipality's financial stability.
Reserve
A reserve is an allocation of
accumulated net revenue that’s not tied
to any specific asset and does not
require the physical segregation of
money. Reserves are part of the
revenue fund, which can be invested in
accordance with the Municipality’s
Investment Policy. Interest earned on
funds invested from the revenue fund
flow back into the Operating Budget as
investment income.
Reserve funds are physically
segregated and restricted to meet a
specified purpose. These funds are
invested in accordance with the
Municipality’s Investment Policy, and all
earnings remain in the reserve fund.
Reserve Funds
Reserve and Reserve Funds Reserve and Reserve Funds Municipality of Clarington
49
2026-2027 Reserve Fund Summary
1 Represents available balance as of August 27, 2025.
Reserve Name
20251
Projected Ending
Balance
2026 Expenditures
Capital
2026 Expenditures
Operating
2026 Contributions
from General
2026
Ending Balance
(Estimated)
Forecasted 2027
Ending Balance
Self-Insured Losses $258,141 $0 $0 $0 258,141 258,141
Municipal Acquisition of Property $3,685,379 $0 $0 $0 3,685,379 3,685,379
Library Reserve $877,661 $0 $0 $0 877,661 877,661
Records Maintenance $137,733 $0 $0 $10,000 147,733 157,733
Museum $330,578 $0 $0 $0 330,578 330,578
Fire Prevention Reserve $305,489 $0 $0 $0 305,489 305,489
General Capital $863,892 $0 $0 $0 863,892 863,892
Pits and Quarries $425 $0 $0 $0 425 425
Rural Road Rehabilitation $52,168 $0 $0 $0 52,168 52,168
Legal Fees $303,092 $0 $0 $0 303,092 303,092
Consulting / Professional Fees $172,362 $0 $0 $0 172,362 172,362
Park Development $812 $0 $0 $0 812 812
Election Expenses $516,965 $0 ($641,373) $125,000 592 125,592
Burketon Park Improvement $7,569 $0 $0 $0 7,569 7,569
Samuel Wilmot Nature Area $3,373 $0 $0 $0 3,373 3,373
Clarington Heritage Committee $12,262 $0 $0 $0 12,262 12,262
Total $7,527,901 ($0) ($641,373) $135,000 $7,021,528 $7,156,528
Reserve and Reserve Funds Reserve and Reserve Funds Municipality of Clarington
50
The following tables identify the estimated year-end balances for all reserve funds, categorized by intended purpose. The projected
ending balance for 2025 represents the projected year-end balance as of August 27, 2025. Internal transfers represent transfers
between reserve funds that are intended to top up certain reserve fund balances that have fallen below desired levels.
Capital Asset Rehabilitation and Replacement
2025 Projected
Ending Balance
2026 Expenditures
Capital
2026 Expenditures
Operating
2026 Contributions
from General
2026 Internal
Transfers
2026
Revenues
2026 Ending Balance
(Estimated)
Facilities Capital $1,371,633 ($3,166,600) $0 $2,304,010 $0 $0 $509,043
Corporate Fleet Capital $2,083,661 ($3,136,682) $0 $4,000,000 $0 $0 $2,946,979
Emergency Services Capital $505,193 ($357,589) $0 $425,000 $0 $0 $572,604
Information Technology Capital $443,402 ($72,300) $0 $425,000 $0 $0 $796,102
Parking Infrastructure Capital $867,766 ($297,979) $0 $375,000 $0 $0 $944,787
Parks and Cemeteries Capital $1,148,561 ($2,070,352) $0 $1,002,300 $0 $0 $80,509
Transportation Infrastructure
Capital
$615,762 ($932,286) $0 $370,000 $0 $0 $53,476
Library and Museum Capital $585,563 ($501,944) $0 $0 $50,000 $0 $133,619
Roads Capital $2,786,442 ($3,309,656) $0 $530,000 $0 $0 $6,786
Bridges and Culvert Capital $849,203 $0 $0 $740,000 $0 $0 $1,589,203
Stormwater Capital $406,905 ($76,320) $0 $185,000 $0 $0 $515,585
Total $11,664,091 ($13,921,708) $0 $10,356,310 $50,000 $0 $8,148,693
Reserve and Reserve Funds Reserve and Reserve Funds Municipality of Clarington
51
Capital Asset Growth and Expansion
2025 Projected
Ending Balance
2026
Expenditures
Capital
2026
Expenditures
Operating
2026
Contributions
from General
Internal
Transfers Revenues
2026 Ending
Balance
(Estimated)
DC Growth Studies $295,834 $0 $0 $0 $0 $78,604 $374,438
DC Library Services $1,562,902 ($328,169) ($78,891) $0 $0 $214,073 $1,369,915
DC Fire Protection Services $4,653,412 $0 ($219,173) $0 $0 $133,654 $4,567,893
DC Park & Recreation Services $870,734 ($5,292,907) ($6,142,752) $0 $0 $2,218,034 ($8,346,891)
DC Services Related to
Highways
$28,319,536 ($1,882,651) ($1,706,784) $0 $0 $3,844,558 $28,574,659
Miscellaneous Capital $3,733,742 ($6,939,422) $0 $3,796,754 $0 $0 $591,074
Total $39,436,160 ($14,443,149) ($8,147,600) $3,796,754 $0 $6,488,923 $27,131,088
Reserve and Reserve Funds Reserve and Reserve Funds Municipality of Clarington
52
Special Projects and Initiatives
2025 Projected
Ending Balance
2026
Expenditures
Capital
2026
Expenditures
Operating
2026
Contributions
from General
Internal
Transfers Revenues
2026 Ending
Balance
(Estimated)
Climate Action $359,943 $0 $0 $175,000 $0 $0 $543,943
Grant Reserve Fund $0 $0 ($123,636) $200,000 $0 $0 $76,364
Economic Development $404,244 $0 $0 $50,000 $0 $0 $454,244
Strategic Capital $3,297,796 ($3,750,000) $0 $125,000 $0 $0 ($327,204)
Canada Community-Building Fund
Receipts
$603,451 ($3,279,081) $0 $3,321,747 $0 $0 $646,117
Provincial Infrastructure $445,930 ($103,603) $0 $0 $0 $0 $342,327
Port Granby Low Level
Radioactive Waste Agreement
$334,383 $0 $0 $0 $0 $0 $334,383
Community Improvement Plans $263,658 $0 $0 $0 $0 $0 $263,658
Continuous Improvement $325,250 $0 $0 $53,000 $0 $0 $378,250
Beautification / Tree Planting $71,377 $0 $0 $0 $0 $0 $71,377
Parkland Cash in Lieu $9,432,103 $0 $0 $0 $0 $0 $9,432,103
General Municipal $1,219,767 $0 ($564,048) $0 $0 $0 $655,719
Newcastle BIA $88,328 $0 $0 $0 $0 $0 $88,328
Bowmanville BIA $16,379 $0 $0 $0 $0 $0 $16,379
Orono BIA $24,328 $0 $0 $0 $0 $0 $24,328
Total $16,886,936 ($7,132,684) ($687,684) $3,924,747 $0 $0 $13,000,316
Reserve and Reserve Funds Reserve and Reserve Funds Municipality of Clarington
53
Stabilization and Contingency
2025 Projected
Ending Balance
2026
Expenditures
Capital
2026
Expenditures
Operating
2026
Contributions
from General
Internal
Transfers Revenues
2026 Ending
Balance
(Estimated)
Rate Stabilization $10,783,670 ($471,335) (6,449,210) $0 ($50,000) $0 $3,813,125
Debenture Retirement $529,512 $0 ($500,000) $0 $0 $0 $29,512
Municipal Government Enterprise $27,835,212 $0 $0 $0 $0 $0 $27,835,212
Municipal Government
Enterprise - Other
$1,442,874 $0 ($1,110,552) $30,000 $0 $0 $362,322
Building Division ($1,927,437) $0 ($1,122,029) $0 $0 $0 ($3,049,466)
Parking Enforcement $372,656 $0 ($646,186) $400,000 $0 $0 $126,470
Community Emergency
Management
$724,891 $0 ($400,000) $250,000 $0 $0 $574,891
Future Staffing $720,857 $0 ($1,668,889) $1,427,464 $0 $0 $479,432
Benefits Stabilization $535,105 $0 ($500,000) $0 $0 $0 $35,105
Engineering Review and Inspection $1,559,044 $0 ($650,000) $0 $0 $0 $909,044
Total $42,576,384 ($471,335) ($13,046,866) $2,107,464 ($50,000) $0 $31,115,647
Reserve and Reserve Funds Reserve Fund Contributions and Transfers Municipality of Clarington
54
Reserve Fund Contributions and Transfers
The following outlines the updated contributions to reserves and reserve funds as well as the transfers out to the general fund.
Contributions to Reserves
The following are the updated contributions to reserves for the years 2026-27:
Reserve Purpose 2026 Contribution 2027 Contribution
Records Maintenance Records maintenance $10,000 $10,000
Election Expenses Election expenses $125,000 $125,000
Total $135,000 $135,000
Contributions to Reserve Funds
The following are the updated contributions to reserve funds for the years 2026-27:
Purpose 2026 Contribution 2027 Contribution
Bridges and Culvert Capital Annual Allocation - Capital $740,000 $760,000
Climate Action Annual Allocation - Climate Resilience $50,000 $50,000
Climate Action Annual Allocation - Climate Action Plan $125,000 $125,000
Community Emergency Management Fire Overtime $250,000 $250,000
Continuous Improvement Funding KPI and Staffing Reviews $53,000 $54,600
Corporate Fleet Capital Annual Allocation - Capital $4,000,000 $4,000,000
Economic Development Annual Allocation $50,000 $50,000
Emergency Services Capital Annual Allocation - Capital $425,000 $437,000
Reserve and Reserve Funds Reserve Fund Contributions and Transfers Municipality of Clarington
55
Facilities Capital Funds for New Animal Services Facility $25,000 $25,000
Facilities Capital Annual Allocation - Capital $2,273,010 $2,307,072
Facilities Capital Annual Allocation - Museum $6,000 $6,000
Future Staffing Future Staffing Provision for Fire Departments,
Public Works, and Community Services
$1,427,464 $2,324,102
Grant Reserve Fund New Reserve Fund for Grants $200,000 $0
Information Technology Capital Annual Allocation - Capital $425,000 $437,000
Miscellaneous Capital Annual Allocation - Capital $2,405,000 $2,470,000
Miscellaneous Capital Additional Allocation from Capital Levy Increase $1,391,754 $2,825,260
Municipal Government Enterprise -
Other
Energy Master Plan Savings $30,000 $30,000
Parking Enforcement Meter Revenue $400,000 $400,000
Parking Infrastructure Capital Annual Allocation - Capital $375,000 $400,000
Parks and Cemeteries Capital Annual Allocation - Capital $905,300 $905,400
Parks and Cemeteries Capital Transfer for Various Parks Upgrades - Capital $82,000 $82,000
Parks and Cemeteries Capital Transfer for Stuart Park Windscreen - Capital $15,000 $15,000
Rate Stabilization Offset $680K Contribution in 2026 $0 $680,000
Roads Capital Annual Allocation - Capital $530,000 $546,000
Stormwater Capital Annual Allocation - Capital $185,000 $190,000
Strategic Capital Annual Allocation to Pay Hospice Grant $125,000 $125,000
Transportation Infrastructure Capital Annual Allocation - Capital $370,000 $380,000
Total $16,863,528 $19,874,434
Reserve and Reserve Funds Reserve Fund Contributions and Transfers Municipality of Clarington
56
Withdrawals from Reserves to General Fund
The following are the updated withdrawals from the reserves to fund operating expenses in the general fund in 202 6-27:
Reserve Purpose 2026 Withdrawal 2027 Withdrawal
Election Expenses 2026 Municipal Election ($641,373) $0
Total ($641,373) $0
Withdrawals from Reserve Fund to General Fund
The following are the withdrawals from the reserve funds to fund operating expenses in the general fund in 202 6-27:
Purpose 2026 Withdrawal 2027 Withdrawal
Benefits Stabilization To help cover pay increases ($500,000) $0
Building Division Deficit Funding for Building Inspections ($872,029) ($894,366)
Building Division AMANDA Annual Maintenance ($250,000) ($250,000)
Community Emergency Management Fire Department Overtime ($400,000) ($400,000)
DC Fire Protection Services New Fire Station / Training Facility Debt Repayment ($212,288) ($956,253)
DC Library Services Courtice Library Debt Repayment ($78,891) ($78,395)
DC Park & Recreation Services Newcastle Park Debt Repayment ($243,772) ($243,839)
DC Park & Recreation Services South Bowmanville Recreation Centre Debt Repayment ($5,290,986) ($7,010,022)
DC Park & Recreation Services Outdoor Rinks Debt Repayment ($607,995) ($608,232)
DC Services Related to Highways Operations Depot Debt Repayment ($967,088) ($4,356,265)
DC Services Related to Highways Green Road Debt Repayment ($550,225) ($548,292)
DC Services Related to Highways Principal Planner – Land Budgeting and Forecasting ($158,106) ($169,778)
Debenture Retirement South Bowmanville Recreation Centre – Non-DC portion of Debt ($500,000) $0
Reserve and Reserve Funds Reserve Fund Contributions and Transfers Municipality of Clarington
57
Engineering Review and Inspection $150K to Offset Inspection Costs ($150,000) ($150,000)
Engineering Review and Inspection Funds to Offset Engineering Expenses ($500,000) ($601,000)
Future Staffing Public Works Positions ($692,237) ($960,824)
Future Staffing South Bowmanville Recreation Centre Positions ($723,436) ($1,808,831)
Future Staffing Library Pay Equity ($70,641) $0
Future Staffing Museum Pay Equity ($182,575) ($1,126)
General Municipal Additional Transfer from General Municipal ($564,048) ($170,654)
Grant Reserve Fund Grant Coordinator ($123,636) ($132,869)
Municipal Government Enterprise -
Other
Additional Transfer to Balance Budget ($1,110,552) ($350,000)
Parking Enforcement Parking Enforcement Operating Budget ($642,833) ($658,506)
Parking Enforcement Increasing Legislative Services Student Wages to $20 ($3,353) ($3,353)
Rate Stabilization Public Services Position Returned to Budget ($138,773) ($146,524)
Rate Stabilization Tax Levy Reduction ($2,267,254) ($5,550,760)
Rate Stabilization Additional Transfer to Balance Budget ($3,338,183) ($6,014,547)
Rate Stabilization Additional Transfer to Offset in 2027 ($680,000) $0
Rate Stabilization Contribution to the Expansion of Charles H. Best Diabetes
Centre
($25,000) $0
Strategic Capital Bowmanville Hospital ($3,750,000) ($3,750,000)
($25,593,899) ($35,814,435)
Reserve and Reserve Funds Reserve Fund Contributions and Transfers Municipality of Clarington
58
Internal Reserve Fund Transfers
Internal transfers are completed to reallocate funds between reserve funds. The internal transfers are identified in the table below and
have been captured in the reserve fund balances in the tables above. Internal transfers represent a net-zero change as funds are simply
being moved from one fund to another.
Amount From To Notes
$50,000 Rate Stabilization Library and Museum Capital Replenish Reserve Fund
Reserve and Reserve Funds Reserve Fund Target Balances Municipality of Clarington
59
Reserve Fund Target Balances
Reserve fund target balances have been set for the Capital Asset Rehabilitation and Replacement Reserve Funds. The target bal ances have been set
according to GFOA best practice, which suggests that asset management reserve funds should have ending balances equal to a dollar amount or a
percentage of the five-year average of the annual capital budget. The Municipality has set a preliminary ending balance target of 30 per cent of the
five-year average capital budget for each reserve, which will be evaluated annually to determine its effectiveness.
The table below provides the historic five-year average capital budget allocation for each asset category, as well as the estimated year -end balance
for 2025. Any balances significantly exceeding target will be brought down over time through reduced contributions.
Five-Year Average
Capital Budget
Target Balance (30% of
five-year Average)
2026 Ending Balance
(Estimated)
Actual Percentage of
Five-Year Average On Target
Facilities Capital $2,807,144 $842,143 $509,043 18% No
Corporate Fleet Capital $3,091,902 $927,571 $2,946,979 95% Yes
Emergency Services Capital $272,300 $81,690 $572,604 210% Yes
Information Technology Capital $634,195 $190,259 $796,102 126% Yes
Parking Infrastructure Capital $400,445 $120,134 $944,787 236% Yes
Parks and Cemeteries Capital $2,175,615 $652,685 $80,509 4% No
Transportation Infrastructure Capital $905,245 $271,573 $53,476 6% No
Roads Capital $6,480,208 $1,944,062 $6,786 0% No
Bridges and Culvert Capital $1,567,500 $470,250 $1,589,203 101% Yes
Stormwater Capital $416,979 $125,094 $515,585 124% Yes
Total $18,751,533 $5,625,461 $8,015,074
The Library and Museum Capital Reserve Fund has been excluded from the table above as the planned expenditures from this reserve fund
were approved through Report #FSD-020-23. The report outlines the plan to fully expend the funds within the reserve fund by 2027.
Reserve and Reserve Funds Reserve Fund Target Balances Municipality of Clarington
60
Reserve fund targets have also been established for Miscellaneous Capital and Rate Stabilization. The target balance for Misc ellaneous
Capital has been set at $1.5 million to ensure a sufficient balance for any unexpected expenditures that may arise throug hout the year. The
ending balance target for the Rate Stabilization reserve fund has been set at 5 - to 10 per cent of the annual levy. This is in line with industry
best practice and ensures a sufficient amount is available to mitigate potential future deficits and to help smooth out future tax levy
increases. The table below provides the current progress towards these targets.
2026 Ending Balance (Estimated) Target Balance On Target
Miscellaneous Capital $591,074 $1,500,000 No
Rate Stabilization $3,813,125 $4,417,690 - $8,835,381 No
Target reserve fund balances for the remaining reserve funds will be established in the future. The current goal for the rema ining reserve
funds is to ensure that the balances do not turn negative.
Business Cases Municipality of Clarington
61
Appendix
Business Cases 62
Evergreen Proposal (within Computer Hardware) 62
Telephony Modernization System (within Computer Hardware) 67
Customer Relationship Management (CRM) Solution 70
Finance Enterprise Resource Planning (ERP) Solution 79
Full-time Animal Care Attendant 94
61
Business Cases Municipality of Clarington
62
BUSINESS CASE: Information Technology
Evergreen Proposal (within Computer Hardware)
Overview / Background
To keep Clarington’s technology systems reliable and secure, the Information
Technology (IT) department is requesting additional capital to replace aging
equipment and to facilitate evergreen (life cycle management) of IT assets.
This addresses technical debt and ensures staff have the tools they need to
serve the community effectively.
By the end of 2025, the following devices will be beyond their usable life, and
current budgets are not sufficient to replace them:
• 110 laptop computers: $187,000
• 50 desktop computers: $45,000
• 134 smartphones: ~$114,000 (varies on device procured)
▪ older or lower-cost models have shorter lifespans; support
typically ends after 3 years
• 53 tablets: ~$74,000 (varies on device procured)
▪ older or lower-cost models have shorter lifespans; support
typically ends after 3 years
• 140 monitors: $28,000
Total sum: $448,000
Budget Amendment Description
Maintaining IT assets within their lifecycle is essential for security, efficiency,
and cost control. With Windows 10 having reached end of life in October 2025,
outdated devices will be vulnerable to cyber threats and compliance risks.
Aging hardware also causes slow performance, system crashes, and
compatibility issues, which reduce productivity and increase IT support costs.
Frequent repairs and unplanned failures raise the total cost of ownership (TCO)
and disrupt operations. A proactive lifecycle strategy helps minimize risks,
reduces downtime, and maintains a secure, efficient, and cost-effective IT
environment.
1. Security and Risk Mitigation
• A significant portion of devices indicated above are not eligible to
upgrade to Windows 11.
o Windows 10 is end-of-life at the end of October 2025.
o Outdated IT assets no longer receive security updates and
patches, making them vulnerable to cyber threats, malware, and
data breaches.
• Telephones and tablets support operating system compatibility for five
years from the release date.
o Devices in production without latest versions of an operating
system face the same risks as computers.
• Legacy systems often lack modern security controls like encryption and
multi-factor authentication, increasing exposure to cyberattacks .
Business Cases Municipality of Clarington
63
• Compliance risks arise when assets no longer meet regulatory security
requirements, such as alignment with cybersecurity frameworks or
industry standards.
2. Operational Efficiency and Performance
• Aging hardware and software cause slow performance, frequent system
crashes, and downtime, reducing employee productivity (as
demonstrated in the IT Survey).
• Compatibility issues arise with newer applications, leading to integration
challenges and inefficient workflows.
• Increased maintenance costs and troubleshooting time on outdated assets
lowers return on investment (ROI).
• It is recommended that computers (laptops/monitors) be replaced at the end
of their warranty period.
3. Cost Management and Business Continuity
• Older assets require more frequent repairs and maintenance, resulting in a
higher total cost of ownership (TCO) than newer, more efficient replacements .
• Unplanned failures of critical IT assets can disrupt business operations,
impacting service delivery and business continuity.
• Vendors phase out support for legacy systems, leading to higher costs for
extended warranties or third-party support.
Financial Impacts
A capital amendment of $448,000 is required to replace all end-of-life end-user
devices. This amount covers the cost of replacing monitors, desktops, and
laptops, along with the average of the high-end and low-end budget estimates
for smartphones and tablets.
Relationship to Council’s Strategic Priorities
LEAD: Exceptional Municipal Services and Governance
L.2.2 Use technology and process improvements to modernize and optimize
services → Ensures IT systems are efficient, secure, and reliable
L.2.3 Design and implement a service delivery continuity plan → Prevents
system failures due to outdated hardware and software
L.2.5 Maintain, protect, and invest in municipal infrastructure and assets →
Ensures IT infrastructure is proactively managed rather than reactively replaced
CONNECT: Safe, Diverse, Inclusive, and Vibrant Community
L.4.1 Increase opportunities for civic engagement and public participation →
Up-to-date IT systems enhances public engagement efforts
C.2.5 Support the proactive management of community safety and well -being
→ Strengthens cybersecurity by safeguarding municipal data and services from
cyber threats
GROW RESPONSIBLY: Resilient, Sustainable, and Complete Community
G.4.2 Be a leader in anticipating and addressing the impacts of climate change
→ Promotes energy-efficient IT systems that reduce overall consumption
G.1.2 Continue to support business and industry to thrive → Ensures the
municipality has modern digital tools to support local businesses and economic
initiatives
Business Cases Municipality of Clarington
64
Climate Change Considerations
The Municipality can easily quantify its climate change considerations through
energy efficiency, recycling IT assets, and sustainably procuring new assets.
Ensuring IT assets remain within their lifecycle contributes to Clarington’s
climate action efforts by:
1. Reducing Energy Consumption
• Modern IT equipment is more energy-efficient as it reduces
electricity demand from data centres and municipal offices.
• Older hardware runs less efficiently which tends to consume more
power for the same workload and generates excess heat,
increasing building cooling needs.
See calculations in appendices for energy-saving opportunities for
monitors.
2. Reducing, Reusing and Recycling Electronic Waste (E-Waste)
• Proactive replacing IT assets before they become obsolete enables
responsible disposal or repurposing, preventing unnecessary
landfill contributions.
• This also supports G.4.3 (Protect and enhance Clarington’s natural
heritage) by reducing environmental contamination from improperly
disposed electronics through a recycler. This enables electronics to
be prioritized for reuse in the community, such as educational
institutions, not-for-profits, or startup businesses.
3. Supporting Sustainable Procurement
• Aligns with G.4.1 (Design and implement Priority Green Standards
for all new development) by ensuring IT purchasing decisions
prioritize energy-efficient and environmentally friendly products.
• Allows Clarington to select IT vendors with sustainable business
practices, reinforcing its leadership in climate-conscious
governance.
Analysis of Alternative Approaches
Alternative approaches to the amendment were evaluated and ruled out.
A) Continue operating with outdated IT assets (status quo)
Maintain current IT assets beyond their expected lifecycle and delay
replacements until devices fail.
Why it doesn't work:
• Security risks: Many devices are incapable of using Windows 11, leaving
them without security updates as Windows 10 reached end-of-life in
October 2025, significantly increasing exposure to cyber threats.
• Compliance issues: Outdated systems do not align with regulatory
security frameworks, increasing liability and non -compliance risks.
• Operational inefficiencies: Aging hardware results in frequent crashes,
slow performance, and increased downtime, reducing employee
productivity.
o Indicated and supported by primary research conducted in
2024/2025 as per the IT Strategy.
o Repeated concerns from the Fire Department (iPads).
• Higher Total Cost of Ownership (TCO): The cost of maintaining old
equipment (repairs, troubleshooting, and extended warranties) often
meets or exceeds the cost of replacement over time.
B) Extend the lifecycle of existing devices beyond usable limits
Implement temporary fixes such as memory upgrades, SSD replacements, or
extended warranties to extend the lifespan of devices.
Business Cases Municipality of Clarington
65
Why it doesn't work:
• Limited impact on security: While hardware upgrades can improve
performance, they do not resolve security vulnerabilities arising from
unsupported operating systems (still unable to upgrade to Windows 11).
• Incompatibility with modern software: Many new applications require
updated hardware and operating systems, creating integration challenges.
• Increased IT support costs: Older devices require more maintenance, leading
to higher labour costs for IT staff and reducing the department’s ability to
focus on strategic initiatives.
• User productivity loss: Extended lifecycles often result in suboptimal
performance, causing frustration and decreased efficiency among staff; the
fire department have cited that their existing tablet fleet are crashing
regulatory due to resource exhaustion.
C) Implement a “break-fix” approach (replace only upon failure)
Devices are replaced when they fail instead of following a scheduled lifecycle
refresh.
Why it doesn’t work:
o Operational disruptions: Unexpected device failures disrupt business
operations and reduce staff productivity who must wait for replacements.
o Unpredictable budgeting: IT expenses become unpredictable, making
financial planning difficult and increasing emergency procurement costs.
o Security and compliance risk: Devices that fail may still be in service due
to critical applications, leaving the Municipality vulnerable to cybersecurity
threats.
o Higher support costs: Older devices require more troubleshooting and
maintenance, consuming valuable IT resources.
D) Operationalize costs by leasing
Replace devices within a defined lifecycle by means of a lease.
Why it doesn't work:
• Total cost of ownership (TCO): If devices are not returned at the end of the
term, the TCO exceeds the alternative of a one-time cost.
• Ownership and end-of-term costs: At the end of the lease, the Municipality
does not own the equipment and may face additional costs to purchase,
return, or extend the lease; lease agreements tend to have strict return
conditions, potentially leading to extra fees for excessive wear and tear or
missing components.
• Vendor lock-in: Lease terms may not align with the Municipality’s evolving
needs, leading to financial penalties for early termination or changes in
equipment needs; switching vendors mid-term can be difficult, limiting future
flexibility in sourcing IT equipment .
Business Cases Municipality of Clarington
66
Appendices Energy Saving Calculations (Monitors)
Total Energy Consumption for 215 Monitors
Monitor Type Annual Energy Use
(kWh per monitor)
Total for 215 monitors
(kWh/year)
Old Monitors (2013 or earlier) 87.36 18,780.4
New Dell 2025 Monitors 31.2 6,708.0
Annual Energy Savings
18,740.4kWh – 6,708kWh = 12,072.4kWh saved per year or 64.3%
Cost Savings (Based on Electricity Price)
• Assumed Electricity Rate = $0.12 per kWh
(Ontario, Canada average for commercial rates)
• Annual Cost for Old Monitors:
o 18,780.4 kWh x $0.12 = $2,253.65
• Annual Cost for New Monitors:
o 6,708 kWh x $0.12 = $805
• Total Annual Savings:
o $1,448.65
Environmental Impact – CO2 Reduction
• Emission Factor (Ontario’s electricity grid is mostly clean, but
assuming 0.04 kg CO2 per kWh)
• CO2 Emissions from Old Monitors:
o 18,780.4 kWh x 0.04kg CO2 = 751.2kg CO2
• CO2 Emissions from New Monitors:
o 6,708 kWh x 0.04kg CO2 = 268.3kg CO2
• Total CO2 Reduction:
o 268.3kg CO2 (roughly equivalent to planting 8 trees per year)
Business Cases Municipality of Clarington
67
BUSINESS CASE: Information Technology
Telephony Modernization System
(within Computer Hardware)
Overview / Background
Over the past two years staff, Councillors and residents have reported a steady
rise in call-quality issues with the Municipality’s on-premises Mitel system.
Dropped calls, one-way audio and mis-routed transfers have disrupted front-line
services, By-Law Enforcement and Public Works dispatching. An internal focus-
group confirmed that these problems are damaging customer-service metrics
and morale. Ticketing data is also too fragmented to be able to diagnose
problems efficiently. Subsequently, Mitel has announced that they are
restructuring under Chapter 11, raising insolvency concerns.
To eliminate these risks and moderni ze voice services, IT has evaluated a cloud
migration to Microsoft Teams Phone. Recent research and consultation with
industry experts, other municipalities, and IT leaders indicates that a Microsoft
Teams solution can be delivered as a managed utility, and to be implemented
through a delivery partner which would outline discovery, design, network
assessment, configuration and migration services for all of the Municipality of
Clarington.
The Town of Ajax and the City of Pickering are in a similar position as they use
the same solution and are also moving towards adopting a new telephony
system soon.
Financial Considerations
Implementation costs:
• Telephony Implementation through Professional Services onboarding
and number porting.
• IT staff training and development to operationalize the solution moving
forward.
• Teams-certified peripherals for desks and meeting rooms (e.g., headsets,
room phones).
Annual/ongoing impacts (starting 2026)
• Microsoft Teams Phone licensing and usage plans: Enables inbound,
outbound and toll-free dialing for staff who require the ability to dial out
and be reached externally.
• A reserve fund to ensure telephony hardware is in good working order
(10 per cent year over year contingency to cover increases in costs,
FOREX, etc.).
• Staff with municipal cell phones will not receive Teams extensions; they
will use their mobile numbers for official business.
Cost Savings:
• Discontinuation of Mitel maintenance, PRI/SIP trunk rentals and legacy
firewall support: Savings of $60,000 per year
Business Cases Municipality of Clarington
68
Item Description
Capital Impact
(2026)
Operation Impact
(2026 and onward with
inflationary increases)
Microsoft Teams Telephony
Implementation
(professional services)
$75,000 $0
Teams-certified Peripherals for Desks
and Meeting Rooms (handsets,
headsets) $45,000 $10,000
Microsoft M365 Telephony Licenses,
Public Branch Exchange (PBX) $100,000 $100,000
Decommissioning of Legacy
Telephony Systems* $0 ($53,000)
Contingency (20 per cent) $40,000 $11,400
Total $260,000 $68,400
* Savings are likely not possible until 2027 as decommissioning will take time
Relationship to Council’s Strategic Priorities
LEAD: Exceptional Municipal Services and Governance
L.2.2 Use technology and process improvement to modernize and optimize
services → Replacing the Mitel PBX with Microsoft Teams Phone streamlines
call routing, eliminates end-of-life hardware risk, and provides staff with a
single, secure communications hub
L.3.1 Develop and implement customer-service standards → Cloud telephony
lays the technical foundation for a future 311/CRM system, supporting a “one-
front-door” experience ensuring consistent, measurable responses to every call
CONNECT: Safe, Diverse, Inclusive, and Vibrant Community
C.1.1.4 Proactively leverage municipal infrastructure to enhance connectivity →
Migrating voice services to Microsoft 365 cloud removes isolated PBX
hardware across 14 facilities, improves resiliency during outages, and ensures
staff remain reachable from anywhere.
Climate Change Considerations
1. Energy Efficiency: All new end-user devices will be Teams-certified low-
power headsets/phones; desktop sets will only be deployed in areas that
are absolutely required.
2. Reduced Travel: Cloud Public Switched Telephone Network (PSTN) plus
hybrid work reduce travel to offices by enabling meetings through
Teams.
Business Cases Municipality of Clarington
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Analysis of Alternative Approaches
Alternative approaches to the amendment were evaluated and ruled out.
A) Continuing to use existing solution provider
Keep and maintain the existing Mitel solution, applying only break-fix support
until it reaches end of life.
Why it doesn't work:
• Insolvency concerns with the solution provider (Mitel).
• Unacceptable call quality and reliability issues continue to impact
customer experience.
B) Migrate to a new PBX carrier
Acquire a new telephony services provider while migrating call flows, reusing
existing handsets and licenses, and remaining on a legacy telephony
ecosystem.
Why it doesn't work:
• Mitel’s uncertain corporate direction leaves long-term viability in doubt; a
different Mitel based service provider still faces the same risks as our
existing one.
• Higher capital and operating costs than a cloud-native alternative, while
still siloed from Microsoft 365 collaboration .
Conclusion
Clarington’s current telephony system delivers sub-par call quality and
unreliable service. After evaluating all alternative options, staff determined that
migrating to Microsoft Teams Phone with Operator Connect offers the most
secure, cost-effective, and future-ready solution.
While the transition involves an additional licence uplift and change-
management effort, these costs are offset by retiring legacy hardware, reducing
energy consumption, consolidating third-party tools, and strengthening
compliance capabilities.
Adopting Teams Phone not only resolves immediate technical ris k but also
advances multiple Council Strategic Plan goals:
• L.2.2 Modernizing service delivery
• L 3.2 Improving customer-service transparency
• C 1.1.4 Enhancing connectivity resilience
It also positions the Municipality to upskill and overlap with Customer
Relationship Manager (CRM) technologies that will provide 311-style service
levels, leverage built-in call analytics, and continuously benefit from Microsoft’s
innovation roadmap, including AI-powered voice enhancements.
Staff recommend Council approve the budget amendment and authorize the
expedited transition to Teams Phone, enabling Clarington to deliver reliable,
sustainable, and citizen-focused telephony well beyond 2025.
Business Cases Municipality of Clarington
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BUSINESS CASE: Information Technology
Customer Relationship Management (CRM) Solution
Overview / Background
The Municipality of Clarington currently delivers over 75 public-facing services
through a variety of disconnected systems, each developed to meet specific
departmental needs. This siloed approach has led to inconsistent customer
experiences, operational inefficiencies, and limited visibility into service
performance. Service delivery has historically been designed around internal
processes rather than resident expectations, which has affected customer
satisfaction.
Residents often face challenges accessing services through their preferred
channels, while staff struggle with fragmented data, disjointed communication,
and limited awareness of cross-departmental activities. These issues were
confirmed in a 2021 consultant-led review, which identified the need for:
• Consistent service standards
• Data-driven decision-making
• Streamlined processes
• Expanded self-service and omnichannel access
In 2024, the Region of Durham conducted a survey which provides insight on
Clarington’s customer expectations, expressing a strong preference for:
• Quick and effective responses
• Availability of multiple communication channels
• Self-service options
• Ability to track inquiries
• Extended service hours (weekends and 24/7 availability)
• Strong interest in live chat and a mobile app.
This highlights customers’ preference for an omnichannel experience, self -
service tools and chatbot.
The 2025 Clarington Resident Satisfaction Survey reinforces the need for
improvement:
• 58% are interested in using self-service options
• 56% agreed staff were knowledgeable and provided accurate information
• 54% said the hours of service were convenient
• 48% felt their question, concern, or issue was resolved in a timely way
These results highlight the need for a more consistent, transparent, and
responsive service model.
To support this vision, staff propose implementing a centralized Customer
Relationship Management (CRM) system to:
• Unify service request intake across departments
• Enable performance tracking (e.g., satisfaction scores, escalation rates)
• Improve internal coordination and accountability
• Enhance the overall customer experience
In 2024-2025, Clarington partnered with the Region to develop a proof of
concept using Microsoft Dynamics. This experience provided firsthand insight
into the platform’s capabilities and reinforced its potential to support
exceptional service delivery. It also aligns with the direction taken by other
municipalities, further validating Dynamics as a proven scalable solution.
Business Cases Municipality of Clarington
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Project Description
As Clarington continues to grow, so do resident expectations. To meet these
demands and deliver modern, efficient, and transparent services, the
Municipality must invest in a CRM.
Council approval is requested to fund the CRM software, implementation
partner, and dedicated internal project team (including new or seconded staff)
to ensure successful delivery. This is a critical step toward modernizing service
delivery, improving customer satisfaction, and aligning with Council’s strategic
priority to establish standardized, transparent, performance-tracked, and
resident-focused service delivery. As part of this strategic direction, customer
service standards have been developed to set clear expectations for service
delivery. To be effective, they must be supported by consistent performance
measurement and reporting.
The proposed solution is a scalable, cloud-based Microsoft Dynamics CRM
platform. It will centralize the management, monitoring, and reporting of all
customer transactions—across all communication channels—for both internal
and external customers. Benefits include:
• Unified service request intake across departments
• Real-time performance tracking and accountability
• Improved internal coordination and reduced manual processes
• Enhanced the resident experience through self-service and omnichannel
access
• Support data-driven decision-making and enable continuous service
improvement
Centralized tracking will help:
• Improve first-contact resolution
• Reduce response times
• Gain operational efficiencies through improved cross-divisional
communication
With the development and implementation of customer service standards, the
CRM will serve as the key tool to measure performance and report outcomes to
the public. Ultimately, this initiative will improve the customer experience and
help build a consistent brand experience—ensuring that Clarington’s words and
actions foster lasting trust.
Stakeholders and Impacts
The CRM implementation will affect a broad range of internal and external
stakeholders:
Primary Stakeholders:
• Residents and constituents: Will benefit from improved services, better
communication, quicker responses, and a ticket-based case reference
system
• Local businesses and developers: Frequent service users will benefit from
streamlined processes and faster response times
• Departmental customer service staff: Frontline CRM users who manage
service requests, complaints, inquiries, and follow-ups to ensure ticket
closure
• Corporate customer service staff: Responsible for overseeing customer
service standards, performance metrics and CRM adoption
Secondary Stakeholders:
• Departmental staff (non-front-line-facing): Will receive and respond to
service requests routed through the CRM and benefit from improved
workflows
• Regional partners (e.g., Durham Region / myDurham311): Potential
collaborators or integration partners for shared information and service
delivery models
• Information Technology (IT): Leads the technical implementation,
integration, maintenance and support of the CRM system
• Communications team: CRM solution supports public engagement with
ability to provide public messaging, branding, customer surveying and event
reminders
Business Cases Municipality of Clarington
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Resource Requirements / Project Costs
The following outlines the estimated costs for implementing and supporting a
CRM system. Assessed over a 5-year period, these figures provide a
comprehensive financial overview of the investment needed to successfully
deploy and maintain the CRM system.
Staffing Requirements
Role
Pay Band/
Code
Annual Salary
(inclusive of all
costs/benefits) Duration
Capitalized/
Operating
IT Project
Coordinator **
Code 12 $121,431 2 years Capitalized
Business
Coordinator **
Code 6 (Non-
Affiliated)
$150,293 2 years Capitalized
IT Developer & 365
Expert (Solutions
Analyst) **
Code 12 $121,431 2 years Capitalized
Total five-year
staffing *
$595,629
* A 3 per cent inflationary increase in staffing costs for each subsequent year has been included in
the resource cost calculations.
** These positions will be utilized for both the CRM and ERP and will transition from one project to
the other in 2027. Therefore, 50 per cent of their annual salaries are allocated to each project in 2027.
Operating Costs
Cost Category Description Estimated Cost
Licensing Fees
(Dynamics365 CRM)
User licenses, capacity, and
subscriptions over five years
$778,052
Contingency/Risk Buffer 20 per cent contingency on all
operating expenditures, cost
of inflation, FOREX
$394,869
Total five-year operating * $1,172,920
* A 3 per cent inflationary increase in staffing costs for each subsequent year has been included in
the resource cost calculations.
Business Cases Municipality of Clarington
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Capital Costs
Cost Category Description Estimated Cost
Implementation Services
and Ongoing Maintenance
Support
Vendor services for configuration,
data migration, integrations,
testing, training, change
management, and one-year
ongoing maintenance support
$1,000,000
Training and Change
Management
Training on the new system for
multidisciplinary units and the
required change management
activities
$100,000
Communications and Branding Marketing and communications
efforts; citizen engagement
$50,000
Language, Accessibility, Privacy,
and Security Assessments
AODA/WCAG audits, privacy
impact assessment, threat-risk
assessment, and post-go-live
penetration testing
$50,000
System Integration and Data
Migration
Integrating Dynamics with
AMANDA, Citywide, GIS/ESRI, and
telephony, plus cleansing and
importing decades of legacy data,
regularly adds 15 to 25 per cent to
project spend
$300,000
Contingency/Risk Buffer 20 per cent contingency for
unforeseen implementation or
scope changes
$300,000
Total five-year capital $1,800,000
Total estimated project cost: $3,568,549
The full implementation is expected to take approximately 24 months to complete,
depending on the complexity of integrations, level of customization, and resource
availability. For comparison, the Town of Whitby issued an RFP with a similar
timeline, relying on internal staff working off the side of their desks.
Relationship to Council’s Strategic Priorities
LEAD: Exceptional Municipal Services and Governance
• L.3.1 Enables the development and implementation of corporate
customer service standards
• L.1.2.1 Standardized service delivery and improved interdepartmental
communication to promote corporate excellence
• L.2.2 Modernizing service delivery through technology
• L.3.2 Provides the tools to identify and report on service levels important
to the community, making it a strategic investment in operational
efficiency and service quality
Climate Change Considerations
This implementation indirectly aligns with the corporate strategic goal to “Grow
Responsibly.” This project aims to reduce the municipal carbon footprint
through smart technology.
• Emission reduction: A SaaS (Software as a Service) platform will help to cut
server room energy use and reduce the need for power, heat, and cooling
for on-premises servers at the MAC. Microsoft’s data centres are far more
efficient than the Municipality’s, providing carbon offset [source].
• Resilience by design: Microsoft’s data centres are geographically
dispersed, which means if climate action occurs in a specific location, it
would not affect our operations due to the nature of Microsoft’s
architecture.
• Less paper and consumables: A new CRM may result in less paper. Staff
will no longer need to print documents such as correspondence, invoices,
and reports. Citizen-facing correspondence will be digital, eliminating the
need for print/mailouts.
Business Cases Municipality of Clarington
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• Analytics and reporting: A new CRM system will provide us with better
analytics, visual tools, and data-driven decision making. For instance, these
analytics could help us map vulnerable residents (i.e. flood plain), push
heat-alert communications, and log service disruptions during severe-
weather events.
The World Economic Forum Global Risk Report for 2025 cites that in the next ten years, environmental impacts account for five of the top 10
challenges we will face as an organisation. A new CRM will assist us with moving forward with a plan to counteract these risk s in the next decade.
Comparative Analysis
Municipalities across Ontario are increasingly adopting CRM systems to modernize service delivery and meet rising resident ex pectations.
Although many of the municipalities below are in the early stages of their CRM journey, Clarington can learn from their experiences and implement
a solution that is scalable, integrated, and future-ready.
Municipality Population CRM Status Key Takeaway
Stouffville 55,000 Planned for 2028 Highlights need for transparency and resident communication
Pickering 105,000 Implementing Dynamics;
Transitioning from Amanda
Integration issues and siloed data with Amanda; Clarington can avoid this.
Aurora 67,910 Upgrading Dynamics Uses CRM for dashboards, coaching, and service improvement
Markham 346,331 Moving to Dynamics Replacing legacy system; integrating with Amanda and GIS
Hamilton 734,281 RFP issued for Dynamics Aims to unify systems and improve analytics, automation, and transparency
Whitby 147,172 Acquired Dynamics CRM will centralize customer interaction and integrate with existing tools; Using
Microsoft Dynamics 365 CRM aims to integrate with ERP and telephony
Ajax 132,500 Acquired Dynamics Prioritizing integration with Amanda, ESRI and Cityworks
Summary of Findings
These examples demonstrate a clear trend: CRM is no longer optional—it is essential for municipalities seeking to deliver efficient, transparent, and
resident-focused services. Clarington is well-positioned to act now, leveraging these insights to implemen t a CRM that meets both current and future
needs.
Business Cases Municipality of Clarington
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Analysis of Alternative Approaches
As part of Clarington’s move toward a hybrid customer service model, we
evaluated three key systems: the existing AMANDA platform, the internally
developed Inquiry Portal, and the potential adoption of Microsoft Dynamics
CRM through a regional partnership. This comparison helped identify the
strengths and limitations of each option and informed our recommendation for a
solution that balances centralized coordination with departmental flexibility.
While AMANDA and the Inquiry Portal offer interim solutions, they lack the
scalability, integration, and customer-facing capabilities required for a long-term,
customer centric service model. A true CRM is the only solution that fully aligns
with Clarington’s strategic goals for consistent, data-driven, and customer-centric
service delivery.
To determine the most effective approach for implementing a CRM, four options
have been assessed from a financial, operational and strategic perspective.
1. Maintain status quo:
• Maintaining the status quo results in continuing without a proper CRM tool,
leaving the Municipality unable to evaluate its customer service standards or
track performance.
• While this option requires no immediate financial outlay, it severely limits
operational insight and fails to meet the community's expectations for
accountability and service excellence. In addition, the Municipality’s
strategic plan emphasizes the need to establish service standards and
enhance customer experience, which is not achievable without a modern
CRM.
2. Deployment of the Region of Durham’s solution:
• The Municipality previously partnered with the Region to develop a CRM
proof of concept using KPMG’s Velocity365 platform. While this initiative
provided an initial look at CRM architecture, the experience underscored
several limitations with this partnership, including delayed timelines and
insufficient technical support.
• The Region lacked the expertise and experience to determine whether a
Dataverse integration intended to enable seamless service request sharing
between the Region and municipalities was even feasible. As a result,
integration remains undeveloped and its viability uncertain.
• The Town of Scugog, which pursued the same approach, encountered similar
challenges, citing unreliable and costly technical support, lack of built -in
integration, and limited system adoption. Meanwhile, the Towns of Whitby
and Ajax both declined the Region’s CRM offer in favour of vendor-led
solutions. Whitby chose to develop its own CRM architecture to maintain
system independence while keeping Dataverse-sharing possibilities open.
• Ajax issued a competitive RFP and is finalizing an agreement with KPMG
directly, prioritizing flexibility, ownership, and tailored support.
3. Internally develop a CRM without guidance or deployment expertise of a
specialized CRM consultant:
• Pursuing an out-of-the-box CRM implementation independently would offer
greater control and autonomy but comes with considerable trade-offs. This
approach demands significant internal capacity and technical know-how that
may not currently exist within Municipal teams.
• Without dedicated external support, there is a high risk of developing a
fragmented system that struggles to scale, placing long -term strain on staff
for maintenance, training, and user-adoption—ultimately offsetting any
perceived cost savings.
4. Tender a Request for Proposal to hire an implementor and deploy CRM:
• Engaging a CRM consultant is the most strategic and dependable
approach. It brings expert guidance, a tailored implementation plan, and
ensures the system is customized to meet Municipal needs. Municipalities
like Ajax have successfully followed this path, securing competitive pricing
and dedicated support.
• This model accelerates adoption, delivers actionable insights, and
enhances service quality for both staff and residents.
Business Cases Municipality of Clarington
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System Strength Limitation Customer Communication Snapshot
AMANDA
Good for permitting, licensing, and
workflow management;
customizable
Not originally designed as a CRM,
requires significant customization,
difficult-to-use reporting tools
Limited; not designed for omnichannel
communication
Inquiry Portal Simple, easy to use for specific
inquiries
Limited to specific departments,
lacks scalability and integration;
high effort and costs to maintain
Minimal, lacks customer-facing features-
lacks two-way communication
functionality
Microsoft Dynamics
CRM
Comprehensive, scalable, integrates
multiple channels; robust reporting
functionality on service levels by
department and division, request
volumes, handling times,
escalations, sentiment, resolution
time, and satisfaction scores to
identify trends and optimize delivery
Higher initial investment, requires
training and change management
Robust, supports omnichannel
communication and self-service
Business Cases Municipality of Clarington
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Cost and Benefit Analysis
Cost Implications
The total costs associated with this project are estimated to be $4,169,211.
Previous budget allotment of $300,000 ($150,000 in 2025 and $150,000 in
2026) was dedicated to the CRM and ERP solutions, and $165,000 of those
funds have been allocated for the Proof-of-Concept CRM project done with the
Region. Therefore, there is $135,000 left over that can be re-allocated to the
approved CRM project.
Additionally, the existing CRM solution used only by the Economic Development
Division (Zoho) will be replaced by the new Dynamics365 solution and will
therefore result in cost savings of $5,950 annually.
Operational Efficiencies
Clarington recently conducted a review of its public-facing services, organizing
them into four main categories: completing an application or permit, getting
information or support, addressing a need or issue, and making a purchase or
payment. Through staff consultations, several recurring pain points were
identified across departments. These included intake and routing
confusion/misrouted inquiry handling, information gaps, a lack of two-way
communication with residents and staff, multiple systems required to resolve
inquiry, duplication, manual reporting and online account information access .
To better understand the impact of these issues, a staggered two-week time
study was conducted with a variety of front-line staff. The study focused on
tracking time spent on rework—tasks that had to be redone due to the identified
inefficiencies. Results showed that rework was common and time-consuming,
particularly in cases involving misrouted inquiries or missing information.
The study’s short duration limits its ability to reflect seasonal or staffing
changes. Ideally, it would span a year, but it still reveals clear inefficiencies
impacting customer satisfaction that technology could address. A more
detailed review of the future state process is planned to further quantify
efficiencies.
Based on the time study and internal analysis, implementing a CRM system is
expected to significantly reduce rework at an estimate of $33,246.87 annually,
with a potential variance of plus or minus 10% Over the long term, this
investment is expected to deliver sustained cost savings and enable more
efficient resource allocation across departments. Additional efficienci es may
be realized through a process review conducted as part of the CRM
implementation.
A CRM will improve service delivery by centralizing customer interactions,
automating workflow, and reducing manual effort. Intelligent case tracking and
task ownership ensure inquiries are routed accurately and resolved efficiently.
Automated reminders, escalation paths, and communication logs enhance
responsiveness and accountability.
Staff benefit from access to compete customer histories, while leadership
gains real-time visibility through dashboards and performance metrics.
Standardized templates and a centralized knowledge base support consistent,
accurate communication and information sharing. Integration with email, chat,
SMS and telephony enables flexible, real-time engagement.
For residents this means faster resolutions, fewer followups, and transparent
service tracking. Whether reporting an issue or renewing a license, interactions
are streamlined through a single portal. Cross- department collaboration is
improved; routine tasks are automated and insights into service trends help
drive continuous improvement. Ultimately, a CRM fosters an efficient,
consistent and citizen -focused service, building public trust and satisfaction.
Business Cases Municipality of Clarington
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Future Growth & Opportunity
Looking ahead, the implementation of a CRM system positions Clarington for
sustained growth, innovation, and digital leadership. A modern CRM will enable
seamless data exchange and service coordination with regional partners and
municipalities, fostering greater intergovernmental collaboration and operational
efficiency. Integration with the Municipality’s ERP system will unlock advanced
capabilities in supply chain management, asset tracking, job costing, and
financial reporting—streamlining operations and enhancing fiscal oversight.
Beyond internal improvements, CRM adoption lays the foundation for Clarington
to modernize service delivery with digital technologies and data—enhancing
service delivery, sustainability, and resident engagement. Features such as
omnichannel communication, self-service portals, and real-time dashboards will
empower residents to access services how and when they prefer, while enabling
staff to respond more efficiently and transparently. The CRM will also support AI-
powered tools like chatbots and intelligent search, helping residents quickly find
answers and allowing staff to focus on more complex needs.
As more residents turn to digital channels for basic inquiries and expect faster,
more personalized service, these enhancements will not only improve day -to-day
service delivery but also support Clarington’s long-term strategic goals of digital
transformation, operational resilience, and data-driven decision-making. The
CRM will serve as a scalable, future-ready platform for continuous improvement
and innovation.
Conclusion and Recommendation
To meet rising service expectations and deliver on Council’s strategic priorities,
Clarington must invest in a modern CRM system. A CRM will centralize service
delivery, improve staff efficiency, and provide residents with faster, more
transparent, and consistent service. It will enable performance tracking, support
self-service, and lay the foundation for future integration with ERP systems, AI
tools, and regional partners.
We are seeking the Council’s approval to procure the Microsoft Dynamics365
CRM software, engage an implementation partner, and allocate the necessary
resources to ensure a successful rollout.
This is a critical step toward modern, resident -focused service delivery.
Business Cases Municipality of Clarington
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BUSINESS CASE: Information Technology
Finance Enterprise Resource Planning (ERP) Solution
Overview / Background
The Finance Division currently operates within a fragmented technological
landscape, relying on a mix of legacy systems and manual processes to conduct
core financial operations. Key systems in use include Vailtech for taxation, FMW for
budgeting, Microsoft Great Plains for core accounting functions, Paramount for
procurement, and SharePoint for accounts payable invoices. Additionally, SharePoint
and a wide array of Excel-based workflows are used to manage reporting, accruals,
and interdepartmental collaboration.
This mix of outdated systems and manual workarounds has created real challenges.
Staff are spending too much time on repetitive tasks like re-entering data, managing
spreadsheets, or matching invoices manually. Important processes like tracking
capital spending or managing vendor information are more complex and time-
consuming than they need to be.
Great Plains, a critical financial system, will reach an end-of-life on December 31,
2029, adding urgency to the need for modernization.
To address these challenges and align with the Municipality’s strategic goals of
operational excellence, financial transparency, and digital transformation, the
replacement of an Enterprise Resource Planning (ERP) system has been identified
as a high-priority initiative.
Project Description
This project will implement a comprehensive ERP solution to consolidate
financial systems, automate key processes, and standardize business practices
across departments. The ERP will replace legacy applications such as Great
Plains, FMW, Vailtech, and Paramount, and integrate with essential systems
including ActiveNet, AMANDA and SharePoint where needed.
Key objectives of the ERP implementation include:
• System Consolidation: Replace multiple disjointed systems with a
unified ERP platform, streamlining financial operations and reducing
duplication.
• Process Automation: Automate budgeting, accruals, vendor
management, PO and invoice matching, and other key workflows to
eliminate manual tasks and improve accuracy.
• Real-time Reporting: Provide robust, real-time financial reporting
capabilities to support data-driven decision-making and compliance.
• Process Standardization: Create consistent financial workflows across
departments, improving collaboration and reducing operational risk.
Business Cases Municipality of Clarington
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• Future-readiness: Ensure business continuity by preparing the
organisation for the upcoming sunset of Great Plains, mitigating
business risks associated with outdated systems, such as increased
operational inefficiencies, system downtimes, and higher maintenance
costs. The continued use of legacy software also exposes the
Municipality to cybersecurity risks, including vulnerabilities to data
breaches, hacking attempts, and compliance issues with evolving
regulations. Migrating to a modern, scalable ERP solution will help
protect sensitive data, enhance system security, and reduce the
likelihood of costly security incidents. A timely migration is essential to
avoid disruptions, safeguard critical information, and maintain
operational integrity in the years ahead.
In addition to Finance, the ERP system will also impact other departments and
divisions that engage in financial processes, such as Legislative Services, Public
Works, and Community Services, enhancing organi sation-wide integration and
transparency.
To support the successful implementation of the ERP system, a formal request for
proposal (RFP) will be issued to procure a qualified implementation partner. The
selected vendor will be responsible for executing the project in collaboration with
internal stakeholders, providing expertise in system configuration, data migration,
integration, training, and change management. This approach ensures that the
project is delivered efficiently, with the necessary technical support and best
practices to maximize lon g-term value and minimize risk.
Stakeholders and Impacts
The ERP implementation will influence a broad range of internal and external
stakeholders, each playing a vital role in the success of the project, including:
Primary Stakeholders
• Finance Division: Leading the initiative and directly impacted by system
changes, process automation, and improved reporting.
• Information Technology (IT): Responsible for system integration, data
migration, and technical support.
Secondary Stakeholders
• All Other Departments (e.g., Legislative Services, Public Services): Will
benefit from improved processes related to budgeting, procurement,
invoice approvals, and cost centre management. Their collaboration will
be essential in adopting standardized business processes and workflows.
External Stakeholders
• Banks and Financial Institutions: May interact with the system through
payment processing or financial reporting.
• Vendors: Will benefit from streamlined procurement and payment
processes.
• Auditors: Will gain easier access to accurate, timely financial records,
improving audit efficiency and transparency.
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Role Pay Band/ Code
Annual Salary
(inclusive of all
costs/benefits)
Duration Capitalized /
Operating
Financial Analyst Code 10 $113,953 2 years Capitalized
Accountant Code 10 $113,953 2 years Capitalized
Senior Buyer Code 10 $56,977 2 years (PT) Capitalized
Revenue
Coordinator Code 10 $56,977 2 years (PT) Capitalized
IT Project
Coordinator ** Code 12 $121,431 2 years Capitalized
Business
Coordinator **
Code 6
(Non-Affiliated) $150,293 2 years Capitalized
IT Developer &
365 Expert
(Solutions
Analyst) **
Code 12 $121,431 Permanent FTE
Capitalized until
2028, 2029 and
later is operating
Total five-year
staffing*
$1,647,322
* A 3 per cent inflationary increase in staffing costs for each subsequent year has been included in
the resource cost calculations.
** These positions will be utilized for both the CRM and ERP and will transition from one project to
the other in 2027. Therefore, 50 per cent of their annual salaries are allocated to each project in
2027.
Resource Requirements/Project Costs
Staffing Breakdown
ERP projects that require staff to complete tasks on top of their regular
workload often lead to failure or increased costs over time. To avoid this and
ensure the ERP project is successful without compromising ongoing
operations, key finance staff will be seconded to the project full-time. Their
regular duties will be covered through backfill positions. Some roles will be
required only for the initial two years of implementation to maintain service
continuity, while others will remain in place for the full five-year lifecycle of the
ERP system, supporting system stabilization, maintenance, and continuous
improvement.
Operating Costs
Cost Category Description Estimated Cost
Licensing Fees
(Dynamics365 CRM)
User licenses, capacity, and
subscriptions over five years
$1,202,004
Contingency/Risk Buffer 20 per cent contingency on all
operating expenditures, cost of
inflation, FOREX
$664,719
Total five-year operating * $1,866,723
* A 3 per cent inflationary increase in staffing costs for each subsequent year has been included in
the resource cost calculations.
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Capital Costs
Cost Category Description Estimated Cost
Implementation Services Vendor services for configuration,
data migration, integrations,
testing, training, and change
management
$2,375,000
Contingency/Risk Buffer 20 per cent contingency for
unforeseen implementation or
scope changes
$455,000
Total five-year capital $2,850,000
Total estimated project cost: $6,364,045
The full implementation is expected to take approximately 24 months to
complete, depending on the complexity of integrations, level of customi sation,
and resource availability.
It is recommended that the ERP implementation project not run concurrently
with the CRM implementation project. Running both projects in parallel could
strain resources and impact the success of both initiatives. A sequential
approach will ensure dedicated focus and proper execution of each project.
This recommendation was also reiterated repeatedly by our municipal peers.
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Strategic Goal Description Alignment with Project
L 1.3
Empower staff to identify
opportunities to improve efficiency
and effectiveness
Backfilled subject-matter experts (SMEs) work full-time on redesigning workflows. This allows us to be critical
about changing existing processes and procedures to adopt best practices embedded natively.
L.2.1
Implement a multi-year budget to
promote effective and long-term
fiscal management
The ERP’s budget-to-report automation links operating and capital budgets directly to live actuals and forecasts,
giving Finance and Council a rolling multi-year view instead of annual spreadsheets. Adoption into this platform
will also enhance business intelligence (BI) capabilities and customisation – see L.3.2 below.
L.2.2
Use technology and process
improvement to modernize and
optimize services
Replaces five legacy finance apps with one cloud ERP, automates procure-to-pay and invoice matching, and
embeds self-serve dashboards—freeing staff from manual data entry and ad hoc Excel reports.
L.2.3 Design and implement a service-
delivery continuity plan
Microsoft’s cloud environment structure is geographically distributed which allows the platform to be readily
available in the event of an incident. Clarington’s data centre is a single site, and there is no secondary disaster
recovery site that could be activated in short order. The move to a Microsoft cloud-based solution ensures that
our core Enterprise Resource Planning systems continue to operate in the event of disaster.
L 2.5 Maintain, protect and invest in
Municipal infrastructure and assets
Capital project and asset ledger modules track lifecycle costs and funding sources in one place, improving
management of roads, facilities and fleet investments.
L 3.2
Identify, establish and report on
service levels of interest to the
community
Power BI integration lets staff publish public-facing financial dashboards (reserves, capital progress, vendor
payment cycles), meeting Council’s transparency KPI obligations.
G 2.1 Prepare a new Official Plan that will
guide community growth to 2051
With unified data and multi-year capital forecasting, Planning and Public Works can model growth scenarios,
revenues and infrastructure costs directly inside the ERP.
G 4.2
Be a leader in anticipating and
addressing the impacts of climate
change
Moving finance to SaaS cuts local server room energy and can fully digitize processes that still require paper.
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Climate Change Considerations
This implementation indirectly aligns with the corporate strategic goal to “Grow Responsibly.” This project aims to reduce the Municipal
carbon footprint through smart technology.
Emission reduction: By moving Finance systems to a SaaS (Software as a Service) platform, the project will cut server room energy use
and reduce the need for power, heat, and cooling for on -premise servers at the MAC. Microsoft’s data centres are far more efficient than
the Municipality’s, providing carbon offset [source].
Resilience by design: Microsoft’s data centres are geographically dispersed, which means if climate action occurred in a specific location,
it would not affect Clarington’s operations due to the nature of Microsoft’s architecture.
Less paper and consumables: A new ERP will likely result in less paper. Finance will no longer have the need to print documents such as
invoices, purchase orders, and reports. Additionally, citizen -facing correspondence will be digital, eliminating the need for print/mailouts.
Analytics and reporting: A new ERP system will provide us with better analytics, visual tools, and data -driven decision making. Finance
analytics give us clearer TCO for green-infra projects (e.g. solar carports, electric vehicle chargers)
The World Economic Forum Global Risk Report for 2025 cites that in the next ten years, environmental impacts account for five of the top
10 challenges we will be facing as an organisation. The move to a new and streamlined ERP will assist us with moving forward with a plan
to counteract these risks in the next decade.
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Comparative Analysis
This section outlines how other municipalities of similar size and scope have approached ERP modernization and consolidation, drawing on
insights gathered through peer networks and direct consultations.
Comparison Dimension City of Pickering Town of Whitby Town of Ajax City of Oshawa Region of Durham
Population 105,000 147,172 132,500 187,813 753,090
Number of Employees 1,000+ 1,000+ 1,200 1,615 3,000+
ERP Vendor SAP (4HANA Finance)
SAP Success Factors (HR) Workday (Finance) Workday (HR and Payroll) Peoplesoft
Peoplesoft Financials /
Human Capital Management
(HCM)
Deployment Type (e.g., on-
premise, cloud, hybrid) Cloud Cloud Cloud On-premise - Legacy system
(20+ years)
On-premise (currently);
considering SaaS or OCI
(Oracle Cloud Infrastructure)
in future
Implementation Year 2019 to 2025 Initially scoped for 9 months;
24 months to complete 2024 to 2025 1998 Financials: 1999; HCM (HRIS):
2003
Modules Implemented HR, Finance HRIS, Core Finance HR, Payroll HRIS, Finance (AR/AP, Payroll
etc.)
Financials, Human Capital
Management (HCM)
Legacy System Replaced Vailtech FMW + Mpower
• Niche Scheduling
Solution
• JD Edwards Payroll
• Oracle - Taleo
(Recruitment)
• Oracle - ESS
(Time/Absence)
Oracle PeopleSoft - To be
replaced
PeopleSoft Financials and
HCM – To be replaced
Key Drivers Aging financial system Service-oriented approach
• Multiple disparate and
unreliable systems
• Lack of system
integration
Cost, support difficulties, lack
of modern features and self-
service capabilities
Outdated, on-premise systems
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• Need for operational
efficiency
Implementation Duration Five to seven years (ongoing) 24 months Three years (ongoing)
• HCM: 12 to 18 months
expected
• Budget: 4 months
• Asset Management: 12
months expected
• Core Finance: 2+ years
(2027)
Current assessment project:
Two years (for planning and
roadmap)
Implementer Blue IT Group / NTTData Workday Workday (no third-party) Not yet determined
Assessment phase includes a
third-party consulting firm (to
be procured via RFP)
Approach (Big Bang versus
Phased) Phased Big Bang Phased Phased
Assessment project to identify
business needs will be
conducted prior to exploring
an implementation project
Cost Estimate
$6M
(Initial engagement,
configuration, hosting, design)
• $7.5M budgeted
• $850K annual licensing
and support costs
• $4.2M + (Implementation
and TCO)
Resourcing: 4 FTEs (1 IT,
1 HR, 2 Finance)
• Change
Management/Trainer:
(one-year contract) -
$200K
• HCM: $1.8-2M
• Questica: $270K
• Asset Management.
Solution: $250K to
$500K
(Implementation and
first year operations)
Total Assessment Budget:
$1.6M, broken down as:
• $300K–$400K for third-
party consulting (via RFP)
• Remaining $1.2M–$1.3M
for Project Manager,
business analyst, training,
and other assessment-
related activities
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Reported Benefits Improved financial reporting
Streamlined operations
through system upgrades,
automation, standardization,
and mobile app access for
field staff
Improved efficiency, enhanced
security and privacy, greater
mobility, integrated systems
providing a single source of
truth, and simplified access
through single sign-on (SSO)
TBD TBD
Challenges
• Had to hire 14 people to
keep things working.
• Over complicated.
• Knowledge
Transfer/Retention:
Project knowledge must
be preserved.
• Seconded Union
Employees: Returned to
their old jobs (home
roles) resulting in lost
experience
• New Habits: New team
members need to be
supported to ensure
former bad habits are not
carried forward
• A full-time, dedicated
project team is critical—
this cannot be done off
the side of someone's
desk.
• Change management
and training are crucial.
• Strong leadership
support helped drive the
project’s success.
• Use a Negotiated RFP
(NRFP). This provides
better control over
contract terms and
vendor accountability.
To be determined, however,
significant organisational
change is anticipated as the
primary challenge. A robust
internal change management
program is in place to support
these efforts
TBD
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Summary of Findings
A review of ERP initiatives in comparable municipalities , including Pickering,
Whitby, Ajax, Oshawa, Red Deer County, and the Region of Durham reveals
several consistent themes that have direct implications for the Municipality of
Clarington.
Most municipalities are currently replacing outdated and disparate financial
systems with modern, cloud-based ERP platforms such as SAP or Workday.
These implementations typically span a two- to three- year timeline, though in
some cases, durations extend depending on scope, internal readiness, and
resource availability. Budgets for these projects generally fall between $4
million and $6 million in capital costs, covering software, implementation
services, training, change management, and additional staffing.
To support delivery, municipalities have had to allocate dedicated internal
teams, commonly between four and 10 full-time equivalents, representing roles
in Finance, HR, and IT. These projects are not typically manageable as part -time
responsibilities; a focused project team has been cited as a key success factor.
Cloud deployment has become the preferred model due to its scalability,
reduced infrastructure overhead, and alignment with modern IT strategies.
Key drivers for these projects include aging systems, lack of integration,
inefficiencies in reporting and operations, and the need for improved user
experience and self-service functionality. Clarington similarly operates with
disparate and outdated financial systems, indicating a shared need for
modernization. The experience of other municipalities also highlights the
importance of early investment in change management and training to support
organizational transition and mitigate resistance.
The analysis suggests that, if Clarington proceeds with ERP implementation, it
should anticipate similar timelines, costs, and resource requirements, and adopt
a proactive approach to governance, change management, and staff
engagement to ensure project success.
Analysis of Alternative Approaches
The project team assessed alternative approaches to implementing a unified
ERP solution. The goal was to understand whether other viable options could
meet the municipality’s financial, operational, and strategic needs. The
following three alternatives were considered:
A) Replace Great Plains (only) and continue using existing applications
This approach involves replacing Great Plains, which is approaching end-of-life,
with a newer standalone accounting solution. The rest of the finance
ecosystem including Vailtech (Tax), FMW (Budgeting), SharePoint (A/P
Invoices), and Paramount (Procurement) would remain in place and continue to
function independently.
Advantages:
• Lower upfront investment compared to full ERP replacement
• Focused implementation with limited organizational disruption
• Addresses the immediate risk associated with Great Plains’ end -of-life
Disadvantages:
• Maintains siloed systems, requiring continued duplication of data entry
and reconciliation across platforms
• Limited integration means reporting and financial oversight remain
fragmented
• Workflow inefficiencies, such as manual A/P processes, continue to
burden staff
• No centralized audit trail or single source of financial truth
• Incremental gains do not align with long-term modernization or digital
transformation goals
• Future upgrades or replacements of other systems (e.g., FMW,
Paramount) would require separate projects and resources
Conclusion:
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This approach addresses a short-term system risk but fails to resolve
systemic inefficiencies or support long-term strategic goals. It is not
recommended as a sustainable solution.
B) Upgrade individual legacy systems (Great Plains, Vailtech, FMW,
SharePoint, Paramount)
This approach involves upgrading or replacing each of the existing finance-
related systems independently, with newer versions or best-of-breed
alternatives. Integration between systems would be handled via custom APIs
or middleware solutions where needed.
Advantages:
• Allows departments to tailor solutions to their specific operational
needs
• Costs could be spread over multiple fiscal years
• Less disruptive than a full ERP implementation in the short term
Disadvantages:
• High total cost of ownership due to maintaining multiple systems,
licenses, support contracts, and upgrades
• Complex integration and data synchronization are required to maintain
consistency across systems
• Staff would continue to navigate multiple interfaces, reducing usability
and increasing training needs
• Cross-functional processes (e.g., procure-to-pay, budget-to-report)
would remain disjointed
• Governance, security, and compliance become more challenging to
manage across systems
Conclusion:
This approach creates the illusion of modernization without delivering true
integration or process efficiency. While functional upgrades may benefit
individual departments, the overall organization continues to operate in silos,
missing out on the benefits of automation, centralized data, and unified
reporting. It is not recommended as it does not provide the holistic
transformation required.
C) Replace all legacy systems with a Non–Dynamics 365 ERP
C.1 Oracle Cloud ERP
• Profile: Cloud-native, enterprise-grade solution including financials,
procurement, project management, risk management, and AI-driven
automation
• Use Case Fit: Designed for medium-to-large organizations, and
commonly implemented in large-scale public-sector and government
institutions
• Cost: Starts around $625 USD per user per month; implementation often
exceeds $1M USD for larger setups [Oracle ERP Cloud Licensing Costs]
• Pros: Robust out-of-the-box finance capabilities, seamless integration
within the Oracle ecosystem, robust analytics, and compliance support
• Cons: Significant investment in licensing and implementation; higher
complexity; generally suited for larger organizations with extensive scale
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C.2 SAP S/4HANA
• Profile: High-end, in-memory ERP with advanced modules including
financial accounting, controlling, asset accounting, and procurement
• Use Case Fit: Targeted at large enterprises and complex public-sector
organizations; small municipalities typically find it excessive.
• Cost & Implementation:
o Licensing costs range from approximately $200 to $250 USD per
user per month (approximately $2,400 to $3,000 USD annually)
[SAP S/4HANA Licensing Costs and Models for CIOs,
Procurement, and Finance ]
o For modest scope (e.g., only Finance and Controlling),
implementation cost range from $3 million to $10 million USD
[Deloitte Consulting LLP: D-Life]
• Pros: Industry-leading depth, analytics, real-time processing
• Cons: High cost, long implementation timelines, significant internal
change management
C.3 Workday Financial Management
• Profile: Workday is a leading cloud-native ERP platform originally built for
HR but now with full-fledged financial management modules including
general ledger, accounts payable/receivable, budgeting, reporting, and
more
• Use Case Fit: Typically adopted by medium-to large organisations and is
gaining traction in the public and educational sectors, benefiting from its
unified data model
• Cost:
o For a mid-sized organisation (500 to 2,500 employees), Financial
Management modules typically cost $300K to $600K USD per year
[Workday Pricing Benchmarks and Market Rates for Enterprises ]
o Total cost of ownership falls between $500K to $2M USD [Workday
Financials vs. SAP: An In-Depth Analysis]
o Suitable for organisations with several hundred users, smaller sites
(≤800 users) may find the cost burdensome
• Pros:
o Unified platform across HR and Finance minimizes data silos
o Highly scalable with advanced planning, global compliance, and
embedded analytics
o Proven success across enterprise-scale entities
• Cons:
o High cost of licensing and implementation
o Complex to configure, requiring dedicated internal team and strong
reporting expertise
o Targeted to larger organisations, smaller municipalities may struggle
with overhead
Conclusion:
Replacing all systems with a non-Dynamics ERP provides a fully integrated
solution, but it comes with significantly higher complexity, cost, and resource
demand. These solutions are typically optimized for larger or more complex
organisations than the Municipality of Clarington.
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Cost and Benefit Analysis
Operational Efficiencies
Process Automation and Workflow Standardization
• Automated invoice processing: Replaces manual A/P workflows
(currently managed through SharePoint) with automated invoice
matching, approvals, and payments, reducing processing time and
human error.
• Budget-to-report automation: Automates the budgeting cycle (replacing
FMW) and links budget data directly to actuals and forecasts, eliminating
manual reconciliations and spreadsheet workarounds.
Centralized and Accurate Data
• Single source of truth: Replaces fragmented data across Great Plains,
Vailtech, SharePoint, FMW, and Paramount with a single integrated
system, eliminating duplication and reducing data reconciliation tasks.
• Real-time financial visibility: Enables finance staff to access real-time
balances, commitments, and projections across departments, improving
responsiveness and accuracy in reporting and decision -making.
Reporting and Analytics Improvements
• Self-serve financial reporting: Empowers users with self-service access
to financial reports, dashboards, and KPIs through Power BI integration,
reducing dependency on finance teams for ad hoc reporting.
• Audit readiness and traceability: Automated audit trails across all
financial transactions reduces the time spent preparing for audits and
improves accountability and compliance with regulations.
Reduced Manual Effort and Administrative Overhead
• Elimination of redundant data entry: Staff no longer need to input or
transfer the same data across multiple systems.
• Digitized approvals and notifications: Built-in workflows automate
approval routing and provide real-time notifications, reducing processing
delays and bottlenecks.
Staff Efficiency and Reallocation of Resources
• Time savings across departments: Administrative and financial staff can
reallocate time from manual tasks (data entry, reconciliations, chasing
approvals) to higher-value activities such as analysis, planning, or service
delivery.
• Improved collaboration: A shared platform enhances interdepartmental
colaboration and data sharing, reducing miscommunication and
duplicate work.
IT and System Maintenance Efficiencies
• Fewer systems to support: Reduces the number of separate systems
requiring licensing, support contracts, staff training, and maintenance (e.g.,
no need to maintain Great Plains, SharePoint-based A/P forms, FMW, etc.).
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Cost Avoidance
Implementing Microsoft Dynamics 365 Finance & Operations will eliminate or significantly reduce the number of time -intensive manual processes
currently performed across Finance and other departments. While a thorough time-study and analysis of the existing processes would reveal even more
opportunities for cost savings, we have only quantified a few at this stage due to the time constraints involved in such deta iled exercise. Additionally,
some intangible benefits such as quicker audits, reduced errors, and improved sa tisfaction for both stakeholders and vendors have yet to be quantified in
monetary terms. By digitizing and integrating financial workflows, the Municipality can avoid future costs related to inefficiencies, system maintenance,
data reconciliation, and error correction. The following table highlights five key processes with the highest cost avoidance potential:
Manual Process Description Estimated Annual Cost Avoidance
Manual Data Bridging
Tasks where staff manually enter the same data into multiple systems due to lack of integration.
Staff manually search, verify or duplicate data between disconnected finance systems.
~ $7,000
System Fragmentation Use of 12+ software systems requiring separate logins, access management, and batch cash receipts creation. ~ $16,000
Invoice Management and
Approvals
Includes difficulties with invoice tracking, approvals, and cost apportionment. Manual workflows, lack of
visibility, and limited search/reporting functions hinder efficiency. ~ $11,000
Data Accuracy and
Reconciliations
Manual comparisons of financial data between systems (e.g., journals or account balances) to ensure
consistency and accuracy, often requiring cross-system report validation. ~ $8,000
Reporting Processes that rely heavily on exporting, reformatting, or manually compiling data due to the lack of built -in or
dynamic reporting capabilities. ~ $24,000
In addition, the acquisition of a new, consolidated ERP system will eliminate the following annual fees charged for our curre nt finance applications:
Software Application Description Annual Cost Savings
Great Plains Core accounting functions $63,062
FMW Budgeting and financial planning $15,054
Paramount Procurement (purchase orders, requisitions) $12,000
Vailtech Taxation Services $20,574
A/P Invoices
SharePoint solution built in-house N/A
Total Estimated Annual Cost Avoidance: ~ $176,000/year
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Future Growth and Opportunity
The implementation of Microsoft Dynamics 365 Finance & Operations lays the
foundation for a modern, scalable ERP platform that can evolve with the
Municipality’s needs. While the initial phase focuses on core financial
functions—general ledger, accounts payable/receivable, budgeting,
procurement, and taxation—future iterations could unlock further value across
departments.
Potential future expansions include:
• Asset Management: Integration of asset tracking, depreciation, lifecycle
costing, and maintenance planning for roads, facilities, and fleet.
• Work Order Management: Linking service requests, inspections, and
maintenance tasks with budget tracking and financial reporting.
• Job Costing: Capturing full labour, equipment, and material costs for
individual projects or services to support budgeting, forecasting, and
performance reporting.
• Payroll / HR: A fulsome Enterprise Resource Planning system will include
key HRIS functions and a seamless integration with the finance system
for more accurate budgeting and reporting for human resources.
• Grants and Fund Accounting: More sophisticated handling of restricted
funding, reporting, and compliance, particularly useful for capital projects
and provincial funding streams.
• Citizen Engagement Integration: Future CRM integration (with Dynamics
365 Customer Service) could connect service requests and financial
processes for more transparent, accountable service delivery.
Conclusion and Recommendation
This business case presents a comprehensive review of the current financial
systems used by the Municipality and outlines the strategic, operational, and
financial rationale for modernizing those systems through the implementation of
an integrated Enterprise Resource Planning (ERP) solution.
The Municipality’s current financial environment—comprising Great Plains,
Vailtech, FMW, SharePoint workflows, Paramount, and other disconnected tools —
is fragmented, inefficient, and increasingly unsustainable. System limitations,
duplication of effort, manual workarounds, and a lack of real-time visibility into
financial data are affecting both staff productivity and service delivery.
Through stakeholder engagement, current-state analysis, and a comparative
review of alternatives, it is clear that the status quo and partial upgrades will not
provide the integration, efficiency, or scalability required for long-term success.
Higher-end ERP systems like Oracle or SAP offer robust functionality but exceed
the Municipality’s needs and budget.
Microsoft Dynamics 365 Finance & Operations (F&O) is the recommended
solution. It provides a cost-effective, scalable, and fully integrated platform
capable of meeting the Municipality’s current and future needs. It will replace all
key legacy systems, streamline financial operations, improve reporting and
accountability, and position the Municipality for long-term sustainability—by
reducing system redundancy, enabling consistent data management, and
supporting continuous improvements in financial stewardship.
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BUSINESS CASE: Legislative Services
Full-Time Animal Care Attendant for Animal Services
Overview
The Clarington Animal Shelter is facing increasing challenges as it strives to
accommodate the growing demands of a rising population. Currently, the
shelter operates with a dedicated team consisting of a Supervisor, two full -time
Animal Care Attendants (ACAs), and a full-time administrative Clerk. This full-
time staffing is supplemented with up to 48 hours of part-time ACA labour.
However, the number of animals in our care doubled from 2023 to 2024 and
continues to climb in 2025, making it increasingly difficult to maintain
operations and provide essential care with the existing staff.
An additional qualified full-time ACA would ensure that each animal receives
the attention, care, and enrichment they need while alleviating strain on current
staff, enhancing efficiency, and supporting the shelter’s mission to provide a
safe and humane environment for all animals within the shelter’s care.
Background
Surging Animal Population
The shelter's intake has doubled from 2023 to 2024 and continues rising in
2025. Overcrowding affects animal health, adoption rates, and staff workload.
Increased intake demands more time for cleaning, feeding, and medical
assessments.
Operational Strains
ACAs are vital to the health and well-being of the animals in care. Six cat rooms,
two large dog run areas, and an outdoor exercise area are required to be
maintained and thoroughly sanitized daily. On a typical day, the shelter houses
12 dogs, 30 cats, and two to three small animals (rabbits, birds, etc.), which all
require cleaning, feeding, watering, walking and quality enrichment. This
number balloons in the spring and summer, when there are many kittens and
puppies coming into the shelter.
Each full-time ACA works eight hours per day, 40 hours per week. One ACA is
dedicated to caring for dogs. The other is dedicated to caring for cats. Small
animals are generally the responsibility of the ACA on cats. Time must also be
made for human customer interactions (e.g. adoption introductions), intake
exams, medical treatments as well as various other things, such as spending
extra time with a shy dog to build its confidence or grooming a cat whose hair is
matted.
It is difficult to quantify the hours required for care, as it can vary from animal to
animal, and from day to day. With only two ACAs, it can be a struggle to finish
everything in the limited time available.
The primary goal for animals that come into the Municipality’s care is to unite
them with their owners, or if that is not possible, to successfully place them in
permanent adoptive homes. However, due to staffing limitations, existing team
members struggle to provide the necessary enrichment to ensure animals are
well-adjusted and ready for adoption. Without sufficient time for socialization
and stimulation, animals may develop negative or anti-social behaviours,
making successful adoption less likely. This challenge is compounded by the
extensive time required to meet the basic needs of the animals, which places
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additional strain on the team and reduces the overall efficiency of shelter
operations.
Limited personnel affect adoption processing, behavioural evaluations, and
enrichment activities. Public outreach, volunteer coordination, and educational
programs are also impaired.
Staffing Limitations
Two full-time attendants (40 hours per week each) and two or three part-time
attendants (maximum of 48 hours collectively per week) struggle to meet rising
demands. Scheduling gaps reduce efficiency in responding to emergencies or
high-intake periods. The availability of reliable part-time workers has proved a
challenge and shifts frequently go unfilled. Employee fatigue and burnout risk
impacting animal care and public service.
Working in an animal shelter, even with an appropriate staff-to-animal ratio, is
emotionally and physically demanding. Animal care is a profession where
compassion fatigue is a constant reality, and burnout is a serious concern. The
ACAs at Clarington’s Animal Shelter are dedicated, hardworking, and
passionate, but the workload can become overwhelming. When intake reaches
capacity, fulfilling even the most basic care requirements becomes a challenge.
Furthermore, when a staff member is on vacation or ill, the strain on the
remaining team intensifies, exacerbating these ongoing challenges and further
impacting the quality of care.
Position Summary
This position encompasses all aspects of animal care within the shelter,
including the management of stray, impounded, and quarantined animals.
Responsibilities include, but are not limited to, feeding, exercising, socializing,
and maintaining a clean and comfortable environment for the animals. Staff
closely monitor each animal’s health, administer follow-up treatments, and
ensure routine preventative care, such as vaccinations and parasite treatments.
They also perform various other duties to ensure animals are well in their care,
such as grooming, training tasks, providing enrichment and anything else
required.
Strong record-keeping skills are essential, as daily documentation of an
animal’s health, appetite, and behaviour is required. ACAs work directly with the
animals to promote positive outcomes, providing medical treatment to sick and
injured animals until they recover, helping stressed or frightened animals build
confidence, and creating safe spaces to support their well-being. While
adoption is the primary goal, other positive outcomes include releasing feral
cats or facilitating placement with rescue organisations.
Additionally, ACAs play a key role in the adoption process. They introduce
potential adopters to dogs and cats, assess compatibility between animals and
people, and provide guidance on successful transitions to a home environment.
Follow-up check-ins ensure that adopters have the support they need. On
weekends, ACAs also manage front counter and phone interactions, as the
shelter does not have a dedicated clerk during this time.
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Key Duties and Responsibilities
• Daily cleaning and disinfecting animal housing areas and facility
• Conducting general physical/behavioural exams of all animals
• Feeding, general care of animals
• Medicating animals under the direction of a veterinarian
• Maintaining physical and emotional health of animals in care
• Keeping records current and detailed in health records and shelter
software
• Promoting and facilitating adoptions of animals in shelter
• Interacting with the public and staff in a courteous and professional
manner
• Repetitive lifting of heavy items up to 18kg, repetitive motions and
standing for prolonged periods
• Providing general information to the public for all aspects of Animal
Services
• General clerical duties, including data entry, call dispatch, handling
payments and answering phones
Relationship to Council’s Strategic Priorities
Clarington is a vibrant growing community, and with an increasing human population comes an increasing pet population. To
better serve the community, more space and funding will be required to fill the ever -growing numbers of animals coming in as
stray or abandoned. Staff are already feeling the stress from the greater numbers, and care levels will inevitably begin to suffer
as these numbers continue to increase. Prioritization must occur to ensure the health and well-being of the animals.
Improving this service will align with the Strategic Priorities in multiple ways including strengthening and contributing to the
health of the community, as well as supporting business and industry to thrive.
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Comparative Analysis
Region Capacity
Animals per year
(Domestic)
Full-Time Staff
(*Animal Care Attendant Duties) Part-time Staff
Whitby 15 dogs, up to 40 cats No data provided 4 *Animal Services Officers (ASOs) 1 *ASO
Pickering Relies heavily on fosters, animals
housed outside shelter ~500 animals yearly
1 Shelter Attendant
2 *ASO
3 Summer Students (1 attendant, 2 *ASO)
2 Shelter Attendants
Oshawa 25 dogs, 140 cats, 32 small animals No data provided 4 Animal Care Attendants
2 Animal Shelter Attendants 3 Animal Shelter Attendants (24-28 hours each)
Uxbridge-
Scugog 12 dogs, ~20 cats ~325 animals in 2024 2 * ASOs
1 *Supervisor/ ASO
1 *ASO (24 hours)
2 Kennel Attendants (24 hours each)
Clarington 14 dogs, 40-60 cats and kittens,
3-5 small animals 415 animals in 2024 2 ACAs
1 Summer Student ACA 3 ACAs (16 hours each)
Comparing staffing across shelters highlights that Clarington’s shelter, despite handling over 400 animals in 2024, operates with significantly
fewer full-time staff than large shelters like Oshawa or Whitby. This discrepancy underscores the urgency of add ing a full-time ACA to support
growing intake rates and improve service quality.
Business Cases Municipality of Clarington
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Analysis of Alternative Approaches
A) Volunteer and Foster Program
A volunteer and foster program is in the process of being developed. Volunteers
assist with exercising and socializing the animals in care. Their time spent
working with the animals is very beneficial to their health and well -being. Foster
parents commonly care for animals requiring medical care before adoption,
pregnant animals and their offspring and other situations where the animal
would benefit from being outside of the shelter environment. Both volunteer and
foster positions require extensive screening and training to be able to manage
stressed animals in shelter or special cases at home.
At this time with the current staffing complement, selection and on -boarding of
volunteers and fosters would place too much of a burden on staff time. With
more staffing available for animal care, more time may be able to be allocated
to working on training with volunteers and fosters.
Cost and Benefit Analysis
While hiring an additional ACA requires an upfront financial commitment, the
long-term benefits will outweigh the costs. Increased efficiency, healthier
animals, better adoption rates, and improved staff well -being contribute to a
well-functioning shelter with reduced operational strains. With the benefits that
accompany the addition of staff, many long-term savings will be made due to
the resulting improvements. More flexible scheduling will reduce overtime
costs, improve adoption rates, and decrease extended care costs day -to-day.
These savings will open doors to more expanded programs and fundraising
opportunities.
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Cost and Benefit Summary
Costs Details
Salary and Benefits $61,358 to $72,605 (2024 Grade 4 of CUPE Local 74, excluding pension & benefit costs )
Training and Onboarding Initial training in shelter procedures, animal handling, record -keeping, and health monitoring
Equipment and Supplies Uniforms, safety gear, and additional necessary supplies
Benefits Details
Improved Animal Welfare and Adoption Rates More socialization and enrichment improves adoptability, reduces shelter stays and costs
Reduced Staff Burnout and Increased Efficiency Full-time ACA alleviates strain on existing staff, improving morale and operational efficiency
Scheduling Flexibility Higher staffing enables better scheduling, ensuring smooth shelter operations and emergency response
Lower Veterinary Costs Early health monitoring reduces medical expenses
Enhanced Public Engagement and Customer Service More staff improves adoption experiences and community outreach, increasing donations
Potential Increase in Revenue Faster adoptions boost fees, while better customer service encourages donations/sponsorships
Improved Public Service and Engagement Increased staffing allows for participation in community events, fundraising, and pet owner education
Regulatory Compliance and Safety Ensures adherence to Ontario shelter laws, reducing risks associated with understaffing
Costs:
Salary and Benefits
The compensation for an additional Animal Care Attendants would start at
$66,872 Wage Grade 4 of the CUPE Local 74 Outside Collective Agreement.
With pension, benefits and other payroll costs, the full cost would be
$92,692.85 for the first year.
Training and Onboarding
Initial costs may include training in shelter procedures, animal handling,
record-keeping, and health monitoring.
Equipment and Supplies
Uniforms, safety gear, and additional supplies may be needed.
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Benefits
Improved Animal Welfare and Adoption Rates
Increased socialization and enrichment activities make animals more
adoptable, reducing their time in the shelter and lowering costs associated
with prolonged stays. Conducting thorough medical and behavioural
assessments would become more efficient, allowing for dedicated time to
design and implement tailored enrichment activities that support each
animal’s well-being and adoptability.
Reduced Staff Burnout and Increased Efficiency
Operational efficiency would be greatly improved by adding a full-time ACA to
the roster at the animal shelter. The strain on the existing employees would be
reduced, minimizing potential burnout and improving morale.
Scheduling Flexibility
More scheduling flexibility would be available and more consistent shelter
operations would result. More appropriate staffing levels would increase the
shelter’s capacity to deal with emergency cases as well as unexpected surges
in animal intake numbers.
Lower Veterinary Costs
More consistent animal monitoring can lead to early intervention for health
concerns, reducing medical expenses.
Enhanced Public Engagement and Customer Service
More staff availability can improve adoption experiences and outreach efforts,
bringing in donations and community support.
Potential Increase in Revenue
Faster adoptions lead to more adoption fees being collected, while improved
customer service fosters more donations and sponsorships. Enhanced care and
enrichment create healthier, well-adjusted animals, increasing adoption success
rates. Shorter shelter stays reduce daily costs for food, cleaning, and staff time,
allowing more animals to be cared for and prevents overcrowding.
Improved Public Service and Engagement
The Clarington Animal Shelter has been invited to numerous community events
and partnerships with local businesses and agencies but has often had to
decline due to staffing limitations. Increasing staff would allow the shelter to
fully engage in adoption events, fundraising initiatives, and educational
programs, fostering greater public support and awareness while promoting
responsible pet ownership.
Additional personnel would also enable more consistency in customer service,
ensuring residents receive timely assistance both in person and over the phone.
Currently, with only one clerk, coverage gaps place extra strain on the Supervisor
and ACAs. More staff would ease this burden, allowing for smoother operations
and better service.
Expanding community outreach has already begun, with efforts such as
redistributing donated pet food to families in need. With increased staffing, the
shelter could further develop programs like rabies vaccination clinics and
wellness clinics in collaboration with local veterinarians. Strengthening existing
partnerships and creating new opportunities would reinforce the shelter’s role
as a vital community resource, helping more animals while supporting pet
owners in need.
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Regulatory Compliance and Safety
The animal care field is continually evolving, with regulations and standards
improving to enhance animal welfare and facility operations. In Ontario, shelters
must comply with Provincial legislation including the Pounds Act, Animals for
Research Act, and Provincial Animal Welfare Services (PAWS) Act. Proper
staffing is essential to ensure compliance, reducing risks associated with
understaffing, and upholding facility management standards.
Adequate personnel ensure that animals receive appropriate care while
mitigating operational challenges. Meeting regulatory requirements supports a
safe, well-managed shelter, allowing staff to maintain high standards in animal
welfare, health monitoring, and overall facility operations.
Conclusion
With the increasing shelter intake numbers and growing demands, adding a full-
time ACA is a strategic and necessary investment. This role will enhance animal
welfare, improve public service, reduce staff strain, and align Clarington’s
shelter with best practices demonstrated by regional counterparts. As the
Municipality continues to expand, sustainable shelter operations must be
prioritized for the benefit of the community, the residents and the animals.
.
The Municipality of Clarington
40 Temperance Street
Bowmanville, ON L1C 3A6
T: 905-623-3379
www.clarington.net