HomeMy WebLinkAbout2025 Budget Update
2025
Budget
Update www.clarington.net/Budget
Table of
Contents
CHAPTER ONE
Introduction
Message from Mayor Adrian Foster 3
2025 Annual Budget Update 4
2025 Annual Budget Update Considerations 5
Tax Levy at a Glance 6
CHAPTER TWO
Operating Budget Update
2025 Operating Budget Update 8
Operating Budget Amendments 9
Staffing Positions 14
CHAPTER THREE
2025 Capital Budget
2025 Capital Budget 17
2025 Capital Investments at a Glance 17
2025 Capital Budget Highlights 18
2025 Capital Budget Details 19
Items for Pre-Budget Approval 38
Business Case for Operations
and Training Centre 39
CHAPTER FOUR
Long-Term Debt
Long-Term Debt Update 52
Proposed New Debt 54
CHAPTER FIVE
Reserves and Reserve Funds
Reserves and Reserve Funds 56
Reserve Fund Contributions and Transfers 63
APPENDIX
Staffing Business Cases
Light Equipment Operators 71
Senior Construction Inspector 79
Training Specialist 85
Sports Field Technician 91
Clerk II 99
Temp Facility Operator II - Conversion to FT 103
Business Process Analyst 106
Grant and Project Coordinator 111
Traffic Technician 116
Heavy Equipment Operator 121
2
01 Introduction
Message from Mayor Adrian Foster
2025 Annual Budget Update
2025 Annual Budget Update Considerations
Tax Levy at a Glance
Introduction Message from Mayor Adrian Foster Municipality of Clarington
3
Message from Mayor Adrian Foster
I’m pleased to share Clarington’s Operating Budget Update and the 2025 Capital Budget with you. I invite you to read our plan and join in the budget process.
We're committed to providing top-notch municipal services as we grow and modernize. We’re guided by our 2024 -27 Multi-Year Budget and Clarington
Strategic Plan. This year, we've proudly launched our first-ever Parks, Recreation, and Culture Master Plan created with input from you, our residents. It truly
showcases our dedication to community ideas. These long -term plans help us stay on course and bring stability for both residents and businesses.
While our progress inspires me, this budget update is all about moving our community forward, meeting today’s challenges and those in the future.
We’re making key investments, including breaking ground on the South Bowmanville Recreation Centre. Our Council and staff are working together
effectively to boost services while staying fiscally responsible.
Clarington has some of the lowest property taxes in Durham Region. We’re offering great services at a lower cost, which is cr ucial at a
time when many families are feeling financial pressures that affect their daily lives and future plans. This budget update se ts the stage
for residents and businesses to seize opportunities, access essential services, and reach their goals. Together, we’re making strides
toward our shared vision for Clarington, and I’m excited about the opportunities ahead.
As we work for a better future, we also face budget challenges, like rapid growth, high inflation, downloaded planning duties , and
complex community issues. Our municipality is stepping up to support local healthcare, boost cellular connectivity, aid physi cian
recruitment and help serve the needs of the unsheltered. We can’t tackle these problems alone. We need the partnership of bot h the
Provincial and Federal Governments.
Despite the pressures, I’m confident that Clarington is on its way to becoming the best place in Canada to live, work and
play. I can’t wait to see what 2025 brings for our community.
Sincerely,
Adrian Foster
Mayor
Introduction 2025 Annual Budget Update Municipality of Clarington 4
2025 Annual Budget Update
The Municipality of Clarington’s 2024-27 Multi-Year Budget outlines the Operating
Budgets for the four-year period. Each year, the Municipality reviews and updates
its Multi-Year Budget (as required under the Municipal Act, 2001). Annual updates to
the four-year budget provide flexibility to address changes in circumstances or
special events that require funding or resource adjustments. It’s about responsible
fiscal planning while remaining flexible and adaptable to a changing environment
due to factors such as:
New/Changed Regulations:
New Council Direction:
Cost/Revenue Driver:
As Clarington continues to grow, we are committed to delivering meaningful
municipal programs and services to best serve our community. Clarington is
committed to a collaborative, responsible budgeting process, supporting the
delivery of the Clarington Strategic Plan, to ensure our business operations
are aligned with the priorities identified by the community.
What is an Operating Budget and a Capital Budget?
Operating Budget:
Capital Budget:
Introduction 2025 Annual Budget Update Considerations Municipality of Clarington
5
2025 Annual Budget Update Considerations
For 2025, Clarington is presenting a one-year capital budget program, along
with the operating budget update. Many factors influence the budgeting
process. Clarington’s 2025 Budget was developed with a strategic mindset,
including the following factors that are influencing the Municipality’s finances:
Parks, Recreation and Culture Master Plan
On October 28, 2024, Council approved Clarington’s first Parks, Recreation and
Culture Master Plan (PRCMP). This document will serve as a roadmap to
inform future Council decisions about Clarington’s parkland, programs and
services, and what’s needed to grow with the community for the next 10 to 15
years. From this, staff are developing a five-year action plan, inclusive of a
financing strategy, which will be brought to Council in 2025. Visit
www.clarington.net/PRCMP to view the full plan.
Asset Management Plan
Clarington is developing an updated Asset Management Plan for 2025, which
will document all the infrastructure assets owned by the Municipality , propose
a long-term plan to maintain these assets in accordance with proposed service
level targets, and ensure a financing strategy is in place to do so. This will help
ensure infrastructure assets are being properly maintained and that large,
costly replacements are planned in advance.
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.
Introduction Tax Levy at a Glance Municipality of Clarington
6
Tax Levy at a Glance
The tax levy is the dollar amount that you pay for Municipal services. It's the amount of money the
Municipality needs to provide services, including snow clearing, road repair, emergency services,
parks maintenance, libraries, just to name a few.
Clarington’s 2025 Budget includes a net levy increase of approximately
$93 for the average household, or about $7.78 per month.
2024 Tax Levy Revenue 2025 Tax Levy Revenue 2026 Tax Levy Revenue 2027 Tax Levy Revenue
Previously Approved Levy from 2024-27 Budget $76,807,800 $81,336,600 $86,273,500 $91,511,800
Previously Approved % Increase 4.52% 4.15% 4.07% 4.07%
Amendment
Amended Base Budget $76,807,800 $81,336,600 $87,174,800 $92,463,100
Incremental Budget Increase $0 $901,300 $50,000 $50,000
Incremental increase from growth $0 $5,000 $7,200 $7,100
Amended Levy (including growth) $76,807,800 $82,242,900 $87,232,200 $92,520,200
Amended % Increase from Rates 0.00% 5.32% 4.07% 4.07%
Clarington’s portion of your tax bill is 33% of the
total amount you pay. 50% goes to the Region
of Durham and 17% funds education.
7
02 Operating
Budget Update
2025 Operating Budget Update
Operating Budget Amendments
Amendment #1: Planning Impacts of Bill 23 and Bill 185
Amendment #2: Elexicon Dividend Revenue Phase -Out
Amendment #3: Pay Equity Impact
Staffing Positions
Operating Budget Update 2025 Operating Budget Update Municipality of Clarington
8
2025 Operating Budget Update
2025 Operating Budget
The table below provides a comparison of the 2025-27 Multi-Year Budget approved in 2024 , the amended budget for 2025, and the impacts to the 2026 and 2027 budgets.
2025 Approved
Variance -
Reallocations Variance - New 2025 Amended 2026 Amended 2027 Amended
Non-Departmental
Accounts ($77,401,382) $2,982,399 ($1,872,926)1 ($76,291,909) ($82,210,006) ($87,095,793)
Mayor and Council $1,215,992 $0 $(5,690) $1,210,302 $1,244,628 $1,279,994
Office of the CAO $2,755,753 $1,637,582 $312,457 $4,705,792 $4,936,068 $4,975,021
Public Services $50,004,011 $152,154 $1,125,366 $51,281,531 $54,695,203 $56,874,952
Legislative Services $6,887,427 $(698,283) $144,529 $6,333,673 $6,446,939 $6,857,191
Finance and Technology $4,189,192 $(2,319,316) $(12,296) $1,857,580 $3,110,980 $4,536,703
Planning and
Infrastructure $6,423,049 $(1,767,780) $144,027 $4,799,296 $5,053,279 $5,216,803
Libraries/Museums $4,867,102 $13,244 $164,533 $5,044,879 $5,640,112 $6,247,806
External Agencies $1,058,856 $0 $0 $1,058,856 $1,082,797 $1,107,323
Balanced Budget $0 $0 $0 $0 $0 $0
1 Includes $901,300 increase to the tax levy.
Operating Budget Update Operating Budget Amendments Municipality of Clarington
9
Operating Budget Amendments
The updated 2025 Operating Budget is $901,300 higher than what was originally adopted as part of the 2024-27 Multi-Year Budget.
What has changed?
Reallocations represent annual changes that are done to ensure expenses are
reallocated to the appropriate account following organizational changes. These are
net zero changes as funds are simply moving from one department to another –
there is no impact to the tax levy.
Most of the variance in Finance and Technology and Non-Departmental represents
reallocations of general corporate expenses from Finance and Technology to Non -
Departmental. A large portion of the variance in Planning and Infrastructure and the
CAO’s Office is the result of relocating the Economic Development division from
Planning and Infrastructure to the CAO’s Office.
What is new?
There are three main amendments to the operating budget. All other cost
pressures have been offset with increased revenues, decreased expenses, or
reserve fund transfers.
Budget Amendment 2025 Tax Levy Impact 2026 Tax Levy Impact 2027 Tax Levy Impact
1. Planning Impacts of Bill 23 and Bill 185 $425,000 $(140,000) $10,000
2. Elexicon Dividend Revenue Phase Out $175,000 $125,000 $14,000
3. Pay Equity Impact $200,500 $65,000 $26,000
4. Additional Staff Position $100,800 $0 $0
Tax Levy Change from 2024-27 Multi-Year Budget $901,300 $50,000 $50,000
Operating Budget Update Amendment #1 Municipality of Clarington 10
Amendment #1 – Planning Impacts of Bill 23 and Bill 185
Operating Budget Amendment 2025 2026 2027
Tax Levy Impact $425,000 $10,000
Recent changes in Provincial legislation, namely Bills 23 and 185, are making a significant financial impact on municipal service delivery.
These changes have introduced uncertainty, instability, and disruption at a time when coordination is essential to achieve new housing and responsible growth.
Bill 23, the More Homes, Built Faster Act
•As of January 1, 2025, the Region of Durham will become an upper-tier
municipality without planning responsibilities. Clarington, as the lower-tier
municipality, must now absorb relevant components of the Durham Regional
Official Plan and can amend or repeal it during its next Official Plan review.
•Conservation Authorities have also been removed from the planning process,
unless flood prevention and natural hazards are applicable. This includes
Conservation Authorities’ ability to provide technical expertise and services to
municipalities on Planning Act matters, such as the effects of pollution or land
conservation in permits.
•Where the Province is now the decision -maker for some previous Regional
responsibilities, a fee is charged to the Municipality, unless the Official Plan
Amendment is adopted under Section 26 of the Planning Act (approximately
$14,000). Durham Region never previously charged the Municipality for this work.
Bill 185, the Cutting Red Tape to Build More Homes Act
•Mandatory pre-consultation meetings prior to the submission of a development
application are no longer required. For context, Clarington staff had
approximately 100 pre-consultations in 2023. As a result of Bill 185, the
municipality’s revenue from the pre-consultation process has been significantly
reduced.
•While some applicants will continue to use pre-consultation to support a
quicker process for a complete application, those that do not will likely require
additional staff resources to review and respond to increased resubmissions
for a complete application.
Operating Budget Update Amendment #1 Municipality of Clarington 11
Download of Planning Responsibilities
The download of Regional Planning responsibilities and removal of Conservation
Authorities from the Planning process is taking place without accompanyin g
resources from Durham Region or Provincial Government. Clarington needs to
retain two staff members to handle these services:
Land Budget and Forecasting Specialist
The department is looking to hire a full-time permanent principal planner with a
focus on forecasting and modelling. The role of the Land Budget and Forecasting
Specialist will include preparing population and employment forecasts, land
budgets, and modelling growth. As this position deals exclusively with growth-
related matters, this position is eligible to be funded by Development Charges (DCs).
The cost of this position will be included in the upcoming DC Background Study and
By-law update.
Ecologist for Natural Heritage Matters
The department is looking to hire a full-time permanent principal planner with a
focus on ecological and natural heritage matters. The Clarington Official Plan
provides a robust policy framework to protect the Natural Heritage System from
development. The Ecologist’s main role and responsibility will be to ensure that
Clarington’s Natural Heritage System is being protected and enhanced through
policy development, technical and the development approvals process. The
Ecologist would lead, manage and coordinate programs, projects, and technical
studies related to the natural environment, including land development projects.
Development Review Digital Transformation
Given the additional workload, the department is seeking funding to implement
and train staff on AMANDA and E-Plan Software, to provide electronic submission
and processing of development applications. The AMANDA and E-plan software
offers a fully integrated electronic process for land use planning applications that
carries information through the whole process from the point of initial application
through pre-consultation to the processing of building permits, and the eventual
release of securities for the subdivision works and site plan. This will also help
expedite development approval review times, reduce staff time for processing
applications, create and implement Standard Operating Procedures and improve
customer service.
This Budget is requesting a one-time $150,000 provision in 2025 to retain a
consulting firm to assist with implementing the AMANDA and E-Plan Software
systems into the development approvals process.
Voluntary Pre-consultation
A major implication of Bill 185 was making pre-consultation meetings voluntary,
resulting in a revenue loss of approximately $125,000/year. This Budget is
requesting $125,000 annually to offset the loss of pre-consultation revenue in the
coming years.
Operating Budget Update Amendment #2 and Amendment #3 Municipality of Clarington 12
Amendment #2 – Elexicon Dividend
Revenue Phase-Out
Operating Budget
Amendment 2025 2026 2027
Tax Levy Impact $175,000 $125,000 $14,000
As part of Clarington’s ownership stake in Elexicon, the Municipality receives
quarterly dividend payments that are used to fund operational needs.
As dividend revenue is not a guaranteed source of revenue, the reliance on the
dividend to fund operations will be phased out, with any dividends received being
directed to reserve funds for future use in capital investments , as directed by
Council.
The forecast used for the 2024-27 Multi-Year Budget estimated 2025 dividend
income at approximately $1,000,000. Clarington has since received an updated
forecast with estimated dividend income of $560,000 in 2025. This represents a
shortfall of $440,000 in 2025. Estimates for 2026 and 2027 were also revised for a
total shortfall of $789,000 over the three-year period.
This amendment will phase in the recovery of the budget shortfall, over the next
three years. The phased-in approach will ensure the full $789,000 is recovered by the
end of 2027.
Amendment #3 – Pay Equity Impact
Operating Budget
Amendment 2025 2026 2027
Tax Levy Impact $200,500 $65,000 $26,000
Increased staffing costs are a result of both internal and external reviews of salary
pay bands in support of Clarington’s strategic priority to attract, retain and develop
top talent.
A market review of all unionized positions was completed and approved by Council
in 2024 to ensure pay rates are consistent with other comparable municipalities.
This exercise was also completed for Clarington Library Museum and Archives. In
addition, individual pay equity reviews were undertaken to ensure positions are being
fairly compensated for the work being completed. This is a standard practice that
the Municipality has in place to ensure compliance with the Ontario Pay Equity Act.
Pay equity increases have resulted in certain positions receiving higher
compensation than what was previously budgeted.
The majority of the costs associated with staffing increases have been offset
through increases in revenues and decreases in expenses. This amendment is
included to account for the remaining cost increases.
Operating Budget Update Amendment #2 and Amendment #3 Municipality of Clarington 13
Amendment #4 – Staff Liaison - Anti-Black Racism Advisory
Committee and Diversity Advisory Committee
Operating Budget
Amendment
2025 2026 2027
Tax Levy Impact $100,800 $0 $0
Council voted to amend the draft 2025 budget update to include a new staff position
to support the IDEA portfolio. This position represents a one-time tax levy increase in
2025, before becoming a part of the base budget for 2026 and 2027.
Operating Budget Update Staffing Positions Municipality of Clarington
14
Staffing Positions
The 2024-27 Multi-Year Budget included the approval of new staff positions over the four-year period. As
Clarington grows and modernizes, staffing requirements change, but the Municipality is committed to ensuring
this does not have an impact on the tax levy during the 2024-27 Multi-Year Budget Period. As such, there is no
immediate tax levy impact from the additional positions as they are all being financed through the previously
approved Future Staffing Reserve Fund allocations or alternative sources such as revenue generation or
organizational changes.
Position Department/Division
2025 Annualized
Salary/Benefits
2026 Annualized
Salary/Benefits
2027 Annualized
Salary/Benefits Funding Source
Light Equipment Operator (4) Public Works $343,598 $0 $0 Reserve Fund
Senior Construction Inspector Public Works $115,734 $0 $0 Reserve Fund
Training Specialist Public Works $126,566 $0 $0 Reserve Fund
Sports Field Technician Public Works $106,195 $0 $0 Reserve Fund
Clerk II Community Services $80,537 $0 $0 Convert part-time to full-time
Facility Operator II Community Services $94,986 $0 $0 Capital Reserve Fund
Business Process Analyst CAO’s Office $136,820 $0 $0 Increased Revenue
Grant and Project Coordinator CAO’s Office $136,820 $0 $0 Grant Revenue
Light Equipment Operator (2) Public Works $0 $184,922 $0 Reserve Fund
Traffic Technician Public Works $0 $109,135 $0 Reserve Fund
Operating Budget Update Staffing Positions Municipality of Clarington
15
Light Equipment Operator (2) Public Works $0 $0 $190,004 Reserve Fund
Heavy Equipment Operator Public Works $0 $0 $105,475 Reserve Fund
Business cases for all staff positions are included as an Appendix to this document.
16
03 2025 Capital
Budget
2025 Capital Budget
2025 Capital Investments at a Glance
2025 Capital Budget Highlights
2025 Capital Budget Details
Items for Pre-Budget Approval
Business Case for Public Works
Operation Centre, Fire Station and Training Centre
2025 Capital Budget 2025 Capital Budget Municipality of Clarington
17
2025 Capital Budget Capital Investments at a Glance
Each year, Clarington plans for capital projects that could
be as small as purchasing a new piece of equipment or
as big as constructing a bridge or building a new
recreation facility. Infrastructure requires a significant
commitment to build, renew or replace and often takes
years to plan and design. As such, it is essential to take a
long-term view to carefully plan our investments.
The 2025 capital budget outlines an investment of
approximately $135 million, funded by:
$29.2 million
Reserve funds and grants
$10.2 million
Development charges
$95.5 million
Debt
Facilities
$102,793,100
Information Technology
$877,995
Roads Infrastructure
$12,968,500
Stormwater Infrastructure
$700,000
Bridges and Culverts
$6,312,975
Library and Museums
$555,161
Corporate Fleet
$4,565,100
Emergency Services
$436,500
Parks and Cemeteries
$3,752,141
Parking Infrastructure
$378,125
Transportation
Infrastructure
$1,143,494
Miscellaneous
$508,000
$134,991,091
2025 Capital Budget 2025 Capital Budget Highlights Municipality of Clarington
18
2025 Capital Budget Highlights
South Bowmanville
Recreation Centre
The new South Bowmanville Recreation Centre
will be a modern facility including a FIFA-sized
multi-sport dome with indoor walking track that
can accommodate a variety of field sports, a
gymnasium; multi-purpose rooms for recreation
programming; a quiet room; as well as an outdoor
skating trail and a playground on site. In
September 2024, Council approved the addition of
an aquatics facility, including a 25-metre main
pool, a teaching pool, therapy pool and large
viewing area, among other features. We are
breaking ground on this exciting project in 2025!
Public Works Operations Centre,
Fire Station and Training Centre
This new facility will be jointly operated by Public
Works and Emergency and Fire Services, with one
side of the centre featuring a full-time fire station,
and training facility, and the other side for Public
Works, including administrative offices for staff
and vehicle and fleet storage bays. The new
centre will consolidate staff from the three
existing public works depots while ensuring
efficient responses to emergencies and providing
comprehensive coverage across Clarington. In
addition to our investment, the Ontario
Government, through its Skills Development Fund
Program, awarded $3.2 million to partially fund
the construction of the training facility, including a
training classroom, training grounds, and a driver
training area.
With this project, Clarington is investing in
community safety and community
responsiveness as we continue to grow. This new
facility is designed to support modern emergency
response needs and will enhance our ability to
handle incidents swiftly and effectively,
minimizing the impact on residents and
infrastructure. This strategic expansion aligns
with our broader goals of sustainable growth and
improved public safety, ensuring that Clarington
remains a safe and resilient community.
Investments in Parks,
Recreation and Culture
Guided by the priorities identified in Clarington’s
Parks, Recreation and Culture Master Plan,
Clarington is expanding opportunities for
residents to get out and play! From a new outdoor
refrigerated ice-skating pad in Newcastle to
expanded trail systems and park upgrades, these
investments are all about improving the quality of
life for residents today and future generations
who will call Clarington home.
2025 Capital Budget 2025 Capital Budget Details Municipality of Clarington
19
2025 Capital Budget Details
The following table outlines Clarington’s 2025 Capital Budget by asset type and funding source:
Asset Type Gross Cost Reserves Reserve Funds Development Charges External Financing Debenture
Bridges and Culverts $6,312,975 $0 $5,759,895 $553,080 $0 $0
Corporate Fleet $4,565,100 $0 $2,515,164 $2,049,936 $0 $0
Emergency Services $436,500 $0 $372,500 $64,000 $0 $0
Facilities $102,793,100 $108,200 $3,884,900 $100,000 $3,200,000 $95,500,000
Information Technology $877,995 $0 $877,995 $0 $0 $0
Library and Museums $555,161 $100,000 $95,000 $360,161 $0 $0
Parking Infrastructure $378,125 $0 $123,125 $0 $255,000 $0
Parks and Cemeteries $3,752,141 $0 $3,370,141 $382,000 $0 $0
Transportation Infrastructure $1,143,494 $0 $725,494 $418,000 $0 $0
Roads Infrastructure $12,968,500 $0 $6,725,070 $6,243,430 $0 $0
Stormwater Infrastructure $700,000 $0 $189,000 $0 $511,000 $0
Miscellaneous $508,000 $0 $508,000 $0 $0 $0
Total $134,991,091 $208,200 $25,146,284 $10,170,607 $3,966,000 $95,500,000
2025 Capital Budget 2025 Capital Budget Details Municipality of Clarington
20
Bridges and Culverts
Structure Rehabilitation
$3,616,975 reserve funds
Clarington is investing in the replacement,
rehabilitation and maintenance of the following
structures. The design work was approved and
completed as part of the 2024 capital budget and the
construction portion will be budgeted over both 2025
and 2026.
• Jackman Road, 0.2 km west of Scugog Street
• Longworth Avenue, 0.5 km east of Bowmanville Ave
• Lakeshore Road, 0.7 km west of Newtonville Road
• Conc Rd 3, 0.02 km east of Pollard Road
• Solina Rd, 1.8 km south of Taunton Road
• Old Scugog Rd, 0.55 km south of Concession Road 4
• Conc Rd 6, 0.4 km west of Old Scugog Road
• Lambs Rd, 0.2 km north of Highway 2
Bowmanville Avenue Pedestrian
Tunnel Replacement
$841,000 reserve funds
The Region of Durham will replace the length of the
existing tunnel on behalf of the Municipality of
Clarington and will fund the scope required to
lengthen the tunnel to accommodate the widening of
Bowmanville Avenue.
Camp 30 Culvert Replacement
$179,000 reserve funds
Removal of the concrete box culvert under a trail
within the Camp 30 property. The existing culvert has
collapsed and requires replacement with a new
culvert of equal capacity. This project will be funded
by the Municipality’s remaining portion of Ontario
Community Infrastructure Fund (OCIF) funding.
2025 Capital Budget 2025 Capital Budget Details Municipality of Clarington
21
Corporate Facilities
Accessibility Improvements
(Buildings and Property)
$62,100 reserve funds
Community Services is completing accessibility
audits to bring all facilities up to the Rick Hansen
Foundation accessibility standard. In 2025, funds are
budgeted to complete the audits at facilities that were
not completed in 2024. These capital funds will be
used to begin the necessary repairs identified through
the audits.
Building Improvements (Buildings and
Property)
$192,500 reserve funds
In 2025, interim renovations to accommodate staffing
requirements at the Municipal Administration Centre
(MAC) will be completed. At the Tyrone Community
Centre, a review and upgrade of the septic system is
required as well as renovation of the washroom, back
up sump pump systems and flood mitigation. At
Depot 42, septic system alterations will be completed
as required.
Interior Improvements (Buildings and Property)
$838,500 reserve funds
At Fire Station 3, the trench drain will be replaced. The
building automation system and the hot water tanks
for domestic water at the Municipal Administrative
Centre will be replaced. R-22 rooftop units at the
Beech Centre require replacement with R-410A units,
as per the Montreal Protocol.
Building Improvements (Bowmanville Library)
$800,000 reserve funds + $100,000
development charges
The renovations to the Bowmanville Library will
include additional meeting rooms and rentable
spaces for the public, heritage exhibit space, the
relocation of ClaringTOWN and expansion of office
space to accommodate additional staff. Renovations
will be completed using internal staff resources.
New Operations Depot, Fire Station and
Training Centre
$95,500,000 debenture + $3,200,000 external grant
Clarington was awarded a $3.2 million grant from
the Government of Ontario’s Skills Development
Fund: Capital Stream for the design and
construction of a new fire training facility in
Bowmanville. Firefighters and other emergency
responders in Clarington and across Durham
Region will have new opportunities to develop life-
saving skills at the facility. The build will also
include a Fire Station and a much-needed new
Public Works Operations Depot to serve the
community. See the full Business Case on page 39.
2025 Capital Budget 2025 Capital Budget Details Municipality of Clarington
22
Recreation Centre Building/Interior
Improvements
$602,600 reserve funds; $108,200 reserves
Replacements and improvements will be completed
at the following recreation facilities:
• Garnet B Rickard Recreation Complex – floor
replacement in the Community Care Durham rented
space, along with replacement of tables/chairs in the
multi-purpose room, replacement of rooftop units,
and replacement of a ride-on automatic floor cleaner.
• Courtice Community Complex – replacement of
fitness equipment and hot water boilers.
• South Courtice Arena – replacement of ride-on
automatic floor cleaner.
• Diane Hamre Recreation Centre – new
furniture/equipment for the outdoor rink, along with
outdoor passive green space.
Roof Replacements (Buildings and Property)
$1,389,200 reserve funds
Roof replacements to prevent interior water damage
are required at the Darlington Sports Centre, as well
as the Municipal Administrative Centre.
2025 Capital Budget 2025 Capital Budget Details Municipality of Clarington
23
Corporate Fleet
Emergency Services Vehicles
$1,097,460 reserve funds; $461,858
development charges
The Fire Prevention team requires a net new vehicle,
which is 100% DC eligible. The Fire Department will
also be replacing three existing tanker trucks with two
super tankers. The two super tankers will allow the
Fire Department to carry more water with less
vehicles.
Diagnostic Scanner
$20,352 reserve funds
A new diagnostic scanner is required to allow
technicians to perform proper diagnostics and repairs
on modern light-duty vehicles. The current scanners
are utilizing technology that is now obsolet e.
2025 Capital Budget 2025 Capital Budget Details Municipality of Clarington
24
Fleet Replacements
$1,241,577 reserve funds
Roads Vehicles Vehicle ID Replacement Cost Age (years)
Estimated Useful
Life (years) Kilometers
AMP Condition
Rating
2011 Omco Street Flusher 11524 $635,160 14 10 139,100 Very Poor
2012 Terex Compact Excavator 12606 $125,625 13 10 N/A Poor
2011 Chevy 4x4 three-quarter ton 11501 $80,400 14 7 196,114 Very Poor
2013 Chevy Silverado Cheyenne Half Ton Extended Cab 13581 $99,294 12 7 135,728 Very Poor
Total $940,479
Parks Vehicles Vehicle ID Replacement Cost Age (years)
Estimated Useful
Life (years) Kilometers
AMP Condition
Rating
2007 J&J LD2 Trailer 7232 $15,075 18 7 N/A Very Poor
2007 J&J LD2 Trailer 7234 $15,075 18 7 N/A Very Poor
2011 Morbark Chipper 11602 $150,750 14 10 124,646 Very Poor
2014 John Deere Zero Turn Mower 14167 $20,904 11 10 N/A Fair
Total $201,804
2025 Capital Budget 2025 Capital Budget Details Municipality of Clarington
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Community Services Vehicles Vehicle ID Replacement Cost Age (years)
Estimated Useful
Life (years) Kilometers
AMP Condition
Rating
2010 Ford F150 half ton extended cab 10022 $99,294 15 7 125,000 Very Poor
Total $99,294
Fleet Vehicle Additions
$783,700 development charges; $155,775 reserve funds
Vehicle Cost Position Requiring Vehicle Funding Source
One Ton Crew Cab Pickup x 2 $190,950 Arborist; Light Equipment Operator Development Charges
One Ton Crew Cab Dump x 2 $241,200 Light Equipment Operator x 2 Development Charges
One Ton Crew Cab Dump $120,600 Light Equipment Operator Development Charges
One Ton Maintenance Van $90,450 Plumber Reserve Funds
Half Ton Crew Cab Pick-up x 2 $230,950 Sports Field Technician; Training Officer Development Charges
Electric Car – Building Division $65,325 Building Inspector Reserve Funds
$939,475
2025 Capital Budget 2025 Capital Budget Details Municipality of Clarington
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New Fleet Equipment
$789,303 development charges
Equipment - Roads Cost
Mechanical Street Sweeper $351,750
Rotary Mower Head $50,250
Flail Motor Head $50,250
Roller Pro Attachments $100,500
Various Small Equipment $30,528
Total $583,278
Equipment – Sports Field Technician Cost
Sports Field Tow Behind Mower Attachment for Tractor $30,150
Wide Area Mower/Sports Field Mower $125,625
Landscape Trailer x 2 $15,075
Tractor Attachments – Aerator, Fertilizer Spreader, Top Dresser $25,125
Water Tank Insert $10,050
Total $206,025
2025 Capital Budget 2025 Capital Budget Details Municipality of Clarington
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Emergency Services Equipment
Item Cost Funded by
Station Equipment $20,000 Reserve Funds
Self-Contained Breathing Apparatus $52,000 Reserve Funds
Bunker Gear (new firefighter gear to be
funded by DCs) $192,000 $128,000 Reserve Funds +
$64,000 development charges
Bunker Boots $10,000 Reserve Funds
Portable Radios $50,000 Reserve Funds
Fire Ground Improvements $100,000 Reserve Funds
Training Aids $7,500 Reserve Funds
Volunteer Pagers $5,000 Reserve Funds
Total $436,500
2025 Capital Budget 2025 Capital Budget Details Municipality of Clarington
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Information Technology
Computer Hardware
$402,700 reserve funds
The Municipality of Clarington continues to invest in
information technology to improve service delivery
and innovation. Hardware replacements include
computers and technology for use in day-to-day
operations. A review is currently underway to ensure
that the devices purchased best meet the needs of
the different user types.
New hardware for 2025 includes parts management
for Hampton Depot, which will assist with inventory
control and project costing; an AI system for road and
infrastructure inspection to support asset
management, and a pilot of robotic lawnmowers to
determine feasibility on a larger scale
Computer Software
$475,295 reserve funds
Purchases will include the software required to run
the road and infrastructure AI system for inspection,
software for inventory management for the Hampton
Operations Yard, and a new cloud-based accounting
system with an integrated Customer Relationship
Management program.
2025 Capital Budget 2025 Capital Budget Details Municipality of Clarington
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Library
Library Technology
$95,000 reserve funds + $100,000 development
charges
The $95,000 from reserve funds is to fund the
replacement of laptops, desktops, and self-checkout
machines in accordance with the Library IT capital
replacement schedule. The $100,000 from
development charges is to fund two new Library
vending machines which allow users to access books
from the vending machine with their library card.
Library Collection
$260,161 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.
Museum Archives Preservation
and Digitization
$100,000 reserves
The archival collection requires preservation and
digitization. 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. The 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.
2025 Capital Budget 2025 Capital Budget Details Municipality of Clarington
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Miscellaneous Capital
Commercial Washing Machine Replacement
$8,000 reserve funds
The washing machine located at the animal shelter
requires replacement after 14 years in service.
Jury Lands Provision
$500,000 reserve funds
In 2024, Council approved a request from the Jury
Lands Foundation for $500,000 in provisional funding.
The funding is contingent on the Jury Lands being
successful in obtaining the Legacy Fund grant from
the Federal Government for the rehabilitation of Camp
30. If the grant is unsuccessful, these funds will be
returned to source.
2025 Capital Budget 2025 Capital Budget Details Municipality of Clarington
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Parking Lots
Central Parking Meter Replacement
$8,125 reserve funds
The Silver Street Parking Lot meter will be replaced
with a meter that accepts debit, credit and cash, as
part of continued modernization of the parking
infrastructure in the downtown area.
Parking Lot Resurfacing
$115,000 reserve funds; $255,000 grants
Soper Creek Park Parking Lot will be resurfaced in
2025, pending the approval of provincial grant
funding. This parking lot was forecasted for
resurfacing 2027, however it is being brought forward
to be included in a broader grant application for
renewal activity at Soper Creek Park. If the grant
application is not successful, the budgeted funds will
be returned to source and the project will be
completed as scheduled in 2027.
2025 Capital Budget 2025 Capital Budget Details Municipality of Clarington
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Parks and Cemeteries
Playgrounds and Park Upgrades
$1,655,126 reserve funds
Longworth Park, Brookhouse Parkette, Pearce Farm
Park and Bowmanville Memorial Park have been
identified, in accordance with Resolution #C-407-21.
Waterfront Trail Reconstruction
$142,830 reserve funds
A portion of The Waterfront Trail between
Bowmanville Ave and West Beach will be
reconstructed due to damage resulting from adjacent
invasive vegetation.
Trail Reconstruction
$206,573 reserve funds
Reconstruction of pedestrian trails which have
deteriorated as a result of age, maintenance activities
by heavy vehicles, and invasive vegetation.
Splashpad Resurfacing (Harry Gay
and Longworth)
$60,038 reserve funds
The splashpads at both Harry Gay Park and
Longworth Park will be resurfaced.
Lord Elgin Park Improvements
$176,091 reserve funds
This is a two-year reconstruction project at Lord Elgin
Park; in 2026 $1,000,000 will be required. The project
will include replacement of playground equipment,
safety surfacing benches, waste receptacles, pathway
and hard surface upgrades, baseball diamond repairs,
and resurfacing of tennis and basketball courts.
Splashpad Reconstruction (Westside Drive)
$381,600 reserve funds
The splashpad at Westside Drive Park will be
reconstructed to meet current standards and improve
accessibility.
Solina Park Tennis Court Upgrade
$446,472 reserve funds
This project includes asphalt resurfacing of the
existing tennis and basketball half-court completely
with an acrylic surface, court markings and the
addition of pickleball lines and fence replacement.
Bowmanville Cemetery Fence Extension
$61,911 reserve funds
The existing fence will be continued along Haines
Street across the frontage of the cemetery expansion.
Farewell Creek Trail Phase 2B
$100,000 development charges
The completion of the design of Phase 2B of the
Farewell Creek Trail, an approximate 450 metre
extension of the existing Farewell Creek Trail network
to bring the trail to the Oshawa border. The project
will be completed by a design consultant and is a
growth-related project to implement actions to reduce
barriers to services within the Municipality.
Newcastle Waterfront Park Phase 2
$69,000 development charges
The detailed design for the neighbourhood park
located in the Port of Newcastle subdivision. The
developer of the subdivision is responsible for
providing the park concept and the Municipality is
responsible for bringing the concept design to final
tender ready design. Projected additional costs in
2026 are approximately $793,000 for construction,
administration and contingency.
2025 Capital Budget 2025 Capital Budget Details Municipality of Clarington
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Bowmanville Dog Park Lighting Replacement
$239,500 reserve funds
This project will complete the installation of a
hardwired lighting system for the Bowmanville Leash
Free Park, pursuant to the recommendations in PUB-
005-24.
South Bowmanville Recreation Centre Park
Design
$75,000 development charges
Concurrent with the construction of the South
Bowmanville Recreation Centre, funds are required to
design and an outdoor park located at the new facility,
which will include junior and senior play structures,
water play, shade structure and accessible rubber
surface.
Bowmanville Valley Trail (King to Nash)
$138,000 development charges
This multi-year project starts the design of the
Bowmanville Valley Trail from King Street to Nash
Road in 2025, a three-kilometre extension.
2025 Capital Budget 2025 Capital Budget Details Municipality of Clarington
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Road and Stormwater Infrastructure
Pavement Rehabilitation Program
$1,100,000 reserve funds
Road From To
Stirling Avenue Sandringham Drive Strathallan Drive
Strathallan Drive Sandringham Drive Trulls Road
Stephen Avenue Strahallan Drive Stuart Road
Stuart Road Strahallan Drive Sandringham Drive
Poolton Crescent Strahallan Drive Strahallan Drive
Buyson Crescent Poolton Crescent Poolton Crescent
Faircomb Crescent McMann Crescent McMann Crescent
Lyndale Crescent Sandringham Drive Sandringham Drive
Windham Crescent Sandringham Drive Parklawn Drive
Claret Road Prestonvale Road Sandringham Drive
Beechnut Crescent Sandringham Drive Sandringham Drive
Parklawn Drive Sandringham Drive Stuart Road
Hillhurst Crescent Sandringham Drive Sandringham Drive
2025 Capital Budget 2025 Capital Budget Details Municipality of Clarington
35
Rural Road Resurfacing
$2,847,500 reserve funds
In 2025, 27 km of roads that were surface treated in
2024 will be completed to finish the two-part
resurfacing process. Approximately 16 km of road will
be resurfaced in 2025, these road segments will be
confirmed after the winter freeze -thaw cycle has
concluded and updated annual condition
assessments have been completed.
Intersection Improvements (Concession
Road 7 and Liberty Street North)
$125,000 reserve funds
A multi-year project, 2025 will include the detailed
design for the realignment of Liberty Street North and
reconfiguration of the intersection of Liberty Street
and Concession 7, including assessment of design
alternatives with regards to safety, utilities, property,
environment, cost, as well as confirming the needs for
a Municipal Class Environmental Assessment.
Mill Street Reconstruction (Main Street
to 400m north)
$27,000 reserve funds
A multi-year project to reconstruct Mill Street in Orono
from Main Street to 400 metres north of Main Street.
Design work will be completed in 2025, and
construction is forecasted for 2026 at approximately
$1,225,400.
Albert Street Reconstruction (Duke
Street to Brown Street)
$48,000 reserve funds
A multi-year project to reconstruct Albert Street from
Duke Street to Brown Street with design work to be
completed in 2025. Design work will be completed in
2025, and construction is forecasted for 2026 at
approximately $1,298,000.
Durham Street Reconstruction (Duke
Street to Brown Street)
$48,000 reserve funds
A multi-year project to reconstruct Durham Street
from Duke Street to Brown Street, with design work to
be completed in 2025. , and construction is
forecasted for 2026 at approximately $1,298,000.
George Street Reconstruction (Mill
Street to Beaver Street north)
$1,308,000 reserve funds
A multi-year project to reconstruct George Street from
Mill Street North to Beaver Street North with design
work to be completed in 2025. The construction is
forecasted for 2026 at approximately $1,308,000.
Caroline Street Reconstruction (Baldwin
Street to Beaver Street South)
$158,000 reserve funds
A multi-year project to reconstruct Caroline Street
from Baldwin Street to Beaver Street South with
design work to be completed in 2025. Design work
will be completed in 2025, utility relocates will occur
in 2026 at approximately $69,300 and construction is
forecasted for 2027 at approximately $1,298,000.
Trulls Road Improvements (Bloor
Street to 400m south)
$558,250 reserve funds + $1,366,750
development charges
A growth-related project, Trulls Road will be
reconstructed and widened to an urban standard,
including underground storm sewer services, concrete
curb and gutter, new road base, asphalt, on-street
cycling lanes, sidewalk, intersection improvements,
and concrete box culvert.
2025 Capital Budget 2025 Capital Budget Details Municipality of Clarington
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Prestonvale Road Improvements
(Baseline to 262m south)
$50,000 reserve funds + $450,000 development
charges
A multi-year growth-related project that will see
the reconstruction and widening of Prestonvale to
an urban standard with design work to be
completed in 2025.
Design work will be completed by an external design
consultant in 2025 with construction expected to
occur in 2027, funded 90% by development charges,
for approximately $4,993,300.
Nash Road Improvements (50m east of
Harry Gay Drive to Hancock Road)
$271,320 reserve funds + $1,156,680
development charges
A growth-related project to reconstruct and widen
to an urban standard Nash Road including
underground storm sewer services, concrete curb
and gutter, new road base, asphalt, on-street cycling
lanes, sidewalk, intersection improvements, and
concrete box culvert.
Longworth Avenue Improvements (Green
Road to West Bowmanville limit)
$150,000 development charges
A multi-year project with design in 2025 and
construction in 2027. New urban arterial road
including underground storm sewer services, concrete
curb and gutter, road base, asphalt, on-street cycling
lanes, sidewalk and municipal structure. Construction
will be scheduled with the Region’s proposed trunk
sanitary sewer construction along Baseline Road for
servicing of the Clarington Technology Business Park.
Design work will be completed by an external design
consultant and construction costs of approximately
$966,300 are forecasted for 2027.
Mill Lane Reconstruction
$184,000 reserve funds
A multi-year project to reconstruct Mill Lane from
West Scugog Lane to West Scugog Lane, with design
work to be completed in 2025. This project will be
coordinated with the reconstruction timing of the
Region’s replacement of water and sanitary services.
This road was identified in the Road Needs Study as a
road to prioritize. Design work will be completed in
2025, utility relocates will occur in 2026 at
approximately $81,000 and construction is forecasted
for 2027 at approximately $2,144,200.
West Side Drive Extension
$3,120,000 development charges
Detailed design and construction of intersection
improvements and a new road from the current south
limits of West Side Drive at Baseline Road through the
Municipality’s property to Green Road. Will provide
additional access points to development near the
South Bowmanville Recreation Centre.
Hetherington Drive Stormwater
Outlet Improvements
$189,000 reserve funds + $511,000
external sources
The Hetherington Drive Stormwater Outlet, located in
southwest Bowmanville, will be reconstructed to
introduce stormwater quality control. Work will
include the installation of an oil grit separator on an
existing storm system, construction of an enhanced
outlet swale, excavation, road restoration, and
restoration planting.
2025 Capital Budget 2025 Capital Budget Details Municipality of Clarington
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Transportation Infrastructure
Traffic Calming Initiatives
$57,494 reserve funds
A traffic calming policy is being presented to Council
in 2025. This funding will facilitate the
implementation of the capital requirements of the
Traffic Calming Policy.
Street Light Installation
$137,500 reserve funds
This project provides capital for additions to the street
light inventory in locations that are identified as
requiring lights.
Roadside Protection Program
$287,500 reserve funds
Work will include construction of roadside safety
improvements such as the installation of new guide
rail, improving roadside protection measures and
removal of hazards from the clear zone adjacent to
the road. Roads identified for review include
Carscadden Road, Concession Road 3, Concession
Road 5, Concession Road 6, Concession Road 9, Reid
& Concession 4, and Soper Road.
Liberty Street Cycle Track and Sidewalk
$185,000 development charges
Cycle track and sidewalk along Liberty Street North,
from Longworth Avenue to Concession Road 3. This
work will be completed as part of the Region’s
upcoming widening of Liberty Street North and
roundabout project.
Accessible Signal Upgrade (King Street at
Temperance Street)
$153,000 reserve funds
Upgrading existing signals to include accessible
pedestrian signals and controller cabinet
modernization.
Active Transportation Master Plan
Implementation
$30,000 reserve funds + $70,000 development charges
The Municipality’s Active Transportation Master Plan
will establish an active transportation candidate
network. These funds will be used to conduct the
initial phase implementation of it, by evaluating the
wayfinding signage system.
Street Redevelopment
$60,000 reserve funds + $140,000 development
charges
A multi-year project to design and reconstruct
Temperance Street from King Street to Church Street,
including a review of downtown parking. This will
involve consulting with the Historic Downtown
Bowmanville Business Improvement Area, Council
and the public for the detailed design and tender
package, with construction set for 2026.
Baseline Multi-use Path (Green Road to
Westside Drive)
$23,000 development charges
Installation of a multi-use path along the south side of
Baseline Road between Green Road and Bowmanville
Avenue. Design will occur in 2025, with construction,
forecasted at approximately $282,500 in 2026.
2025 Capital Budget Items for Pre-Budget Approval Municipality of Clarington
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Items for Pre-Budget Approval
Some capital items require a longer lead team to ensure they are ready for the year in which they are required, like certain
types of fleet vehicles. The table below provides a list of fleet vehicles for which pre-budget approval is being sought.
Upon approval, these vehicles will be ordered in 2025 to ensure delivery in their desired year.
Vehicle Type Vehicle being Replaced Estimated Cost Year of Delivery
Snow Plow 2012 International Single Dump – Single Combo plow $341,700 2027
Snow Plow 2013 International Single Dump – Single Combo plow; $341,700 2027
Snow Plow 2014 International – Single Combo Plow; $341,700 2027
Snow Plow 2014 International 7500 – Single Combo Plow; $341,700 2027
Snow Plow 2 net new plows to service growth (funded through DCs) $683,400 2027
Excavator 2010 Gradall XL4100-III $1,110,500 2026
Total $3,160,700
2025 Capital Budget Business Case Municipality of Clarington 39
Business Case:
Public Works Operations
Center, Fire Station and Training Centre
Department: Public Services
Division: Public Works, Fire and Emergency Services
Effective Date: 2024-12-13
Reason for Project: Service Level Enhancement
Overview / Background
In 2019, the Public Works Department enlisted Resource Planning Group (RPG), a
consultant with expertise in advanced planning and facilities programming, to
perform an Operations Needs Assessment Study. The extensive scope of work
tasked RPG with providing strategic guidance to align future service capabilities with
projected growth. This assessment evaluated whether the current Public Works
facilities could handle increased future demands while ensuring prudent
investments in infrastructure. Given that existing facilities have surpassed their
useful life, and significant urban growth has occurred in the lower municipality,
relocating closer to the urban centre would better meet the municipality's
operational needs.
On September 21, 2020, Council approved resolution C-384-20, endorsing report
OPD-006-20, which includes the comprehensive RPG Operations Needs Assessment
Study, as a strategic framework for developing the facility and determining future
site requirements for the Public Works Department. In February 2021, Clarington
acquired 26.3 hectares at the northeast corner of Liberty Street and Concession
Road 4 in Bowmanville for the construction of a new operations centre.
Moreover, Clarington Emergency and Fire Services (CEFS) conducted an
Organizational Service Review of their current delivery model and assessed future
operational needs. At the June 26, 2023 Council meeting, an Operational Review
report (ESD-002-23) was presented to Council highlighting the necessity to expand
fire protection services to residents in East and Central Bowmanville and in the
northern part of the municipality, and the need for a training facility to support the
training requirements of CEFS and Public Works staff. Council passed Resolution
#C-097-23 to “Revise the scope of the conceptual design for a new Public Works
Depot on municipal-owned property at 2656 Concession Road #4, Bowmanville to
incorporate a Public Works/Fire Station/training facility with shared building
footprint.”
In 2024, Council also approved FSD-016-24 to hire a consultant to evaluate the land
and prepare a Class D estimate for developing and building a new Public Works
Operations and Fire Station and Training center. The municipality engaged MJMA
Architects and JL Richards to create conceptual designs and cost estimates for
constructing an integrated Public Works Operations and Fire Station and Training
facility.
The Ontario Government, through its Skills Development Fund Program, awarded
$3.2 million to partially fund the construction of the Training facility, including a
training classroom, training grounds, and a driver training area.
2025 Capital Budget Business Case Municipality of Clarington
40
Project Description
The proposed facility is in a suburban area outside the municipality's official plan
with no anticipated development for the next 30 years. Although it is close to our
urban area, its location will prevent disturbances from heavy equipment and traffic.
The site will be provided with municipal water and a septic system for sanitation. A
preliminary traffic study indicated that no major road changes are needed, although
some improvements will be necessary on Concession Road 4 east of Liberty Street,
leading to the facility. A communications tower will also be constructed
onsite. Internal discussions have identified strategic opportunities to leverage this
tower for enhancing cellular infrastructure, thereby expanding coverage throughout
the municipality.
The facility will be jointly operated by Public Works and Emergency and Fire
Services. The south side will feature a full -time fire station with a training facility,
towers, and props, accessible via Concession R oad 4. The Public Works Depot,
connected to the fire station through the shared training room, will include
administrative offices on the second floor, staff space on the main floor, five vehicle
storage bays, and five fleet and parts storage bays, with primary access from Liberty
Street and secondary access from Concession Road 4. The exterior will have
covered storage, salt/sand storage, above-ground fuel dispensing, material storage,
and a multi-purpose surface for summer driver training and winter snow storage.
Currently, Public Works operates from three depots: Hampton, Orono, and
Bowmanville (Depot 42). These facilities, built in the 1950s, no longer meet the
requirements for delivering modern services. Public Works employs a total of 82 full -
time staff across the three depots, with an additional four part-time and 28 summer
students. With an anticipated growth rate of 45% (RPG report), the projected full -time
staff count will be 119 by 2031. The sanitary services at all three depots are
managed through septic systems, complemented by wells that supply non-potable
water. The current electrical distribution system is insufficient for current demands;
depots are unable to utilize block heaters for winter operations nor can electrical
chargers be installed to support the municipal green fleet strategy. A 2024
consultant’s report identified shortcomings in each of the three depot hydro
distribution systems, each requiring significant upgrades to support future demand
for electricity. None of the facilities are equipped to support a diverse and changing
workforce, accessible workspaces, or appropriate cleaning facilities for personal
hygiene, nor are they currently situated in a location identified for future
development or services.
Hampton Operations Depot houses Public Works’ administration services, roads
maintenance service, and a five-bay fleet services facility. The depot also houses a
salt shed and sand dome and various outbuildings to support operations. The fleet
services area serves the corporate fleet with repairs and services; given the age of
the fleet area, in-floor hoists are unable to support the weight of our fleet.
Furthermore, access to high-speed internet at the depots is acquired through a Line-
of-Sight tower to the Municipal building as high-speed internet fiber is not available.
Like Hampton, the Orono depot supports road and heavy equipment operations. It is
also equipped with a four-bay garage used for storage of equipment and valuable
assets. The depot also has salt, sand, and outdoor storage buildings. Outside of a
small administrative area, staff are housed in a portable construction trailer.
Bowmanville Depot (Depot 42) houses parks, forestry, and cemetery staff and a
small administrative area for supervisors and managers. A small construction trailer
is also on-site to facilitate office/administrative space. Staff utilize the garage floor
for daily assignments, breaks, and lunch.
The new facility will combine staff from all three depots. The facility will include a
service area for parks staff to perform repairs and maintenance, to park equipment,
benches, garbage receptacles, and picnic tables along with preventative
maintenance during the off-season. Additionally, traffic services will be positioned to
create and repair signs and related equipment, reducing reliance on external
agencies. Road staff will be positioned to conduct preventative maintenance and
2025 Capital Budget Business Case Municipality of Clarington
41
minor serviceable repairs to equipment, which would otherwise be assigned to fleet
staff or external contractors. Workspaces that promote and support preventative
maintenance reduce breakdowns and interruptions in service delivery, particularly
during peak times. The existing properties will be retained by the municipality to
provide efficient operations. These properties will retain salt and sand storage for
winter operations and material storage for road repairs coupled with additional
administrative space.
RPG’s final report concluded that the existing depots have exceeded their
operational lifespan. Renovating or enlarging the existing structures would be both
expensive and constrained by the limitations of the property sites.
Emergency and Fire Services, in its Emergency Services Response Review and
Recommendations Report, provided emergency response data and analysis,
including the identification of risks associated with the delivery of training and the
location of fire stations/fire trucks.
Excerpts and summaries from this Response Review Report included:
Training
The ability for a Fire Service to effectively train is the most critical component
related to its ability to provide effective, safe, and quality services. Fire Services that
conduct frequent, consistent hands-on training in the myriad of emergency
operations that they will be engaged in, are able to limit the consequences of
emergencies, including injuries, property loss, business interruption, en vironmental
impact, and fatalities. CEFS does not currently have a training compound in which to
conduct hands-on training. Fire station parking lots are used for vehicle-related
training and for small training props such as forced door entry. However, CEFS
cannot conduct hands-on training in its core function of fire ground operations, with
the exception of the use of the Wesleyville fire tower once per year.
Regional comparators in Ajax and Oshawa train regularly at their own fire towers,
with Whitby constructing one in 2025, and Pickering with plans to construct one at
their next new Station.
To be effective, training should mimic what fire personnel will face in a real
emergency. Therefore, the ability to conduct hands-on training, particularly a live fire
with more than one truck is essential. With its current staffing deployment, CEFS
cannot do this without incurring overtime costs, or without leaving one of its fire
response areas with at worst, no response, and at best a delayed response. The
current Fire Chief will not engage in training with a delayed or non -guaranteed
response, leaving overtime as the only option for multiple truck training. This option
is costly, particularly if done on the regular, consistent basis that is required.
Recommendation: Build a training compound on the site of the Operations
facility at Liberty and Concession 4. The training compound is desperately
needed. Firefighters rely heavily on real life practical training. There is a
significant opportunity for a dramatic improvement in this area, which will
lead to improved service quality, and firefighter safety.
Fire Station
Recommendation: Build a new fire station on the site of the Operations
facility being constructed at Liberty and Concession 4.
While the majority of the urban centres in Clarington can be reached by Emergency
and Fire Services within a four-minute travel time, there are several response gaps,
particularly in the most populous urban centre. Over half of Bowmanville is outside
of the four-minute travel time area. As well, with Bowmanville experiencing the
greatest demand for emergency service (almost 50% of emergency calls), there is a
risk of further response delays should a call for emergency service be received when
2025 Capital Budget Business Case Municipality of Clarington
42
the Station 1 Bowmanville truck is engaged in another
emergency call.
This new fire station will serve a portion of Bowmanville that sits outside of the
Station 1 response area. It will also provide depth of coverage to properties in
Stations 1, 2, and 4 response areas, ensuring that CEFS can meet the NFPA best
practice of 15 firefighters within eight minutes, 90% of the time in urban areas. The
new station will provide improved response coverage to hamlets, including
Hampton, Mitchell Corners, Tyrone, the 407 and other adjacent areas. Its response
time to Enniskillen will be almost the same as what Station 5 can provide currently,
while ensuring a guaranteed response. It will provide depth of coverage as a faster
second-in vehicle to Orono to help support the Volunteer Station .
Stakeholders and Impacts
Residents will be the primary stakeholders in the development and operation of this
facility. While the initial development and construction costs are high, operating a
jointly managed facility brings significant economies of scale. Consolidating three
depots into a location near current and future developments will enhance
operational efficiency, improve preventive maintenance capabilities, extend asset
lifespans, and minimize downtime. Establishing a new facility in advance of growth
will also preclude the need for extensive and costly repairs or renovations to existing
facilities, which would not qualify for Development Charge funding.
Expanding emergency services to the developing areas of north Bowmanville and
Newcastle will ensure efficient responses to emergencies and provide
comprehensive coverage across the municipality. A new facility designed to support
modern emergency response needs will enhance our ability to handle incidents
swiftly and effectively, minimizing the impact on residents and infrastructure. This
strategic expansion aligns with our broader goals of sustainable growth and
improved public safety, ensuring that Clarington remains a safe and resilient
community.
Municipal staff are crucial to this project. The current facilities fail to meet the needs
of a diverse modern workforce, lacking essentials like clean water, adequate
cleaning and shower facilities, and well-equipped changing rooms. Implementing
these features will create a more inclusive and supportive work environment,
reflecting our commitment to the health and well-being of all employees. This
ensures that we can continue to attract a talented and diverse workforce capable of
meeting the growing demands and expectations of our municipality.
Moreover, the training facility will address our evolving needs and close existing
training gaps within the department. It will help Fire Services comply with upcoming
provincial certification standards for fire suppression and specialized services. The
shared training room will also meet the corporation's need for advanced training
spaces. Additionally, driver training for all corporate staff will improve driving skills
and reduce vehicle collision risks. The driver training portion will allow for our staff
to train in municipal commercial vehicles and undergo assessments to reduce
corporate risk. An effective driver program supports the municipality’s CVOR
(Commercial Vehicle Operator’s Registration) rating with the Ministry of
Transportation. Should our CVOR rating be reduced the ministry may place
restrictions or impose conditions on the use of our municipal fleet
The training facility will be leased to external stakeholders to create revenue for the
municipality. Fire services, educational institutions like Durham College, and
corporate partners such as Ontario Power Generation can utilize these top -tier
facilities. This approach maximizes resource use and fosters partnerships to
enhance training and readiness. By offering our advanced training to a broader
audience, we establish ourselves as leaders in the Region and Province.
The facility will also help reduce barriers for entry into the Fire Service of under -
represented groups by providing courses and seminars, supporting CEFS goals of
being more representative of the Clarington community.
The property currently contains an abandoned house that holds heritage status.
Engaging with Clarington's Heritage Committee, the aim is to find a balance between
2025 Capital Budget Business Case Municipality of Clarington
43
preserving the historical value of the property and moving forward with
development. This process ensures that all heritage-related issues are considered
within the project timeline. Furthermore, external agencies have expressed interest
in the potential use or lease of the house. The design team is thoroughly committed
to addressing environmental concerns and ensuring adherence to CLOCA's
standards and requirements.
As part of the development, we will engage in comprehensive consultations with
Indigenous communities to understand their interests and address any potential
concerns regarding the property. This engagement is crucial for fostering respectful
relationships and ensuring that the project proceeds in a manner that acknowledges
and incorporates Indigenous perspectives and rights.
Consideration will also be given to necessary road alterations to Liberty Street . As
this is a Regional Road, we are currently seeking input from the Region. To
determine the specific needs and potential impacts of these alterations, a
comprehensive Traffic Impact Study will be conducted. This study will identify the
necessary improvements to accommodate anticipated changes in traffic flow and
ensure the safety and efficiency of transportation in the area.
Project Costing and Financing
Clarington’s 2024 Parks, Recreation and Culture Plan projects Clarington’s
population to increase to 143,971 by 2031, and 162,640 by 2036. A closer look
reveals that approximately 56 out of every 100 new residents will live in
Bowmanville, 22 in Courtice, 18 in Newcastle, 1 in Orono, and 4 in Rural
locations. The construction of a new facility to meet Clarington's present and future
operational service needs will involve a substantial capital investment. RPG
recommended an envelope size of at least 7,300 m² (79,000 ft²).
The total estimated project cost is approximately $98.5 million. The Ontario
Government, through its Skills Development Fund, has allocated approximately
$3,200,000 to the municipality to support the construction of the training facility,
training room and the drivers' track. This brings the total project cost down to
approximately $95.5 million. The table below provides a summarized breakdown of
project costing.
Construction of Joint Facility $78,400,000
Construction Contingency (5%) $3,700,000
Allowance - Adjacent Road Upgrade Work $3,000,000
Sub Total $85,100,000
Design and Consultancy $4,857,000
Site Plan Approvals and Permits $100,000
Sub-Total $90,057,000
Furnishings, Fixtures & Equipment $5,000,000
Project Contingency (1.25%) $1,200,000
Sub-Total $96,257,000
HST -1.76% $1,694,000
Construction Total $97,951,000
Provincial Funding (3,216,000)
Sub-Total $94,735,000
Debenture Fees/Commissions $700,000
Total $95,435,000
2025 Capital Budget Business Case Municipality of Clarington
44
This project may also qualify for grants related to energy efficiency and other green initiatives. While some grant programs have currently closed their applications, the
Municipality is actively monitoring eligibility for any re-openings or new opportunities that may arise. Examples of potential grant opportunities have been provided below.
Funding Program Status Brief Description
FCM Green Municipal Fund -
Capital Project
Applications accepted year-round
until all annual funds are allocated.
Once all funding is allocated for the
year, any new applications are
deferred for approval to the following
fiscal year, beginning April 1.
We offer combined loan and grant funding to support new building construction projects for
sustainable municipally owned buildings. This funding helps Canadian cities and
communities of all sizes undertake sustainability projects that reduce emissions, acc elerate
energy savings and keep energy dollars in the community.
New constructions of municipal buildings should meet best practice energy targets defined
in this offer and achieve zero operational GHGs, with the exception of emergency back-up
energy (grid electricity emissions are excluded).
Projects are also encouraged to incorporate additional environmental benefits (i.e., potable
water conservation, sustainable materials management, biodiversity considerations).
Low Carbon Economy
Challenge Closed
Capital projects that will lead to material and incremental GHG reductions and demonstrate
sufficient readiness to proceed. Examples of project categories: energy efficiency, fuel
switching, energy production, non-energy related projects, carbon capture.
Enabling Accessibility Fund –
small projects - funding
program - Canada.ca
Enabling Accessibility Fund –
Mid-sized projects – funding
program - Canada.ca
Closed
This funding opportunity aims to make communities and workplaces across Canada more
accessible for persons with disabilities. It will fund projects that create more opportunities
for persons with disabilities to take part in community activities, programs and services,
and access employment.
Zero Emission Vehicle
Infrastructure Program Closed Providing funding towards projects focusing on EV charger deployment in public places, on -
street, in multi-unit residential buildings, at workplaces, and for vehicle fleets.
2025 Capital Budget Business Case Municipality of Clarington
45
The training facility, including the training rooms , present an opportunity to generate
revenue from external sources. Significant interest in long -term leasing of the facility
has been expressed by Ontario Power Generation and Durham College. CEFS are
currently discussing opportunities to host Durham College Pre-Fire Service program,
Ontario Power Generation and Durham Regional Police Service. As the project
progresses, formal funding agreements will be sought. In addition, Public Works’
fleet will seek agreements to service and repair fire apparatus and equipment for
partners utilizing the training facility.
Project Financing
This project is proposed to be funded by debenture. The debenture would likely be
issued in two installments to take advantage of more favourable interest rates. The
first installment would be issued in 2025 and the second installment in 2026.
In addition to the project costs noted above, there are also debenture fees and
commissions that are paid to the syndicate upon the issuance of a debenture. Based
on a principal amount of $94.8 million, its estimated that fees and commissions
would be approximately $700,000. Therefore, the amount to be debentured would be
$95.5 million.
The estimated annual debt servicing payments on a $95.5 million principal
debenture are provided in the table below. The table assumes that half the principal
amount would be debentured in 2025 and the other half in 2026. It is estimated that
interest rates will be lower in 2026. The term of the debenture is estimated at 20
years.
Total
Principal Issued Est. Annual Debt Servicing Cost
$47,750,000 2026 $3,360,000
$47,750,000 2027 $3,210,000
$95,500,000 $6,570,000
The total annual debt servicing costs are estimated at approximately $6.5 million.
Since both the operations depot and fire station/training facility represent net new
facilities, the entire project is estimated to be eligible for development charge
financing. This means the debenture payments will be financed from the
development charge reserve funds. This project will also be included in the updated
Development Charge Background Study and By-law currently underway.
Debt payments will be funded from both the DC Services Related to a Highway
Reserve Fund and the DC Fire Protection Services Reserve Fund. The split is
provided in the table below and reflects the fact that the majority of the costs are
related to the operations depot.
Reserve Fund
Debenture
Share
Est. Annual Debt Servicing
Cost
DC Services Related to a Highway 94% $6,175,000
DC Fire Protection Services 6% $395,000
100% $6,570,000
Throughout the lifecycle of the debenture, staff will continue to investigate
opportunities to reduce the principal payment amount through potential lump sum
payments and further grant opportunities.
2025 Capital Budget Business Case Municipality of Clarington 46
Relationship to Council’s Strategic Priorities
Objective: To be a leader in the delivery of efficient, effective and meaningful
municipal services.
Be an employer of choice
•Attract, retain and develop talented staff
•Promote a culture of corporate excellence
•Take steps to ensure our staff team is diverse and inclusive, representative of
the community it serves
Finances and operations are efficiently and responsibly managed
•Advocate for funding from upper levels of government and other partners
•Maintain, protect and invest in Municipal infrastructure and assets
Exceptional program and service delivery
•Develop and implement customer service standards
•Identify, establish and report on service levels of interest to the community
•Enhance the delivery of Emergency and Fire Services across the community
Objective: To cultivate a strong, thriving and connected community where
everyone is welcome.
A connected community
•Enhance internet and cellular connectivity across the community
•Strengthen existing and build new partnerships with upper levels of
government, academia, businesses, community groups and other sectors
Residents are safe and healthy
•Support the proactive management of community safety and well -being
A diverse, equitable and inclusive community
•Reduce barriers to municipal programs, services and infrastructure
•Develop and implement the Indigenous Engagement and Relationship
Building Strategy
2025 Capital Budget Business Case Municipality of Clarington
47
Objective: To promote responsible and balanced growth by developing the
economy while protecting the environment.
Growth is proactively addressed
• Prepare a new Official Plan that will guide community growth to 2051
• Advance construction of a new Public Works facility, including a Fire
Headquarters and Service Excellence Training Centre
• Develop and begin implementation of the Parks, Recreation, and Culture
Master Plan
Healthy and resilient environment
• Design and implement Priority Green standards for all new development
• Be a leader in anticipating and addressing the impacts of climate change
Protect and enhance Clarington’s natural heritage.
2025 Capital Budget Business Case Municipality of Clarington
48
Climate Change Considerations
Given their 1950's construction, the existing depots are inherently inefficient by
today's standards. The design of the new building will incorporate new and
sustainable technologies. Throughout this process, Clarington's Sustainability
Coordinator has been actively involved in design, ensuring that environmental
considerations are at the forefront.
The new facility will not include the use of fuel -fired appliances, thereby significantly
reducing greenhouse gas emissions. Furthermore, the building will be designed to
maximize natural lighting in occupied areas, thereby reducing the reliance on
electrical lighting. The preservation of the existing tree line will help offset
emissions, while advanced stormwater management systems will capture runoff,
ensuring environmental safeguards are in place to manage wastewater effectively.
By integrating these modern, sustainable features, the new facility will not only
address the inefficiencies of the current depots but also support Clarington's
commitment to environmental stewardship and sustainability. The collaborative
effort with the Sustainability Coordinator ensures that the project alig ns with broader
environmental goals, contributing to a healthier and more sustainable future for the
community.
Comparative Analysis
The Municipality is not unique, over the past twelve years, municipalities to the west
have also seen considerable growth, prompting the need for new facilities to meet
their increasing demands and services. Ajax, Pickering and Oshawa have embarked
on building larger facilities to meet both current and future needs. Whitby has
initiated a major renovation of an existing facility, with a planned second phase.
These new construction projects were developed to replace older, smaller buildings
that could no longer meet departmental demands and to accommodate expected
growth within each municipality.
The Region of Durham is similarly constructing a new Operations Center in east
Oshawa to support the region's service expansion. These developments aim to
replace outdated structures, ensuring that the new facilities are outfitted with
modern technology and building systems that comply with or exceed current
standards.
In a similar endeavor, the Town of Ajax entered a joint venture with their fire service
to construct a combined fire hall, training facility, and Operations Centre at a single
location.
The graph below illustrates the comparison between the populations of each
Municipality and the available depot space. For context, Clarington possesses a total
indoor facility space of 25,000 square feet for a population of 109,400. This results
in a shortfall of roughly 54,000 square feet according to RPG's needs assessment
outcome. Additional information on other comparator values and facility amenities
is available in the Needs Assessment Study submitted by RPG or upon request.
2025 Capital Budget Business Case Municipality of Clarington
49
Local Municipal Operations Facilities (Durham Region)
The statistics clearly demonstrate a direct correlation between the growth of
population and the need for additional space to service that growth. As observed in
many municipalities, the initiation of new construction projects has occurred while
maintaining operations in existing facilities to minimize any disruption of services to
the community.
The comprehensive RPG Operational Needs Assessment report presents a Class D
cost estimate, based on 2020 dollars for constructing a new facility in Hampton and
renovating both Orono and Depot 42. The estimated costs are approximately
$37,000,000 for the new Hampton facility, $17,200,000 for the Orono renovation, and
$23,100,000 for upgrades to Depot 42. Undertaking simultaneous design and
renovation of existing facilities alongside construction will inevitably cause service
disruptions, displace staff, affect equipment, and limit access to the depots during
the construction phase. Moreover, renovating buildings of this age introduces
uncertainties, such as soil contamination and other environmental challenges,
further complicating the process. Additionally, even extensive renovations will not
extend municipal water services to these locations.
Training facilities, or regional training facility models, are quite prevalent throughout
the province. These facilities are designed and managed by municipalities, who
subsequently enter into agreements with external agencies to provide access and
training. The funds obtained through these agreements are utilized to offset
operating expenses, cover repairs, and plan for future capital replacements.
Regional training centers are set up in municipalities like Richmond Hill and
Mississauga, with the Oakville Training Centre being a notable example that
combines municipal services with Regional Police Service. These centers aim for
sustainable development and operational excellence, helping regions build strong,
future-ready infrastructures.
This model meets current spatial needs and encourages collaboration and efficiency
across departments. It also supports sustainable development and operational
excellence. By learning from nearby municipalities' successes, Clarington can build a
strong, future-ready infrastructure for its growing population.
109,400
25,000
190,150
83,000
151,500
77,000
136,650
55,000
106,050
66,000
0
20,000
40,000
60,000
80,000
100,000
120,000
140,000
160,000
180,000
200,000
Population (2022)Inside Facility Space (sq ft)
Clarington Oshawa Whitby Ajax Pickering
2025 Capital Budget Business Case Municipality of Clarington
50
Conclusion and Recommendation
The municipal secondary plans have charted a strategic path for growth and
development beyond the year 2030. When coupled with the Parks, Culture, and
Recreation Master Plan, it becomes evident that the demand for services required to
maintain our roads, parks, and infrastructure will continue to expand. This expansion
will surpass the capabilities of our current facilities to accommodate and support
such growth.
The construction of a new Public Works facility is both economically and
operationally feasible, as articulated in the comprehensive RPG report. Implementing
this initiative will ensure that service delivery remains uninterrupted, thereby
facilitating efficient management of ongoing and future projects. Additionally, the
new facility will provide the necessary infrastructure to sustain the increased
demand for services, thereby supporting the municipality's long-term growth
objectives.
Moreover, the establishment of a joint facility that includes emergency fire services
significantly broadens the utilization of the property by integrating services that
extend beyond the scope of merely fire and public works to encompass the broader
corporation. This strategic expansion of fire protection is particularly crucial for the
increasingly developed sectors of North Bowmanville. By reducing response times in
rural areas and creating operational capacity to support other regions of the
municipality, both services are well-positioned to deliver the essential services
necessary for a healthy and thriving municipality.
The integration of fire services within this joint facility will address the inadequacies
that currently impede the efficiency and effectiveness of our operations. The
inclusion of state-of-the-art technology and advanced building systems will ensure
compliance with current standards, thereby enhancing overall operational
capabilities. This initiative will not only accommodate the immediate and future
needs of our community but will also align with our broader objectives of
sustainable development and operational excellence.
Considering these factors, it is important that we proceed with the approval and
subsequent construction of this new joint facility. This will facilitate the efficient
management of ongoing and future projects, ensuring that service delivery remains
uninterrupted, and that the municipality is well-equipped to meet the increasing
demand for services. The establishment of such a facility is both economically and
operationally viable and is pivotal in supporting the long -term growth objectives of
the municipality.
51
04 Long-Term
Debt
Long-Term Debt Update
Proposed New Debt
Long-Term Debt Long-Term Debt Update Municipality of Clarington
52
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. 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 percent of the municipality’s net
own source revenues. For 2024, the Municipality of Clarington’s Annual Repayment
Limit is approximately $24,052,600, with available space of roughly $21,516,900.
Clarington currently has approximately $116 million
(principal and interest) in outstanding debt.
Long-Term Debt Long-Term Debt Update Municipality of Clarington
53
The following table summarizes the external debt servicing costs for the taxation year 2025-27:
Debenture
2025
Principal
Payments
2025
Interest
Payments Total
2026
Principal
Payments
2026
Interest
Payments Total
2027
Principal
Payments
2027
Interest
Payments Total
Green Road $463,000 $89,199 $552,199 $477,000 $73,225 $550,225 $492,000 $56,292 $548,292
Courtice Library $66,000 $12,244 $78,244 $68,000 $10,891 $78,891 $69,000 $9,395 $78,395
Rickard Recreation Centre
Improvements $66,060 $18,195 484,255 $67,851 $16,313 $84,164 $69,840 $14,345 $84,185
Municipal Administration
Centre Improvements $84,766 $23,348 $108,114 $87,064 $20,932 $107,996 $89,617 $18,407 $108,024
South Bowmanville Recreation
Centre $2,121,000 $2,494,892 $4,615,892 $2,197,000 $2,416,759 $4,613,759 $2,271,000 $2,338,456 $4,609,456
Newcastle and Orono Arena
Improvements $578,000 $214,530 $792,530 $599,000 $193,433 $792,433 $622,000 $170,671 $792,671
Newcastle Park $117,000 $134,101 $251,101 $114,000 $129,772 $243,772 $118,000 $125,839 $243,839
Outdoor Rink $240,000 $333,875 $573,875 $283,000 $324,994 $607,994 $293,000 $315,232 $608,232
Newcastle Community Hall $59,000 $24,053 $83,053 $57,000 $21,870 $78,870 $59,000 $19,904 $78,904
Total $3,794,826 $3,344,437 $7,139,263 $3,949,915 $3,208,189 $7,158,104 $4,083,457 $3,068,541 $7,151,998
Long-Term Debt Proposed New Debt Municipality of Clarington
54
Proposed New Debt
The Municipality is proposing new debt issuance for the following projects over the 2025-27 period.
• South Bowmanville Recreation Centre – Initial Phase – Third Installment – The third and final installment of the $65 million debenture required for the initial phase of
the SBRC will be issued in 2025. Total principal to be debentured is $5 million, with annual debt payments beginning in 2026. The term of the debenture will be 20 years.
• South Bowmanville Recreation Centre – Aquatic Centre – Council approved debenture financing of this project and gave the Treasurer authority to split the debenture
into phases at their discretion. It is currently assumed that the debenture would be split into two installments, with the first installment being issued in 2026 and the
second in 2027. This debenture may be consolidated into one issuance if the interest rate and economic environment at the time of issuance suggest it is favorable to do
so. The decision will be made in conjunction with the Region of Durham. The total principal to be debentured, as approved through Report PUB-011-24, is $37.050 million.
• Public Works Operations Centre and Training Centre – Total principal to be debentured is $95.5 million. This debenture will be split into two installments, with the first
installment of $47.75 million issued in 2025 and the second installment of $47.75 million issued 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
SBRC (initial phase) – third installment $5,000,000 2025 $352,000 $105,600 $246,400
NEW SBRC Aquatic Centre – first installment $18,525,000 2026 $ 1,245,000 0 $1,245,000
NEW SBRC Aquatic Centre – second installment $18,525,000 2027 $1,245,000 0 $1,245,000
NEW Operations Depot / Training Centre – first installment $47,750,000 2025 $3,360,000 0 $3,360,000
NEW Operations Depot / Training Centre – second installment $47,750,000 2026 $3,210,000 0 $3,210,000
Total $137,550,000 $9,412,000 $105,600 $9,306,400
55
05 Reserves and
Reserve Funds
Reserves and Reserve Funds
Reserve Fund Contributions and Transfers
Reserve Fund Target Balances
Reserves and Reserve Funds Reserves and Reserve Funds Municipality of Clarington
56
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.
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.
Reserves and Reserve Funds Reserves and Reserve Funds Municipality of Clarington
57
2025-27 Reserve Summary
Reserve Name
20241
Projected
Ending Balance
2025
Expenditures
Capital
2025
Expenditures
Operating
2025
Contributions
from General
2025
Ending Balance
(Estimated)
Forecasted 2026
Ending Balance
Forecasted 2027
Ending Balance
Self-Insured Losses $284,185 $0 $0 $0 $284,185 $284,185 $284,185
Municipal Acquisition of Property $3,685,379 $0 $0 $0 $3,685,379 $3,685,379 $3,685,379
Library Reserve $820,745 $0 $0 $0 $820,745 $820,745 $820,745
Records Maintenance $127,733 $0 $0 $10,000 $137,733 $147,733 $157,733
Museum $415,763 $0 $0 $0 $415,763 $415,763 $415,763
Fire Prevention Reserve $304,552 $0 $0 $0 $304,552 $304,552 $304,552
General Capital $1,012,876 $ (208,200) $ (150,000) $0 $654,676 $654,676 $654,676
Pits and Quarries $425 $0 $0 $0 $425 $425 $425
Rural Road Rehabilitation $52,168 $0 $0 $0 $52,168 $52,168 $52,168
Legal Fees $370,885 $0 $0 $0 $370,885 $370,885 $370,885
Consulting / Professional Fees $166,981 $0 $0 $0 $166,981 $166,981 $166,981
Park Development $812 $0 $0 $0 $812 $812 $812
1 Represents available balance as of October 31, 2024
Reserves and Reserve Funds Reserves and Reserve Funds Municipality of Clarington
58
Reserve Name
20241
Projected
Ending Balance
2025
Expenditures
Capital
2025
Expenditures
Operating
2025
Contributions
from General
2025
Ending Balance
(Estimated)
Forecasted 2026
Ending Balance
Forecasted 2027
Ending Balance
Election Expenses $391,965 $0 $0 $125,000 $516,965 $166,498 $291,498
Burketon Park Improvement $7,569 $0 $0 $0 $7,569 $7,569 $7,569
Samuel Wilmot Nature Area $3,430 $0 $0 $0 $3,430 $3,430 $3,430
Clarington Heritage Committee $6,315 $0 $0 $0 $6,315 $6,315 $6,315
Total $7,651,783 ($208,200) ($150,000) $135,000 $7,428,583 $7,088,116 $7,223,116
Reserves and Reserve Funds Reserves and Reserve Funds Municipality of Clarington
59
2025-2027 Reserve Fund Summary
The following tables identify the estimated year-end balances for all reserve funds, categorized by intended purpose. The projected
ending balance for 2024 represents the projected year-end balance as of October 31 , 2024. 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
2025-27 Reserve Fund Summary
2024 Projected
Ending Balance
2025
Expenditures
Capital
2025
Expenditures
Operating
2025
Contributions
from General
Internal
Transfers Revenues
2025 Ending
Balance
(Estimated)
Forecasted
2026 Ending
Balance
Forecasted
2027 Ending
Balance
Facilities Capital $941,700 ($2,077,273) ($200,000) $2,156,013 $250,000 $0 $1,070,440 $3,374,450 $5,717,522
Corporate Fleet Capital $331,099 ($2,339,037) $0 $4,000,000 $0 $0 $1,992,062 $5,992,062 $9,992,062
Emergency Services Capital $625,911 ($372,500) $0 $72,000 $0 $0 $325,411 $750,411 $1,187,411
Information Technology
Capital $376,056 ($877,995) $0 $682,000 $100,000 $0 $280,061 $705,061 $1,142,061
Parking Infrastructure
Capital $837,774 ($123,125) $0 $0 $0 $0 $714,649 $1,089,649 $1,489,649
Parks and Cemeteries
Capital $938,879 ($3,370,141) $0 $3,014,150 $500,000 $0 $1,082,888 $2,085,188 $3,087,588
Transportation
Infrastructure Capital $552,490 ($665,494) $0 $380,000 $40,000 $0 $306,996 $676,996 $1,056,996
Library and Museum Capital 1,480,927 ($895,000) ($57,000) $0 $0 $0 $528,927 $528,927 $528,927
Roads Capital $1,497,954 ($1,898,000) $0 $2,515,000 $160,000 $0 $2,274,954 $2,804,954 $3,350,954
Reserves and Reserve Funds Reserves and Reserve Funds Municipality of Clarington
60
Bridges and Culvert Capital $1,104,980 ($841,000) $0 $320,000 $50,000 $0 $633,980 $1,373,980 $2,133,980
Stormwater Capital $310,489 ($189,000) $0 $80,000 $50,000 $0 $251,489 $436,489 $626,489
Total $8,998,259 ($13,648,565) ($257,000) $13,219,163 $1,150,000 $0 $9,461,857 $19,818,167 $30,313,639
Capital Asset Growth and Expansion
2025-27 Reserve Fund Summary
2024 Projected
Ending Balance
2025
Expenditures
Capital
2025
Expenditures
Operating
2025
Contributions
from General
Internal
Transfers Revenues
2025 Ending
Balance
(Estimated)
Forecasted
2026 Ending
Balance
Forecasted
2027 Ending
Balance
DC Growth Studies $69,999 $0 $0 $0 $0 $158,984 $228,983 $583,124 $775,766
DC Library Services $1,806,899 ($460,161) ($81,244) $0 $0 $507,234 $1,772,728 $2,823,717 $3,359,942
DC Fire Protection Services $4,927,434 ($525,858) $0 $0 $0 $229,283 $4,630,859 $4,940,010 $4,823,675
DC Park & Rec Services $2,032,641 ($954,650) ($4,056,099) $0 $0 $3,869,686 $891,578 $5,183,768 $4,302,570
DC Services Related to
Highways $34,756,977 ($8,229,938) ($799,422) $0 $0 $6,050,035 $31,777,652 $41,387,811 $41,825,478
Miscellaneous Capital $3,591,184 ($2,246,617) $0 $340,000 $350,000 $2,034,567 $4,439,567 $6,909,567
Total $47,185,134 ($12,417,224) ($4,936,765) $340,000 $350,000 $10,815,222 $41,336,367 $59,357,997 $61,996,998
Reserves and Reserve Funds Reserves and Reserve Funds Municipality of Clarington
61
Special Projects and Initiatives
2025 Reserve Fund Summary
2024 Projected
Ending Balance
2025
Expenditures
Capital
2025
Expenditures
Operating
2025
Contributions
from General
Internal
Transfers Revenues
2025 Ending
Balance
(Estimated)
Forecasted
2026 Ending
Balance
Forecasted
2027 Ending
Balance
Climate Action $176,875 $0 $0 $175,000 $0 $0 $351,875 $526,875 $701,875
Economic Development $325,226 $0 $0 $50,000 $0 $0 $375,226 $425,226 $475,226
Strategic Capital $4,436,078 $0 $0 $125,000 $0 $0 $4,561,078 $3,436,078 $2,311,078
Canada Community-Building Fund
Receipts
$1,244,524 ($4,189,146) $0 $0 $0 $3,321,747 $377,125 $3,698,872 $7,153,489
Provincial Infrastructure $5,566,862 ($4,561,956) $0 $0 $0 $0 $1,004,906 $1,004,906 $1,004,906
Port Granby LLRW Agreement $321,150 $0 $0 $0 $0 $0 $321,150 $321,150 $321,150
Community Improvement Plans $194,269 $0 $0 $0 $0 $0 $194,269 $194,269 $194,269
Continuous Improvement $312,066 $0 $0 $51,500 $0 $0 $363,566 $416,566 $471,166
Beautification / Tree Planting $68,910 $0 $0 $0 $0 $0 $68,910 $68,910 $68,910
Parkland Cash In Lieu $8,367,189 $0 $0 $0 $0 $0 $8,367,189 $8,367,189 $8,367,189
General Municipal $2,757,485 $0 ($2,045,112) $0 $0 $0 $712,373 $148,325 $91,945
Newcastle BIA $85,276 $0 $0 $0 $0 $0 $85,276 $85,276 $85,276
Bowmanville BIA $15,813 $0 $0 $0 $0 $0 $15,813 $15,813 $15,813
Orono BIA $33,419 $0 $0 $0 $0 $0 $33,419 $33,419 $33,419
Total $23,905,142 ($8,751,102) ($2,045,112) $401,500 $0 $3,321,747 $16,832,175 $18,742,874 $21,295,711
Reserves and Reserve Funds Reserves and Reserve Funds Municipality of Clarington
62
Stabilization and Contingency
Reserve Fund Summary
2024
Projected
Ending
Balance
2025
Expenditures
Capital
2025
Expenditures
Operating
2025
Contributions
from General
Internal
Transfers Revenues
2025 Ending
Balance
(Estimated)
Forecasted
2026 Ending
Balance
Forecasted
2027
Ending Balance
Rate Stabilization $13,224,939 ($500,000) ($2,141,948) $0 ($2,500,000) $0 $8,082,991 $5,641,300 $4,341,756
Debenture Retirement $497,395 $0 $0 $0 $0 $0 $497,395 $497,395 $497,395
Municipal Government
Enterprise $27,900,036 $0 $0 $0 $0 $0 $27,900,036 $27,900,036 $27,900,036
Mun Gov't Ent. - Other $954,874 $0 $0 $30,000 $0 $0 $984,874 $1,014,874 $1,044,874
Building Division ($521,230) $0 ($980,326) $0 $1,501,556 $0 $0 ($1,122,029) ($2,266,395)
Parking Enforcement $817,160 $0 ($630,855) $350,000 $0 $0 $536,305 $340,119 $78,260
Community Emergency
Management $851,194 $0 ($400,000) $250,000 $0 $0 $701,194 $551,194 $401,194
Future Staffing $1,023,889 $0 ($500,000) $471,043 $0 $0 $994,932 $1,022,396 $446,498
Benefits Stabilization $1,005,635 $0 $0 $0 ($501,556) $0 $504,079 $504,079 $504,079
Engineering Review and
Inspection $2,585,332 $0 ($585,500) $0 $0 $0 $1,999,832 $1,349,832 $598,832
Total $48,339,224 ($500,000) ($5,238,629) $1,101,043 ($1,500,000) $0 $42,201,638 $37,699,196 $33,546,529
Reserves and Reserve Funds Reserve Fund Contributions and Transfers Municipality of Clarington
63
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 2025 -27:
Reserve Purpose 2025 Contribution 2026 Contribution 2027 Contribution
Clerks Records maintenance $10,000 $10,000 $10,000
Municipal Election Election expense $125,000 $125,000 $125,000
Total $135,000 $135,000 $135,000
Contributions to Reserve Funds
The following are the updated contributions to reserve funds for the years 2025-27:
Purpose 2025 Contribution 2026 Contribution 2027 Contribution
Climate Action Annual allocation – Climate Action Plan $125,000 $125,000 $125,000
Climate Action Annual allocation – Climate Resiliency $50,000 $50,000 $50,000
Facilities Capital Annual allocation – Animal Services $20,000 $25,000 $30,000
Parking Enforcement Budgeted meter revenue $400,000 $400,000 $400,000
Information Technology Capital Annual allocation - capital $682,000 $425,000 $437,000
Reserves and Reserve Funds Reserve Fund Contributions and Transfers Municipality of Clarington
64
Miscellaneous Capital Annual allocation - capital $340,000 $2,405,000 $2,470,000
Rate Stabilization Offset withdrawal in 2026 $0 $0 $680,000
Future Staffing Additional staff for Public Works, Community
Services, and Emergency Services $471,043 $1,427,464 $2,324,102
Municipal Government Enterprise Energy Master Plan savings $30,000 $30,000 $30,000
Continuous Improvement Annual allocation $51,500 $53,000 $54,600
Roads Capital Annual allocation - capital $2,515,000 $530,000 $546,000
Transportation Infrastructure Capital Annual allocation - capital $380,000 $370,000 $380,000
Stormwater Capital Annual allocation - capital $80,000 $185,000 $190,000
Bridges and Culverts Capital Annual allocation - capital $320,000 $740,000 $760,000
Strategic Capital Annual allocation $125,000 $125,000 $125,000
Community Emergency Management Emergency Services overtime costs $250,000 $250,000 $250,000
Emergency Services Capital Annual allocation - capital $72,000 $425,000 $437,000
Parks and Cemeteries Capital Annual allocation - capital $3,014,150 $1,002,300 $1,002,400
Corporate Fleet Capital Annual allocation - capital $4,000,000 $4,000,000 $4,000,000
Facilities Capital Annual allocation - capital $2,136,013 $2,279,010 $2,313,072
Economic Development Annual allocation 50,000 $50,000 $50,000
Parking Infrastructure Capital Annual allocation - capital $0 $375,000 $400,000
Total $15,111,706 $15,271,774 $17,054,174
Reserves and Reserve Funds Reserve Fund Contributions and Transfers Municipality of Clarington
65
Withdrawals from Reserves to General Fund
The following are the updated withdrawals from the reserves to fund operating expenses in the general fund in 2025 -27:
Reserve Purpose 2025 Withdrawal 2026 Withdrawal 2027 Withdrawal
Municipal Election Election expense $0 ($475,467) $0
General Capital Contribution for studies (150,000) $0 $0
Total ($150,000) ($475,467) $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 2025-27:
Purpose 2025 Withdrawal 2026 Withdrawal 2027 Withdrawal
Parking Lot Parking enforcement expenses ($630,855) ($646,186) ($661,859)
Rate Stabilization Budget balance contribution ($2,116,948) ($1,992,626) ($1,979,544)
Rate Stabilization Contribution to Charles H Best Diabetes Centre ($25,000) ($25,000) $0
Rate Stabilization Borrow to balance budget - repay in 2027 $0 ($680,000) $0
General Municipal Budget balance contribution ($2,045,112) ($564,048) ($56,380)
Community Emergency Management Emergency Services overtime costs ($400,000) ($400,000) ($400,000)
Future Staffing Partially fund new positions in Emergency Services, Public
Works, and Community Services ($500,000) ($1,400,000) ($2,900,000)
DC - Parks and Rec Debt for Newcastle Park ($251,101) ($243,772) ($243,839)
Reserves and Reserve Funds Reserve Fund Contributions and Transfers Municipality of Clarington
66
DC - Parks and Rec South Bowmanville Recreation Centre debentures ($3,231,124) ($3,475,895) ($3,472,884)
DC - Parks and Rec South Bowmanville Recreation Centre – Aquatic debenture $0 $0 ($1,245,171)
DC - Parks and Rec Debt for outdoor skating rinks ($573,875) ($607,995) ($608,232)
DC - Library Services Courtice Library debenture ($78,244) ($78,891) ($78,395)
DC - Services Related to a Highway Green Road debenture ($552,199) ($550,225) ($548,292)
DC - Services Related to a Highway Operations Depot and Training Centre debenture $0 ($3,158,157) ($6,175,134)
DC – Fire Protection Services Operations Depot and Training Centre debenture $0 ($201,584) ($394,158)
Facilities Capital Capital works studies ($200,000) $0 $0
Building Division Deficit funding for building inspectors ($730,326) ($872,029) ($894,366)
Building Division AMANDA annual maintenance ($250,000) ($250,000) ($250,000)
Engineering Inspection Offset inspection costs ($285,500) ($250,000) ($300,000)
Engineering Review Offset engineering expenses ($300,000) ($400,000) ($451,000)
Strategic Capital Bowmanville Hospital contribution $0 ($3,750,000) ($3,750,000)
DC - Services Related to a Highway Feasibility Study - Active Transportation Crossing ($100,000) $0 $0
DC - Services Related to a Highway Principal Planner – Land Budgeting and Forecasting ($147,223) ($158,106) ($169,778)
DC – Library Services CLMA Service Review study ($3,000) $0 $0
Library and Museums Capital CLMA Service Review study ($57,000) $0 $0
Total ($12,477,507) ($19,704,514) ($24,579,032)
Reserves and Reserve Funds Reserve Fund Contributions and Transfers Municipality of Clarington
67
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
$250,000 Rate Stabilization Facilities Capital Future capital investment
$100,000 Rate Stabilization Information Technology Capital Future capital investment
$500,000 Rate Stabilization Parks and Cemeteries Capital Future capital investment
$40,000 Rate Stabilization Transportation Infrastructure Capital Future capital investment
$160,000 Rate Stabilization Roads Capital Future capital investment
$50,000 Rate Stabilization Bridges and Culvert Capital Future capital investment
$50,000 Rate Stabilization Stormwater Capital Future capital investment
$350,000 Rate Stabilization Miscellaneous Capital Future capital investment
$1,000,000 Rate Stabilization Building Division Replenish reserve fund
$501,556 Benefits Stabilization Building Division Replenish reserve fund
$3,001,556
The majority of transfers are being completed to shore up capital reserve fund balances for future investment. The Building Division
reserve fund has traditionally been used to offset building inspection costs. However, budget expenses have exceeded budget revenues
for the past few years, which has led to the reserve fund being overdrawn. The internal transfers will bring this reserve fund back to
balance. The funds being transferred into Building Division will be repaid to the source reserve fund in future years.
Reserves and Reserve Funds Reserve Fund Target Balances Municipality of Clarington
68
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
5-year average)
2025 Ending Balance
(Estimated)
Actual Percentage of
Five-Year Average On Target
Facilities Capital $2,732,289 $819,687 $1,070,440 39% Yes
Corporate Fleet Capital $2,789,095 $836,729 $1,992,062 71% Yes
Emergency Services Capital $237,385 $71,216 $325,411 137% Yes
Information Technology Capital $603,096 $180,929 $280,061 46% Yes
Parking Infrastructure Capital $425,820 $127,746 $714,649 168% Yes
Parks and Cemeteries Capital $1,654,489 $496,347 $1,082,888 65% Yes
Transportation Infrastructure Capital $946,946 $284,084 $306,996 32% Yes
Roads Capital $7,551,508 $2,265,452 $2,274,954 30% Yes
Bridges and Culvert Capital $1,893,520 $568,056 $633,980 33% Yes
Stormwater Capital $478,679 $143,604 $251,489 53% Yes
Total $19,312,827 $5,793,850 $8,932,930 46%
Reserves and Reserve Funds Reserve Fund Target Balances Municipality of Clarington
69
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 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 -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.
2025 Ending Balance (Estimated) Target Balance On Target
Miscellaneous Capital $2,034,567 $1,500,000 Yes
Rate Stabilization $8,082,991 $4,107,100 - $8,214,200 Yes
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.
70
Appendix: Staffing
Business Cases
Light Equipment Operators
Senior Construction Inspector
Training Specialist
Sports Field Technician
Clerk II
Temp Facility Operator II - Conversion to FT
Business Process Analyst
Grant and Project Coordinator
Traffic Technician
Heavy Equipment Operator
Appendix: Staffing Business Cases Light Equipment Operators Municipality of Clarington 71
Staffing Business Case: Light Equipment Operators
Department: Public Works
Division: Roads / Parks
Effective Date: 2024-12-13
Type of Change: New Position
Executive Summary
Services provided by the Municipality are customer service centric, through the
Public Works lens, our delivery can be divided into reactionary and preventative.
Reactionary services are driven by resident enquiries and requests, the consistency
of their delivery and outcomes are the basis of customer satisfaction. Preventive
measures are often performed in the background, however in their absence or
reduction the effects on the residents can be profound, leading to customer
dissatisfaction. Year over year, the municipal inventory of roads, parks and other
municipal infrastructure continues to increase. Alone, the annual average of
roadways increases by 98 kms and requests for services have increased by 42%
since 2021 which has steadily pushed our delivery towards a reactionary model.
Increasing customer satisfaction reduces the administrative process associated
with customer complaints and enhances the overall perception of the Municipality. A
satisfied customer is more likely to engage positively with municipal services .
Our community focus has evolved to include more livable and recreational spaces,
all supported by a sustainable network of roadways, trails, and parks. The
Municipality, blessed with prime waterfront property, attracts both residents and
visitors. These outdoor spaces are a magnet for new residents and visitors,
stimulating economic growth, and serving as a platform for community bonding and
promoting a healthy lifestyle for all ages.
As the Municipality continues to draw young families, the demand for these
resources grows, and consequently, so does the need for services to maintain them.
Recognizing this, in 2025, Public Works will commence the development of
approved operating service standards. These standards will serve as a blueprint for
delivering a uniform level of service across the Municipality, ensuring that all
residents,
regardless of their location, receive the same high-quality services. This
initiative underscores our commitment to equity, consistency, and excellence
in service delivery.
Reason for Hiring
Resourcing Gaps or Workload Changes
Public Works is tasked with the upkeep of municipal assets, including roads,
parks, green spaces, and forestry, as well as adhering to legislated standards for
winter operations. From 2018 to 2022, the municipal road network expanded by
445 kilometers, averaging an increase of 98.4 kilometers per year. As the pace of
growth accelerates, we expect the road system, along with parks, green spaces,
and trees, to require ongoing maintenance due to continuous expansion.
A three-year comparative study of work orders has shown a steady rise in activity,
likely due to municipal expansion and the increasing use of the Service
Clarington portal. These trends suggest that we will see ongoing annual
increases in work volume.
For instance, the number of work orders for pothole repairs surged from 695 in 2022
to 1418 in 2023 (104%). Since road surfaces represent a significant investment for
Appendix: Staffing Business Cases Light Equipment Operators Municipality of Clarington
72
the municipality, a proactive approach to maintenance can prolong the life of both
the road surface and its foundation. Moreover, well-maintained roads can lead to
fewer insurance claims for damages, thereby protecting the municipality’s
reputation.
Over a three-year period, 49% of forestry-related calls were deemed either emergency
or high priority. Similar to road maintenance, preventive measures targeting the
most vulnerable parts of the tree canopy can mitigate the risk of damage or
disruption, consequently reducing emergency call -outs.
Stormwater management, though less visible to residents, is a critical service. Our
municipal ponds are vital for managing water flow from summer storms and the
melting of snow and ice, as well as for preventing erosion of municipal
infrastructure. The continuous and regulated maintenance of these ponds is
essential for the health of our community and the environment.
Year 2021 2022 2023 2024 (May 1)
Cemetery 467 493 443 137
Forestry 1755 1891 1869 542
Parks 695 571 1183 471
Roads 2048 3917 3790 1669
Traffic 730 589 793 163
Total Work Orders 5695 7461 8081 2982
Development – Growth
As urban development increasingly emphasizes medium and high-density
residential areas, the significance of municipal green spaces for community
enjoyment and leisure activities is becoming more pronounced. These green
spaces, including community parks and trail systems that interconnect various
neighborhoods, are not only vital for the well-being of residents but also serve as
key elements in fostering community cohesion. Consequently, there is a growing
need to allocate more resources towards the maintenance and inspection of these
areas. This includes ensuring playgrounds are safe, trail surfaces are well-kept,
litter is collected, and general upkeep is maintained to the highest standards.
The development trajectory in the Courtice area is a prime example of this trend,
with plans to construct approximately 8,900 residential units. This expansion,
coupled with the increasing prevalence of multi-generational households, will
inevitably lead to heightened demand for the use and maintenance of local
infrastructure. As these developments continue, the current capacity for
infrastructure maintenance and inspecti on will need to be significantly enhanced
to meet the evolving needs of the community.
Appendix: Staffing Business Cases Light Equipment Operators Municipality of Clarington
73
Secondary Plan / MTSA Estimated Units Estimated Population
Southeast Courtice 5,000 12,000
Southwest Courtice 2,900 7,700
Courtice MTSA 13,100 19,365
Courtice Waterfront and Energy
Park 1,000 2,400
Farewell Heights 866 2,596
Bowmanville West Urban Centre
and Major Transit Station Area 8,000 12,135
Brookhill Neighbourhood 2,700 7,400
Bowmanville East Urban Centre 2,400 4,286
Soper Hills 3,500 8,800
Soper Springs 740 2,100
Wilmot Creek Neighbourhood 800 1,600
North Village 1,100 2,600
Moreover, the shift towards hybrid work environments has resulted in residents
spending more time within their local vicinity, thereby increasing the utilization of
nearby recreational areas that align with their lifestyle preferences.
This local engagement is further amplified by a rise in single-vehicle trips per
household and a surge in delivery services. According to the International Traffic
Engineers Council, each residential unit contributes to an average of 9.7 trips on
local roadways daily. This statistic underscores the growing necessity for
efficient winter service operations to ensure seamless travel for individuals,
public transit, and school bus routes. In this context, snow removal services are
critical, as they reflect the municipality’s commitment to service provision and
play a pivotal role in customer satisfaction during the winter months. Prompt and
effective snow clearing is essential for maintaining access to essential services
such as work, public transportation, school buses, and e-commerce.
The unique geographical layout of our region adds another layer of complexity,
particularly for our operators who face increased travel pressures. This is
especially true for the southern Courtice growth area, which is situated the
farthest from our supply depots. The additional time required for operators to
travel for refueling and salt resupply extends their travel duration and
consequently reduces their operational window for plowing and salting. To
address these challenges, we anticipate the need to extend snow removal and
de-icing services in the southwestern areas, ensuring that our response to winter
conditions remains robust and reliable. This proactive approach will not only
improve service delivery but also enhance the overall quality of life for our
residents.
Risks to the Municipality and Other Departments
Minimum Maintenance Requirements
The municipality is required by Statue to adhere to Ontario Regulation 239/02 -
Minimum Maintenance Requirements. To be deemed in compliance, roadways
must be cleared and ice prevention measures deployed within a prescribed
timeline. Secondly, the Municipality must also comply with the Hours of
Operations prescribed by the Highway Traffic Act: 13 hours per day to a
maximum of 70 hours per work week.
Distance from Depot locations, requirement refuel, and resupply salt coupled with
the additional road surfaces in areas further from depots. Increased roadways,
Appendix: Staffing Business Cases Light Equipment Operators Municipality of Clarington
74
particularly in the extended reaches our municipality reduces available workable
time.
Aging infrastructure also creates a risk to the municipality, the Regulation also sets
out minimum requirements for pothole repairs. In addition, damages sustained to
private vehicles from pothole increases insurance claims. Claims have steadily
increased year over year.
We strive to maintain our rural atmosphere will living in an urbanized environment.
Our tree canopy is a contributing factor. However, Large tree structures which are
not inspected or maintained can fall obstructing safe passage on our roadways or
cause damage to our critical infrastructure and private properties during weather
events.
Reputational Harm
Residents require safe passage to our road network for work, school and other vital
functions. With the shift of hybrid work environment, residents also have a greater
reliance on services being delivered to their home.
The municipality has been able to provide a continuous level of service, the inability
to continue could bring reputational harm to the municipality.
Class 1 and 2 Class 3 Class 4 Class 5
Potholes
on Paved or
Non-paved
Surface -
Shoulder
Area:
1500cm2;
Depth: 8 cm;
Time: 7 days
Area:
1500cm2;
Depth: 8 cm;
Time: 14 days
Area:
1500cm2;
Depth: 10 cm;
Time: 30 days
Area:
1500cm2;
Depth:12 cm;
Time: 60 days
Program Description
Timeline
Hiring will commence Q1 of 2025. The completion of the recruitment at the end of
Q1, followed by onboarding and role specific training. The new staff member will
be available for deployment for summer operations in May.
Position Summary
Reporting to the Public Works Supervisors, Light Equipment Operators are
responsible for the general operation of fleet equipment, snow plough and salting
operators, pothole repair, grass cutting, park inspections and maintenance and
general forestry.
Key Duties and Responsibilities
• Operating various types of light equipment such as mowers, grass cutting
equipment, chainsaws, chippers and street sweepers.
• Performing routine maintenance on roads, parks, forestry, cemeteries, and
construction equipment.
• Cleaning of parks and municipal property, collection of litter and garbage.
• Provides support for municipal sponsored community events, delivery and pick
up of picnic tables, chairs and garbage cannisters.
• Inspection of playgrounds, splashpads and park related equipment.
• Operating snow plough and salt/sand equipment; responding to a high demand
of after-hour callback. DZ license is a requirement.
Appendix: Staffing Business Cases Light Equipment Operators Municipality of Clarington
75
• Adhering to prescribed safety practices while operating equipment to ensure the
safety of the traveling public and co-workers.
• Performing duties in accordance with the Occupational Health and Safety Act,
Highway Traffic Act, Minimum Maintenance Standards, Municipal policies, and
procedures.
Relationship to Council’s Strategic Priorities
The role of a Light Equipment Operator supports Council’s strategic priorities
through:
Lead:
L.2.5 – Maintain, protect, and invest in Municipal Infrastructure and assets:
• Light equipment operators play a crucial role in maintaining and safeguarding
Clarington’s infrastructure, including roads, bridges, and other municipal
assets.
• Their work ensures safe and efficient transportation for residents and visitors.
• Investment decisions related to infrastructure are informed by their expertise.
L.3.2 – Identify, establish, and report on service levels of interest to the community:
• Operators optimize snow clearing routes, ensuring timely and effective snow
removal during winter.
• Public tracking of snow clearing progress enhances transparency and
community engagement.
• By reporting service levels, operators contribute to accountability and
continuous improvement.
Connect:
C.2.5 – Support the proactive management of community safety and well-being:
• Light equipment operators indirectly contribute to community safety by
maintaining roadways, signage, and other infrastructure.
• Well-maintained infrastructure reduces accidents and enhances overall
well-being.
• Their work supports emergency response and public safety.
Grow:
G.2.3 – Develop and begin implementation of the Parks, Recreation, and Culture
Master Plan:
• Operators are involved in maintaining parks, recreational facilities, and
cultural spaces.
• Their work directly impacts residents’ quality of life by ensuring well -
maintained public spaces.
• Implementing the master plan enhances community well-being and
connectivity.
G.3.3 – Enhance Clarington’s Waterfront:
• Operators are responsible for maintaining waterfront areas, ensuring they
remain attractive and accessible.
• A vibrant waterfront contributes to community pride, tourism, and
recreational opportunities.
Appendix: Staffing Business Cases Light Equipment Operators Municipality of Clarington
76
Climate Change Considerations
Recent weather events have become unpredictable and accompanied with greater
intensity. The municipality has experienced significant flooding events and the
adverse impacts of sudden summer and winter storms.
The unpredictability requires a greater coordinated effort to ameliorate their effects.
Continuous maintenance to our roadways, ditches and storm management ponds
allows for effective disbursement of water minimizing the risk of flooding and
erosion to municipal infrastructure.
As stewards of our environment, our parks and green spaces play a key role in
creating a resilient, sustainable environment and support active pollination of plants
and flowers which also beautify our landscapes. A strong and active tree
management program advocating proactive measures will support a strong and
sustainable tree canopy which will provide shade and cooling to areas with hard
surfaces and contribute to removing carbon from the air.
Comparative Analysis
Many municipalities have a two-model approach: internal and external delivery
model. We currently rely on contracted services for many of our key services such as
grass cutting, tree planting and other forestry services. We also rely on contracted
services for general repairs to municipal infrastructure.
We also utilize a hybrid approach to winter operations, whereas municipal properties
(parking lots) are cleared with contracted services while roadways remain the sole
responsibility of the municipality.
Many Municipalities currently utilize a similar staffing structure for equipment
operations. Specific staffing roles such as light equipment operators for certain
equipment types or duties. As the municipality’s inventory of roadways, parks and
greenspaces increase so will the equipment complement to provide core services.
While the use of contractors is a sound operational and economic approach there
are limitations in respect of the level of service and unpredictability of operating
costs upon contract renewal.
Retaining existing internal services will ensure a continued, consistent and
economical approach to our service delivery model. This approach is further
supported by service delivery reviews.
The two-model approach to municipal service delivery, combining internal and
external methods, is a strategic way to manage a variety of services such as
landscaping, forestry, and infrastructure maintenance. Contracted services offer
flexibility and can be a cost-effective solution, especially for specialized tasks or
when the demand for services fluctuates. However, this approach can introduce
variables like fluctuating costs and potential variability in service levels. On the
other hand, maintaining internal services can provide consistency and control over
operations, which is crucial for services that are critical to the municipality's
functioning, like road maintenance. As municipalities grow, the balance between
contracted services and internal operations may need to be reassessed to ensure
that the service delivery model remains sustainable and efficient. Regular service
delivery reviews are essential to evaluate the effectiveness of the current model
and to make informed decisions about future service delivery strategies.
Analysis of Alternative Approaches
Two alternative approaches were considered and not recommended.
1. Increase contracted services. This would unbalance the hybrid model
leaning towards more contracted services. A greater reliance on these
services raises concerns relating to the reliability and quality of services,
little recourse to alter services not meeting the needs of the municipality,
service level disruptions and higher costs at time of contract renewal.
Appendix: Staffing Business Cases Light Equipment Operators Municipality of Clarington
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2. Status quo. This approach will, over a short period of time, alter the service
level. With the addition of new roadways, parks, trails and walkways the
ability to maintain existing level of service will be pressured. Overtime was
considered an alternative, however, this an uneconomical approach to
maintain service levels.
The evaluation of the two alternative approaches for municipal services has
highlighted significant concerns. Increasing contracted services could potentially
lead to an imbalance in the hybrid service delivery model, with increased
dependency on external providers. This shift may affect the reliability and quality of
services, limit the municipality's ability to make necessary adjustments, and could
result in higher costs upon contract renewal. On the other hand, maintaining the
status quo could compromise service levels due to the expansion of infrastructure
such as roadways, parks, trails, and walkways. Relying on overtime to maintain these
levels is deemed uneconomical. Therefore, it is imperative to explore other strategies
that ensure service quality and fiscal responsibility while accommodating growth.
Cost and Benefit Analysis
The compensation for a Light Equipment Operator (2022-2024 CUPE Collective
Agreement - Outside) is Classification Code 3 ( $64,464)
The annual increase in work orders is a clear indicator of the growing demand for our
services. This surge not only underscores the importance of our role but also puts
significant pressure on our ability to deliver these services efficiently and effectively.
Our service requests are diverse, spanning a wide range of needs. This diversity
necessitates a careful evaluation of whether services should be delivered internally
or outsourced. Internal delivery often proves to be the most cost -effective solution. It
eliminates the need for time-consuming administrative tasks such as developing
tenders, negotiating service agreements, and managing vendors. Thus, it allows us to
focus our resources on the core service delivery.
At the heart of our operations is the commitment to enhance the customer service
experience. The role of a Light Equipment Operator is pivotal in this regard. This
position is versatile and adaptable, capable of performing a multitude of functions
across Public Works (PW) based on the needs posed.
The Light Equipment Operator is skilled in operating various pieces of equipment,
enabling us to achieve diverse results. This versatility allows PW to respond to
resident concerns promptly, enhancing our service delivery speed and efficiency.
Moreover, the position offers flexibility. It can be scheduled to support municipal -
led initiatives, special events, or provide permitted access to our parks and
facilities. This adaptability ensures that we can meet the changing needs of our
community effectively.
To ensure that we are meeting the service standards expected by the municipality,
oversight is provided by a PW supervisor. This layer of accountability is crucial in
maintaining our commitment to excellence and ensuring that our services align
with the expectations and needs of the municipality.
Cost Reductions
Services currently outsourced, such as catch basin maintenance and sidewalk
repair, can be transitioned to Public Works staff. Our projections for 2026-2027
indicate that reducing contracted services will assist in offsetting staffing costs.
Additionally, handling these tasks internally will allow for better oversight of the
work being performed. The existing contracts are for a period of 1 year with 4
optional years. The sum of the contracts totals $320,000 per year with a CPI
allowance.
Appendix: Staffing Business Cases Light Equipment Operators Municipality of Clarington 78
Salary Plan
New Staffing Request Cost Analysis
Position Title Light Equipment Operators (4) 2- Roads 2-Parks
Budget Year 2025
Department Public Works
Status Full time
Grade/Code Code 3
Level/Step 12 month
Est. Annualized Salary $64,464
Est. Hourly Pay Rate $30.99
New Staffing Request Cost Analysis
Position Title Light Equipment Operators (2) 1- Roads 1-Parks
Budget Year 2026
Department Public Works
Status Full time
Grade/Code Code 3
Level/Step 12 month
Est. Annualized Salary $66,398
Est. Hourly Pay Rate $31.92
New Staffing Request Cost Analysis
Position Title Light Equipment Operators (2) 1- Roads 1-Parks
Budget Year 2027
Department 36 Public Works
Status Full time
Grade/Code Code 3
Level/Step 12 month
Annualized Salary $68,390
Hourly Pay Rate $32.88
Appendix: Staffing Business Cases Senior Construction Inspector Municipality of Clarington 79
Staffing Business Case: Senior Construction Inspector
Department: Public Services
Division: Capital Works
Type of Change: New Position
Executive Summary
The Municipality is committed to delivering customer-centric services that our
residents rely on, including the maintenance and enhancement of municipal
roadways, sidewalks, trail systems, and parks. Our strategic focus has evolved to
prioritize the development of livable and recreational spaces, all supported by a
sustainable and resilient network of infrastructure. The Municipality’s prime
waterfront property serves as a significant attraction for both residents and visitors,
driving economic growth and fostering community engagement while promoting a
healthy lifestyle for all age groups.
As we prepare for accelerated growth, it is crucial to recognize that the Municipality
has been experiencing steady growth for many years. Consequently, much of our
existing infrastructure now requires revitalization to meet the evolving needs of the
community. The process of ensuring residents’ access to these amenities for both
work and leisure is inherently complex, involving detailed condition assessments,
comprehensive financial planning, preparation of tenders, and construction.
Our construction projects encompass a multidisciplinary approach, engaging
professionals such as engineers, architects, and various skilled tradespeople. The
role of a Senior Construction Inspector is pivotal in this process, as they ensure that
project proposals from the initial stages align with the specified project intent. They
also oversee that the construction adheres to the defined scope, design, and
technical specifications.
The successful completion of these projects is reflected in the community’s use and
enjoyment, serving as a blueprint for delivering a uniform level of service across the
Municipality. This underscores our commitment to equity, consistency, and
excellence in service delivery. By leveraging advanced project management
techniques, sound construction methodologies, and sustainable practices, we
Reason for Hiring
Skill Set Gaps
Appendix: Staffing Business Cases Senior Construction Inspector Municipality of Clarington
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crucial, as it ensures that projects are completed on time, within budget, and
according to the intended design, meeting the municipality’s needs.
The role of a Senior Construction Inspector is project -based and requires extensive
technical knowledge and skills in the construction industry. The skillset
requirements for the inspector include:
Technical Knowledge:
Project Management: Proficiency in project management principles, including
the preparation of tenders, scheduling, and overseeing construction activities
from inception to completion.
Field Inspection: Conducting detailed on-site inspections to ensure compliance
with the scope of work, engineering best practices, and building code
regulations. This includes verifying that construction methods and materials
meet specified standards.
Construction Techniques: In-depth knowledge of asphalt paving, including
subgrade preparation, compaction, and surface finishing. Expertise in concrete
forming, pouring, curing, and finishing processes to ensure structural integrity
and durability.
Project Management:
Timeline Management: Monitoring construction progress ensuring that
contractors are maintaining project schedules, making certain that all phases of
construction are completed within the established timelines. This includes
coordinating with contractors, consultants, suppliers, and other stakeholders to
avoid delays.
Budget Oversight: Managing project budgets, including cost estimation,
quantity tracking, and controlling expenditures to minimize the need for
change orders. This involves ensuring that all financial aspects of the project
are aligned with the municipality’s financial policies.
Analytical Skills:
Problem-Solving: Identifying and resolving issues that arise during the design
and construction phases. This includes addressing discrepancies in design
documents, contractor performance, and unforeseen site conditions.
Quality Assurance: Implementing quality assurance protocols to ensure that
all construction activities adhere to the project specifications and standards.
Risk Management: Assessing potential risks associated with construction
projects and developing mitigation strategies to minimize their impact.
Interpersonal Skills:
Communication: Effectively communicating with project stakeholders,
including engineers, architects, contractors, and municipal officials. This
involves preparing detailed inspection reports, conducting meetings, and
providing clear and concise updates on project status.
Collaboration: Working collaboratively with multidisciplinary teams to achieve
project goals. This includes fostering a cooperative work environment and
facilitating the exchange of technical knowledge and expertise.
Leadership: Supervising and mentoring junior inspectors and construction
staff, providing guidance and support to ensure the successful completion of
projects.
From 2025 to 2027, the Capital Works teams are leading numerous capital projects,
many of which directly impact our ability to revitalize parks, greenspaces, and other
recreational amenities. As a result, some projects are being delayed, which also
affects the funding necessary to complete the work. The planned work does not
Appendix: Staffing Business Cases Senior Construction Inspector Municipality of Clarington
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account for any additional projects that may be identified within the Parks,
Recreation, Culture Master Plan.
Annually, the Capital Works teams are also leading numerous maintenance projects,
all of which are aimed at extending the service life of assets and to ensure
compliance with the Minimum Maintenance Standards legislation. As a result, some
projects are being delayed, which also affects the funding necessary to complete the
work.
The responsibilities and functions essential to the Senior Construction Inspector role
are not currently addressed by other positions within Public Works. Delegating these
duties to existing roles within the department is not advisable, as it would undermi ne
the quality and efficiency of service delivery.
Risks to the Municipality and Other Departments
Risks associated with inadequate inspection of construction projects are not
detected until a failure has occurred impacting the use or access to the
infrastructure. Often failures occur years after the completion of the project and can
be attributed to inferior work by the contractor, it is not tracked or reported. In
addition to the following risks and consequences, the reduction in the lifespan has a
direct impact on municipal finances and reputation to deliver quality services.
Construction Deficiencies
Material quality: construction materials being used and workmanship that are not
within the design specifications impact the quality and longevity of the project. In
proper materials and poor workmanship on items such as concrete, road
substrates and asphalt could pose a risk of premature failure and injury to the user
or property.
Economic Impact
Lifecycle Costs: Effective inspections help in identifying potential issues early,
reducing the overall lifecycle costs of the infrastructure by preventing major
repairs and extending the asset’s lifespan.
Environmental Risks
Environmental Impact: Poorly managed construction sites can lead to
environmental degradation, such as soil erosion, water contamination, and habitat
destruction. Effective inspections ensure adherence to environmental regulations
and best practices.
Loss of Public Trust
Community Confidence: When construction projects fail to meet safety and
quality standards, it can erode public trust in the municipality’s ability to manage
infrastructure projects. This can lead to decreased support for future projects and
initiatives.
Accountability: Effective inspections demonstrate the municipality’s commitment
to be accountability, fostering public trust and confidence.
Appendix: Staffing Business Cases Senior Construction Inspector Municipality of Clarington
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Program Description
Timeline
Recruitment will commence once funding for this position has been approved.
Position Summary
The duties and responsibilities of the position are performed under the direct
supervision of the Capital Works Supervisor. The position will be responsible
primarily for onsite inspection of public works capital and maintenance projects and
will also aid with budget preparation and forecasting, project design review and
tender preparation.
Key Duties and Responsibilities
• Provide inspection and surveying services for capital works and operating
projects, ensure compliance with Municipal contracts, engineering drawings,
provincial standards and construction safety regulations.
• Assist the Capital Works Supervisor with the administration of complex
municipal capital contracts, including the enforcement of contract
specifications, conducting site meetings, and ensuring deficiencies are
corrected.
• Demonstrated expertise in reading contract documents.
• Attend design and construction meetings and provide guidance to
contractors, consultants, agencies and authorities on issues relating to
construction or design.
• Provide mediation and negotiation when conflicts arise; ensuring
appropriate decisions are reached on behalf of the Municipality.
• Liaise with the public in a professional, courteous manner.
• Coordinate third party inspections with testing firms.
• Prepare cost estimates and provide recommendations relating to municipal
projects.
• Provide and maintain accurate record keeping.
Relationship to Council’s Strategic Priorities
Clarington 2024-2027 Corporate Strategic Plan is divided into 3 keys categories:
Lead, Connect and Grow. The role of a Senior Construction Inspector support’s
five of Council’s strategic priorities through:
Lead:
L.2.1 – Implement a multi-year budget to promote effective and long -term fiscal
management:
• Quality infrastructure projects extend lifecycles and reduce maintenance
costs.
L.2.5 – Maintain, protect, and invest in Municipal Infrastructure and assets:
• Effectively constructed projects provide high-quality and cost-efficient
outcomes for residents.
Appendix: Staffing Business Cases Senior Construction Inspector Municipality of Clarington
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Connect:
C.1.4 – Proactively address traffic management, walkability, livability, and
connectivity:
• Prioritizing the creation of more livable spaces requires investment in
infrastructure such as roadways, trails, paths, and parks. This investment
necessitates both construction and future maintenance.
C.2.3 – Develop a traffic calming plan to address neighborhood speeding and parking
concerns:
• A traffic calming plan will include measures requiring road alterations or
additional design and construction efforts.
Grow:
G.4.2 – Be a leader in anticipating and addressing the impacts of climate change:
• Revitalizing current infrastructure to incorporate innovative measures that
reduce carbon emissions and the municipal carbon footprint.
Climate Change Considerations
The construction environment is evolving to incorporate measures aimed at
reducing carbon emissions and minimizing our carbon footprint. This shift is
reflected in the design of projects and the development of tenders, prioritizing the
use of sustainable materials and technologies. These efforts align with Council’s
goals of promoting environmental stewardship and sustainability and the
advancement of the Municipality’s CCAP.
Development of tenders includes specific requirements for contractors to adhere
to sustainable construction practices. This includes the use of recycled materials,
waste reduction, and the implementation of environmentally friendly construction
techniques. By setting these standards, the municipality ensures that all
construction activities contribute to the overall goal of reducing the environmental
impact.
These initiatives support the municipality’s broader objectives of creating
healthier, more livable communities. By reducing carbon emissions and promoting
sustainable practices, the municipality not only addresses current environmental
concerns but also sets a blueprint for future projects.
Comparative Analysis
Many municipalities including the Planning and Infrastructure Department utilize a
comparable structure with capital project inspection. Internal staff conduct
inspections of existing infrastructure and when required, utilize the services of
external consultants for projects with a higher degree of complexity.
This approach allows municipalities to efficiently manage their resources by
leveraging internal expertise for routine upgrades and maintenance. Internal teams
are well-versed in local regulations and community needs, ensuring that projects
align with municipal goals and policies. These teams handle tasks such as road
resurfacing, sidewalk repairs, and park improvements, which are essential for
maintaining the quality and safety of public infrastructure.
By balancing the use of internal resources and external consultants, municipalities
can optimize their project delivery processes. This hybrid approach ensures that
routine projects are completed efficiently and cost -effectively, while complex
projects benefit from specialized expertise and innovative solutions. Additionally,
it allows municipalities to remain flexible and responsive to changing budgetary
and workload conditions, ensuring that all infrastructure needs are met in a timely
and effective manner.
Appendix: Staffing Business Cases Senior Construction Inspector Municipality of Clarington
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Analysis of Alternative Approaches
An alternative approach would be to increase reliance on external agencies for
inspections or to continue with our current model of existing staff continuing to
perform these tasks. For complex and specialized projects, municipalities can
benefit from hiring external consultants with relevant expertise and experience.
However, relying solely on or expanding our use of external consultants can be both
costly and inefficient.
Continuing with our existing model, which is currently under pressure to conduct
comprehensive inspections and develop and award tenders for new projects, is not
sustainable given the number of forecasted capital improvements.
Maintaining construction inspection as an internally delivered service is a prudent
approach, municipal staff are more familiar with the local environment and the
specific needs of our community and will provide a more consistent and effective
oversight of projects.
Moreover, increasing reliance on external resources limits opportunities for
knowledge transfer and skill development among internal staff, resulting in a loss of
institutional knowledge and expertise. A balanced approach allows for the effective
handling of projects by internal staff, who bring valuable local knowledge and
continuity, while also enabling the engagement of external consultants for highly
specialized or large-scale projects.
Cost and Benefit Analysis
The compensation for the Senior Construction Inspector is Code 12 based on the
2022-2024 Inside Collective Agreement Schedule A-1 revised on July 25, 2024.
New Staffing Request Cost Analysis
Position Title Senior Construction Inspector
Budget Year 2025
Department Public Services
Status Full time
Grade/Code Code 12
Level/Step Level 3
Est. Annualized Salary $83,467
Est. Hourly Pay Rate $45.86
Appendix: Staffing Business Cases Training Specialist Municipality of Clarington 85
Staffing Business Case: Training Specialist
Department: Public Services
Division: Public Works - Operations
Type of Change: New Position
Executive Summary
The municipality’s services are designed to be service-centric, with clear
expectations for our municipal green spaces and transportation network. Public
Works plays a pivotal role in influencing customer satisfaction through its
specialized services, which require a high level of skill to operate machinery,
equipment, and perform technical repairs in our parks. Enhancing customer
satisfaction not only streamlines the administrative process associated with
handling complaints but also improves the overall perception of the municipality.
Satisfied customers are more likely to engage positively with municipal services.
Given the specialized nature of our services, they are regulated by provincial
oversight bodies such as the Ministry of Labour and the Ministry of Transportation.
Increased workplace accidents can directly impact our Commercial Vehicle
Operating Record (CVOR) permit. A rise in accidents without preventative measures
may lead to a ministerial review and potential revocation of our CVOR, hindering our
ability to provide daily services. Additionally, services such as forestry involve high
risks and significant consequences, particularly when using chainsaws, chippers,
and working from elevated environments.
A Training Specialist will support the professionalization process for Public Works
staff and seek efficiencies in training across the Public Services Department. An
effective professionalization process will focus on reducing the risk of staff injuries
and minimizing municipal exposure by developing training plans that comply with
regulatory requirements for public works operations, such as the Occupational
Health and Safety Act, the Environmental Protection Act, and the Ontario Highway
Traffic Act. Furthermore, it will provide skills maintenance and enhancement training
for existing staff, including operating heavy equipment in densely populated
residential areas, general equipment maintenance to reduce breakdowns and
.
half to two times the employee’s annual
Appendix: Staffing Business Cases Training Specialist Municipality of Clarington
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Reason for Hiring
The Public Works division faces several challenges and opportunities that
necessitate a dedicated training specialist.
On-boarding of staff for both new positions as well as filling vacancies to
retirements continue to be a trend. Other than the loss of institutional knowledge,
there is a gap created in the ability to accurately train new staff within a reasonable
time, thereby impacting service delivery. Our service delivery relies on staff being
proficient in operating specialized equipment such as graders, backhoes, front-end
loaders, snowplows, mowers, chainsaws, and chippers. Additionally, staff must be
equally skilled in inspecting and repairing playground and park equipment. Currently,
training is delivered through peer-to-peer knowledge sharing, reliance on external
training sources, or independent learning and learning on the job.
The division is undergoing a digital transformation, adopting and integrating new
technologies and processes to enhance operational efficiency and effectiveness. A
training specialist will facilitate this transition, ensuring staff are competent and
confident in using new tools and systems, and providing ongoing support and
troubleshooting.
Operating in a complex and dynamic environment, the department must constantly
comply with changing regulations and standards. A training specialist will ensure
staff are aware of and adhere to relevant policies and procedures, reducing the risk
of errors, accidents, and liabilities.
The department strives to provide excellent and innovative services to the public,
requiring staff to exhibit high levels of professionalism and creativity. A training
specialist can help foster a culture of learning and improvement, encouraging staff
to seek and share best practices and solutions by providing opportunities for
feedback, recognition, and collaboration.
Skill Set Gaps
As Public Works continues to onboard new staff and expand our services, we face
the risk of staff lacking some essential skills and competencies required for
effective and efficient service delivery. These include:
Technical Skills: Staff need to be proficient and continuously upgrade their
skills in operating and maintaining various services such as roads repair,
winter operations, parks and playground maintenance, and forestry, which are
crucial for public works services.
Digital Skills: Staff must learn and master new technologies and software
applications, such as geographic information systems (GIS), asset
management systems, and work order systems, which are used to plan,
monitor, and manage public works operations.
Regulatory Skills: Staff need to understand and comply with relevant statutes
and regulations governing public works operations, such as occupational
health and safety, environmental protection, traffic, to ensure the safety and
well-being of staff, the public, and the environment.
Customer Service Skills: Many staff provide forward-facing services and are
visible in our community spaces. To meet our corporate service standards,
staff must effectively communicate and interact with the public and other
stakeholders, such as contractors, vendors, and regulators, in a courteous,
respectful, and responsive manner that reflects the values and mission of the
municipality.
Teamwork Skills: The employee engagement survey identified coworker
relations, working in a respectful environment, resolving conflicts, and
supporting diversity as priorities for improvement. Staff have expressed the
need for support in changing the culture and work environment, as well as
improving their collaboration and coordination skills, especially in
multidisciplinary teams, and effectively resolving conflicts and problems.
Appendix: Staffing Business Cases Training Specialist Municipality of Clarington
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Risks to the Municipality and Other Departments
The current Public Works training model meets our basic minimum requirements,
but accessing external resources and funding can be challenging. Additionally, the
corporation faces difficulties in fulfilling Collective Bargaining commitments to
provide training opportunities within specific timeframes.
Efficiency and Productivity
As service requests continue to rise, the expectation is to provide the service once,
not multiple times. Without proper training, staff may not understand the
expectations, roles, or requirements to complete tasks. In the absence of a
professional development program, reliance on peer support, additional direction
from supervisors, or independent learning can lead to:
• Longer task completion times: Staff may spend more time learning how to
perform their tasks and seeking additional support from peers, leading to
delays.
• Increased supervision needs: Supervisors may need to spend more time
overseeing and correcting work, reducing their ability to focus on strategic
tasks.
• Higher operational costs: Inefficiencies can lead to increased use of
resources, such as time, materials, and money.
Increased Errors and Accidents
Inadequate training can result in a higher incidence of mistakes and accidents,
which can have serious consequences:
• Financial losses: Errors lead to costly rework, waste, and damage to
equipment or infrastructure.
• Safety hazards: In roles involving machinery or technical skills, lack of
training can lead to accidents or injuries.
• Corporate risk: Workplace accidents and errors can result in claims against
the municipality.
Non-Compliance with Regulations
The delivery of our services relies on specialized equipment and skillsets to
perform tasks, many of which are regulated by various oversight agencies. A
professional development program will reduce the risk of:
• Non-compliance: Disruption of service delivery, orders of compliance
against the municipality, and potential fines.
• Reputational damage: Non-compliance issues can harm the municipality’s
reputation, labor relationships, and reduce public trust and confidence.
Public Service Delivery
Professional development is essential for delivering high-quality public services. In
its absence, our ability to provide the level of services needed by our communities
is compromised:
• Reduced service quality: Staff cannot provide efficient services or repairs
to our infrastructure, and response times to perform services increase.
• Reputational harm: Consistently poor service can damage the
municipality’s reputation and erode public trust.
Program Description
Timeline
Hiring will commence Q1 of 2025. The completion of the recruitment at the end of
Q1, followed by onboarding and role specific training.
Appendix: Staffing Business Cases Training Specialist Municipality of Clarington
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Position Summary
Reporting to the Manager of Operations, the training specialist will be responsible
for the development, implementation, evaluation and documentation of training to
Public Works staff.
Key Duties and Responsibilities
• Curriculum development: - standardize lesson plans, learning objectives and
outcomes. Measure training delivered through assessments.
• Onboarding of new staff - provide introductory training on corporate policies,
legislative responsibilities, training related to the job performance
requirements.
• Develop and deliver corporate driver training programs to enhance driver
operability of municipal equipment, provide continuous assessments and
refresher training.
• Review and update relevant Department Directives.
• Conduct theoretical and practical assessments for recruitment of new staff/
or internal opportunities for promotion to new roles/positions.
• Act as a facilitator in the development and implementation of new
technologies, software and hardware. Develop training procedures /manual
to assist staff in their use.
• Develop and deliver on-line training programs for staff.
• Develop and deliver training to staff on the use, inspection and maintenance
of equipment used in public works.
• Develop and deliver training exercises to staff on procedures and best
practices on key public works services in an effective and efficient manner.
• Coordinate training between public works staff and other internal or
external trainers.
• Record assessments and maintain training records for all public works
staff.
• Continuously assess the services delivered by public works and training to
meet the job performance requirements.
Relationship to Council’s Strategic Priorities
Clarington 2024-2027 Corporate Strategic Plan is divided into 3 keys categories:
Lead, Connect and Grow. The role of a Training Specialist support’s six of
Council’s strategic priorities through:
Lead:
L.2.5 – Maintain, protect, and invest in Municipal Infrastructure and assets:
• Public Works staff deliver high quality services to the community. A
professional development program will enhance our ability to maintain and
safeguard Clarington’s infrastructure, including roads, parks, greenspaces,
and other municipal assets.
Appendix: Staffing Business Cases Training Specialist Municipality of Clarington
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Connect:
C.2.5 – Support the proactive management of community safety and well -being:
• A professional development program enhances our ability to provide services
in an efficient and effective manner which indirectly contributes to
community safety. Staff who are proficient in their roles will complete
complex functions safely.
Grow:
G.2.3 – Develop and begin implementation of the Parks, Recreation, and Culture
Master Plan:
• A professional development program provides staff the skills and ability to
deliver efficient services to our parks and greenspaces. Knowledge, skillsets
and innovative techniques increase the usability of equipment and overall
experience to the end user.
G.4.2 – Be a leader in anticipating and addressing the impacts of climate change :
• A professional development program fosters innovation and research.
Innovative approaches include adopting new technologies and approaches
that lower our carbon footprint in our communities.
Climate Change Considerations
Effective professional development increase climate literacy, understanding the
impacts and causes of climate change and our abilities to contribute to its
change. It supports innovation and research of new approaches and emerging
technologies to support a shift in the municipality’s approach to service delivery.
An effective program further enhances technical skillsets of staff to identify and
incorporate green technology and energy efficient practices. In addition, staff
development expands opportunities for certification in new practices and
technologies to support environmental sustainability.
Comparative Analysis
Municipalities often employ internal training s pecialists or utilize corporate
trainers with the necessary skillsets to provide targeted training to public works
staff. This approach ensures that staff receive specific, relevant training tailored to
their roles and responsibilities.
A comparative analysis, Public Works, with their unique composition, regulatory
requirements, and specialized service delivery, shares many similarities with our
municipal fire and emergency services. Both departments require highly trained
personnel to operate complex equipment and deliver critical services safely and
effectively.
For instance, fire and emergency services, which consist of approximately 200 full -
time and part-time staff, employ three full-time training staff. These trainers are
responsible for delivering skills development, managing skills, and implementing a
professional development program that prepares staff for leadership roles. This
structured approach to training ensures that personnel are well -equipped to
handle their duties and advance within the organization.
Similarly, Public Works divisions must ensure that their staff are proficient in using
and maintaining specialized equipment, as improper use can lead to significant
consequences. Continuous training and assessments are crucial to maintaining high
standards of service delivery and operational safety.
Appendix: Staffing Business Cases Training Specialist Municipality of Clarington
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Analysis of Alternative Approaches
Public Works relies on external training providers and sends staff to workshops,
seminars, and agencies for recertification. This method limits our ability to offer
continuous training that meets our needs due to high costs. The current model is
only sustainable with significant financial investment. Even with a substantial
increase in the training budget, this approach does not fully address our training
needs.
Cost and Benefit Analysis
New Staffing Request Cost Analysis
Position Title Training Specialist
Budget Year 2025
Department Public Services
CUPE / Non-Affiliated / Fire Non-Affiliated
Status Full time
Grade/Code Code 5
Level/Step Level 3
Est. Annualized Salary $91,993
Est. Hourly Pay Rate N/A
Appendix: Staffing Business Cases Sports Field Technician Municipality of Clarington 91
Staffing Business Case: Sports Field Technician
Department: Public Services
Division: Public Works - Parks
Type of Change: New Position
Executive Summary
Municipal greenspace and sports fields play a crucial role in fostering vibrant and
thriving communities, contributing to community well-being, quality of life, economic
growth, and corporate reputation. Clarington's extensive network of baseball
diamonds and outdoor rectangular fields serves as hubs for recreational activities
and community gatherings, generating significant revenue and exposure for the
municipality.
In 2023, the municipality permitted 11,540 hours of sport field usage, which has
increased to 14,775 hours in 2024. Expanding the capacity of sports fields to
accommodate various events and tournaments presents exciting opportunities for
further revenue generation and community engagement. Moreover, the proximity of
critical infrastructure like accommodations and restaurants enhances the appeal of
Clarington as a destination for grass roots sports tourism and special events.
The adoption of a hybrid approach to turf management, wherein the municipality
assumes responsibility for sports fields while contracting services for other areas,
reflects a pragmatic strategy to optimize resources and ensure efficient
maintenance and protect critical sport field infrastructure. By employing a dedicated
technician to develop annual strategies for care and maintenance, Clarington can
prioritize initiatives such as ground aeration, fertilization, drought resistance, and
invasive species control to enhance turf quality and user experience.
Continued capital investments in outdoor recreational infrastructure underscores
Clarington's commitment to providing residents and visitors with high-quality
facilities for leisure and sports activities. With the guidance of a skilled technician,
these investments can be leveraged to maximize the usability and longevity of
sports fields, contributing to the overall well-being and prosperity of the community.
Reason for Hiring
Skill Set Gaps
Developing a Long-Term Maintenance Strategy
Enhancing Turf Care Practices
Appendix: Staffing Business Cases Sports Field Technician Municipality of Clarington
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Improving Irrigation Efficiency
By scheduling irrigation more efficiently and conducting regular maintenance on
irrigation systems, Clarington can reduce water waste and ensure that fields receive
the appropriate amount of water to maintain healthy turf, which aligns with climate
mitigation efforts.
Optimizing Fertilization Practices
Developing a proper fertilization schedule and using high-quality materials can
improve the effectiveness of fertilization, promoting healthy turf growth without
overuse of chemicals.
Implementing Integrated Pest Management
Adopting measures to control invasive species, insects, and weeds in an
environmentally sensitive manner can help protect turf health while minimizing harm
to the ecosystem.
Regular Inspection and Maintenance
Conducting regular inspections of sports fields for hazards and playability issues
can help identify and address problems before they become major issues, ensuring
a safer and more consistent playing surface for users.
Engaging with User Groups
By involving user groups in the development of a sports field handbook and
providing information sessions on proper field use and etiquette, Clarington can
educate end-users and promote responsible use of sports facilities, contributing to
the continued health of the infrastructure. In addition, regular communication with
user groups involved in emerging field sports can ensure that more specific or
unique field maintenance requirements are being met.
Moving towards a more proactive and comprehensive approach to sports field
management, Clarington can ensure that its facilities meet the needs of the
community while promoting sustainability and resilience in the face of changing
environmental conditions.
Resourcing Gaps or Workload Changes
With such a significant number of municipally operated sports fields and the
ongoing planning of new facilities, it's clear that the demand for outdoor
recreational space is a top priority. To meet this demand effectively, it's essential
to approach the management of these spaces through a customer service lens.
Ensuring a safe and positive experience for end-users should be a key initiative in
managing sports fields. This involves not only maintaining the fields to a high
standard but also considering aspects such as accessibility, cleanliness, and
amenities.
Implementing customer service-focused strategies can include:
Regular maintenance and upkeep: Keeping the fields well-maintained, with
properly mowed grass, well-marked lines, and safe playing surfaces.
Accessibility: Maintaining accessible amenities ensuring sports fields are
barrier free to all individuals.
Clear communication: Collaborate with Community Services staff to provide
clear information about field availability, scheduled maintenance and any rules
or regulations that users need to be aware of.
Amenities: maintaining amenities such as seating, shade, restroom facilities,
and water stations to enhance the user experience.
Appendix: Staffing Business Cases Sports Field Technician Municipality of Clarington
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Engagement and feedback: Encouraging feedback from users to understand
their needs and preferences and involving the community in decision-making
processes related to sports field management.
By prioritizing customer service and focusing on creating a safe and positive
experience for users, municipalities can effectively meet the demand for outdoor
recreational space while also fostering community engagement and satisfaction.
Risks to the Municipality and Other Departments
Poorly maintained sports fields pose several risks to both players and the
community:
Safety Hazards: Uneven playing surfaces, overgrown grass, and inadequate field
markings increase the risk of slips, trips, and falls, potentially leading to injuries
such as sprains, strains, or fractures.
Decreased Performance: Poor turf quality can affect the performance of
athletes, leading to subpar gameplay and diminished enjoyment of sports
activities. Uneven surfaces may also hinder skill development and training.
Increased Risk of Injuries: Inadequate maintenance can contribute to the
proliferation of hazards such as potholes, divots, or debris on the field,
increasing the likelihood of more serious injuries like concussions or ligament
tears.
Negative Reputation: Poorly maintained sports fields reflect poorly on the
municipality, affecting its reputation and credibility. This may deter potential
users and event organizers, resulting in decreased revenue and missed
opportunities for community engagement.
Reduced Longevity: Neglecting maintenance can accelerate wear and tear on
sports fields, leading to premature degradation and the need for costly repairs
or replacements. This results in additional financial burden for the municipality
and prolonged periods of unusable fields for the community.
Environmental Impact: Inefficient irrigation practices, improper fertilization,
and neglect of invasive species control can have negative environmental
consequences, such as water wastage, nutrient runoff, and ecosystem
disruption.
Program Description
Timeline
Hiring will commence Q1 of 2025. The completion of the recruitment at the end of
Q1, followed by onboarding and role specific training.
Position Summary
The Sports Field Technician will report to the Parks and Property Supervisor and
be responsible for completing a wide variety of technical and laboring duties
related to the management of sports fields (natural and synthetic turf), including
baseball diamonds, soccer fields, football and cricket fields. This position will be
responsible for the development of maintenance programs to be delivered by
Municipal staff, and to oversee the services that are provided by contractors.
Appendix: Staffing Business Cases Sports Field Technician Municipality of Clarington
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Key Duties and Responsibilities
• Develop and implement an annual turf care program addressing pest and
disease management, soil fertility management, protection and enhancement
of turf playing fields, infield maintenance, calibration and maintenance of
equipment, special projects as needed.
• Monitor levels of service and daily work plans following best practices relating
to the maintenance of all sports fields including mowing, aerating, fertilizing,
over- seeding, dragging, lining, top dressing, spraying, and edging.
• Operate basic machinery, motor equipment, commercial power tools and all
hand tools necessary for effective turf maintenance including mowers, over -
seeders, tractors, aerators, top-dressers, edge cutters, fertilizer broadcasters,
sprayers, drag mats, bunker rakes.
• Monitor and oversee the maintenance of the various sports field irrigation
systems and adjust field moisture content according to changing climatic
conditions and/or future weather forecasts.
• Assist in developing the policy regarding the scheduling, usage of fields, rain-
out protocol and playability of all sports fields and assist in the discussions
with user groups.
• Inspect all athletic fields on a regular basis to identify any conditions involving
insects, fungus, disease, invasive weed growth, etc. Provide treatment options
to address problems, including chemical treatments, mixes and application
rates as authorized by the Province of Ontario in accordance with the Ontario
Pesticides Act.
• Document a monthly inspection program on all sports field infrastructure and
coordinate the repair and improvement of any identified deficiencies.
• Provide input on the preparation and implementation of future capital
improvement projects that may include fencing, sports field lighting, goal
posts, field re-surfacing. Review sports field, drainage and irrigation
designs from a technical/maintenance perspective.
• Track expenditures to support the on-going maintenance and upkeep of all
sports field infrastructure. Coordinate the ordering of materials, supplies
and equipment following department and municipal purchasing polices.
• Provide annual field maintenance specific training to all full -time and part-
time staff assigned to municipal sports facilities and continue with regular
guidance.
• Deliver exceptional customer service and maintain a high level of
communication when dealing with members of the public, user groups,
tournament officials, etc. Meet directly with various individuals or groups in
order to understand expectations or field set -up requirements.
• Adhere to prescribed safety practices while operating equipment in order to
ensure the safety of the public and co-workers.
Relationship to Council’s Strategic Priorities
The role of a Sport Field Technician supports Council’s strategic priorities through:
Lead:
L.2.5: Maintain, Protect, and Invest in Municipal Infrastructure and Assets
• Ensuring the proper maintenance and protection of sports fields, which are
essential municipal assets.
Appendix: Staffing Business Cases Sports Field Technician Municipality of Clarington
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• Investing in the longevity and functionality of these fields, benefiting the
community.
L.3.2 - Identify, Establish and Report on Service Levels of Interest to the Community
• Work with community and user groups to develop appropriate service levels
for sports field maintenance.
• Improve communication and collaboration with user groups, particularly those
involved in new and emerging sports, to ensure that needs are being met.
Connect:
C.2.5: Support Proactive Community Safety and Well -Being
• Well-maintained sports fields provide safe spaces for physical activity,
recreation, and social interaction.
• By ensuring proper field conditions, you contribute to overall community
health and happiness.
C.3.2.2 – Reduce barriers to municipal programs, services and infrastructure
• Undertake actions to ensure the Municipality connects with all segments of
the population (including new residents)
Grow:
G.2.3: Enhance Clarington’s Parks, Waterfront, and Climate Resilience
• Creating vibrant, accessible parks enhances community life and attracts
residents and visitors alike.
• Your expertise contributes to the success of this plan.
G.4.2: Be a leader in anticipating and addressing climate change impacts:
• Proper field management practices can mitigate environmental effects.
• Sustainable turf maintenance and water conservation contribute to overall
climate resilience.
Climate Change Considerations
Climate change exacerbates the risks associated with poorly maintained sports
fields and introduces additional challenges:
Extreme Weather Events: Climate change increases the frequency and
intensity of extreme weather events, such as heavy rainfall, droughts, and
storms. Poorly maintained sports fields are more vulnerable to damage during
these events, leading to increased downtime for repairs and higher
maintenance costs.
Drought Conditions: Changing precipitation patterns and prolonged droughts
can result in water shortages and restrictions, impacting the ability to irrigate
sports fields adequately. Without sufficient water, turf quality deteriorates,
increasing the risk of injury to players and reducing field usability.
Remediation and replacement costs are also increased.
Temperature Extremes: Rising temperatures can stress turf grass and make
sports fields more susceptible to heat damage and pest infestations. Without
proper maintenance and adaptation strategies, sports fields may become
unsuitable for play during and after periods of extreme heat, affecting player
safety and comfort.
Invasive Species: Climate change can facilitate the spread of invasive plant
species, pests, and diseases that damage turf grass and undermine field
integrity. Poorly maintained sports fields are more susceptible to infestations,
requiring costly remediation efforts and compromising field quality.
Appendix: Staffing Business Cases Sports Field Technician Municipality of Clarington
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Soil Erosion and Compaction: Increased rainfall intensity and changes in
precipitation patterns can exacerbate soil erosion and compaction on sports
fields. Without proper aeration and soil management practices, turf grass may
struggle to establish healthy root systems, leading to reduced resilience and
increased susceptibility to damage.
Environmental Sustainability: Climate change underscores the importance of
adopting sustainable maintenance practices for sports fields to minimize
environmental impact. Poorly maintained fields that rely on excessive water,
chemical inputs, and energy-intensive maintenance equipment contribute to
greenhouse gas emissions and resource depletion, exacerbating climate
change. Alternative treatment plans need to be properly researched, developed
and implemented.
Comparative Analysis
Many municipalities have a two-model approach: internal and external delivery
model. Clarington’s current delivery model relies entirely on contacted services for
the care and maintenance of our sports field turf. An analysis of neighboring
Durham municipalities trends towards services being provided internally.
Ajax
All sports field maintenance, including grass cutting on sports fields:
• 1 Sports Field Technician
• 4 Full Time staff
• 8 Seasonal staff
• 7 Summer Students
Oshawa
Only for turf maintenance (top dressing, fertilizing, overseeding, aerating),
does not include grass cutting or infield maintenance:
• 1 FTE – Sports Fields
• 2 Temporary Seasonal staff
Whitby
All maintenance, including grass cutting on sports fields:
• 1 Turf Technician
• 4 Full Time staff
• 3 Summer Students
The hybrid model combining internal and external methods, is a strategic way to
manage a variety of services. Contracted services offer flexibility and can be a
cost- effective solution, especially for specialized tasks or when the demand for
services fluctuates. However, this approach can introduce variables like
fluctuating costs and potential variability in service levels. On the other hand,
maintaining internal services can provide consistency and control over operations,
which is crucial for services that are critical to the municipality. Flexibility in timing
of services and a variety of plans and treatments is also enhanced and facilitated
when internal resources are available. As issues arise, they can be more
proactively addressed, with more specific, targeted and efficient treatment plans
utilized. As Clarington continues to grow, the balance between contracted
services and internal operations may need to be reassessed to ensure that the
service delivery model remains sustainable and efficient. Regu lar service delivery
reviews are essential to evaluate the effectiveness of the current model and to
make informed decisions about future service delivery strategies.
Appendix: Staffing Business Cases Sports Field Technician Municipality of Clarington
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Analysis of Alternative Approaches
An analysis of alternative approaches identified a single alternative, expansion of
contracted services. Although a good balanced approach, we are not recommending
a single form of delivery.
Continue with the current level of service and increase contracted services as new
sports fields are assumed or additional maintenance services are required. A greater
reliance on these services raises concerns relating to the reliability and quality , little
recourse to alter services not meeting the needs of the municipality, reduced
flexibility to address issues as they arise, service level disruptions and higher costs
at time of contract renewal.
Shifting our model to assuming internal responsibility for sport field management
will balance the delivery model, ensure continuity and quality of service as our park
infrastructure continues to grow, expand and change. Innovation in service delivery,
and communication and collaboration with user and community groups will be
enhanced and strengthened. The Sports Field Technician position will bring the
necessary skill and knowledge for sports field maintenance and will provide the staff
capacity needed to successfully bring this service in -house.
Cost and Benefit Analysis
A Sports Field Technician will be a newly created classification in the 2024 CUPE
Collective Agreement. The proposed classification, pending any Pay Equity is Code
5 ($63,190-$78,250).
A Sports Field Technician will bring the municipality a high level of skillsets to
develop an effective sports field strategy to ensure consistently and quality of our
facilities.
Improved Field Quality: A sports field technician can enhance the quality and
appearance of sports fields, resulting in better playing surfaces, reduced risk of
injuries, and increased satisfaction among users.
Extended Field Lifespan: Proper maintenance by a technician can prolong the
lifespan of sports fields, reducing the need for costly repairs or replacements
in the long run.
Enhanced Community Well-being: Access to high-quality sports fields
promotes physical activity, community engagement, and overall well-being
among residents, contributing to a healthier and happier community.
Environmental Sustainability: A technician can implement sustainable
maintenance practices that minimize environmental impact, such as water
conservation, reduced chemical usage, and habitat preservation.
Risk Mitigation: By addressing safety hazards and environmental risks, a
technician can reduce the municipality's liability exposure and potential costs
associated with injuries or damages resulting from poorly maintained sports
fields.
Appendix: Staffing Business Cases Sports Field Technician Municipality of Clarington
98
New Staffing Request Cost Analysis
Position Title Sports Field Technician
Budget Year 2025
Department Public Services
CUPE / Non-Affiliated / Fire CUPE- Outside
Status Full time
Grade/Code Code 5
Level/Step Level 3
Est. Annualized Salary $56,387
Est. Hourly Pay Rate $30.98
Appendix: Staffing Business Cases Clerk II Municipality of Clarington 99
Staffing Business Case: Clerk II
Department: Community Services
Division: Administrative and Building Services
Type of Change: New Position
Executive Summary
Community Services is proposing the conversion of 2 part-time Clerk II positions to a
full-time permanent position, to provide more stability for Customer Service Delivery
at the General Inquiries wicket at MAC.
The conversion, including consideration for benefits and pension, at the 24-month
full- time rate is $816 less than the 2 part-time positions annually.
The benefits of a full-time staff, compared to 2 part-time positions, include:
•Reduced time for recruitment and training of new staff given the precarious
nature of part-time positions. The current positions were filled in late
November 2023, and within the first 6 months (April 2024) there was a
vacancy.
•Reduced cost for training, onboarding training currently costs approximately
$1,900 and 47.5 hours of staff time per new hire.
•Increase consistent administrative support and front-line coverage with
existing Clerk II in Community Services.
Reason for Hiring
This approach, with 2 PT Clerk II’s has been in place since September 2023. With
Resourcing Gaps or Workload Changes
•
•
Appendix: Staffing Business Cases Clerk II Municipality of Clarington
100
• This position would support the implementation of the CRM (pending budget
approval) for the general enquiries portion of the system.
• When there is a vacancy in one of the 2 PT Positions, or during periods
where the part-time staff are off (i.e. sick, vacation), the existing full-time
Clerk provides desk coverage, or the PT staff is elevated to 35 hours per
week (which is currently happening).
• With the 2 (1 current and second converted) full-time positions in place, it
would be easy to achieve more consistent and seamless service delivery,
reduce the costs of onboarding and build a higher knowledge base with the
two staff.
Position Summary
The Clerk II position will report to the Administrative Assistant to the Director of
Community Services. This is consistent with the existing reporting structure of the
current full-time Clerk II at MAC. This will eliminate the need for the Supervisor,
Building Services to manage administrative staff and allow for focus in their areas of
responsibility.
Timeline Proposal
• With the resignation of the second part-time Clerk II position, there is a
natural opportunity to make the conversion to 1 FTE.
• This conversion provides the opportunity to align with the other Department’s
service delivery model with the realization of 1 FT Clerk II.
• Pending approval of this proposal, recruitment would begin immediately with
the intent of having a person hired and trained by early fall.
Key Duties and Responsibilities
• Providing reception as a primary point of contact for a high volume of
inquiries, including telephone, e-mail, and front desk support.
• Directing inquiries as necessary to the appropriate staff or agency and
following up with clients when required.
• Ensure customer service standard are being achieved when dealing with
inquiries.
• Providing general administrative support and clerical duties for the Division
as required.
• Maintaining Division files and records, both paper and electronic.
• Ensuring corporate and departmental policies, standard operating
procedures and health and safety initiatives are practiced and monitored.
• Assisting in the creation and maintenance of Departmental spreadsheets,
records, and files.
• Utilizing software (ActiveNet,CityWide, etc.) to support Divisional
operations.
• Responsible for support in cash handling procedures, including
reconciliation and preparation of daily deposits (cashless).
• Designated Fire Safety Warden for the Municipal Administrative Centre
when on- site.
• Supportive role in public communications, in emergency situations as
outlined in the Municipality of Clarington Emergency Operations Plan.
Appendix: Staffing Business Cases Clerk II Municipality of Clarington
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• Other duties as may be required from time to time, including those duties
specific to the Department.
Relationship to Council’s Strategic Priorities
Lead:
L.1: An employer of choice
L.1.1: Attract, retain and develop talented staff
• Providing additional full-time employment opportunities increases our
attractiveness and ability to retain talented staff.
• In the current economic times, part-time employment requires individuals to
have multiple jobs or positions to meet their financial needs. This leads staff
to actively seek full-time employment elsewhere.
L.2: Finances and operations are efficiently and responsibly managed
L.2.3: Design and implement a service delivery continuity plan
• Assigning full-time responsibilities to this area will result in the ability to
provide near zero interruption to our operations as another staff member will
easily and quickly be available to assume responsibility of the tasks during an
absence, including lunch periods.
Comparative Analysis
Except for Community Services, all departments staff their MAC wickets with a
team of full-time staff. This allows for fulsome desk coverage during times of
sickness, vacation, or lunch times, while also providing consistent administrative
support to their departments.
Analysis of Alternative Approaches
Alternative approaches were evaluated and ruled out. The current interim staffing
plan is not recommended to continue based on challenges identified in this
business case. See outline below the rationale for ruling out the initial part -time
customer service model.
Previously there was a full-time position that managed the General Enquiries
wicket. Through the ground floor customer centric project, it was identified that
general enquiries alone did not sustain a full-time position and general enquiries
would become the responsibility of all staff on the ground floor.
After implementation, it was identified that a general enquiries position was
required. This was staffed with 2 part-time staff to ensure adequate coverage for
the standard business hours. This model has provided challenges as outlined
below.
Appendix: Staffing Business Cases Clerk II Municipality of Clarington
102
Options Annual Salary Costs Pros Cons
Part-time Staff $67,784 Cost Effective;
Hourly wage
• Lack of knowledge retention and errors in work performance
• Inconsistent and difficult schedule
• Increase in onboarding due to turnover
Lack of permanency to perform high risk roles – P.I.C. for E.O.C. and designated Fire Safety Warden
for the MAC
Existing full-time
staff from other
divisions
N/A Utilize
existing
staff
• Challenges with meeting other Departmental administrative duties
• Lack of knowledge of other corporate functions, providing incorrect information
• Not available based on dealing with customers in area of expertise
• Potential changes to job descriptions required in other departments
Cost and Benefit Analysis
This position will be fully funded by reallocating existing budget dollars from
part-time wage accounts currently funding the existing model. Should the existing
part-time Clerk II not be successful in the full-time opportunity, the compensation
package required will be managed through the 2025 budget.
Name Status Salary Benefits Total Cost
PT Clerk II Part-time $35,018 $7,309 $42,327
PT Clerk II Part-time $35,018 $7,309 $42,327
Total $88,654
Clerk II FTE Full-time $61,201 $22,636 $88,653
Total $88,653
Appendix: Staffing Business Cases Temp Facility Operator II – Conversion to FT Municipality of Clarington 103
Staffing Business Case: Temp Facility
Operator II - Conversion to FT Department: Community Services
Division: Facility Services
Type of Change: Upgrade Position Executive Summary
Community Services is proposing the conversion of an 18-month rotating contract to
a full-time permanent Facility Operator. The position will be funding through the
operating budget with a next zero impact by capitalizing the current Maintenance
Technician position through capital budget.
The Facility Operator position is essential to the seven day a week recreation facility
operation and includes the following:
•Maintains a consistent standard for exceptional customer service engaged in
preventative maintenance tasks where familiarity with equipment and facility
operation is imperative.
•Guidance of part-time employees responsible for the safety of all building
occupants in the absence of a supervisor.
•Responsible for the day-to-day operational requirements of Recreation
Facilities including but not limited to facility set-ups, operational readings, ice
resurfacing/pool operations.
•Based on 2024 wages, the difference between the wage for a Maintenance
Technician and a Facility Operator II (based on the 2024 Outside Wage Grid)
is approximately $11,712.42, thereby providing additional wages to offset for
vacation coverage while remaining a net zero impact to budget. The
Community Services Division, Facility Services Unit has identified that the
conversion of this Temporary position to full time would reduce the need for
Overtime in the current workforce, increase employee retention, reduce
increased costs to retraining staff from the temporary role every 18 months.
•
Reason for Hiring
Resourcing Gaps or Workload Changes
•
•
•
Appendix: Staffing Business Cases Temp Facility Operator II – Conversion to FT Municipality of Clarington
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to the required 6.5 FTE. The realized offset will assist with the costs of
covering staff absences without increasing budgets.
• The success of the Maintenance Technician has demonstrated cost savings
in project delivery for capital projects, as a result the position is being
capitalized to demonstrate the true costs to deliver capital projects, as
become the standard within the Municipality.
• The Capitalization of the Maintenance Technician provides a vacant FTE in
the operational budget, which would be assigned to this proposed Operator II
position.
Position Summary
The Facility Operator position will report to the Supervisor of Arenas as is consistent
with the current model.
Timeline Proposal
• Pending budget approval, the recruitment for this Operator II position would
commence in January 2025.
Key Duties and Responsibilities
All aspects of the day-to-day operations/maintenance of recreation facilities,
including the following:
• Monitoring refrigeration equipment.
• Monitoring filtration equipment.
• Maintaining ice surfaces and other playing surfaces.
• Accurate recording and logging of all operational information.
• Painting, minor repairs.
• Snow removal, exterior grounds maintenance.
• Facility rental and program set-ups.
• Floor maintenance duties that include sweeping, mopping and waxing.
• Maintaining the cleanliness of the facility.
• Directing the work of part-time facilities staff.
• Preparing for and overseeing facility rentals and programs.
• Assuming responsibility for the security and safety of the facility and
customers.
• Upholding the Municipality’s commitment to customer service excellence.
Relationship to Council’s Strategic Priorities
Lead:
L.1: An employer of choice
L.1.1: Attract, retain and develop talented staff
• Providing full-time employment opportunities increases our attractiveness
and ability to retain talented staff.
• In the current economic times, taking the opportunity to explore creative use
of employee skill sets with appropriate compensationL.1.3: Empower staff to
identify opportunities to improve efficiency
and effectiveness
• Exploring how current employees can improve standard practices, suggest
innovative technology and improve service delivery.
Appendix: Staffing Business Cases Temp Facility Operator II – Conversion to FT Municipality of Clarington
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L.2: Finances and operations are efficiently and responsibly managed
L.2.5: Maintain, protect and invest in Municipal infrastructure and assets
• Internal expertise increases the capacity to provide a consistent approach to
preventative maintenance and asset management.
Comparative Analysis
Full-time Facility Operators are a proven asset to any organization with recreation
facilities. The standard of care and attention to details within the facilities, the high
level of safety and awareness of and communication of innovations and
improvements within their field of expertise is unmatched.
Staff have reviewed the continuation of Part time backfill of the scheduled hours in
the operational schedule. The risk to this is the turnover of part -time employees and
potential inability to fill shifts with qualified part -time staff. From 2022-2024 facilities
has turned over more than 50% of the part-time team requiring hiring and
onboarding of new employees a minimum of 4 times per year.
To fill in unstaffed shifts in scheduled operation hours would increase overtime for
full-time employees.
If shifts are not able to be filled, only alternative would be facility closures,
cancellations of permits and programs and associated revenue impacts which have
been detailed in cost/benefit analysis.
Analysis of Alternative Approaches
Alternative approaches were evaluated and ruled out. Full time Facility Operators
increases employee retention, create a safe environment, reduces operational risk
and ensures continuity and a superior standard of care.
Cost and Benefit Analysis
New temporary employees require approximately 88 hours of training, equaling an
approximate training cost of $3,200.00. This training is a combination of corporate
and position specific training.
Part-time Operators are a requirement to augment the full-time workforce to support
a 7-day per week operation. The challenge relying heavily on part -time staff to
provide planned coverage to scheduled operating hours, is the frequency of turnover
and investment in ongoing recruitment for part time staff.
If the decision is made to not approve the business case the following are potential
situations that could arise:
• An increase in overtime for current full time Operators of up to 40 hours per
week, based on the current operating schedule.
• In a scenario where no employees are available to cover an open shift, the
facility would be closed resulting in cancellation and refunding of permits and
programs. The financial impact would be a loss of revenue totaling
approximately $5,000 considering both ice and program/hall revenue. Please
see full employee cost as provided by Human Resources.
Name Status Salary (2024) Benefits Total Cost
Maintenance Tech,
Buildings & Properties Part-time $83,616 $29,312 $112,928
Facility Operator II Part-time $74,194 $27,021 $101,215
Appendix: Staffing Business Cases Business Process Analyst Municipality of Clarington 106
Staffing Business Case: Business Process Analyst
Executive Summary
This business case advocates for hiring a Business Process Analyst to support the
digitization initiative in alignment with our current strategic plan. This role is pivotal
in creating a service catalog and leading the process documentation effort across
the corporation. Additionally, the Business Process Analyst will be instrumental in
driving streamlined, efficient, and effective process transformations.
Reason for Hiring
Problem Statement
Currently, we don’t have a standardized approach for documenting business
processes. Historically, process guidelines have been documented in an ad hoc
manner, typically when the need arises. The absence of standardized process
documentation across the corporation can result in the following issues:
•It heightens business continuity risks during anticipated retirements,
potentially causing operational disruptions due to knowledge gaps.
Furthermore, any possible threat of a union strike can intensify this risk,
highlighting the critical need for comprehensive documentation to mitigate
impacts on business operations and continuity.
•It can obstruct the establishment of service level agreements (SLAs) for
critical customer services, fostering ambiguity and inconsistency in defining
workflows and responsibilities. This can result in delays in setting clear
•performance metrics, understanding service requirements, and ultimately,
meeting customer expectations effectively.
•
•
•
•
Department:
Division:
Type of Change:
Appendix: Staffing Business Cases Business Process Analyst Municipality of Clarington
107
derailing efforts to achieve desired outcomes and diminishing the
effectiveness of strategic initiatives. A critical strategic objective in our
current plan is to become the "Employer of Choice”. Inconsistencies in
documentation related to our “Hire to Retire” processes could impact our
ability to reach and sustain this milestone.
• Additionally, data-driven decision-making relies on accurate and consistent
process data. Inconsistent documentation compromises data quality,
impairing the ability to perform meaningful analytics that drive performance
improvements.
• New staff rely on documented processes for training and onboarding.
Inconsistent documentation leads to varied training experiences and
additional effort to train new staff, resulting in uneven skill levels and
performance, impacting the efficiency and effectiveness of municipal
services.
• Without standardized procedures, service quality can vary widely depending
on who handles the request, affecting resident experience and their
expectation of uniform service delivery.
Resourcing Gaps
Currently, we have not identified a resource to manage the action item "Develop a
digitization initiative, including a list of processes to digitize by the end of 2026 and
begin implementation," as outlined in our strategic plan. Without this resource, it is
challenging to assign responsibilities and accountabilities for the digitization
program, which is crucial for efficient service delivery. This resource would also
address the current skill gap in process documentation and standardization,
supporting the rollout of the Continuous Improvement (CI) Program and process
transformation/modernization projects. Additionally, this position would be
instrumental in establishing a baseline for the Performance Measurement program
to assess the effectiveness of various services. It is proposed that this resource be
hired under the Corporate Performance team in the Office of the CAO and work
collaboratively with the CIO’s office.
Risks to the Municipality and Other Departments
Impact on Digitization initiative: The digitization journey of critical processes may
be delayed or poorly executed without expert guidance.
Business Continuity risks: The lack of standardized process documentation poses
business continuity risks due to anticipated retirements, potentially causing
operational disruptions due to knowledge gaps. Additionally, any possible threat of
a union strike can intensify this risk.
Compliance Risks: Inconsistent processes may lead to non-compliance with
regulatory requirements, exposing the organization to legal and financial risks.
Sustainability of process changes: Without standardized process documentation,
the sustainability of process changes is at risk due to inconsistent practices and
knowledge loss. This can lead to inefficiencies and potential failures in
maintaining improvements over time.
Impact on ability to Scale: As the municipality grows, the absence of streamlined
processes can hinder scalability and the ability to manage increased workloads
effectively.
Benefits of Hiring a Business Process Analyst
Digitization Initiative: The proposed resource will play a crucial role in identifying
and leading the process documentation efforts for various process streams and
services. These processes will be prioritized for digitization implementation
starting at the end of 2026.
Efficient service reviews or audits: Hiring a Business Process Analyst can
significantly reduce the time required for audits and service reviews by ensuring
Appendix: Staffing Business Cases Business Process Analyst Municipality of Clarington
108
standardized, well-documented processes. This clarity and consistency streamline
the review process, enabling auditors to quickly understand and assess
procedures, thereby saving time and resources.
Fueling the CI program: The Business Process Analyst can increase the efficiency
of CI projects by streamlining process analysis and optimization. Their expertise
ensures consistent documentation, identifies inefficiencies, and applies best
practices, leading to more effective and timely project execution and sustainable
improvements across the organization.
Support IT transformation projects: The proposed resource will enhance the
efficiency of IT transformation projects by streamlining workflows, ensuring clear
process documentation, and optimizing resource allocation. Their expertise helps
reduce implementation time and mitigate risks, leading to smoother and more
efficient project execution.
Improved Compliance and Risk Management: Hiring a Business Process Analyst
can enhance compliance and risk management by streamlining documentation,
ensuring regulatory adherence, and identifying potential risks within processes. This
leads to improved accountability, reduced fines, and increased stakeholder
confidence through transparent reporting and standardized procedures.
Program Description
Timeline
This position is expected to start in Q1 2025.
Position Summary
This position is proposed to report to the Manager, Corporate Performance and
Innovation, and will collaborate closely with all departments.
Key Duties and Responsibilities
The Business Process Analyst is expected to perform the following duties:
• Lead efforts in process identification and documentation.
• Engage with stakeholders across departments to gather information about
current processes through workshops or one-on-one meetings as needed.
• Maintain repository of processes, including service catalogues, maps,
guidelines/Standard Operating Procedures (SOPs), and performance
metrics.
• Collaborate with IT and other stakeholders to identify and implement
digitization opportunities for efficient service delivery.
• Provide documentation and analysis support for CI and IT transformation
projects as needed.
• Train process owners and other stakeholders in using applicable process
management tools.
• Perform other process management duties as assigned by the office of the
CAO.
Appendix: Staffing Business Cases Business Process Analyst Municipality of Clarington
109
Relationship to Council’s Strategic Priorities
This position directly supports the action item “Develop a digitization initiative,
including a list of processes to digitize by the end of 2026 and begin
implementation,” aligning with the strategic priority of using technology and
process improvement to modernize and optimize services.
Climate Change Considerations
Not Applicable.
Comparative Analysis
Municipalities across Ontario are at various stages of digital maturity. It’s
important to understand that digital transformation involves more than just
adopting new technology; it requires re-evaluating and optimizing existing
problems and processes for better service delivery before implementing any tech
solutions. According to publicly available information, municipalities are taking
different approaches to digitization. More advanced municipalities in this space
such as Ottawa, Vaughan, and Markham have developed comprehensive digital
strategies to steer their efforts. On the other hand, smaller municipalities often
take a more ad-hoc approach, gradually introducing digital versions of their
services. Some municipalities are turning to consultants for guidance, while others
are building internal capacity for this transition. Below are a few examples:
Town of Whitby: Recently posted Senior Manager, Digital Transformation position to
manage the digital transformation support services team.
City of Kawartha Lakes: Leveraging a process management software to document
critical processes. Their strategic management office is coordinating the process
documentation efforts across the corporation.
Analysis of Alternative Approaches
Alternative approaches were evaluated and ruled out.
Options Annual Cost Pros Cons
Full-time
Hire
(Grade 6)
$136,820
(including
benefits)
• Long term focus
• Consistency and
stability
• Less flexibility for
resource
allocation
Contractor $113,568 to
$151,424 ($60 to
$80 per hour with
4% vacation pay)
• Flexibility to scale
• Quick deployment
• Short term focus
• Potential
integration
issues
Use existing
resources
NA • Better
understanding of
processes
• Time & resources
required to
upskill
• Impact on the
existing workplan
Cost and Benefit Analysis
The aim of this analysis is to outline the anticipated annual cost of hiring a
Business Process Analyst in the Office of the CAO, identify the funding sources for
this position, and highlight the annual Return on Investment (ROI) it is expected to
deliver.
Appendix: Staffing Business Cases Business Process Analyst Municipality of Clarington
110
Annual Cost Estimation: It is recommended to hire this position at Grade 6 of the
approved salary administration and compensation grid for non-affiliated staff. An
additional overhead factor of 35% should be factored in for benefits. Based on the
latest salary administration grid for 2024, the total annual cost, including benefits,
will range from $119,845 to $145,673, depending on the grade level at which the
candidate is hired. The costs for the process management tools needed for this
role have been addressed separately.
Financing Strategy: The plan is to repurpose the anticipated cellular equipment
lease revenue from the four towers, beginning in 2025, to fund this position. These
towers are expected to generate approximately up to $100,000 in annual lease
revenue. Additionally, this position is projected to deliver the following quantified
annual benefits, which should be considered when evaluating its ROI :
Process Efficiency Gains: The role will strengthen the CI program by aiding
significant process modernization and IT transformation projects. Through
identifying and resolving process inefficiencies, these efforts have the
potential to save between 5% and 10% of operational costs within a process
area annually. This equates to $25,000 to $50,000 in savings, representing a
5% to 10% reduction in the annual operational expenses of a single process
area valued at $500,000. Additional benefits can be achieved if the proposed
role has the capacity to work on multiple transformation projects throughout
the year.
Consulting Fee Cost Avoidance: This position will eliminate the need to hire
external consultants for process documentation, which is essential for starting
the digitization journey. External consultants typically cost between $100 and
$400+ per hour, depending on the firm. Assuming a minimum effort of 700
hours per year, the cost avoidance could range from $70,000 to $280,000
annually.
Enabling Faster Turnaround of Service Audits or Reviews: Well-documented
processes can reduce the lead time of a service audit by up to 20-30%. This
improvement allows for more service reviews to be conducted within a given
time frame. This efficiency improvement translates to a value of $20,000 to
$30,000 when factoring in the current service audit contract with the region.
New Staffing Request Cost Analysis
Position Title Business Process Analyst
Budget Year 2025
Department Office of the CAO
CUPE / Non-Affiliated / Fire Non-Affiliated
Status Full time
Grade/Code Grade 6
Level/Step Level 3
Annualized Salary $100,075
Hourly Pay Rate N/A
Appendix: Staffing Business Cases Grant and Project Coordinator Municipality of Clarington 111
Staffing Business Case: Grant and Project Coordinator
Department: Office of the CAO
Division: Strategic Initiatives
Type of Change: New Position
Executive Summary
This business case advocates hiring a dedicated resource to support grant writing
and project administration. The position will be responsible for identifying grant
opportunities, writing proposals, and managing the grant application process. This
role is crucial for ensuring that our organization can access additional funding
sources to support our strategic initiatives and projects and increase our likelihood
of success.
Reason for Hiring
Resourcing Gaps
–
Appendix: Staffing Business Cases Grant and Project Coordinator Municipality of Clarington
112
Risks to the Municipality and Other Departments
Missed Funding Opportunities: Given the number of grants available – both from
other levels of government and external groups, Clarington runs the risk of missing
out on identifying and applying for grant opportunities.
Inefficient Grant Management: The grant application process often requires
extensive cross-departmental coordination, detailed understanding of project
requirements, and adherence to strict deadlines. As the program continues to build-
out, it is becoming increasingly clear that a dedicated resource is required to support
the efficient and effective management of the program.
Overburdened Staff: Some of the responsibility of grant writing falls on the
respective department, which can lead to capacity constraints and strain on staff
time as they work to balance addressing grant opportunities, day-to-day
responsibilities and other corporate initiatives.
Reduced Success Rate: The success of grant applications often depends on the
quality and timeliness of submissions. Without a dedicated coordinator, we may
face a lower success rate in securing grants due to rushed, poorly prepared
applications and missed deadlines.
Impact on Other Projects: The Project Manager responsible for grant administration
also leads other significant projects. Without a dedicated grant coordinator, their
capacity to manage these projects effectively and/or the overall timelines for these
other projects may be compromised.
Benefits of Hiring a Grant and Project Coordinator
1. A dedicated coordinator will be responsible for identifying grant opportunities,
writing proposals, and managing the grant application process. This ensures
that the Municipality can access additional funding sources to support
strategic initiatives and projects.
2. With a dedicated resource, the quality and timeliness of grant applications will
improve, leading to a higher success rate in securing grants.
3. The coordinator will assist in alleviating the burden on other staff members
who currently manage grant writing alongside their primary responsibilities.
This will reduce the burden and allow staff to focus on their core duties.
4. The new position will also dedicate some capacity to supporting key local
partner organizations and community groups as they navigate the grant
process, from identification to submission.
5. The coordinator will ensure that all grant applications adhere to the
requirements and stipulations of the grant funders, reducing the risk of non -
compliance.
Program Description
Timeline
This position is expected to start in Q1 2025.
Position Summary
This position is proposed to report to the Project Manager – Strategic Initiatives in
the Office of the CAO and will collaborate closely with all departments.
Appendix: Staffing Business Cases Grant and Project Coordinator Municipality of Clarington
113
Key Duties and Responsibilities
The Grant and Project Coordinator is expected to perform the following duties:
Identifying Grant Opportunities: The coordinator will be responsible for
researching and identifying potential grant opportunities.
Writing Proposals: This role involves writing detailed and compelling grant
proposals to secure funding from various sources.
Coordinating the Grant Application Process: The coordinator will oversee the
entire grant application process, ensuring that all requirements and deadlines
are met.
Supporting Local Partner Organizations: The position will also dedicate some
capacity to assisting key local partner organizations and community groups as
they navigate the grant process, from identification to submission.
Ensuring Compliance: The coordinator will ensure that all grant applications
adhere to the requirements and stipulations of the grant funders, reducing the
risk of non-compliance.
Continuous Improvement: This role will support the Project Manager to identify
opportunities to improve the corporate grant administration program and
enhance departmental support and collaboration for grant opportunities.
Relationship to Council’s Strategic Priorities
This position directly supports the action item “Apply for grant funding
opportunities,” aligning with the strategic priority to advocate for funding from upper
levels of government and other partners.
Climate Change Considerations
Not Applicable.
Comparative Analysis
Municipalities across Ontario are at various stages of maturity in respect to their
approach to grant writing, with several noting capacity constraints. It is
understood that there are more opportunities that could be applied for, but
resources are limited to complete applications.
Town of Ajax: Two positions, focused on corporate and community grants
administration – inclusive of naming rights.
City of Oshawa: One position focused on finding grants and coordinating
applications.
Town of Cobourg: One position focused on grants and policy.
Northumberland County: One position focused on administration and drafting
of grant applications.
Appendix: Staffing Business Cases Grant and Project Coordinator Municipality of Clarington
114
Analysis of Alternative Approaches
Alternative approaches were evaluated and ruled out.
Options Annual Cost Pros Cons
Full-time Hire (Grade 6) $136,820 (including benefits) • Better understanding of strategic priorities and
inter-departmental collaboration opportunities
• Internal capacity building
• Financing risk if grants received dip
below salary requirement
External grant writer $200,000 (assumed 5% fee of total
approved funds – based on 2024
received)
• Pay only when successful • Integration challenges
• Administrative burden
Use existing resources N/A • Eliminates financing risk • Strained capacity could lead to missed
opportunities
• Limited capacity to support other
strategic initiatives
Cost and Benefit Analysis
Annual Cost Estimation: It is recommended to hire this position at Grade 6 of the
approved salary administration and compensation grid for non-affiliated staff. An
additional overhead factor of 35% should be factored in for benefits. Based on the
latest salary administration grid for 2024, the total annual cost, including benefits,
will range from $119,845 to $145,673 depending on the grade level at which the
candidate is hired.
Financing Strategy: The plan is to recover salary costs against grants where
possible. Should this not be an option, internal reassignment of funds will be taken
against any offset revenues, until the salary and associated costs are covered in
full – leading to no tax levy impact.
Reduced Administrative workload across departments: The proposed role will
reduce the administrative workload associated with grant proposals, which currently
requires approximately at a minimum several hours per proposal.
Appendix: Staffing Business Cases Grant and Project Coordinator Municipality of Clarington
115
New Staffing Request Cost Analysis
Position Title Grant and Project Coordinator
Budget Year 2025
Department Office of the CAO
CUPE / Non-Affiliated / Fire Non-Affiliated
Status Full time
Grade/Code NA Grade 6
Level/Step Level 3
Est. Annualized Salary $100,075
Est. Hourly Pay Rate N/A
Appendix: Staffing Business Cases Traffic Technician Municipality of Clarington 116
Staffing Business Case: Traffic Technician
Department: Public Services
Division: Public Works - Traffic
Type of Change: New Position
Executive Summary
The Municipality prioritizes customer service in all its operations. Through the lens
of Public Services, our ability to respond promptly and reasonably to community
needs is essential for a positive customer experience. Enhancing customer
satisfaction not only streamlines the administrative process related to complaints
but also improves the overall perception of the Municipality.
In recent years, our municipality has experienced demographic shifts, with multi-
generational homes and secondary units becoming more common, alongside the
rise of remote work. This has led to increased traffic flows and patterns on our
roadways, resulting in greater congestion. Drivers often deviate from the main roads
to avoid traffic control measures, further complicating local traffic. This situation is
exacerbated by a rise in single-vehicle trips per household and a surge in delivery
services. The International Traffic Engineers Council estimates each residential unit
contributes an average of 9.7 trips on local roadways daily.
One of the main challenges the municipality faces is addressing the increasing
traffic inquiries and complaints from residents, who report higher vehicle speeds
and unsafe behaviors on local roads. These complaints demand more staff
resources to investigate and address the issues through traffic studies and remedial
actions. Although we strive to address each matter in a timely fashion, it is
becoming increasingly difficult to identify and implement solutions with increasing
demands and competing priorities.
Recognizing the community’s increasing concerns about traffic management, Public
Works is developing a Traffic Calming policy to provide a consistent approach to
traffic management across the municipality. With the introduction of this policy, the
municipality will have a clear direction to address the rising community traffic
Reason for Hiring
Resourcing Gaps or Workload Changes
Supervisor. Jointly, these positions oversee the municipality’s network,
Appendix: Staffing Business Cases Traffic Technician Municipality of Clarington
117
address emerging issues and to strategically assess data to develop a long -term
traffic management plan for the municipality.
As traffic management becomes more of a focal point for Public Works, the need to
broaden our scope and capability to implement new measures such as GIS, traffic
simulations, and other statistical data to make informed decisions necessitates the
need for additional resources with the requisite knowledge and skills.
Traffic-related concerns are a high priority for Clarington residents. Ensuring a
balanced approach to addressing their concerns while enabling continuous traffic
flow is essential. Additionally, with the anticipated adoption of a municipal Traffic
Calming Policy, an additional traffic technician will support the following initiatives:
Collection of Traffic Data and Analysis
• Initiate field studies to determine local traffic flow, speeds, and analyze
information to determine acceptable remedies.
• Measure the effectiveness of remedies in identified areas to determine if the
desired effect is being achieved.
Strategic Support for Traffic Design
• Using supported analysis and data, assist in the design of new residential
areas to ensure effective traffic flow and speed control measures.
• Develop recommendations for existing areas to support retrofitted measures,
including road design.
• Continuously measure the effectiveness of existing traffic calming policies,
initiatives, and new technologies to support traffic management.
Research, Development, and Enhancements
• Initiate new technology to assess traffic management and evaluate and test
traffic management strategies (e.g., signage, lane markings).
• Assess and evaluate the impact of traffic management strategies on other
municipal activities such as winter control, bike lanes, and pedestrian
walkways.
• Research and assess measures to enhance pedestrian and cyclist safety to
support a walkable and mobile community.
The current model of delivering traffic management has transformed to a
reactionary approach. To approach traffic management though a proactive and
preventative lens, the process requires a direction to become more strategic and
collaborative.
Risks to the Municipality and Other Departments
Traffic management impacts the municipality in various ways, each of which has
associated risks to the corporation and the residents.
Increased Complaints
Lack of Traffic Studies: Without the ability to conduct comprehensive traffic
studies, the municipality cannot gather essential data on traffic patterns,
vehicle speeds, and accident hotspots. This data is crucial for making informed
decisions on traffic control measures and speed reduction strategies.
Data Analysis Deficiency: Inadequate analysis of traffic data prevents the
identification of broader traffic management initiatives. This includes the
placement of pedestrian crossings, installation of stop signs, and necessary
road alterations to enhance safety.
Increased Traffic Congestion
Absence of a Comprehensive Strategy: Without a fulsome traffic management
strategy, the roadway network will become increasingly congested. This
Appendix: Staffing Business Cases Traffic Technician Municipality of Clarington
118
congestion can cause traffic to be diverted from arterial roadways to
residential areas, exacerbating local traffic issues.
Extended Travel Times: Increased congestion leads to longer travel times for
residents, which can reduce overall productivity and quality of life.
Economic Impact: Traffic congestion negatively impacts the local economy by
causing delays that affect local businesses and reduce the efficiency of goods
and services transportation. This can lead to increased operational costs and
decreased customer satisfaction.
Reputational Harm to the Municipality
Delayed Response to Complaints: Inability to address residents’ traffic-related
complaints in a reasonable timeframe can lead to frustration and dissatisfaction
among the community.
Lack of Long-Term Strategy: The absence of a long-term traffic management
strategy can leave residents feeling that the municipality is not proactive or
responsive to their needs, further damaging public trust and satisfaction.
Environmental Impact
Increased Emissions: Higher traffic volumes and congestion lead to increased
greenhouse gas emissions and air pollution. This not only affects public health
but also contributes to climate change.
Noise Pollution: Increased traffic can result in higher levels of noise pollution,
which can negatively impact the well-being of residents.
Technical Measures and Solutions
Traffic Simulation and Modeling: Utilizing traffic management software in the
future to model traffic scenarios to predict the impact of different traffic
management strategies.
Data-Driven Decision Making: Collecting and analyzing traffic data using
statistical and machine learning techniques can help in identifying trends and
predicting future traffic conditions. This enables the development of proactive
traffic management plans.
Program Description
Timeline
Hiring will commence Q1 of 2026. The completion of the recruitment at the end of
Q1, followed by onboarding and role specific training.
Position Summary
Reporting to the Traffic Supervisor, a Traffic Technician will be responsible for
advancing the municipality’s traffic management initiatives. The position provides
technical knowledge of traffic management, analysis of data derived from traffic
studies and making informed decisions/recommendations for remedial measures.
The position will also support other roles in the traffic division which contribute to
overall roadway safety.
Appendix: Staffing Business Cases Traffic Technician Municipality of Clarington
119
Key Duties and Responsibilities
• Conduct traffic studies, analyze data to make informed decisions on
remedies.
• Design and develop initiatives to contribute to the overall traffic management
strategy.
• Identify and install traffic calming measures based on data from studies.
• Provide support and assistance with the growing inventory of electronic
traffic data equipment including Radar Message Boards, traffic cameras,
radar stealth counters, portable variable message boards.
• Work within the provisions of the Council approved Traffic Calming Policy
program, including review, coordination and installation, and maintenance of
traffic calming devices.
• Responsible for the traffic sign retro-reflectivity program, including assisting
with budgeting, inspections, data management, purchase and replacement of
signs.
• Assist with maintenance of the growing inventory of street and sports field
lights, including new and changing technologies, such as LED and solar.
Relationship to Council’s Strategic Priorities
The role of a Traffic Technician supports Council’s strategic priorities through:
Lead:
L.3.2 – Identify, establish, and report on service levels of interest to the community
• Traffic Technician will support reporting to the community and Council
initiatives to address road safety and traffic management strategies.
Connect:
C.2.3 – Develop a traffic calming plan to address neighbourhood speeding and
parking concerns:
• Develop and present to Council, a traffic calming policy
C2.3 Partner with local school boards to address traffic-related safety issues in
School Zones
• Implement a public Education Program
• Partner with schools boards and DRPS to advance the Municipality’s traffic
calming plan
C.2.5 – Support the proactive management of community safety and well-being:
• Collaborate with DRPS on Community Safety Advisory Committee
• Support the implementation of the Community Safety and Well -Being Plan
with developing road safety measures
• Data-driven decisions through comprehensive traffic studies
Grow:
G.4.2 – Be a leader in anticipating and addressing the impacts of climate change :
• Through traffic management, evaluate traffic flows and patterns to reduce
traffic congestion by reducing greenhouse gas emissions
• Implementing traffic calming measures to reduce the need for frequent
acceleration and braking
Appendix: Staffing Business Cases Traffic Technician Municipality of Clarington
120
Climate Change Considerations
This position will play a key role in broader traffic management strategies aimed at
improving traffic flow and reducing unnecessary idling and stop-and-go traffic.
Additionally, the traffic division can collaborate with Planning to provide insights into
alternative modes of transportation, such as cycling and walking .
Comparative Analysis
Analysis of Alternative Approaches
Many municipalities adopt a hybrid approach to public works services, combining
internal delivery with contracted services. However, when it comes to traffic
management and the overall approach to traffic within our municipality, it would be
advantageous to maintain this service internally. In addition, this position will also
assist in general traffic duties which include traffic sign maintenance, this will
reduce reliance on contracted work.
An alternative approach to meet additional needs would be to increase contracted
services for conducting traffic studies and addressing residents’ concerns. However,
this approach is not in the municipality’s best interest, as it would limit our ability to
manage traffic calming measures effectively and would increase administrative
costs.
Cost and Benefit Analysis
The compensation for a Traffic Technician (2022-2024 CUPE Collective Agreement -
Outside) is Classification Code 6 ($77,033)
Traffic-related concerns, shared directly with Public Works and through local
councillors, are key focal points in our municipality. The unique geography of our
area, which includes a vast network of rural roadways combined with the density
and traffic volumes of an urban environment, adds complexity to creating a
balanced traffic management plan. This position requires the skillset to develop
strategic approaches and the ability to implement effective traffic management
measures.
This role is not only intended to address current needs but also to proactively
prepare for projected growth. It will enhance the capacity of the traffic division to
collaborate with other municipal departments, focusing on integrating traffic
calming measures into the design and construction phases of new communities.
The ability to enhance and retain these functions internally versus expanding our
contracting portfolio improves the internal controls to direct staff in directions that
best serve the municipality.
New Staffing Request Cost Analysis
Position Title Traffic Technician
Budget Year 2026
Department Public Services
CUPE / Non-Affiliated / Fire CUPE - Outside
Status Full time
Grade/Code Grade 6
Level/Step Level 3
Est. Annualized Salary $77,033
Est. Hourly Pay Rate $39.10
Appendix: Staffing Business Cases Heavy Equipment Operator Municipality of Clarington 121
Staffing Business Case: Heavy Equipment Operator
Department: Public Services
Division: Public Works - Roads
Type of Change: New Position
Executive Summary
Services provided by the Municipality are customer service centric, our delivery can
be divided into reactionary and preventative. Reactionary services are driven by
resident enquiries and requests, the consistency of their delivery and outcomes are
the basis of customer satisfaction. Preventive measures are often performed in the
background, however in their absence or reduction the effects on the residents can
be profound, leading to customer dissatisfaction. Year over year, the municipal
inventory of roads, parks and other municipal infrastructure continues to increase.
Alone, the annual average of roadways increases by 98 kms and requests for
services have increased by 42% since 2021 which has steadily pushed our delivery
towards a reactionary model.
Our community focus has evolved to include more livable and recreational spaces,
all supported by a sustainable network of roadways, trails, and parks. The
Municipality, blessed with prime waterfront property, attracts both residents and
visitors. These outdoor spaces are not only a magnet for new residents and visitors,
stimulating economic growth, but also serve as a platform for community bonding
and promoting a healthy lifestyle for all ages.
As the Municipality continues to draw young families, the demand for these
resources grows, and consequently, so does the need for services to maintain them.
Recognizing this, in 2025, Public Works will commence the development of
approved public service standards. These standards will serve as a blueprint for
delivering a uniform level of service across the Municipality, ensuring that all
residents, regardless of their location, receive the same high-quality services. This
initiative underscores our commitment to equity, consistency, and excellence in
service delivery.
Reason for Hiring
Resourcing Gaps or Workload Changes
Appendix: Staffing Business Cases Heavy Equipment Operator Municipality of Clarington
122
Heavy Equipment Operators are skilled professionals capable of managing the
municipality's most advanced machinery, such as loaders, graders, and articulation
devices. These machines play a crucial role in maintaining and repairing our
infrastructure. Acquiring these specialized skills typically involves a significant
amount of training, hands-on experience with the equipment, and the chance to
perform tasks in real-world settings under the guidance of an experienced operator.
This period usually spans between 6 to 12 months. Considering the time it takes for
an Operator to become fully proficient, hiring a new operator now is a proactive step
to ensure the seamless continuation of operations in the future, particularly as
experienced operators approach retirement.
This multifaceted position not only requires the expertise to operate larger
machinery but also encompasses the responsibilities of a Light Equipment Operator.
This includes tasks related to winter operations, thereby increasing our overall ability
to provide services efficiently.
Development – Growth
The development trajectory in the Courtice area is a prime example of this trend,
with plans to construct approximately 8,900 residential units. This expansion,
coupled with the increasing prevalence of multi -generational households, will
inevitably lead to heightened demand for the use and maintenance of local
infrastructure. As these developments continue, the current capacity for
infrastructure maintenance and inspection will need to be significantly enhanced to
meet the evolving needs of the community .
Secondary Plan
/ MTSA
Estimated
Units
Estimated
Population
Southeast Courtice 5,000 12,000
Southwest Courtice 2,900 7,700
Courtice MTS 13,100 19,365
Courtice Waterfront and Energy Park 1,000 2,400
Farewell Heights 866 2,596
Bowmanville West Urban Centre and
Major Transit Station Area
8,000 12,135
Brookhill Neighbourhood 2,700 7,400
Bowmanville East Urban Centre 2,400 4,286
Soper Hills 3,500 8,800
Soper Springs 740 2,100
Wilmot Creek Neighbourhood 800 1,600
North Village 1,100 2,600
The International Traffic Engineers Council estimates that each residential unit
contributes to an average of 9.7 trips on local roadways daily. This statistic
underscores the growing necessity for efficient winter service operations to ensure
seamless travel for individuals, public transit, and school bus routes. In this context,
snow removal services are critical, as they reflect the municipality’s commitment to
service provision and play a pivotal role in customer satisfaction during the winter
Appendix: Staffing Business Cases Heavy Equipment Operator Municipality of Clarington
123
months. Prompt and effective snow clearing is essential for maintaining access to
essential services such as work, public transportation, school buses, and e-
commerce.
The unique geographical layout of our region adds another layer of complexity,
particularly for our operators who face increased travel pressures. This is especially
true for the southern Courtice growth area, which is situated the farthest from our
supply depots. The additional time required for operators to travel for refueling and
salt resupply extends their travel duration and consequently reduces their
operational window for plowing and salting. To address these challenges, we
anticipate the need to extend snow removal and de-icing services in the
southwestern areas, ensuring that our response to winter conditions remains robust
and reliable. This proactive approach will not only improve service delivery but also
enhance the overall quality of life for our residents.
Risks to the Municipality and Other Departments
The municipality is required by Statue to adhere to Ontario Regulation 239/02 -
Minimum Maintenance Requirements. To be deemed in compliance, roadways must
be cleared and ice prevention measures deployed within a prescribed timeline.
Secondly, the Municipality must also comply with the Hours of Operations
prescribed by the Highway Traffic Act: 13 hours per day to a maximum of 70 hours
per work week.
Distance from Depot locations, requirement refuel and resupply salt coupled with the
additional road surfaces in areas further from depots. Increased roadways,
particularly in the extended reaches our municipality reduces available workable
time.
Additionally, Aging infrastructure also creates a risk to the municipality, failures in
roadway network, greenspaces, underground services all create a risk to the
disruption services. Repairing failure of this degree and often magnitude requires
use of specialized heavy equipment to excavate, grade sub surfaces and load
materials.
Reputational Harm
Residents rely on safe access to our road network for essential activities like work,
school, and other critical functions. They also expect to enjoy our parks and green
spaces for recreation and family time. The capability to swiftly repair and restore
infrastructure to service is crucial, requiring specialized equipment and resources.
Any delay in these repairs can hinder community access and, if not addressed
promptly, could potentially damage the municipality's reputation.
Program Description
Timeline
Hiring will commence Q1 of 2025. The completion of the recruitment at the end of
Q1, followed by onboarding and role specific training. The new staff member will be
available for deployment for summer operations in June.
Position Summary
Reporting to the Public Works Supervisors, Heavy Equipment Operators are
responsible for the operation and general maintenance of heavy equipment, snow
plough and salting operators.
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Key Duties and Responsibilities
• Operating all heavy equipment in the Department in accordance with
approved levels of service. (Graders, Articulating loaders, Excavators,
Backhoes, Side Boom Mowers)
• Performing routine maintenance on roads, parks, cemeteries and
construction equipment.
• Using heavy equipment, repair roadways, greenspaces, trails, embankments
• Operating snowplow and sand equipment; responding to a high level of after
hour call-ins for these activities.
• Recommending appropriate equipment utilization and setting up equipment
and work sites in accordance with construction safety standards and
Municipal Policy.
• Providing direction and guidance to staff on work sites.
• Adhering to prescribed safety practices while operating equipment to ensure
the safety of the traveling public and co-workers.
• Performing duties in accordance with the Occupational Health and Safety Act,
Highway Traffic Act, Minimum Maintenance Standards, Municipal policies,
and procedures.
Relationship to Council’s Strategic Priorities
The role of a Heavy Equipment Operator supports Council’s strategic priorities
through:
Lead:
L.2.5 – Maintain, protect, and invest in Municipal Infrastructure and assets:
• Heavy equipment operators play a crucial role in maintaining and
safeguarding Clarington’s infrastructure, including roads, bridges, and other
municipal assets.
• Their work ensures safe and efficient transportation for residents and visitors .
• Investment decisions related to infrastructure are informed by their expertise.
L.3.2 – Identify, establish, and report on service levels of interest to the community :
• Operators optimize snow clearing routes, ensuring timely and effective snow
removal during winter.
• Public tracking of snow clearing progress enhances transparency and
community engagement.
• By reporting service levels, operators contribute to accountability and
continuous improvement.
Connect:
C.2.5 – Support the proactive management of community safety and well-being:
• Heavy equipment operators indirectly contribute to community safety by
maintaining roadways, signage, and other infrastructure.
• Well-maintained infrastructure reduces accidents and enhances overall well-
being.
• Their work supports emergency response and public safety.
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Grow:
G.2.3 – Develop and begin implementation of the Parks, Recreation, and Culture
Master Plan:
• Operators are involved in maintaining parks, recreational areas, and cultural
spaces.
• Their work directly impacts residents’ quality of life by ensuring well -
maintained public spaces.
• Implementing the master plan enhances community well-being and
connectivity.
G.3.3 – Enhance Clarington’s Waterfront:
• Operators are responsible for maintaining waterfront areas, ensuring they
remain attractive and accessible
• A vibrant waterfront contributes to community pride, tourism, and recreational
opportunities.
Climate Change Considerations
Recent weather events have become unpredictable and accompanied with greater
intensity. The municipality has experienced significant flooding events and the
adverse impacts of sudden summer and winter storms. The unpredictability requires
a greater coordinated effort to improve their effects. Continuous maintenance to our
roadways, ditches and storm management ponds allows for effective disbursement
of water minimizing the risk of flooding and erosion to municipal infrastructure.
Comparative Analysis
Many municipalities utilize a two-tiered approach of internal service delivery and
contracted services. While the use of contractors is a sound operational and
economic approach, there are limitations; many tasks associated with heavy
equipment operations are construction-based, which brings a level of uncertainty
when acquiring services in emergent circumstances.
The two-model approach to municipal service delivery, combining internal and
external methods, is a strategic way to manage a variety of services such as
landscaping, forestry, and general infrastructure maintenance. However, this
approach can introduce variables like fluctuating costs and the availability of
contractors. On the other hand, maintaining internal services can provide
consistency and control over critical operations. As the municipality grows, the
balance between contracted services and internal operations may need to be
reassessed to ensure that the service delivery model remains sustainable and
efficient.
Retaining this service internally will ensure a continued, consistent, and economical
approach to our service delivery model.
Analysis of Alternative Approaches
Alternative approaches to service delivery can be examined from different
perspectives: maintaining our current service level, adopting a reactive strategy for
recruiting and training staff for this specialized role, or increasing our reliance on
contracted services.
The current service level is becoming more reactive, transitioning from regular
maintenance to more frequent repairs. A strong maintenance program is
preventative, aiming to reduce the need for extensive repairs.
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Furthermore, the skill set required for an equipment operator involves a period of
training and job-specific experience to achieve proficiency. Proactive recruitment
enables the necessary mentoring and training by an experienced operator, ensuring
service continuity in this field.
Increasing dependence on contracted services raises concerns about the reliability
and quality of services. Many tasks performed by heavy equipment operators are
construction-based and necessitate careful planning. In emergency situations where
services are required immediately, relying on contracted services poses challenges
related to the contractor's experience and quality, as well as costs and timelines to
restore services to their pre-failure condition.
The municipality's current and future needs are best met by maintaining the services
of municipal heavy equipment operators. This ensures the continued provision of
essential services as the municipality grows.
Cost and Benefit Analysis
The compensation for a Heavy Equipment Operator (2022-2024 CUPE Collective
Agreement - Outdoor) is Classification Code 5 ($72,077)
The annual increase in work orders is a clear indicator of the growing demand for
our services. This surge not only underscores the importance of our role but also
puts significant pressure on our ability to deliver these services efficiently and
effectively.
Our service requests are diverse, spanning a wide range of needs. This diversity
necessitates a careful evaluation of whether services should be delivered internally
or outsourced. Internal delivery often proves to be the most cost -effective solution. It
eliminates the need for time-consuming administrative tasks such as developing
tenders, negotiating service agreements, and managing vendors. Thus, it allows us
to focus our resources on the core service delivery.
At the heart of our operations is the commitment to enhance the customer service
experience. The role of a Heavy Equipment Operator is pivotal in this regard. This
position is versatile and adaptable, capable of performing a multitude of functions
across Public Works.
Moreover, the position offers flexibility. The position can complete all roles and
functions of a Light Equipment Operator.
New Staffing Request Cost Analysis
Position Title Heavy Equipment Operator
Budget Year 2027
Department Public Services
CUPE / Non-Affiliated / Fire CUPE- Outside
Status Full time
Grade/Code Grade 5
Level/Step Level 3
Est. Annualized Salary $72,077
Est. Hourly Pay Rate $34.65
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Mover:
Seconder:
_____________________________________________
Budget: ☒Operating ☐Capital
Budget Year: ☒2025 ☐2026 ☐2027
Department:
Division:
_____________________________________________
Proposed Amendment Resolution:
That the Municipality of Clarington, elevate the Anti-Black Racism Task Force from a working group of the Diversity Advisory Committee to a separate Advisory Committee of
Council, to be called the Anti-Black Racism Advisory Committee;
That all current members of the Anti -Black Racism Task Force be appointed to the Anti-Black Racism Advisory Committee and have their term extended to the end of this
Council term;
That staff review and update the Terms of Reference for both the Diversity Advisory Committee and newly formed Anti -Black Racism Advisory Committee and bring back to
Council for approval;
That the Terms of Reference for the Anti-Black Racism Advisory Committee include a Councillor liaison;
That the Terms of Reference for both committees include a staff liaison;
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That the 2025 budget be amended to include an additional staff resource for the IDEA portfolio (Grade 6 – non-affiliated); and
That all interested parties be notified of Council’s decision.
Reason/Benefits for Proposed Amendment:
Clarington is committed to cultivating a strong, thriving and connected community where everyone is welcome. We are taking st eps to eliminate racism and discrimination by
working collaboratively with the community. The Black community in Clarington has fac ed unique and systemic barriers towards achieving equality. Having the opportunity to
make recommendations directly to Council provides a greater profile to this issue. The Diversity Advisory Committee supports the creation of a separate Committee of Council
for Anti-Black Racism.
Given the increasing workload of the Inclusion, Diversity, Equity and Anti -Racism portfolio with the Indigenous portfolio, intimate partner violence and departmental support, it is
not feasible to meet all obligations. An additional staff person will provi de a resource to act as a liaison to this Committee as well as support the Indigenous portfolio and other
workload pressures.
Consultation:
☐Consulted with Deputy CAO(s) of applicable Department(s) impacted by the proposed change; and
☐Consulted with the Deputy CAO/Treasurer.
_____________________________________________
Tax Levy or Other Financial Impacts:
The proposed amendment requires an additional $100,800 to the salary budget of the Inclusion Diversity Equity and Anti-racism budget.
Appendix: Staffing Business Cases Heavy Equipment Operator Municipality of Clarington 129
The Municipality of Clarington
40 Temperance Street
Bowmanville, ON L1C 3A6
T:905-623-3379
www.clarington.net