HomeMy WebLinkAbout2024-2027 Budget
A Plan
for Growth
Clarington’s
2024-2027 Budget
Land Ackn owledgement
Statement
The Municipality of Clarington is situated within the traditional and treaty
territory of the Mississaugas and Chippewas of the Anishinabeg, known
today as the Williams Treaties First Nations. Our work on these lands
acknowledges their resilience and their longstanding contributions to the
area now known as the Municipality of Clarington.
About the
Budget Book
Clarington’s 2024-2027 Budget aims to provide the financial, staff and
infrastructure resources required to implement the 2024-27 Strategic
Plan. Inside, you’ll find an overview of our operations, our current
financial position, and the operating budgets for this timeframe—along
with the annual capital budget for 2024.
For the first time, Clarington has developed a multi -year operating
budget, with Clarington Council reviewing and adopting it for the next
four years. Each year, the Municipality is required to review and update
its multi-year budget. Changes for 2025 of the current four-year budget
are brought forward to provide flexibility to address changes in
circumstances or special events that require funding or resource
adjustments. Each budget amendment is classified into one of three
categories:
• New or changed regulation
• New Council direction
• Cost/Revenue Driver
The four-year operating budget will be updated and adopted by
Council annually and includes that year’s capital budget. You can
explore the updates for each year below once adopted:
2025
2026
2027
Table of
Contents
A Plan for Growth: Clarington’s
Proposed 2024-27 Budget
CHAPTER ONE
Introduction
Message from the Mayor 2
Message from the CAO and Treasurer 4
About Clarington 5
2023 Highlights 6
Capitalizing on Grant Funding 7
Alignment with 2024-27 Strategic Plan 8
Municipal Levy and How Your Taxes Are Spent 9
What is a Multi-Year Budget? 11
Budget Process 12
Departmental Highlights 13
Changes to Staffing Requests from
2023 Budget 18
Commitment to Continuous Improvement 26
CHAPTER TWO
Operating Budget
Highlights of A Plan for Growth 34
2024 Operating Budget Summary 35
Mayor and Council 36
Office of the CAO 40
Legislative Services 47
Financial and Technology 57
Emergency and Fire Services 65
Public Works 74
Community Services 86
Planning and Infrastructure Services 98
Clarington Public Library,
Museums and Archives 111
External Agencies including VAC 121
Long-term Debt 124
CHAPTER THREE
Capital Budget
Capital Investments 132
Summary of 2024 Capital Budget 133
Capital Projects for 2024 136
Highlights of 2024 Capital Investment 141
Asset Management Planning 144
CHAPTER FOUR
Reserves and
Reserve Funds
Reserves 147
Reserve Funds 147
Reserve Summary 148
Reserve Definitions 150
Reserve Fund Summary 152
Reserve Fund Definitions 158
Reserve Fund Consolidation 164
Reserve Fund Contributions and Transfers 165
Historical Reserve Fund Contributions
and Transfers 170
Future Reserve and Reserve Fund Policy 174
CHAPTER FIVE
Supplemental Information
What is Fund Accounting? 176
Revenue and Expense Categories 178
Financial Policies 180
Appendices 181
Staffing Requests 200
Glossary of Terms 345
Acronyms 351
Introduction Message from the Mayor A Plan for Growth: Clarington’s Proposed 2024-27 Budget
1
01 Introduction
Message from the Mayor
Message from the CAO and Treasurer
About Clarington
2023 Highlights
Capitalizing on Grant Funding
Alignment with 2024-27 Strategic Plan
Municipal Levy and How Your Taxes Are Spent
Net Levy Required
What is a Multi-Year Budget?
Budget Process
Departmental Highlights
Mayor and Council
Office of the Chief Administrative Officer
Legislative Services
Financial Services
Emergency and Fire Services
Public Works
Community Services
Planning and Infrastructure Services
Clarington Public Library, Museums and Archives
External Agencies including VAC
Changes to Staffing Requests from 2023 Budget
Commitment to Continuous Improvement
Introduction Message from the Mayor A Plan for Growth: Clarington’s Proposed 2024-27 Budget
2
01 Introduction
Message from the Mayor
I am proud to present A Plan for
Growth: Clarington's 2024-27 Budget.
Clarington has taken a huge step forward as a leader in the Greater Toronto and
Hamilton Area (GTHA)—and beyond. This year, Clarington was named the fourth
happiest place in all of Canada—and we’re aiming to become number one. Our
municipality is an ideal place to raise a family, start and grow a business and enjoy
an exceptional quality of life. We’re growing, and we’re modernizing.
As one of the newest members of Ontario Big City Mayors, Clarington has an
influential voice in advocating for strong and effective municipalities with our
federal, provincial and municipal partners. Our municipality is teaming up with 28
other cities in Ontario, representing nearly 70 per cent of our province’s population,
to champion policies at all levels of government that will enable us to unleash our
economic and cultural potential.
Clarington is also a leader in our country’s nuclear energy sector—an industry that
generates over $6 billion a year nationally and is becoming increasingly important in
the emerging global green economy. As a founding member and chair of the
Canadian Association of Nuclear Host Municipalities, Clarington is working with
global partners at the International Atomic Energy Agency to help shape a clean,
efficient, safe, and prosperous future for residents and businesses in our
neighbourhoods, across Canada, and around the world.
Transformative projects such as the construction of four small modular reactors
(SMRs) at the Darlington nuclear site, the redevelopment of the Bowmanville
Hospital and the extension of the GO Train to two new stations in Clarington will
result in thriving neighbourhoods, jobs and growth. Our municipality isn’t just
unlocking our economic potential. We’re also creating a community where people
can raise a family, connect with their neighbours, help shape their community and
pursue their professional and educational dreams.
That’s why Clarington is embarking on its first multi -year budget for 2024 to 2027, to
help chart our course through that transformation. We are one of the first
municipalities in Ontario to do so.
This four-year plan provides stability and predictability for the families and
businesses who do so much to help our community thrive—so that they can plan for
the future with confidence.
The budget will also take significant steps to implement Clarington’s 2024 -27
Strategic Plan.
It lays out a plan to support responsible, diverse and environmentally sustainable
growth, including streamlining the housing development approvals process to
Introduction Message from the Mayor A Plan for Growth: Clarington’s Proposed 2024-27 Budget
3
support Clarington’s pledge to build 13,000 new housing units and increasing our
public works fleet, with a priority on green electric vehicles, to meet higher service
demands.
This budget also builds on Clarington’s ongoing efforts to be a leader in the delivery
of efficient, responsive, meaningful and modern programs and services. We are
exploring a centralized fire services headquarters in North
Bowmanville to bring improved service to northern rural communities, implementing
a robust cybersecurity capability and conducting a thorough review of our zoning by -
laws.
In addition, the budget takes action to build strong, thriving, and safe communities
across the municipality. We are upgrading parks and playgrounds, providing
additional support to Marigold Hospice Care and launching a business incubator
that brings together talent, innovation and creativity to help unleash the potential of
Clarington’s businesses.
This is an exciting time in Clarington as we continue to be one of the fastest -
growing communities in Ontario. On behalf of Council, I encourage residents and
business owners to take a look at Clarington’s plan to provide them with the
opportunities, services and supports they need to make the most of our
municipality’s bright future.
Sincerely,
Adrian Foster
Mayor
Introduction Message from the CAO and Treasurer A Plan for Growth: Clarington’s Proposed 2024-27 Budget
4
Message from the CAO and Treasurer
The 2024-27 Budget is the Municipality of Clarington’s plan for the significant
growth we are anticipating over the coming years. Prudent financial planning, data -
driven decision-making and a long-term vision are essential to support Clarington’s
residents and businesses as we take on the challenges and opportunities that lie
ahead. That is why Clarington is preparing a multi -year budget. This new approach
will allow us to focus on our long-term goals and vision—and further align resources.
It also makes it easier for residents and businesses to understand our long-term
plans, while giving them certainty about tax rates for the next four years. It’s a new
way of doing business—one that is integrated, coordinated, aligned and effective.
This budget will support how we will implement key action items identified in the
2024-27 Strategic Plan—a future-ready and forward-thinking plan of action that has
been shaped with the help of Clarington residents and businesses. The Strategic
Plan is the destination, and the multi-year budget is the app we’re using to plan how
we get there.
Clarington continues to be in a strong financial position, with more financial assets
than liabilities; however, as we continue to grow our reserves will be used to respond
to the needs of the community and stabilize the tax levy. And while Clarington has
relatively low debt servicing costs, we will need to take on additional debt to
facilitate the critical infrastructure that we need to sustain development. Clarington
continues to modernize and innovate to meet the needs of a dynamic and growing
community by investing in technology that will enable the public to access municipal
services more easily when they need them, in addition to providing more efficient
delivery of those services.
By coordinating the Strategic Plan and multi-year budget, the Municipality of
Clarington is creating an agile, effective and efficient performance framework that is
focused on delivering exceptional services to everyone who lives, works, invests in
and visits our dynamic community.
Sincerely,
Mary-Anne Dempster, MBA, CPA, CGA
Chief Administrative Officer
Trevor Pinn, CPA, CA
Deputy CAO / Treasurer
Introduction About Clarington A Plan for Growth: Clarington’s Proposed 2024-27 Budget
5
About Clarington
Clarington, the eastern gateway to the Greater Toronto and Hamilton Area, is a
beautiful community that blends dynamic urban amenities with tranquil rural charm.
The municipality covers an area of approximately 611 square kilometres and
features four historic downtowns and urban centres and over 14 hamlets. Residents
and visitors enjoy waterfront trails alongside Lake Ontario, Greenbelt-protected
farmlands and the natural beauty of the Oak Ridges Moraine.
Clarington’s population is approximately 109,400. We are projected to add 221,000
new people and 40,400 new jobs in the next 30 years. This level of growth will
require a long-term plan that includes investment in our infrastructure and services
to meet the needs of a growing community.
The Municipality delivers a wide range of services, including local roads, recreation
facilities and programming, parks and fields, development and maintenance
municipal law enforcement, fire and emergency services, building inspection and
local planning.
Clarington is one of eight lower-tier municipalities in the Region of Durham. The
Region provides services such as water and wastewater, social housing and social
services, regional roads, Provincial Offences Act court services, police and
ambulance services.
Introduction 2023 Highlights A Plan for Growth: Clarington’s Proposed 2024-27 Budget
6
2023 Highlights
In 2023 the Municipality of Clarington took significant steps forward and achieved
notable accomplishments to help provide an environment in which Clarington
residents and businesses could succeed.
These accomplishments include:
Worked closely with Durham Region and the Province to make
significant progress in bringing the GO train to Clarington and further
connecting our community to the rest of the GTHA.
Finding efficiencies to reduce the municipality’s overall utilities
budget by $86,200.
Providing final approval for 1,580 new residential units.
Implementing a GPS system to improve winter snow-clearing
operations.
Providing $1.25 million in grant funding to get shovels in the ground to
build Marigold Hospice Care in Newcastle.
Providing $45,000 in support to over 15 community organizations and
groups through the Community Funding Program.
Launching the Service Clarington Citizen Portal to make it easier for
residents and businesses to access programs and services.
Enabling residents and businesses to receive their tax bills
electronically, reducing postage and paper use.
Placing an additional full-time emergency response truck and crew
at the renovated Fire Station 1.
Responding to over 3,100 planning and infrastructure inquiries with an
average response time of less than five days.
Resurfacing 22 kilometres of rural roads.
Achieved productivity and cash savings combined of approximately
$100,000 through cashless initiative at Town Hall.
Renovating the Newcastle Arena, upgrading Stuart Park, and opening
the first municipal cricket pitch at Courtice Memorial Park.
Introduction Capitalizing on Grant Funding A Plan for Growth: Clarington’s Proposed 2024-27 Budget
7
Capitalizing on Grant Funding
The Municipality is strengthening its capability to capitalize on grant funding
opportunities that can help fund priority initiatives in Clarington. The CAO’s Office
has developed a centralized Grant Administration Program to support staff in
identifying, reviewing, and pursuing funding opportunities to secure non-taxation
revenue to deliver projects, programs and services. This program will also help
identify best practices, clarify roles and responsibilities, foster increased
interdepartmental collaboration across the Corporation, and reduce duplication of
efforts. The benefits of this program were identified through a Continuous
Improvement project.
Some examples of grant funding-supported projects in 2023 include:
Streamline Development Approval Initiatives.
$1 million from the Ministry of Municipal Affairs and Housing for various projects to
modernize, streamline and accelerate residential development approvals.
Eiram Stormwater Management Pond Retrofit and Rehabilitation.
$175,706 from the Investing in Canada Infrastructure Program–Green Infrastructure
Stream administered by Infrastructure Canada for pond upgrades to restore
functionality and improve stormwater management and treatment.
Clarington Kickstart for Fitness and Active Living Program.
$35,000 from the Canada Parks and Recreation Association for fitness programs for
newcomers to Canada.
Lifeguarding at Any Age Program.
$17,830 from the Ontario Ministry for Seniors and Accessibility to support lifeguard
recruitment and certifying adults and seniors in aquatic leadership.
Grade Level Rail Crossing Safety Upgrades at Cobbledick Road.
$697,255 from Transport Canada’s Rail Safety Improvement Program to construct
an enhanced warning signal system, gate crossing improvement works, sightline
visibility and signage improvements.
Renovation of Shaw House.
$300,000 from Infrastructure Canada for repairs and renovations, including
accessibility measures, to create a space for municipal and community purposes.
The building will be the home of Invest Clarington’s Business Resource and
Innovation Centre (BRIC), a small business incubator that will support local
businesses to create jobs and boost economic growth.
Introduction Alignment with 2024-27 Strategic Plan A Plan for Growth: Clarington’s Proposed 2024-27 Budget
8
Alignment with 2024-27 Strategic Plan
A Plan for Growth will work in concert with Clarington’s 2024-27 Strategic Plan, which
sets the course for the Municipality to navigate change and take advantage of the
opportunities in its future. Together, these two documents will help guide Clarington
forward.
The Strategic Plan consists of the following themes, which were
informed by input from Council and the community:
Introduction Municipal Levy and How Your Taxes Are Spent A Plan for Growth: Clarington’s Proposed 2024-27 Budget
9
Municipal Levy and How Your Taxes Are Spent
Net Levy Required
The Municipality needs to invest in critical infrastructure and increasing service
levels in order to respond to the needs of a growing population. To support those
investments, while maintaining the financial health of the Municipality, this Budget
includes an average net levy increase of 4.2 per cent per year from 2024 to 2027.
The 4.2 per cent is the annual increase to Clarington’s total municipal budget, not to
individual property tax bills. Clarington’s portion of a homeowner’s tax bill is about
one-third of the total amount. Clarington’s budget increase will result in about a 1.4
per cent annual increase to the total property tax bill, or approximately $67 more a
year for the average home.
Clarington property taxes are the lowest in the Lakeshore and second lowest in
Durham Region for a single-family dwelling. The municipal portion of a homeowner’s
tax bill supports a wide range of services, including local road maintenance,
recreation facilities and programming, parks and fields, municipal law enforcement,
fire and emergency services, economic development, building inspection and local
planning.
Determining the change in net levy required from property taxes is a combination of
both the operating and capital budgets, including any contributions to and from
reserves and reserve funds.
Municipal Levy and Tax Spending
Every dollar of your tax bill is currently divided into three separate portions:
• Approximately 50 per cent for the Regional tax set by the
Regional Municipality of Durham.
• Approximately one third for the Municipal tax set by the
Municipality of Clarington.
• The remainder goes to the educational tax for local school
boards, which is set by the Province of Ontario.
Introduction Municipal Levy and How Your Taxes Are Spent A Plan for Growth: Clarington’s Proposed 2024-27 Budget
10
The following chart indicates the change in the Municipal levy from 2024 to 2027 , including the estimated growth
in assessment and the final amendments from the draft budget.
Action 2024 2025 2026 2027
Tax Levy from Prior Year $72,443,900 $76,807,800 $81,336,600 $86,273,500
New Growth for Year 1,086,700 1,338,800 1,619,500 1,718,312
Final Budget Amendments 307,000 53,500 (2,600) (2,600)
Levy Growth from Prior Year 2,970,200 3,136,500 3,320,000 3,519,900
Total $76,807,800 $81,336,600 $86,273,500 $91,511,800
Levy Growth averages approximately 4.2 per cent per year. In 2024, new growth is assumed to be equal to
1.50 per cent of the 2023 levy, increasing to 1.75 per cent in 2025 and 2.00 per cent in 2026 and 2027.
Introduction What is a Multi-Year Budget? A Plan for Growth: Clarington’s Proposed 2024-27 Budget
11
What is a Multi-Year Budget?
Under the Municipal Act, 2001, a municipality can choose to prepare a budget
covering one to five years. Clarington is preparing a four-year budget.
Rather than preparing an annual budget, Council will review and adopt budgets for
the next four years which will be reevaluated annually. Benefits of implementing a
multi-year budget include:
• Clarington can make long-term plans to manage its anticipated strong
population growth over the coming years.
• The Municipality can better anticipate and plan for longer-term financial
needs, such as managing its anticipated strong population growth over the
coming years and helping meet its commitment to build more housing.
• Savings can be achieved by planning longer-term procurement contracts
farther in advance.
• Sudden cost fluctuations and unexpected changes can be managed and
minimized.
• The Municipality, residents and businesses have more certainty about their
taxes, enabling them to better plan for their future.
Introduction Budget Process A Plan for Growth: Clarington’s Proposed 2024-27 Budget
12
Budget Process
The Municipality of Clarington’s budget process enables the Corporation to
prepare a plan that prioritizes projects, programs and services based on anticipated
revenues and expenses. Under the Strong Mayors, Building Homes Act, 2022, the
Mayor of Clarington has the duty to prepare the municipality’s budget and present
it to Council.
Direction and Planning
Mayor determined direction and priorities for the municipality and directed
staff to prepare a budget. The Finance and Technology Department issued
budget guidelines, timelines and base budgets (operating and capital) to
municipal departments based on that direction. Departments then reviewed
and proposed amendments to base budgets, based on their operati onal
needs, to the Mayor and CAO.
Proposed Budget Preparation
Finance and Technology Department consolidated the amended base
budgets and related financial details to create a proposed budget, whic h
was presented to the Mayor for review.
Presentation to Council and Public
• Staff released a preview of the proposed budget to the public on
November 20, 2023.
• Mayor provided the proposed budget to Council on November 22, 2023.
• Mayor and Staff presented an overview of the proposed budget on
November 24, 2023. These dates were well ahead of the legislated
requirement of February 1 of each year.
Council Deliberation and Amendment
• Council had 30 calendar days from November 22, 2023, to propose and
vote on amendments to the proposed budget.
• Once Council’s amendments had been voted on, the Mayor had 10
calendar days to veto those amendments. T he Mayor waived the right to
veto those amendments.
Budget Adoption
The Budget was deemed adopted on December 6, 2023. Staff were
permitted to access their adopted budgets and begin implementing budget
measures such as providing funding for programs and hiring staff.
Introduction Departmental Highlights A Plan for Growth: Clarington’s Proposed 2024-27 Budget
13
Departmental Highlights
Mayor and Council
Clarington Municipal Council is an elected body that provides governance for the Municipality, sets policy and makes decisions about municipal financing
and services. Council consists of a Mayor, two Regional Councillors, and four Local Councillors. Local Councillors represent the residents of one of four
municipal wards on Council. Regional Councillors represent residents of one of two regional wards, comprised of two local wards each. Like Local
Councillors, they are voting members of Clarington Council; they, and the Mayor, also represent Clarington residents on the Regional Municipality of Durham
Council.
Office of the Chief Administrative Officer
The Chief Administrative Officer (CAO) is accountable to provide strategic leadership for the overall management of the Corporation and deliver on Council
priorities. To support the CAO to deliver on Council expectations, staff in the CAO’s office are focused on policy development, strategic initiatives, c orporate
communications, corporate performance, intergovernmental affairs, non -taxation revenue generation, and grant administration.
With a goal to improve customer service, the Municipality of Clarington has modernized its organizational structure to centra lize the bulk of its public
service delivery into the new Public Services Department, which oversees the following public -facing functions:
• Clarington Fire and Emergency Services, including emergency response, public education and fire prevention.
• Community Services, including municipal facilities and recreation programming, customer service and climate change.
• Public Works, including municipal road, bridge and sidewalk maintenance; park and sports field maintenance; and crossing guards.
2024 2025 2026 2027
Total Staffing Compliment (Full-time and part-time) 10 10 10 10
Operating Budget $1,183,151 $1,215,992 $1,250,848 $1,290,849
Introduction Departmental Highlights A Plan for Growth: Clarington’s Proposed 2024-27 Budget
14
This reorganization was implemented after the adoption of the 2024-27 Budget; therefore, Clarington Fire and Emergency Services, Community Services,
and Public Works will continue to be referenced as separate departments throughout the budget book. The change is administrat ive in nature and has no
impact on the Municipality’s finances as presented in the Budget.
2024 2025 2026 2027
Total Staffing Compliment (Full-time and part-time) 16 17 18 18
Operating Budget $3,117,458 $3,368,449 $3,631,209 $3,784,919
Legislative Services
The Legislative Services Department is responsible for providing legal and legislative advice and support to Council and the Municipality, municipal law
enforcement, animal services, the Clerk’s office, human resources and legal services.
2024 2025 2026 2027
Total Staffing Compliment (Full-time and part-time) 52 53 54 53
Operating Budget $6,407,027 $6,887,427 $6,989,227 $7,377,704
Finance and Technology
The Finance and Technology Department is responsible for the Municipality's overall financial activities, including managing the Corporation’s financial
assets, collecting taxes, developing Municipal budgets, procuring goods and services, and information technology services .
2024 2025 2026 2027
Total Staffing Compliment (Full-time and part-time) 48 50 51 51
Operating Budget $4,258,250 $4,189,192 $5,673,147 $7,482,378
Introduction Departmental Highlights A Plan for Growth: Clarington’s Proposed 2024-27 Budget
15
Emergency and Fire Services
Clarington Emergency and Fire Services provide professional and highly trained emergency response, education, inspection, per mitting and fire prevention
services. The department is made up of full-time and volunteer firefighters.
2024 2025 2026 2027
Total Staffing Compliment (Full-time and part-time) 204 224 199 199
Operating Budget $14,766,827 $16,668,609 $18,215,017 $18,773,057
Public Works
Public Works is responsible for the maintenance of the Municipality’s roadways, sidewalks, parks, outdoor recreational amenit ies, cemeteries, and municipal
fleet and equipment.
2024 2025 2026 2027
Total Staffing Compliment (Full-time and part-time) 155 156 156 156
Operating Budget $18,920,756 $19,674,312 $20,197,186 $20,676,924
Community Services
Community Services delivers indoor recreation facilities, programs and activities for residents as well as for minor sport or ganizations. It also operates and
maintains recreational facilities, municipal buildings, fire stations, library branches, museum f acilities, and operation depots, as well as providing operational
support for municipal and departmental special events. In addition, Community Services administers the annual Community Fundi ng Program, which supports
not-for-profit and volunteer-based organizations in the community.
2024 2025 2026 2027
Total Staffing Compliment (Full-time and part-time) 421 425 426 426
Operating Budget $12,842,659 $13,048,394 $13,575,153 $13,923,533
Introduction Departmental Highlights A Plan for Growth: Clarington’s Proposed 2024-27 Budget
16
Planning and Infrastructure Services
The Planning and Infrastructure Services Department is responsible for managing the growth of the Municipality. The departmen t develops planning policy,
issues building permits, reviews development applications for infrastructure planning, oversees key inf rastructure investment projects, and supports local
economic development activities through Invest Clarington.
2024 2025 2026 2027
Total Staffing Compliment (Full-time and part-time) 80 85 85 85
Operating Budget $5,758,750 $6,423,049 $6,950,188 $7,163,529
Clarington Public Library, Museums and Archives (CPLMA)
CPLMA connects residents with cultural, literacy, heritage, and learning resources. CPLMA provides service s through five locations and two additional heritage
buildings: Bowmanville Library Branch, Courtice Library Branch, Orono Library Branch, Newcastle Library Branch, Sarah Jane Wi lliams Heritage Centre, Kirby
School House and Waverley Place.
2024 2025 2026 2027
Total Staffing Compliment (Full-time and part-time) 67 68 69 70
Operating Budget $4,334,737 $4,867,102 $5,246,082 $5,631,118
External Agencies including Visual Arts Centre of Clarington
Clarington provides funding support for a variety of external agencies to deliver programs and services for members of the community. These agencies
operate outside of the Municipality’s operational functions and are not consolidated into the Municipality’s financial statem ents for reporting purposes. The
Visual Arts Centre of Clarington is a not-for-profit charitable organization that nurtures cultural development in Clarington by fostering creativity through arts
education, exhibition, and promotion.
Introduction Departmental Highlights A Plan for Growth: Clarington’s Proposed 2024-27 Budget
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2024 Request 2025 Request 2026 Request 2027 Request
Firehouse Youth Centre $285,097 $371,411 $378,839 $386,416
Community Care Durham 53,476 54,546 55,637 56,750
Bowmanville Older Adults 344,055 354,377 365,008 375,958
Newcastle Community Hall 35,000 39,000 $39,000 39,000
Charles H. Best Diabetes Centre 25,000 25,000 25,000 0
Lakeridge Health Foundation 0 0 3,750,000 3,750,000
Visual Arts Centre of Clarington 234,826 239,522 244,313 249,199
Total $977,454 $1,083,856 $4,857,797 $4,857,323
Introduction Changes to Staffing Requests from 2023 Budget A Plan for Growth: Clarington’s Proposed 2024-27 Budget
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Changes to Staffing Requests from 2023 Budget
The 2023 Budget approved staffing requests for 2023-25 based on the expected staffing needs (compensation and benefits) forecasted at that time. A
Plan for Growth includes staffing for 2024-27 that revises the projections for 2023-25.
The following table identifies the staffing requirements for 2024 -27 as well as the changes made from the 2023 Budget forecast. Changes to staffing are a
result of factors such as efficiencies through Continuous Improvement, changes in Provincial legislati on and to meet the directed tax levy target.
Additional details on the business cases for these positions are listed in Chapter 5.
Department / Division Position
# FTE
2023-2027
2023
Final Budget
2024
(Proposed in
2023 Budget)
2024
(2024-27
Amendment)
2024
Final Budget
2025
(Proposed in
2023 Budget)
2025
(2024-27
Amendment)
2025
Final Budget
2026
Final Budget
2027
Final
Budget
Mayor and Council /
Office of the Mayor
Policy and
Communications
Advisor
1 $115,100 $0 $0 $0 $0 $0 $0 $0 $0
Office of the CAO /
Administration
CAO Executive
Assistant 1 115,100 0 0 0 0 0 0 0 0
Office of the CAO /
Corporate
Performance
Business
Performance
Specialist
1 102,600 0 0 0 0 0 0 0 0
Office of the
CAO/Corporate
Performance
Customer Service
Specialist 1-2025
1-2026
2 0 0 0 0 0 136,003 136,003 139,826 0
Legislative Services /
Human Resources
Health & Safety
Associate 1 106,800 0 0 0 0 0 0 0 0
Legislative Services /
Human Resources
Organizational
Development and
Learning Specialist
1 0 0 143,819 143,819 0 0 0 0 0
Introduction Changes to Staffing Requests from 2023 Budget A Plan for Growth: Clarington’s Proposed 2024-27 Budget
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Legislative Services /
Legal Division Associate Solicitor 1 173,600 0 0 0 0 0 0 0 0
Legislative Services /
Legal Division Realty Manager 1 0 0 172,319 172,319 0 0 0 0 0
Legislative Services /
Municipal Law
Enforcement
Municipal Law
Enforcement Officer
I
1-2024 1-2025
2 0 0 82,974 82,974 85,505 0 85,505 0 0
Legislative Services /
Animal Services
Convert part time
Clerk I to full time
Clerk II
0.5 0 14,500 0 14,500 0 0 0 0 0
Finance and
Technology /
Information
Technology
Chief Information
Officer 1 186,100 0 0 0 0 0 0 0 0
Finance and
Technology /
Information
Technology
Project Lead 1-2024
1-2026 2 0 106,200 0 106,200 0 0 0 115,907 0
Finance and
Technology /
Information
Technology
Solutions Analyst
2-2024 2-2025 4 0 106,200 106,200 212,400 108,300 108,300 216,600 0 0
Finance and
Technology / Asset
Management
Financial Analyst 0 0 0 0 0 101,000 (101,000) 0 0 0
Finance and
Technology /
Accounting Services
Accounting Clerk I 0 0 0 0 0 85,500 (85,500) 0 0 0
Finance and
Technology /
Purchasing Services
Buyer 0 0 0 0 0 105,500 (105,500) 0 0 0
Introduction Changes to Staffing Requests from 2023 Budget A Plan for Growth: Clarington’s Proposed 2024-27 Budget
20
Emergency and Fire
Services /
Suppression
Firefighter 16 0 0 0 0 1,308,911 1,308,911 0 0
Emergency and Fire
Services /
Suppression
Captain 4 0 0 0 0 679,556 679,556 0 0
Public Works /
Operations
Heavy Equipment
Operator - Roads 1 101,500 0 0 0 0 0 0 0 0
Public Works /
Operations
Heavy Equipment
Operator - Parks 1 101,500 0 0 0 0 0 0 0 0
Public Works /
Operations
Permanent Part
time Labourers -
Roads
1 32,700 0 0 0 0 0 0 0 0
Public Works /
Operations
Permanent Part
time Labourers-
Parks
1 32,700 0 0 0 0 0 0 0 0
Public Works /
Operations
Manager of Parks
Services 1 0 201,700 0 201,700 0 0 0 0 0
Public Works /
Operations
Arborist
1-2024 1-2025 2 0 96,100 0 96,100 0 99,682 99,682 0 0
Public Works /
Operations
Light Equipment
Operators (4) 0 0 172,000 (172,000) 0 175,400 (175,400) 0 0 0
Public Works /
Operations Business Analyst 1 115,100 0 0 0 0 0 0 0 0
Public Works / Fleet Fleet Technician 1 0 0 108,245 108,245 118,000 (118,000) 0 0 0
Community Services /
Administration
Community
Development
Assistant
1 108,400 0 0 0 0 0 0 0 0
Introduction Changes to Staffing Requests from 2023 Budget A Plan for Growth: Clarington’s Proposed 2024-27 Budget
21
Community Services /
Building Services
Part-time Building
Services II 1 47,100 0 0 0 0 0 0 0 0
Community Services /
Recreation Services
Part-time Assistant
Coordinator 1 48,800 0 0 0 0 0 0 0 0
Community Services /
Recreation Services
Recreation
Programmer
1-2025 1-2026
2 0 92,700 (92,700) 0 94,500 0 94,500 112,789 0
Community Services /
Recreation Services Clerk II 0 0 0 0 0 69,100 (69,100) 0 0 0
Community Services /
Recreation Services
Aquatic
Programmer 0 0 0 0 0 94,500 (94,500) 0 0 0
Community Services /
Recreation Services Aquatic Deck Leads 2 0 0 0 0 0 173,785 173,785 0 0
Community Services /
Facilities
Plumbing
Technician 1 0 0 0 0 117,100 0 117,100 0 0
Community Services /
Facilities Facility Supervisor 0 0 0 0 0 144,800 (144,800) 0 0 0
Community Services /
Facilities Lead Hand 0 0 0 0 0 110,700 (110,700) 0 0 0
Community Services /
Facilities
Facility Operator II
(8) 0 0 0 0 0 548,900 (548,900) 0 0 0
Planning and
Infrastructure
Services /
Infrastructure
Division
Capital Works
Engineer 1 146,800 0 0 0 0 0 0 0 0
Introduction Changes to Staffing Requests from 2023 Budget A Plan for Growth: Clarington’s Proposed 2024-27 Budget
22
Planning and
Infrastructure
Services /
Infrastructure
Division
Construction
Inspector 1 97,100 0 0 0 101,000 (101,000) 0 0 0
Planning and
Infrastructure
Services /
Infrastructure
Division
Senior Construction
Inspector 1 0 0 0 0 0 112,630 112,630 0 0
Planning and
Infrastructure
Services /
Infrastructure
Division
Infrastructure
Technologist 1 0 106,200 0 106,200 0 0 0 0 0
Planning and
Infrastructure
Services /
Development
Engineering
Transportation
Engineer 1 146,800 0 0 0 0 0 0 0 0
Planning and
Infrastructure
Services /
Development
Engineering
Water Resources
Engineer 1 146,800 0 0 0 0 0 0 0 0
Planning and
Infrastructure
Services /
Development
Engineering
Construction
Inspector 1 0 0 0 0 101,000 0 101,000 0 0
Planning and
Infrastructure
Services /
Development
Review Technician 1 0 0 0 0 101,000 0 101,000 0 0
Introduction Changes to Staffing Requests from 2023 Budget A Plan for Growth: Clarington’s Proposed 2024-27 Budget
23
Development
Engineering
Planning and
Infrastructure
Services / Community
Planning
Principal Planners 3 405,000 0 0 0 0 0 0 0 0
Planning and
Infrastructure
Services / Community
Planning
Senior GIS Analyst 0 0 121,700 (121,700) 0 0 0 0 0 0
Planning and
Infrastructure
Services / Community
Planning
Senior Planners (7) 0 0 1,542,500 (1,542,500) 0 0 0 0 0 0
Planning and
Infrastructure
Services / Community
Planning
Planner II (3) 0 0 637,200 (637,200) 0 0 0 0 0 0
Planning and
Infrastructure
Services /
Development Review
Planner I 1 87,900 0 0 0 0 0 0 0 0
Planning and
Infrastructure
Services /
Development Review
Principal Planner 1 135,000 0 0 0 0 0 0 0 0
Planning and
Infrastructure
Services /
Development Review
Senior Planner 0 0 118,700 (118,700) 0 0 0 0 0 0
Planning and
Infrastructure
Sr. Economic
Development Officer 1 0 156,564 0 156,564 0 0 0 0 0
Introduction Changes to Staffing Requests from 2023 Budget A Plan for Growth: Clarington’s Proposed 2024-27 Budget
24
Services / Economic
Development
Summary changes to
wages identified last
year for required
positions
0 0 30,103 30,103 0 15,794
15,794 0 0
Total FTE Tax
Support Impact 70 $2,552,500 $3,472,264 ($2,041,140) $1,431,124 $2,261,805 $980,260 $3,242,065 $368,522 $0
Funding from other sources
Emergency and Fire
Services /
Administration
Business Continuity
and Emergency
Management
Planner
1 $73,700 $0 $0 $0 $0 $0 $0 $0 $0
Planning and
Infrastructure
Services / Building
Inspection
Plumbing/
Mechanical
Inspector
1 97,100 0 0 0 0 0 0 0 0
Planning and
Infrastructure
Services / Building
Inspection
Upgrade Building
Inspector to Senior 1 7,000 0 0 0 0 0 0 0 0
Planning and
Infrastructure
Services / Building
Inspection
Building Engineer 1 146,800 0 0 0 0 0 0 0 0
Planning and
Infrastructure Building Inspector 1 0 0 0 0 101,000 0 101,000 0 0
Introduction Changes to Staffing Requests from 2023 Budget A Plan for Growth: Clarington’s Proposed 2024-27 Budget
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Services / Building
Inspection
Planning and
Infrastructure
Services / Building
Inspection
Supervisor of
Inspection 1 0 0 0 0 152,800 0 152,800 0 0
Summary changes to wages identified last
year for required positions 0 0 0 0 0 2,530 2,530 0 0
Total funded from other sources
(Reserve funds) 6 $324,600 $0 $0 $0 $253,800 $2,530 $256,330 $0 $0
Total 2023, 2024-27 Approved Staffing 76 $2,877,100 $1,431,124 $3,498,395 $368,522 $0
Introduction Changes to Staffing Requests from 2023 Budget A Plan for Growth: Clarington’s Proposed 2024-27 Budget
26
Commitment to Continuous Improvement
In order to meet the needs of a growing and changing community, the Municipality
of Clarington has made a commitment to Continuous Improvement (CI) across the
organization. The Municipality is applying a data-driven, disciplined, and innovative
approach to enhance the way it delivers services to people and businesses in
Clarington.
CI is a systematic and ongoing approach to enhancing processes, products, and
services within an organization. The goal is to make incremental and sustainable
improvements over time, with the aim of increasing efficiency, quality, productivity,
and customer satisfaction.
Objectives are achieved through the implementation of a Lean Management
framework, which systematically identifies and eliminates non-value-added
activities in order to focus the organization’s work to deliver exceptional results to
its customers.
The Municipality created two Business Improvement Specialist positions who hold
Lean Six Sigma Black Belts and are charged with completing CI initiatives and
supporting the overall development of a CI framework for the Corporation. To
continue fostering a culture of continuous improvement, six staff were trained and
certified as Lean Six Sigma Green Belt.
Creating a CI culture in the Corporation isn’t just the responsibility of Lean Six
Sigma-certified employees—everyone has a role to play in finding ways to deliver
exceptional services. Municipal staff are encouraged to make small daily
improvements in the way they do their work. Those interested in taking on a Lean
project can feel free to reach out to their manager or Lee-Ann Reck, Manager of
Corporate Performance, with their ideas.
Diagram above: Continuous Improvement Cycle
Introduction Changes to Staffing Requests from 2023 Budget A Plan for Growth: Clarington’s Proposed 2024-27 Budget
27
Staff identified the following opportunities for process improvements and
implemented efficiencies across the organization:
Project Team Details
Centralization of Fleet
Corporate Performance (CAO),
Public Works, Facilities (CSD),
Purchasing (FSD)
Centralizing fleet management and oversight saves money and time in purchasing. Standardizing
the types of vehicles purchased reduces maintenance costs and ensures that the Municipality
meets fleet electrification targets.
Going Cashless Strategic Initiatives (CAO),
Accounting (FSD),
Eliminating the acceptance of cash at non-recreation facilities increases staff safety, saves time
and effort in counting and preparing deposits, and reduces the cost of hiring armoured car
services.
Mail Room Relocation Corp Perf (CAO), Clerks (LSD),
Facilities (CSD)
Moved mail room to first floor of the Municipal Administrative Centre (MAC) to be closer to
Clerks Division and optimize the mail route to take on additional responsibilities with no
additional staff time.
Special Event Booking
Process
Continuous Improvement (CAO)
Community Development (CSD),
Recreation Services (CSD)
Project to improve the lead time on the existing manual and ad-hoc process by 40 per cent. The
project was divided into phases; the first phase is complete with a projected annual savings of
approximately 10 per cent in processing time, or $60,000. Phase 2 will begin in November 2023.
Facility Booking Process Continuous Improvement (CAO),
Customer Services (CSD)
Reviewing and reducing the number of manual interventions required to confirm a tentative
booking, standardizing the process to reduce the variation in the number of days to complete a
booking. Underused part-time staff were leveraged to support the process, freeing up capacity of
full-time staff to focus on more complex work. The initial improvements in this process will see a
processing cost reduction of 20 to 25 per cent, or $40,000-$50,000 as a first step.
In-House Contract
Administration and Design
Continuous Improvement (CAO),
Infrastructure (P&I)
A review of the current process of Contract Administration Services (CAS) and Design services
resulted in improved consistency of decision-making and improved identification of projects
which could be managed internally versus being contracted out. The project will see a cost
reduction of 10 per cent, or up to $100,000, when fully implemented by the end of 2023.
Engineering Roster
Procurement
Continuous Improvement (CAO),
Infrastructure (P&I), Purchasing
(FSD)
Review and redesign of the current pre-qualified engineering vendor list resulted in an increase in
capacity for infrastructure staff to perform engineering work, reducing the overall procurement
time by 20 per cent.
Introduction Changes to Staffing Requests from 2023 Budget A Plan for Growth: Clarington’s Proposed 2024-27 Budget
28
Project Team Details
Fleet Work Order Process
Flow
Continuous Improvement (CAO),
Fleet, Administration
Automating work order processing through CityWide, this will reduce variation on work orders,
ensure work is linked to the asset for cost tracking, increases the efficiency of work assignments
to fleet technicians and reduces duplicate work. These improvem ents will see a process savings
of 1800 hours of productivity over the year.
Parks Inspections and
Maintenance Flow
Continuous Improvement (CAO),
Parks, Administration
Implementing an automated work order process for maintenance and inspections workflow has
resulted in improved documentation, monitoring and compliance. Work scheduling can be
completed more efficiently and updated in real time in the field, reducing manua l process and
need for paper documentation. These improvements will result in 1312 hours of increased
capacity for existing staff and a reduction of 244 duplicate inspections as well as reduction in
costs associated with vehicle use.
GL Account workflow
Continuous Improvement (CAO),
Accounting (FSD), Administration
(PW)
Eliminating unnecessary account coding for general ledger accounts, realizing requirements for
accounting, and reducing duplication of work already available in City Wide platform.
Improvements resulted in a reduction of the overall number of GL Accounts and freeing up 2.5
days of productivity per month in public works and accounting.
Created new Departmental
Vision, Mission, and Core
Value statements.
CEFS
Creating a new Vision, Mission and Core value statements creates a unity in purpose and goals,
ultimately resulting in coordinated and intentional results which link to the strategic direction of
the department.
Revised Establishing and
Regulating by-law CEFS
Revised the by-law and updated services to respond to community needs resulted in reduction in
training requirements for services that were not required or responded to, creating an efficiency in
staff time and increasing customer satisfaction.
Fire Protection Agreement
with OFS CEFS Signed a fire protection services agreement with Oshawa Fire Services for the delivery of
specialty rescue services, allowing staff to focus additional time and resources on core services.
Review of Response
Services CEFS
Conducted a review of CEFS response services and identified service gaps in a report to Council.
Resulted in the addition of a fourth fully -staffed fire truck, increasing the ability to service the
community.
Improved Open Air Burning
and False Alarm Procedures CEFS Improved efficiency of open air burning and false alarm processes to increase revenue and
reduce administrative work.
Introduction Changes to Staffing Requests from 2023 Budget A Plan for Growth: Clarington’s Proposed 2024-27 Budget
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Project Team Details
Leased Fire Station 5 CEFS, Legal Services (LSD) Increased revenue for the department of $27,500 per year by leasing Fire Station 5 to EMS to run
a community paramedic program jointly with CEFS fire response.
Redesigned Clarington’s
Emergency Management
Plan and provided training to
the Municipal Control Group
CEFS, Communications (CAO),
PWD, IT (FSD)
When completed in November 2023, will improve the municipality’s preparation to respond to
emergencies within the community.
Training hours increased
year over year and included
new techniques and an
improved skill maintenance
program.
CEFS Improved quality of services provided, resulting in increased success rate in minimizing the
impact of an emergency to residents.
Training to prepare for high-
rise buildings. CEFS Improved services provided by firefighters by training them on high rise firefighting. Training
provided by expert from Toronto Fire Services.
Saved by the Beep Program CEFS New program delivered to the community to improve smoke alarm awareness and compliance.
Panic Fobs Facilities (CSD), ground floor
customer service
Panic fobs installed at Customer centric wickets. Lanyards for meeting rooms 1E and 1D and
lanyard fob for Clerks during Council/Committee Meetings, aimed at increasing staff safety and
reducing the response time by facilities staff when issues arise.
Bi-weekly cheque runs,
increasing Electronic Funds
Transfer (EFT)
Accounting
Increased uptake of EFT by up to 80 per cent of vendors has enabled staff to reduce cheque runs
from weekly to bi-weekly and reduce the amount of staff time and costs associated with mailing
and printing cheques.
Electronic Document
Management project IT
Showcased Clarington’s leadership in modernizing and leveraging technology by demonstrating
the Electronic Document Management Project to other municipalities interested in duplicating the
approach in their jurisdictions.
Electronic workflow approval
and storage of all Finance
Journal Entries
Accounting, Tax and Capital Digitizing the processing and storage of Journal Entries. This improvement reduces paper use,
frees up storage space and reduces staff time required to manually search for documents.
Introduction Changes to Staffing Requests from 2023 Budget A Plan for Growth: Clarington’s Proposed 2024-27 Budget
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Project Team Details
Electronic storage of signing
authority approvals. Financial Services
Digitizing the processing and storage of signing authorities. This improvement reduces paper
use, frees up storage space, reduces staff time required to manually search for documents and
improves access to files for a hybrid workforce.
Developed annual purchasing
order review and closing
process.
Purchasing and accounting Improved the accuracy of records, reduced number of open records and increased efficiency in
staff time resources.
AMANDA Implementation
IT, PWD, Planning, Infrastructure,
Clerks, CEFS, Finance, By-Law,
Building
Incorporating electronic payments processing and developing a cash receipt import process for
electronic payments increased customer ability to self -service and reduced staff time spent on
manual entries. Process flow improvements for frontline customer service staff were also
identified and implemented.
Cemetery / Perpetual Care Accounting
Simplified the investment processes and implemented quarterly reviews to shorten year -end
reporting deadlines and Bereavement Authority of Ontario reporting requirements, reducing the
reconciliation effort and time for staff.
Implemented Financial
Services Business Partners Accounting
Created efficiencies by identifying a single point of contact for Financial Services touchpoints and
interactions in each department. Business partners assist with budgets, operating expense
review and general finance related inquiries; this streamlined the process and saved time for both
accounting staff and departments.
Developed cashflow
forecasting model Accounting
Developed a cash flow model to provide accurate data to support financial investment decision
making. Creating this model and presenting data in one place in a streamlined document reduced
staff time required to gather that information.
Developed municipal price
index Accounting Developed an economic model to determine the inflation costs specific to the Municipality,
enabling the Municipality to identify inflationary impacts on budget needs.
Closed Session Venue Clerks, Facilities (CSD)
Improved meeting quality for virtual participants by having Council members remain in Chambers
during closed sessions instead of using the Anteroom. Improved capacity for staff to attend as
the Anteroom does not meet the needs of attendance for closed session meetings. Reduced
need for Council and Clerk staff to move locations and improved sound quality. Cost avoidance
from future equipment replacements needs of the Anteroom.
Introduction Changes to Staffing Requests from 2023 Budget A Plan for Growth: Clarington’s Proposed 2024-27 Budget
31
Project Team Details
ADP approval email
notifications HR – Payroll (LSD) Productivity savings for approvers to not have to enter the ADP system unless a pending request
is waiting.
Applicant Tracking System HR – Business Partners (LSD),
Communications (CAO)
Creating process efficiencies, reducing manual effort for HR staff and hiring managers, and
improving new hire onboarding by transitioning to ADP’s applicant tracking system, automating
candidate screening and interview steps and improving hiring procedures.
On Duty Logbook transition PWD – Administration and Traffic
Transitioned ON Duty Diary Logbooks to an online Outlook format. Removed travel time waste
exchanging logbook to rotating staff, and time required to gather documentation for claims
purposes. Documentation is electronic and easily accessible for staff.
Electronic Splash Pad
Inspection PWD – Administration and Parks
Splash pad and playground structure inspection added to digital database. Staff complete
inspection on tablet. Removed need for paper filing. Efficiencies created by storing all records in
a standard location, eliminating need for paper records.
Digital Circle Checks PWD – Administration, Fleet,
Parks, Traffic, Roads
Streamlined circle checks in winter vehicles by transferring from paper to tablet. Deficiencies are
integrated to Fleet CityWide Service Requests in real time. Reduced paper and time wasted to
report deficiencies.
CityWide Winter Route
Patrol.
PWD – Administration, Roads,
Traffic
Winter patrol was transferred to CityWide route patrol. Digital records result in reduced paper use
and more efficient route and inspection work. Records are saved in database, reduced paper.
Culvert Inventory Tracking PWD – Roads
Improved culvert inventory tracking throughout the year with an updated spreadsheet that
captures culvert details and couplers used (for permanent and temporary installations), enabling
up-to-date inventory tracking throughout the year and reducing time and effort in reconciling
information at the end of year. Will increase inventory accuracy.
Updated Timesheet
Template PWD – Administration, Traffic Updated timesheet template from one sheet per day to one sheet per pay period. Notably reduced
time and errors in information in the master payroll spreadsheet.
Real-Time Mapping – Winter
Operations PWD – Whole department
Implemented Focus GPS system for online real-time mapping of winter operations, improving
route planning and assignment of uncompleted routes to night shift, reducing resource use and
helping ensure compliance with Provincial minimum maintenance standards (MMS).
Introduction Changes to Staffing Requests from 2023 Budget A Plan for Growth: Clarington’s Proposed 2024-27 Budget
32
Project Team Details
Reflective Cross Culverts PWD – Traffic, Roads Making all new cross culverts with reflective flexible bollards to reduce staff time and effort in
locating culvert ends in the winter snow, improving road safety and maintenance.
Increased Armadillo Stealth
Radar Traffic Counters PWD – Traffic
Enhancing and increasing data collection and related processes, and reducing need for outside
contractors, through the use of five Armadillo stealth radar traffic counters. Response times are
also drastically improved.
Inventory of Driveway and
Road Cross Culverts PWD – Capital Works, GIS Compiling an inventory of driveway and road cross culverts which will be converted into its own
layer in GIS. Work was conducted by a summer student over the last two summers.
Revision of MMS Inspection
Procedure and Training
Manual
PWD – Capital Works
Improving inspections and identification of deficiencies by updating the procedure and training
manual for annual sidewalk MMS inspections. Procedure now includes identification of each
deficiency and implementation of an office review to assign a recommen ded treatment and
addition to repair contracts. Improving sidewalk measuring with a new tool that gauges the height
of trip hazards with more accuracy.
GIS Web Application for
Crack Sealing Contract
PWD – Capital Works,
Infrastructure, GIS
Improving infrastructure maintenance capabilities by creating a new GIS web application for the
crack sealing contract. The application visually shows the roads recommended for crack sealing,
enabling staff to select the roads to be included in the contract for each year. Costs maximized
through a dashboard that totals the cost of roads as they are selected.
Improving Snow Clearing
Program for Seniors and
Persons with Disabilities
PWD – Administration, Traffic,
Customer Service (CSD)
The application process was improved to make it easier for customers to apply for the service,
including an updated snow clearing web page, enabling online registration, creating data
collection and process improvements in the ActiveNet platform, and updat ing and standardizing
hours of operation to improve customer service. The project is anticipated to result in 10 to 30
per cent improvement in processes.
02 Operating
Budget
Highlights of A Plan for Growth
2024 Operating Budget Summary
Mayor and Council
Office of the CAO
Legislative Services
Financial Services
Emergency and Fire Services
Public Works
Community Services
Planning and Infrastructure Services
Clarington Public Library, Museums and Archives
External Agencies including VAC
Long-term Debt
Operating Budget Highlights of a Plan for Growth A Plan for Growth: Clarington’s Proposed 2024-27 Budget
34
02 Operating Budget
Highlights of A Plan for Growth:
Clarington's 2024-27 Budget
The budget is an essential policy document for the Municipality, as it is a
blueprint for staff and Council. The Municipality is implementing a multi-year
budget for 2024-27 in two stages. In 2024, Clarington is presenting a multi -year
operating budget to 2027, and a one-year capital budget for 2024. In 2025, the
Municipality will be presenting a multi-year capital budget to 2027.
Implementing a multi-year capital budget in 2025 will enable Clarington to align
its capital plan with the Parks, Recreation and Culture Master Plan and the
municipality’s asset management plan, both of which will be submitted for
Council approval in 2024. By taking a staged approach, the Municipality is
ensuring that both its operating and capital plan addresses the needs of
people and businesses in Clarington.
Operating Budget 2024 Operating Budget Summary A Plan for Growth: Clarington’s Proposed 2024-27 Budget
35
2024 Operating Budget Summary
Description 2021 Actuals 2022 Actuals
2023
Final Budget
2024
Final Budget
2023 / 2024
Variance
2025
Final Budget
2026 Final
Budget
2027
Final Budget
Public Sector Accounting Board $390,901 $542,597 $0 $0 $0 $0 $0 $0
Non-Departmental (79,568,901) (82,066,346) (82,044,563) (72,542,069) 9,502,494 (77,401,382) (82,810,854) (87,211,334)
Mayor and Council 707,771 766,367 949,648 1,183,151 233,503 1,215,992 1,250,848 1,290,849
Office of the CAO 1,268,133 1,560,210 2,762,276 3,117,458 355,182 3,368,449 3,631,209 3,784,919
Legislative Services 4,642,956 4,531,567 5,330,782 6,407,027 1,076,245 6,887,427 6,989,227 7,377,704
Finance and Technology 12,702,246 15,053,816 9,811,982 4,258,250 (5,553,732) 4,189,192 5,673,147 7,482,378
Emergency and Fire Services 14,435,832 14,994,240 14,711,141 14,766,827 55,686 16,668,609 18,215,017 18,773,057
Public Works 41,823,902 44,529,181 22,294,903 18,920,756 (3,374,147) 19,674,312 20,197,186 20,676,924
Community Services 14,642,665 14,009,346 14,556,757 12,842,659 (1,714,098) 13,048,394 13,575,153 13,923,533
Planning and Infrastructure 4,444,631 2,942,453 6,716,376 5,758,750 (957,626) 6,423,049 6,950,188 7,163,529
Region and Education Levies (2) (1) 0 0 0 0 0 0
Business Improvement Areas Levies 0 0 0 0 0 0 0 0
Clarington Public Library and Museums 4,014,674 3,951,170 3,891,058 4,334,737 443,679 4,867,102 5,246,082 5,631,118
External Agencies 1,025,780 938,476 1,019,640 952,454 (67,186) 1,058,856 1,082,797 1,107,323
Total $20,530,588 $21,753,076 $0 $0 $0 $0 $0 $0
Operating Budget Mayor and Council A Plan for Growth: Clarington’s Proposed 2024-27 Budget
36
Mayor and Council
Overview
Clarington Council is an elected body that provides leadership for the Municipality,
sets policy and makes decisions about municipal financing and services. Council
membership includes a Mayor, two Regional Councillors and four Local Councillors,
elected by voters in Clarington .
The Municipal Act, 2001, defines the responsibilities of the Mayor and Council. The
Mayor holds dual roles as the Head of Council and the Chief Executive Officer of the
Municipality. As the Head of Council, the Mayor presides over Council meetings so
that its business can be carried out efficiently and effectively; provides leadership,
information and recommendations to Council; and represents the Municipality in
interactions with the public, stakeholders and other levels of government . As the
Chief Executive Officer, the Mayor upholds and promotes the objectives of the
Municipality and fosters public interest and involvement in the Municipality and its
activities.
Local Councillors represent the residents of one of four municipal wards on Council.
Regional Councillors represent residents on one of two regional wards, which are
comprised of two local wards each. Like Local Councillors, they are voting members
of Clarington Council; they also represent, along with the Mayor, Clarington residents
on the Regional Municipality of Durham Council.
Front row: Regional Councillor Anderson (Wards 1 and 2), Mayor
Foster, Regional Councillor Woo (Wards 3 and 4); Back row: Councillor
Traill (Ward 3), Councillor Zwart (Ward 4), Councillor Rang (Ward 2),
Councillor Elhajjeh (Ward 1).
Operating Budget Mayor and Council A Plan for Growth: Clarington’s Proposed 2024-27 Budget
37
Organizational Structure
Adrian Foster
Mayor
Executive
Assistant to the
Mayor
Councillors
Office Assistant
Policy and
Communications
Advisor
Council
Operating Budget Mayor and Council A Plan for Growth: Clarington’s Proposed 2024-27 Budget
38
Staffing Complement 2024-27
2023
Full-time
2023
Elected
Official(s)
2024
Full-time
2024
Elected
Official(s)
2025
Full-time
2025
Elected
Official(s)
2026
Full-time
2026
Elected
Official(s)
2027
Full-time
2027
Elected
Official(s)
Mayor’s Office 2 1 2 1 2 1 2 1 2 1
Councillors’ Office 1 6 1 6 1 6 1 6 1 6
Total Needs 3 7 3 7 3 7 3 7 3 7
Operating Budget
Budget Summary
Description
2021
Actuals
2022
Actuals
2023 Final
Budget
2024 Final
Budget
2023 /
2024
Variance
2025 Final
Budget
2026 Final
Budget
2027 Final
Budget
Mayor Expenditures
Salaries, Wages and Benefits $245,047 $257,773 $337,823 $460,512 $122,689 $474,138 $486,966 $500,837
Materials and Supplies 21,696 33,821 57,615 55,080 (2,535) 55,280 55,580 55,880
Council Expenditures
Salaries, Wages and Benefits 415,796 430,861 463,678 566,689 103,011 583,904 604,232 628,762
Materials and Supplies 1,677 2,466 15,070 14,470 (600) 14,470 14,470 14,470
Ward Council Expenditures
Materials and Supplies 14,734 22,103 47,520 52,400 4,880 53,600 54,400 55,200
Operating Budget Mayor and Council A Plan for Growth: Clarington’s Proposed 2024-27 Budget
39
Description
2021
Actuals
2022
Actuals
2023 Final
Budget
2024 Final
Budget
2023 /
2024
Variance
2025 Final
Budget
2026 Final
Budget
2027 Final
Budget
Regional Council Expenditures
Materials and Supplies 8,821 19,343 27,942 30,500 2,558 31,100 31,700 32,200
Administration
Materials and Supplies 0 0 0 3,500 3,500 3,500 3,500 3,500
Total $707,771 $766,367 $949,648 $1,183,151 $233,503 $1,215,992 $1,250,848 $1,290,849
Budget Highlights
The following items highlight the 2024-27 budget for Mayor and Council:
Salaries, Wages and Benefits
• The increase in salaries reflects the annual Cost of Living Adjustments (COLA), annualization of new positions from the previ ous year, half-year for 2024-27 new
positions, estimated changes in benefits and reflect changes to market and pay equity for the p ositions undertaken in 2022 and 2023.
• The 2024 increase includes the addition of 1/3 tax-free allowance applied to Mayor and Council to reflect the changes to the Income Tax Act, 1990, approved by Council,
through By-law 2023-056.
Operating Budget Office of the CAO A Plan for Growth: Clarington’s Proposed 2024-27 Budget
40
Office of the CAO
Department Overview
The Chief Administrative Officer (CAO) is accountable for the overall management of the Corporation of the Municipality of Cl arington. The staff within the Office of the
CAO focus on policy development, strategic initiatives, communications, corporate perf ormance, intergovernmental affairs, non-taxation revenue sources and grant
administration. The CAO’s mandate is directed by the corporate strategic plan, as set by Mayor and Council, which outlines th eir key priorities.
Core Activities
Administration: Manages the affairs of the Municipality to ensure its efficient and effective operation; implements Council’s decisions and establishes administrative
practices and procedures to carry out Council’s decisions; undertakes research and provides advice to C ouncil on the policies and programs of the Municipality; executes
the strategic plan and providing oversight and leadership across the corporation.
Communications: Manages both internal and external communication channels. Responsible for creative services, corporate branding, digital p resence (including web and
social media), public engagement and issues management.
Corporate Performance: Oversees Continuous Improvement (CI) initiatives, project management, climate change response and corporate customer excell ence. Includes
meeting obligations under approved Climate Plans to reduce greenhouse gas emissions; providing structure and support to all departments in standardizing and creating
resources for project management; and driving CI projects.
Strategic Initiatives: Leads the corporate strategic planning, monitoring and reporting process and is responsible for intergovernmental affairs and strategic corporate
projects. Leads the transition of the internal audit function to the Region of Durham through a contracted s ervice model starting in 2024.
Operating Budget Office of the CAO A Plan for Growth: Clarington’s Proposed 2024-27 Budget
41
2023 Accomplishments and Successes
• Developed the 2024-2027 Strategic Plan which included a comprehensive
public engagement process, garnering significant input from the community,
both online and in person. The Strategic Plan will provide a roadmap for how,
collectively, we will allocate resources and deliver on the identified priorities. It
will also provide measures which will ensure progress is tracked as we work
towards implementing the community’s collective vision for Clarington.
• Completed a service delivery review of the Municipal Law Enforcement
Division (MLE) over the course of 2023. Several opportunities for service
enhancements were recommended within the report: People and Process,
Technology and Equipment, Standards and Services. The proposed
recommendations will provide an enhanced customer experience, promote
data-driven decision making, and provide productivity gains through the
increased adoption of technology. It marks the first comprehensive service
delivery review undertaken internally at the Municipality.
• Using funding from the third intake of the Audit and Accountability fund, staff
worked with a consultant to develop recommendations that, when
implemented, would enable the Municipality to realize significant efficiencies
in Public Works administration and activities.
• Conducted a review of the cell phone tower policy. The updated policy
provides guidance and direction to applicants, Council, Planning and
Infrastructure Services staff, and members of the public about the process
of establishing radiocommunication and broadcasting antenna systems. It
includes direction on Industry Canada’s authority, mandate and process.
The updated protocol will ensure the development of a high calibre
wireless telecommunications service in Clarington. The accompanying
report also provides a path towards increasing cellular coverage across
Clarington through proactive initiatives to be undertaken by staff.
• Led lifeguard recruitment advertising campaign, in partnership with
Community Services, leading to the hiring of 19 new lifeguards and six
aquatic assistants—a significant improvement over previous years.
Operating Budget Office of the CAO A Plan for Growth: Clarington’s Proposed 2024-27 Budget
42
• Supported Emergency and Fire Services’ volunteer recruitment efforts with a
robust campaign that led to 200 new applicants within six weeks.
• Development of a Sustainable and Resilient Design Standard to guide new
construction and renovations of Municipally owned buildings and support the
Municipality’s targets to be a net -zero corporation. The standard considers
measures to not only reduce greenhouse gas emissions, but also improve
asset resilience, water efficiency and quality, and local ecology. It is a
component of the Municipality’s Corporate Climate Action Plan (CCAP).
• Transformed and expanded the Municipality’s communications function with
the hiring of two Communications Officers and developing comprehensive
strategies and processes to be more responsive and provide better customer
service to the public.
• Established a centralized grant administration program to ensure that the
municipality leverages every funding opportunity available to minimize tax
impacts to rate payers.
• Implementing a CI framework to apply a data-driven, disciplined and
innovative approach to enhance the way the Municipality delivers services to
people and businesses in Clarington. The CAO’s Office created two Business
Improvement Specialist positions who hold Lean Six Sigma Black Belts. Six
staff, trained and certified as Lean Six Sigma Green Belts, identified
opportunities for process improvements and implemented efficiencies within
the organization.
• Modernization through the development of universal customer service
standards and expectations across the organization aimed at increasing
customer satisfaction. This included establishing standard response time
expectations for inquiries and complaints to provide data for evidence-
based decision making, modernizing phone functionality by creating phone
queues on call volumes and performance against the standards, and
commencing the call centre project with integration in Durham 311 and
Durham CRM to increase service delivery and reduce the cost and risk to
municipality.
• Developed a Trespass Policy in conjunction with Legislative Services to
support front line staff and leadership in dealing with volatile customers to
ensure we are upholding a safe and tolerant environment for staff to work.
Operating Budget Office of the CAO A Plan for Growth: Clarington’s Proposed 2024-27 Budget
43
• With a focus on succession planning and supporting staff in enhancing and
developing leadership skills, developed and rolled out 4 leadership
competencies to underpin expectations on skills for people leaders in
achieving corporate goals. Hosted the first Municipal leadership conference,
a two-day event to build skills of people leaders to support the four
competencies.
• Commenced the project planning for the Talent Management Framework to
be rolled out to the Corporation in 2024. The framework is aimed at providing
structure around developing future talent to ensure long term succession
planning and sustainability of the workforce for Clarington.
• Conducted a workforce demographic and engagement survey to assess the
current environment to determine where gaps exist and develop plans to
address.
• Launched a new digital engagement platform to enhance our connection with
residents. This included installing user friendly and interactive kiosks in five
municipal facilities, providing a convenient and modern opportunity for
residents to actively participate in the decision-making process and provide
valuable input on important projects and initiatives happening in the
community.
Photo right: CAO Mary-Anne Dempster and Mayor Adrian Foster stand
with the new Clarington Connected Kiosk.
Operating Budget Office of the CAO A Plan for Growth: Clarington’s Proposed 2024-27 Budget
44
Organizational Structure
Mary-Anne Dempster, CPA, CGA
CAO
Director, Strategic
Initiatives
Strategic
Priorities
Communications
Special Projects
Business
Improvement
Operating Budget Office of the CAO A Plan for Growth: Clarington’s Proposed 2024-27 Budget
45
Staffing Complement 2024-27
2023
Full-time
2023
Part-time
2024
Full-time
2024
Part-time
2025
Full-time
2025
Part-time
2026
Full-time
2026
Part-time
2027
Full-time
2027
Part-time
Administration 2 0 2 0 2 0 2 0 2 0
Corporate Performance 5 1 5 1 6 1 7 1 7 1
Strategic Initiatives 8 0 8 0 8 0 8 0 8 0
Total Needs 15 1 15 1 16 1 17 1 17 1
The following highlights the changes in staffing needs during the period 2024 to 2027:
• The Corporate Performance Division is seeking to add two Customer Service Specialists, one each in 2025 and 2026.
Operating Budget
Budget Summary
Description
2021
Actuals
2022
Actuals
2023 Final
Budget
2024 Final
Budget
2023 / 2024
Variance
2025 Final
Budget
2026 Final
Budget
2027 Final
Budget
Administration
Revenue
User Charges $0 ($155) $0 $0 $0 $0 $0 $0
Expenditures
Salaries, Wages and Benefits 496,477 844,005 423,821 478,128 54,307 496,015 508,410 521,267
Materials and Supplies 43,846 40,032 71,325 59,925 (11,400) 59,925 59,925 59,925
Contracted Services 159,025 68,308 30,000 30,000 0 30,000 30,000 30,000
Transfers from Reserve and Reserve Fund 0 39,868 0 175,000 175,000 175,000 175,000 175,000
Operating Budget Office of the CAO A Plan for Growth: Clarington’s Proposed 2024-27 Budget
46
Description
2021
Actuals
2022
Actuals
2023 Final
Budget
2024 Final
Budget
2023 / 2024
Variance
2025 Final
Budget
2026 Final
Budget
2027 Final
Budget
Strategic Initiatives
Revenue
User Charges 0 0 0 (24,200) (24,200) (24,200) (24,200) (24,200)
Expenditures
Salaries, Wages and Benefits 0 208 477,905 346,212 (131,693) 371,456 381,161 391,267
Materials and Supplies 0 0 28,500 3,500 (25,000) 3,500 3,500 3,500
Contracted Services 0 0 30,000 100,000 70,000 100,000 100,000 100,000
Communications
Expenditures
Salaries, Wages and Benefits 551,673 497,256 520,084 817,121 297,037 859,640 904,760 929,837
Materials and Supplies 75,749 83,437 101,100 129,000 27,900 129,000 129,000 129,000
Contracted Services 59,695 56,588 165,575 165,575 0 165,575 165,575 165,575
Corporate Performance
Expenditures
Salaries, Wages and Benefits 0 202 727,936 657,647 (70,289) 767,988 948,528 1,054,198
Materials and Supplies 0 0 91,030 29,550 (61,480) 84,550 99,550 99,550
Contracted Services 0 0 150,000 150,000 0 150,000 150,000 150,000
Contributions
Revenue
Transfer between Funds (118,332) (69,539) (55,000) 0 55,000 0 0 0
Total $1,268,133 $1,560,210 $2,762,276 $3,117,458 $355,182 $3,368,449 $3,631,209 $3,784,919
Operating Budget Legislative Services A Plan for Growth: Clarington’s Proposed 2024-27 Budget
47
Legislative Services
Department Overview
The Legislative Services Department is responsible for providing legal and
legislative advice and support to Council, municipal staff and the Chief
Administrative Officer. The Municipal Solicitor offers professional advice on matters
including planning and development, commercial issues, corporate matters, privacy,
freedom of information, municipal elections and municipal by-laws, and provides
legal representation for the Municipality before all levels of court, administrative
boards and tribunals. The department is also responsible for care and adoption of
animals, human resources, effective administration of Council and Committee
meetings, and records management.
Core Activities
Clerk’s Division: Delivers secretariat services for Council and Standing
Committees, provides records management, licensing and permitting and
supports public services such as elections, print and mailroom services,
and licenses for marriages, cemeteries and lottery.
Human Resources: Responsible for the management of the municipality’s
staffing, including recruitment, retention, and labour relations. Training ,
collective agreement negotiations, payroll administration and health and safety.
Municipal Law Enforcement: Responsible for implementing and ensuring
compliance with municipal by -laws.
Animal Services: Operates the animal shelter, adoption services
and related activities.
Legal Services: Provides legal advice and support to Council, Municipal
staff and the CA
Operating Budget Legislative Services A Plan for Growth: Clarington’s Proposed 2024-27 Budget
48
2023 Accomplishments and Successes
• Digitized the lottery license process to provide an efficient method to deliver
the service and real-time data for decision-making.
• Developed training for eScribe, the Municipality’s meeting management and
citizen engagement software platform that enables remote participation in
Council meetings.
• Developed and implemented a revised procedural by-law to streamline
Committee and Council meetings.
• Successfully concluded CUPE Negotiations with Local 74, Inside and Outside
Bargaining Units.
• Streamlined hiring process, including automated offer letter approvals and
sign-offs, onboarding processes, and implementation of a fully automated
applicant tracking system to provide better data for decision -making.
• Launched the Service Clarington Citizen Portal.
• Launched Mobile Parking Payment System as part of the Municipal Parking
Payment Modernization Initiative.
• Managing an 11 per cent increase in volume of animal intakes and adoptions
in 2023, with intakes poised to be more than 400.
Operating Budget Legislative Services A Plan for Growth: Clarington’s Proposed 2024-27 Budget
49
Organizational Structure
Rob Maciver
Deputy CAO,
Legislative Services/
Solicitor
Associate Solicitor
Manager,
Municipal Law
Enforcement
Municipal Clerk
Manager, Human
Resources
Animal Services
Enforcement
Health and
Safety
Compensation
and Benefits
People Services
Clerk s Office
Inclusion,
Diversity and
Anti-Racism
Accessibility
Operating Budget Legislative Services A Plan for Growth: Clarington’s Proposed 2024-27 Budget
50
Staffing Complement 2024-27
Division 2023
Full-time
2023
Part-time
2024
Full-time
2024
Part-time
2025
Full-time
2025
Part-time
2026
Full-time
2026
Part-time
2027
Full-time
2027
Part-time
Administration 1 0 1 0 1 0 1 0 1 0
Clerk’s Services 10 2 10 2 10 2 10 3 10 2
Human Resources 9 0 10 0 10 0 10 0 10 0
Legal Services 2 0 3 0 3 0 3 0 3 0
Municipal Law Enforcement 16 9 18 8 19 8 19 8 19 8
Total Needs 38 11 42 10 43 10 43 11 43 10
The following highlights the changes in staffing needs during the period 2024 to 2027:
• Clerk’s Services will temporarily increase part-time staff in 2026 for the municipal election. This staff is funded by the Municipal Election Reserve which the Municipality
uses to spread the cost of the election over the four-year period.
• Human Resources is requesting an Organizational Development and Learning Specialist in 2024.
• Legal Services is seeking to add a Realty Manager in 2024 to look after the Municipality’s real estate portfolio and transact ions.
• Municipal Law Enforcement is looking to expand by an additional officer in both 2024 and 2025 as the population increases and calls for service increase.
• Animal Services, within Municipal Law Enforcement, is seeking to increase administrative support by upgrading the current par t-time Clerk I to a full-time Clerk II in
recognition of the increased workload and required support to run the shelter and respond to animal services calls.
Operating Budget Legislative Services A Plan for Growth: Clarington’s Proposed 2024-27 Budget
51
Operating Budget
Budget Summary
Description 2021 Actuals
2022
Actuals
2023 Final
Budget
2024 Final
Budget
2023 /
2024
Variance
2025 Final
Budget
2026 Final
Budget
2027 Final
Budget
Public Sector Accounting Board
Expenditures
Amortization Expense $29,765 $36,115 $0 $0 $0 $0 $0 $0
Administration
Revenue
User Charges (119,276) (132,508) (138,800) (137,300) 1,500 (137,300) (137,300) (137,300)
Expenditures
Salaries, Wages and Benefits 898,178 1,331,477 1,381,373 1,753,695 372,322 1,799,826 1,847,531 1,897,164
Materials and Supplies 70,426 85,660 84,840 118,820 33,980 118,820 120,820 125,070
Contracted Services 12,744 23,083 25,800 25,800 0 25,800 25,800 25,800
Transfers from Reserve, Reserve Fund and Capital 94,801 62,487 75,000 10,000 (65,000) 10,000 10,000 10,000
Human Resources/Payroll
Expenditures
Salaries, Wages and Benefits 1,849,397 1,627,147 1,852,808 2,061,250 208,442 2,171,185 2,224,224 2,266,660
Materials and Supplies 7,093 10,652 11,900 38,200 26,300 38,400 38,400 38,400
Contracted Services 86,872 102,977 115,000 115,500 500 142,500 115,500 115,500
Rents/Financial Expenses 89,908 108,905 155,000 175,000 20,000 191,000 198,600 206,600
Health and Safety
Operating Budget Legislative Services A Plan for Growth: Clarington’s Proposed 2024-27 Budget
52
Description 2021 Actuals
2022
Actuals
2023 Final
Budget
2024 Final
Budget
2023 /
2024
Variance
2025 Final
Budget
2026 Final
Budget
2027 Final
Budget
Expenditures
Materials and Supplies 24,266 7,840 29,740 18,240 (11,500) 22,740 19,240 22,740
Contracted Services 6,762 4,315 3,000 30,000 27,000 8,000 23,000 15,000
Transfers from Reserve, Reserve Fund and Capital 11,500 12,000 0 0 0 0 0 0
Animal Services
Revenue
User Charges (93,967) (93,955) (87,800) (90,700) (2,900) (90,700) (90,700) (90,700)
Donations and Contributions from Others (9,731) (10,613) 0 0 0 0 0 0
Expenditures
Salaries, Wages and Benefits 409,150 424,563 463,655 497,782 34,127 549,678 567,509 583,058
Materials and Supplies 58,430 67,571 71,240 70,240 (1,000) 72,840 75,540 78,140
Contracted Services 78,174 80,119 65,731 91,400 25,669 93,400 95,400 97,400
Transfers from Reserve, Reserve Fund and Capital 10,000 44,987 10,000 0 (10,000) 0 0 0
Municipal Law Enforcement
Revenue
User Charges (16,806) (11,645) (28,000) (28,000) 0 (28,000) (28,000) (28,000)
Fines/Penalties on Interest (16,910) (28,394) (25,000) (25,000) 0 (25,000) (25,000) (25,000)
Expenditures
Salaries, Wages and Benefits 881,496 816,344 909,512 1,119,138 209,626 1,255,887 1,336,578 1,374,700
Materials and Supplies 15,343 13,904 23,500 22,500 (1,000) 22,500 22,500 22,500
Contracted Services 42,609 77,645 65,000 64,400 (600) 64,400 64,400 64,400
Transfers from Reserve, Reserve Fund and Capital 8,538 2,400 0 0 0 0 0 0
Operating Budget Legislative Services A Plan for Growth: Clarington’s Proposed 2024-27 Budget
53
Description 2021 Actuals
2022
Actuals
2023 Final
Budget
2024 Final
Budget
2023 /
2024
Variance
2025 Final
Budget
2026 Final
Budget
2027 Final
Budget
Parking Enforcement
Revenue
User Charges (101,899) (201,945) (100,000) (100,000) 0 (100,000) (100,000) (100,000)
Fines/Penalties on Interest (261,835) (361,849) (250,000) (250,000) 0 (250,000) (250,000) (250,000)
Expenditures
Salaries, Wages and Benefits 386,703 393,328 504,550 535,751 31,201 550,362 565,693 581,366
Materials and Supplies 23,753 35,376 27,340 47,140 19,800 47,140 47,140 47,140
Contracted Services 10,802 10,553 20,000 20,000 0 20,000 20,000 20,000
Rents/Financial Expenses 9,832 13,164 10,000 10,000 0 10,000 10,000 10,000
Transfers from Reserve, Reserve Fund and Capital 363,779 567,180 350,000 350,000 0 350,000 350,000 350,000
Election
Revenue
User Charges 0 (1,480) 0 0 0 0 (1,500) 0
Expenditures
Salaries, Wages and Benefits 0 69,218 0 0 0 0 33,467 0
Materials and Supplies 0 120,686 0 0 0 0 140,500 0
Contracted Services 10,550 138,695 4,000 5,500 1,500 5,720 173,000 89,820
Rents/Financial Expenses 0 4,369 0 0 0 0 5,000 0
Transfers from Reserve, Reserve Fund and Capital 125,000 261,531 125,000 125,000 0 125,000 125,000 125,000
Legal Services
Revenue
User Charges (84,136) (60,492) (58,000) (62,000) (4,000) (62,000) (62,000) (62,000)
Operating Budget Legislative Services A Plan for Growth: Clarington’s Proposed 2024-27 Budget
54
Description 2021 Actuals
2022
Actuals
2023 Final
Budget
2024 Final
Budget
2023 /
2024
Variance
2025 Final
Budget
2026 Final
Budget
2027 Final
Budget
Expenditures
Salaries, Wages and Benefits 385,674 102,684 262,883 454,212 191,329 557,381 591,835 607,402
Materials and Supplies 31,251 37,807 43,300 43,300 0 43,300 43,300 43,300
Contracted Services 51,530 97,782 100,000 100,000 0 100,000 100,000 100,000
Transfers from Reserve, Reserve Fund and Capital 70,161 100,000 0 0 0 0 0 0
Grants
Revenue
Grants (30,039) (38,249) (22,000) 0 22,000 0 0 0
Contributions
Revenue
Transfer between Funds (556,211) (1,189,642) (561,890) (612,891) (51,001) (627,502) (1,118,300) (658,506)
Cemetery
Revenue
User Charges (260,474) (268,643) (220,100) (226,600) (6,500) (226,600) (226,600) (226,600)
Expenditures
Materials and Supplies 0 0 1,800 1,800 0 1,800 1,800 1,800
Fleet
Expenditures
Materials and Supplies 39,753 38,418 30,400 34,850 4,450 36,850 36,850 36,850
Total $4,642,956 $4,531,567 $5,330,782 $6,407,027 $1,076,245 $6,887,427 $6,989,227 $7,377,704
Operating Budget Legislative Services A Plan for Growth: Clarington’s Proposed 2024-27 Budget
55
Budget Highlights
The following items highlight the 2024-27 budget for Legislative Services:
Salaries, Wages and Benefits
• The increase in salaries reflects the annual COLA, annualization of new
positions from the previous year, annualization of new positions approved
in 2023, half-year for 2024-27 new positions, estimated changes in benefits
and reflect changes to market and pay equity for the positions undertaken
in 2022 and 2023.
Administration
• Increase in Materials and Supplies is a result of the reallocation of IDEA
portfolio reallocated from CAO's Budget. This is specifically for the
Accessibility Advisory Coordinator for initiatives including education,
National Accessibility Week Speakers, International Day of Persons with
Disabilities, sponsorship of Staff Lunch-and-Learns, and American Sign
Language (ASL) interpretation for all Committee meetings. Human
Resources and Payroll
• Materials and Supplies increased mostly due to a new 2024 Corporate
Advertising Account of $27,000. Consolidation of recruitment advertising
account in HR Division. HR will coordinate external job advertisements,
which was previously done by each department.
• Rent and Financial expenses increased by $20,000 for additional modules
in ADP, recruitment (replacement system) and performance management
(new module to automate performance and health and safety orientation).
• Contracted services increased:
o 2024: $27,000 – Annual ($3,000) budget for ergonomic assessments;
Approximately $15,000 for three days of audiometric testing (maximum
number of tests for three days is about 400 tests) done every two years;
approximately $7,000 for noise surveys done every three years;
approximately $3200 for ladder and fall protection inspections (annually);
approximately $500 for new sharps waste disposal program; provider fee
for Workplace Safety and Insurance Board (WSIB) Excellence Program
$1,200 (annual provider fee, but would receive WSIB rebates).
o 2025: $8,000 – Annual ($3,000) budget for ergonomic assessments;
approximately $3,200 for ladder and fall protection inspections (annually);
approximately $500 for new sharps waste disposal program; provider fee
for WSIB Excellence Program $1,200 (annual provider fee, but would
receive WSIB rebates).
o 2026: $23,000 – Annual ($3,000) budget for ergonomic assessments;
Approx $15,000 for three days of audiometric testing (maximum number of
tests for three days is approximately 400 tests) done every two years;
approximately $3,200 for ladder and fall protection inspections (annually);
approximately $500 for new sharps waste disposal program; provider fee
for WSIB Excellence Program $1,200 (annual provider fee, but would
receive WSIB rebates).
o 2027: $15,000 – Annual ($3,000) budget for ergonomic assessments;
approximately $7,000 for noise surveys done every three years;
approximately $3,200 for ladder and fall protection inspections (annually);
approximately $500 for new sharps waste disposal program; provider fee
for WSIB Excellence Program $1,200 (annual provider fee, but would
receive WSIB rebates).
Operating Budget Legislative Services A Plan for Growth: Clarington’s Proposed 2024-27 Budget
56
Animal Services
• Annual increase in Vet Services costs, 2024-27.
• Operating budget in Administration decreased $23,000 due to moving of
livestock revenue and expenses from Administration to Animal Services.
$3,000 Fees are recovered – cremation or burial of pets. $20,000 per the
MLE Service Delivery Review – to streamline the focus of the Animal
Services division, contract out dead animal pick-up.
Parking Enforcement
• Materials and Supplies increased to Parking Repair Maintenance for Meter
Management System by $19,800. Please see Parking Pay stations
Business Case. Will be removed if 2024 capital project not approved.
2026 Municipal Election
• Revenue increase in 2026 of $1,500 for nomination fees and candidate
election sign charges. This would only capture any non -refundable
election/nomination fees or non-refundable sign deposits.
• Materials and supplies budget $140,500. Includes $3,500 office supplies,
$5,000 miscellaneous operating supplies, $81,000 postage for voter
information letters, $50,000 advertising expense and $1,000 for travel.
Operating Budget Finance and Technology A Plan for Growth: Clarington’s Proposed 2024-27 Budget
57
Finance and Technology
Department Overview
The Finance and Technology Department is responsible for the Municipality's overall
financial activities. It is responsible for all accounting services and provides
financial advice to Council and other departments. The department develops
Municipal budgets, collects taxes, and manages the Corporation's financial assets.
The Department is also responsible for processing insurance claims against the
Municipality, procurement of goods and services, and information technology
services.
Core Activities
Accounting Services: Financial reporting, including annual financial statements
and statutory reports mandated by other levels of government. The division also
oversees reserve and reserve funds used to pay for various services within the
Municipality.
Taxation Services: Billing and collecting property taxes, providing assistance to
taxpayers on assessment inquiries and responding to tax appeals.
Financial Planning: Preparing annual or multi-year budgets, long-term financial
plans and forecasts, Development Charge Studies, and Community Benefits
Charge Strategies.
Asset Management: Reporting capital assets, corporate asset management
planning, and ensuring capital project financing is available.
Purchasing: Purchasing required supplies, vehicles, equipment, products,
services, rentals, consulting, construction, renovations, and printing services. The
division follows strict rules and procedures to ensure that all business conducted
with the Municipality is done in a fair and transparent manner.
Information Technology: Provides and supports all technology services for the
Municipality, including software, hardware, network security, etc. With the rise of
digitization, IT supports several internal and customer-focused solutions that
increase municipal business's overall effectiveness and efficiency levels.
Operating Budget Finance and Technology A Plan for Growth: Clarington’s Proposed 2024-27 Budget
58
2023 Accomplishments
• Rolling out new electronic tax bills. This optional service will allow taxpayers
to receive their tax bills in PDF format.
• Through our Assessment Base Management process, staff identified over
$100,000 in new revenue from properties that were miss-classified or under-
assessed. This ensures fairness within the property tax system.
• Through collaborating with our vendors, we have increased the use of
Electronic Fund Transfers to over 78 per cent of our payments, reducing the
use of cheques and shortening the time it takes to pay vendors.
• Recognized as an expert in their field, IT staff Presented at Municipal
Information Systems Association on Application Programming Interface (API)
uses between municipal systems.
Operating Budget Finance and Technology A Plan for Growth: Clarington’s Proposed 2024-27 Budget
59
Organizational Structure
Trevor Pinn, CPA, CA
Deputy CAO, Finance
and Technology/
Treasurer
Manager, Taxation
Services
Manager, Financial
Reporting / Deputy
Treasurer
Manager, Financial
Planning / Deputy
Treasurer
Manager,
Purchasing
Services
Chief Information
Officer
Network
Administration
Client
Applications
IT Business
Development
Financial
Reporting
Accounting
Long-term
Planning
Budgets
Operating Budget Finance and Technology A Plan for Growth: Clarington’s Proposed 2024-27 Budget
60
Staffing Complement 2024-27
2023
Full-time
2023
Part-time
2024
Full-time
2024
Part-time
2025 Full-
time
2025
Part-time
2026
Full-time
2026
Part-time
2027
Full-time
2027
Part-time
Administration 4 0 4 1 4 1 4 1 4 1
Accounting Services 10 0 10 0 10 0 10 0 10 0
Financial Planning 4 0 4 0 4 0 4 0 4 0
Information Technology 14 1 17 1 19 1 20 1 20 1
Purchasing Services 6 0 6 0 6 0 6 0 6 0
Taxation Services 5 0 5 0 5 0 5 0 5 0
Total Needs 43 1 46 2 48 2 49 2 49 2
The following highlights the changes in staffing needs during the period 2024 to 2027:
• Starting in 2024, part-time wages were increased to facilitate a co-operative education student in Financial Services. This position will rotate between divisions based on
corporate needs and student applicants’ learning objectives.
• The Information Technology Division is seeking to expand to facilitate the continued growth of the municipality, technology s upport requests and to facilitate continuous
improvement through digitization of the Municipality’s processes.
o In 2024, the addition of two Solutions Analysts and a Project Lead will allow the Division to develop the project management office required to support future IT
projects internally as well as support the diverse requests from departments for software, har dware and training functions.
o In 2025, two more Solutions Analysts will expand the support function of the division as we move further down the IT roadmap and digitization of services.
o In 2026, an additional Project Lead will add support to a growing Project Management Office within IT and further support growth and modernization activities.
Operating Budget Finance and Technology A Plan for Growth: Clarington’s Proposed 2024-27 Budget
61
Operating Budget
Budget Summary
Description
2021
Actuals
2022
Actuals
2023 Final
Budget
2024 Final
Budget
2023 / 2024
Variance
2025 Final
Budget
2026 Final
Budget
2027 Final
Budget
Public Sector Accounting Board
Expenditures
Amortization Expense $838,023 $830,143 $0 $0 $0 $0 $0 $0
Administration
Revenue
User Charges (225,431) (341,209) (400,000) (400,000) 0 (400,000) (400,000) (400,000)
Fines/Penalties on Interest (1,582,533) (1,571,377) (1,500,000) (1,700,000) (200,000) (1,900,000) (2,100,000) (2,300,000)
Information Technology
Expenditures
Salaries, Wages and Benefits 1,415,002 1,432,260 1,681,449 2,200,998 519,549 2,557,354 2,795,117 2,928,369
Materials and Supplies 9,332 7,854 11,593 12,750 1,157 13,350 14,050 14,750
Contracted Services 6,216 52,098 55,000 61,000 6,000 67,100 73,900 81,200
Transfers from Reserve, Reserve Fund and Capital 318,122 685,590 200,000 0 (200,000) 0 0 0
Reclass: CF (NON-TCA) to GF 685,940 636,102 1,010,000 1,450,000 440,000 1,595,000 1,754,600 1,930,000
Finance Administration
Operating Budget Finance and Technology A Plan for Growth: Clarington’s Proposed 2024-27 Budget
62
Revenue
Fines/Penalties on Interest 4,084 (3,691) (3,500) (2,800) 700 (2,600) (2,400) (2,200)
Expenditures
Salaries, Wages and Benefits 3,111,643 3,059,861 3,495,069 3,738,314 243,245 3,871,020 3,988,411 4,100,608
Materials and Supplies 209,262 121,016 126,977 115,600 (11,377) 115,600 115,600 115,600
Contracted Services 86,184 76,483 65,000 70,000 5,000 70,000 70,000 70,000
Transfers from Reserve, Reserve Fund and Capital 0 293,800 0 0 0 0 0 0
General Corporate
Revenue
User Charges (170,729) (771,174) 0 0 0 0 0 0
Gain/(Loss) on Disposal of Tangible Capital
Assets (38,202) (271,028) 0 0 0 0 0 0
Expenditures
Materials and Supplies 501,091 633,377 530,549 582,263 51,714 582,316 582,395 582,395
Contracted Services 1,331,711 1,628,293 1,590,100 1,400,600 (189,500) 1,502,100 1,603,600 1,705,100
Rents/Financial Expenses (290,614) 409,326 297,000 234,300 (62,700) 234,900 235,500 236,100
Transfers from Reserve, Reserve Fund and Capital 6,939,100 8,503,603 6,750,000 0 (6,750,000) 0 0 0
Contributions
Operating Budget Finance and Technology A Plan for Growth: Clarington’s Proposed 2024-27 Budget
63
Revenue
Transfer between Funds (445,955) (357,511) (4,097,255) (3,504,775) 592,480 (4,116,948) (3,057,626) (1,579,544)
Total $12,702,246 $15,053,816 $9,811,982 $4,258,250 ($5,553,732) $4,189,192 $5,673,147 $7,482,378
Operating Budget Finance and Technology A Plan for Growth: Clarington’s Proposed 2024-27 Budget
64
Budget Highlights
The following items highlight the 2024-27 budget for Finance and Technology:
Salaries, Wages and Benefits
• The increase in salaries reflects the annual COLA, annualization of new
positions from the previous year, annualization of new positions approved in
2023, half-year for 2024-27 new positions, estimated changes in benefits and
reflect changes to market and pay equity for the positions undertaken in 2022
and 2023.
Administration
• Increased fines revenue by $200,000 to reflect actuals.
Information Technology
• Increase of software maintenance by $425,000. The increase represents a full
year of AMANDA (funded from Building), EPLAN Software, Office 365
upgrade license to E3, Esri three-year contract renewal, cloud-based phone
system, additional security systems, mobile device management and Energy
Cap Software.
Finance Administration
• Decrease in materials and supplies due to the movement of furniture to the
Community Services Department.
General Corporate
• Materials and Supplies has increased primarily as a result of adding a
contingency of approximately $50,000 to 2024-27 for unexpected
expenses.
• Contracted Services decreased in 2024 by $192,000 due to a one -time cost
in 2023 for the required triannual actuarial review on post-employment
benefits; new development charge study to update for growth numbers,
updated capital costing and changes to the Development Charges Act,
1997; update to the Land Acquisition Study (required every five years) that
was reversed in 2024.
• Rents and financial expenses reduced by $62,700 due to exclusion of credit
card transaction fees.
Operating Budget Emergency and Fire Services A Plan for Growth: Clarington’s Proposed 2024-27 Budget
65
Emergency and Fire Services
Department Overview
Clarington Emergency and Fire Services (CEFS) provide professional and highly
trained emergency response, education and fire prevention services to all residents.
Clarington has a composite department made up of full -time and volunteer
firefighters.
Vision
A community free from loss of life, injuries and property damage.
Mission
An innovative service dedicated to protecting our community through education,
prevention, and emergency response.
Core Values
Professionalism: a commitment to excellence in everything we do.
Integrity: dedicated to honesty and accountability while holding ourselves to a high
ethical standard.
Compassion: devoted to treating people with dignity and kindness.
Operating Budget Emergency and Fire Services A Plan for Growth: Clarington’s Proposed 2024-27 Budget
66
Core Activities
Fire Prevention and Public Education: Creating a fire-safe community by reducing
the occurrence and impact of fires through public education programs and fire
inspections. Clarington strives to educate the public about fire safety through
various education programs, hall tours and community events, and provide safety
lectures and fire safety training to families, community groups, schools, clubs, and
businesses throughout the municipality.
Fire Suppression: CEFS responds to various emergency needs including medical
calls, motor vehicle accidents, fire calls, hazardous material spills, carbon monoxide
incidents, natural gas line ruptures, and specialized rescue calls such as water and
ice rescues and slope rescue situations. To complete these tasks Fire Services has
a variety of tools such as extrication tools, defibrillators, specialized saws and
cutting tools, a variety of nozzles, rope equipment and ladders. All this equipment
assists in providing an effective response in suppression.
Maintenance Division: Provides Self-Contained Breathing Apparatus (SCBA) fit
testing, repairs and maintains the SCBA and other personal protective equipment
used by the department.
Training Division: Researches, develops, and delivers leading-edge emergency
response techniques and procedures. This group ensures that emergency services
are effective and delivered in a consistent manner between platoons.
Management Division: Provides strategic direction for CEFS in a cost effective,
efficient, and effective manner. Ensures that the services provided match the
emergency needs of the community.
Operating Budget Emergency and Fire Services A Plan for Growth: Clarington’s Proposed 2024-27 Budget
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2023 Accomplishments and Successes
• Created new CEFS Vision, Mission, and Core Value statements.
• Created a CI committee to empower staff to implement improvements.
• Inclusion of sensory kits on fire trucks, along with training on how to use them
when responding to incidents involving neurodivergent people.
• Increased medical response services to include emergency calls related to
difficulty breathing and chest pains.
• Signed a fire protection services agreement with Oshawa Fire Services for the
delivery of specialty rescue services.
• Updated mutual aid agreement with Port Hope to accurately reflect the
services each organization provides.
• Improved management of false fire alarms and illegal burns through amended
Municipal fee by-laws, implementing cost recovery fees for preventable
incidents and improving efficiency of response processes.
• Conducted a thorough review of the emergency response services provided
by CEFS and provided recommendations to Council to address service gaps.
• Began the review and revision of all departmental operating guidelines and
policies to ensure CEFS is implementing industry best practices.
• Leased Fire Station 5 to EMS to run jointly with CEFS fire response.
• Hired, trained, and placed 18 new volunteer firefighters into service. CEFS
received 265 volunteer applications thanks to a robust six-week recruitment
campaign—a 148 per cent increase over 2022.
• Redesigned Emergency Management Plan and provided training to the
Municipal Control Group.
• Training hours increased year over year, including new fire ground
techniques and improved skill maintenance.
• High rise firefighting expert from Toronto Fire Services trained CEFS staff to
prepare for high rise buildings.
• New Officer Development Program’s inaugural class had nine graduating
officers, with 10 potential officers currently enrolled in a second class.
• 15 people certified to the SP103 Standard for Wildland Firefighting.
• All staff trained in mental health and operational stress management
through programs provided by CAMH and Wounded Warriors Canada.
• “Saved by the beep program” delivered to the community to improve smoke
alarm awareness and compliance.
Operating Budget Emergency and Fire Services A Plan for Growth: Clarington’s Proposed 2024-27 Budget
68
Organizational Structure
David Speed
Director, Emergency
Services / Fire Chief
Deputy Fire Chief
(2)
Fire Suppression
Mechanical
Training
Fire Prevention
Business Manager
Operating Budget Emergency and Fire Services A Plan for Growth: Clarington’s Proposed 2024-27 Budget
69
Staffing Complement 2024-27
2023
Full-time
2023
Part-time
2024
Full-time
2024
Part-time
2025
Full-time
2025
Part-time
2026
Full-time
2026
Part-time
2027
Full-time
2027
Part-time
Administration 7 0 6 0 6 0 6 0 6 0
Fire Prevention 5 0 5 0 5 0 5 0 5 0
Fire Suppression 64 125 64 125 84 125 84 100 84 100
Mechanical Support 1 0 1 0 1 0 1 0 1 0
Training 3 0 3 0 3 0 3 0 3 0
Total Needs 80 125 79 125 99 125 99 100 99 100
The following highlights the changes in staffing needs during the period 2024 to 2027:
• 20 full-time firefighters to staff an existing fire truck to respond to emergency calls from renovated Fire Station 1,
Bowmanville positions approved by Council in-year (2023) for budget year 2025.
• Discontinue the Volunteer firefighter program at Station 1 effective January 2026 .
Operating Budget Emergency and Fire Services A Plan for Growth: Clarington’s Proposed 2024-27 Budget
70
Operating Budget
Budget Summary
Description
2021
Actuals
2022
Actuals
2023 Final
Budget
2024 Final
Budget
2023 /
2024
Variance
2025 Final
Budget
2026 Final
Budget
2027 Final
Budget
Public Sector Accounting Board
Expenditures
Amortization Expense $1,041,306 $1,080,113 $0 $0 $0 $0 $0 $0
Administration
Revenue
User Charges (374,254) (409,619) (165,000) (445,000) (280,000) (445,000) (445,000) (445,000)
Expenditures
Salaries, Wages and Benefits 950,575 921,643 1,102,755 1,082,106 (20,649) 1,108,540 1,135,855 1,164,317
Materials and Supplies 171,473 226,549 235,350 237,250 1,900 240,050 242,550 245,350
Contracted Services 0 0 0 0 0 0 0 0
External Transfers to Others 7,750 750 10,000 0 (10,000) 0 0 0
Transfers from Reserve,
Reserve Fund and Capital 983,424 931,665 900,000 250,000 (650,000) 250,000 250,000 250,000
Contributions
Revenue
Transfer between Funds (95,629) (231,000) (548,624) (320,000) 228,624 (400,000) (400,000) (400,000)
Fire Prevention
Revenue
User Charges (48,863) (29,513) (44,500) (30,400) 14,100 (30,400) (30,400) (30,400)
Expenditures
Operating Budget Emergency and Fire Services A Plan for Growth: Clarington’s Proposed 2024-27 Budget
71
Description
2021
Actuals
2022
Actuals
2023 Final
Budget
2024 Final
Budget
2023 /
2024
Variance
2025 Final
Budget
2026 Final
Budget
2027 Final
Budget
Salaries, Wages and Benefits 751,294 627,638 803,658 762,722 (40,936) 788,787 827,200 856,083
Materials and Supplies 28,282 23,464 45,000 45,000 0 45,000 45,000 45,000
Contracted Services 77,032 0 1,000 1,000 0 1,000 1,000 1,000
Fire Suppression
Expenditures
Salaries, Wages and Benefits 8,520,681 8,994,273 9,516,762 10,212,886 696,124 12,085,459 13,802,858 14,255,497
Materials and Supplies 65,642 70,384 100,000 105,000 5,000 105,000 105,000 105,000
Contracted Services 58,388 80,744 90,000 100,000 10,000 100,000 100,000 100,000
Fire Training and Technical Support
Expenditures
Salaries, Wages and Benefits 335,998 554,203 536,626 558,058 21,432 576,504 595,730 615,859
Materials and Supplies 6,127 6,738 8,500 12,000 3,500 12,000 10,000 10,000
Fire Communications
Expenditures
Contracted Services 683,737 747,430 794,000 804,000 10,000 804,000 804,000 804,000
Fire Mechanical
Expenditures
Materials and Supplies 74,653 119,705 105,000 105,000 0 105,000 105,000 105,000
All Stations- Part-time Administration
Expenditures
Salaries, Wages and Benefits 858,343 923,435 901,280 907,615 6,335 933,836 671,881 691,226
Materials and Supplies 34,523 61,195 59,700 67,300 7,600 67,300 67,300 67,300
Contracted Services 12,764 12,692 23,700 26,100 2,400 26,100 26,100 26,100
Operating Budget Emergency and Fire Services A Plan for Growth: Clarington’s Proposed 2024-27 Budget
72
Description
2021
Actuals
2022
Actuals
2023 Final
Budget
2024 Final
Budget
2023 /
2024
Variance
2025 Final
Budget
2026 Final
Budget
2027 Final
Budget
Municipal Emergency Measures
Revenue
User Charges (5,000) (5,000) (10,000) (10,000) 0 (10,000) (10,000) (10,000)
Expenditures
Materials and Supplies 25,109 2,207 5,950 5,000 (950) 5,000 5,000 5,000
Fire Mechanical Technical Support
Expenditures
Salaries, Wages and Benefits 137,990 142,277 144,984 151,190 6,206 160,433 165,943 171,725
Fleet
Expenditures
Materials and Supplies 134,487 142,267 95,000 140,000 45,000 140,000 140,000 140,000
Total $14,435,832 $14,994,240 $14,711,141 $14,766,827 $55,686 $16,668,609 $18,215,017 $18,773,057
Operating Budget Emergency and Fire Services A Plan for Growth: Clarington’s Proposed 2024-27 Budget
73
Budget Highlights
The following items highlight the 2024-27 budget for Emergency and Fire Services:
Administration
• Revenues increased by $280,000: $250,000 reflects the Ontario Power
Generation (OPG) grant to be used in-year to fund certain activities such as
firefighter overtime, and $30,000 to reflect revenue actuals for increased cost
recovery services.
• Salaries, Wages and Benefits decrease due to the cancellation of the
Business Continuity and Emergency Management Planner position approved
in 2023. CEFS is not going forward with this position.
All Stations – Part-Time Administration
• Salaries, Wages and Benefits - Discontinue the Volunteer firefighter program
at Station 1 effective January 2026.
Fire Suppression
• Salaries, Wages and Benefits:
o The 2025 increase represents the hiring of 20 fire suppression positions
approved by Council in-year in 2023. This includes 16 firefighters and
four captains.
o A Plan for Growth also increases the budgeted overtime for firefighters to
reflect actuals as well as to provide resources to meet staffing obligations
for responses. Clarington has an agreement with OPG to receive
$250,000 annually. Over the next four years, funds from OPG held in the
Community Emergency Management Reserve Fund will be used to fund
overtime. Overtime requirements will be reviewed to consider operational
efficiencies from the proposed new station. Overtime has been increased
as follows:
▪ 2024 increase to $150,000 utilizing OPG annual funds (no tax
impact).
▪ 2025 increase fire OT to $400,000 ($400,000 OPG)
▪ 2026 increase fire OT to $775,000 ($400,000 OPG + $375,000
tax supported reserve funds)
▪ 2027 increase fire OT to $775,000 ($400,000 OPG + 375,000 tax
supported reserve funds)
Operating Budget Public Works A Plan for Growth: Clarington’s Proposed 2024-27 Budget
74
Public Works
Department Overview
Public Works is responsible for the maintenance of the Municipality’s roadways,
sidewalks, parks, cemeteries, and municipal fleet and equipment.
Core Activities
Roads: Maintenance of paved and unpaved roadways and sidewalks, including
snowplowing, ditching, culvert installations and pothole patching.
Traffic: Responsible for the provision of crossing guards throughout the
Municipality at key school locations, the development of traffic calming measures
and traffic safety.
Fleet: Maintain municipal fleet vehicle network, including emergency services
equipment such as fire trucks.
Parks and Cemetery: Maintenance of splash pads, beaches, cemetery and sports
fields, parks and open spaces and trail. The division also has responsibility over the
forestry program, seasonal grass cutting and special event programs such as
festival setup and takedown.
Capital Works: This division oversees capital construction and maintenance
contracts with external agencies.
Operating Budget Public Works A Plan for Growth: Clarington’s Proposed 2024-27 Budget
75
2023 Accomplishments and Successes
• Resurfaced a total of 22 kilometres of rural road.
• Transitioned from paper to electronic:
o ON Duty Diary Logbooks.
o Parks Inspections.
o Circle checks.
o Winter patrol.
• Culvert inventory tracked throughout the year to improve accuracy.
• Updated daily timesheet template to save time and improve accuracy.
• Improved winter operations with Focus GPS system.
• Marking all new cross culverts with reflective flexible bollards.
• Increased inventory of Armadillo stealth radar traffic counters to five.
• Summer student collecting an inventory of driveway and road cross culverts
for including in departmental GIS database.
• Improved the Senior Snow Clearing application process.
• The annual sidewalk minimum maintenance standards (MMS) inspection now
includes a recommended treatment. Also implemented a new sidewalk
measuring tool that gauges the height of trip hazards more accurately.
• A new GIS web application has been created for the crack sealing contract.
• Met the needs of local cricket players by assigning space on existing sports
field infrastructure.
Operating Budget Public Works A Plan for Growth: Clarington’s Proposed 2024-27 Budget
76
Organizational Structure
Steve Brake
Director, Public Works
Manager,
Operations
Manager, Parks
Services
Roads
Traffic
Fleet
Capital Projects
Cemeteries
Parks and
Property
Director,
Public Works
Operating Budget Public Works A Plan for Growth: Clarington’s Proposed 2024-27 Budget
77
Staffing Complement 2024-27
2023
Full-time
2023
Part-time
2024
Full-time
2024
Part-time
2025 Full-
time
2025
Part-time
2026
Full-time
2026
Part-time
2027
Full-time
2027
Part-time
Administration 7 0 7 0 7 0 7 0 7 0
Operations (Note 1) 46 51 47 51 47 51 47 51 47 51
Parks Services 27 21 29 21 30 21 30 21 30 21
Total Needs 80 72 83 72 84 72 84 72 84 72
Note 1 - The Municipality’s 40 Crossing Guards are included in the part-time category within Operations as they report to the Traffic Section of Operations.
The following highlights the changes in staffing needs during the period 2024 to 2027:
• The Fleet division is requesting a Fleet Technician in 2024.
• Parks Services is requesting a Manager of Parks Services in 2024.
• Forestry is requesting two Arborists, one in 2024 and one in 2025.
Operating Budget Public Works A Plan for Growth: Clarington’s Proposed 2024-27 Budget
78
Operating Budget
Budget Summary
Description
2021
Actuals
2022
Actuals
2023 Final
Budget
2024 Final
Budget
2023 / 2024
Variance
2025 Final
Budget
2026 Final
Budget
2027 Final
Budget
Public Sector Accounting Board
Expenditures
Amortization Expense $17,047,620 $18,215,846 $0 $0 $0 $0 $0 $0
Administration
Revenue
User Charges (599,437) (818,946) (285,300) (239,300) 46,000 (249,300) (259,300) (269,300)
Expenditures
Salaries, Wages and Benefits 4,739,231 5,009,281 3,525,721 4,123,154 597,433 4,281,220 4,425,096 4,564,842
Materials and Supplies 117,402 150,721 115,600 199,400 83,800 196,412 198,817 201,617
Contracted Services 36,488 263,989 35,000 25,000 (10,000) 25,000 25,000 25,000
Debt Services (Principal and Interest paid) 546,623 546,559 0 0 0 0 0 0
Transfers from Reserve, Reserve Fund, Capital 6,981,104 7,039,248 0 0 0 0 0 0
Contributions
Revenue
Donations and Contributions from Others (5,230) (400) (2,500) (1,500) 1,000 (1,500) (1,500) (1,500)
Transfer between Funds (1,317,936) (2,018,342) 0 0 0 (289,575) (283,140) (276,705)
Street Lighting
Revenue
User Charges (4,867) (8,850) (15,000) (15,000) 0 (15,000) (15,000) (15,000)
Operating Budget Public Works A Plan for Growth: Clarington’s Proposed 2024-27 Budget
79
Description
2021
Actuals
2022
Actuals
2023 Final
Budget
2024 Final
Budget
2023 / 2024
Variance
2025 Final
Budget
2026 Final
Budget
2027 Final
Budget
Expenditures
Materials and Supplies 591,704 383,986 450,000 450,000 0 450,000 450,000 450,000
Contracted Services 193,956 187,457 200,000 200,000 0 200,000 200,000 200,000
Debt Services (Principal and Interest paid) 219,670 219,869 219,155 219,400 245 219,400 219,100 219,100
Transfers from Reserve, Reserve Fund, Capital 100,000 100,000 0 0 0 0 0 0
Parks
Expenditures
Salaries, Wages and Benefits 1,490,232 1,290,845 1,539,522 2,112,522 573,000 2,389,792 2,512,430 2,579,884
Materials and Supplies 701,678 683,217 827,045 1,439,800 612,755 1,443,800 1,440,500 1,442,300
Contracted Services 1,103,471 1,672,307 1,658,230 1,994,550 336,320 2,092,700 2,192,676 2,294,713
Rents/Financial Expenses 122,794 57,901 60,000 90,000 30,000 92,700 95,481 98,345
Debt Services (Principal and Interest paid) 0 0 0 0 0 289,575 283,140 276,705
Transfers from Reserve, Reserve Fund, Capital 1,151,144 1,421,706 635,000 0 (635,000) 0 0 0
Cemetery
Revenue
User Charges (159,600) (189,728) (145,800) (156,000) (10,200) (156,000) (156,000) (156,000)
Expenditures
Salaries, Wages and Benefits 268,851 278,874 363,992 418,565 54,573 429,494 440,471 452,406
Materials and Supplies 165,052 223,517 113,800 273,740 159,940 259,040 259,240 259,540
Transfers from Reserve, Reserve Fund, Capital 55,000 190,000 5,000 0 (5,000) 0 0 0
Parking Lots
Expenditures
Debt Services (Principal and Interest paid) 147,794 147,927 0 147,600 147,600 147,600 147,400 147,400
Safe Roads
Operating Budget Public Works A Plan for Growth: Clarington’s Proposed 2024-27 Budget
80
Description
2021
Actuals
2022
Actuals
2023 Final
Budget
2024 Final
Budget
2023 / 2024
Variance
2025 Final
Budget
2026 Final
Budget
2027 Final
Budget
Expenditures
Materials and Supplies 12,588 4,146 11,000 11,000 0 11,000 11,000 11,000
Contracted Services 48,585 3,760 50,000 60,000 10,000 60,300 60,600 60,900
Waste Collection
Revenue
User Charges (73) (100) 0 0 0 0 0 0
Expenditures
Materials and Supplies 0 1,908 0 0 0 0 0 0
Recycling Collection
Revenue
User Charges (15) 0 0 0 0 0 0 0
Expenditures
Materials and Supplies 0 427 0 0 0 0 0 0
Roads Maintenance
Revenue
User Charges (26,477) (10,650) 0 (10,000) (10,000) (10,000) (10,000) (10,000)
Expenditures
Salaries, Wages and Benefits 603,994 574,302 686,800 749,200 62,400 757,500 773,500 789,500
Materials and Supplies 839,294 747,606 788,575 1,529,900 741,325 1,539,400 1,548,500 1,557,716
Contracted Services 533,307 785,288 774,245 1,029,000 254,755 1,053,850 1,079,200 1,105,500
Transfers from Reserve, Reserve Fund, Capital 2,450 0 0 0 0 0 0 0
Hardtop Maintenance
Expenditures
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Description
2021
Actuals
2022
Actuals
2023 Final
Budget
2024 Final
Budget
2023 / 2024
Variance
2025 Final
Budget
2026 Final
Budget
2027 Final
Budget
Salaries, Wages and Benefits 385,208 295,823 419,800 440,000 20,200 455,000 455,000 460,000
Materials and Supplies 389,888 472,059 820,500 976,700 156,200 988,660 1,000,865 1,013,522
Contracted Services 161,045 173,876 220,000 250,000 30,000 257,500 265,200 273,200
Loosetop Maintenance
Expenditures
Salaries, Wages and Benefits 66,527 83,488 66,000 75,000 9,000 82,200 85,000 88,750
Materials and Supplies 280,160 415,549 380,000 671,000 291,000 700,100 712,100 724,400
Winter Control
Revenue
User Charges (10,947) (35,471) (45,000) (70,000) (25,000) (68,100) (69,100) (70,200)
Expenditures
Salaries, Wages and Benefits 770,359 999,435 1,045,000 1,230,000 185,000 1,270,000 1,310,000 1,340,000
Materials and Supplies 1,336,128 1,953,058 2,155,000 3,152,000 997,000 3,152,000 3,152,000 3,152,000
Contracted Services 60,213 388,767 850,000 500,000 (350,000) 500,000 500,000 500,000
Safety Devices
Expenditures
Salaries, Wages and Benefits 241,677 342,911 348,000 366,000 18,000 371,000 376,000 386,000
Materials and Supplies 438,862 430,163 510,000 547,400 37,400 533,900 533,900 533,900
Contracted Services 56,845 0 30,000 95,000 65,000 97,300 99,600 102,000
Stormwater Management
Expenditures
Salaries, Wages and Benefits 14,351 20,205 20,000 26,000 6,000 26,000 24,800 25,000
Materials and Supplies 8,186 6,172 13,000 25,000 12,000 25,000 25,000 25,000
Contracted Services 182,122 96,028 215,000 100,000 (115,000) 100,000 100,000 100,000
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Description
2021
Actuals
2022
Actuals
2023 Final
Budget
2024 Final
Budget
2023 / 2024
Variance
2025 Final
Budget
2026 Final
Budget
2027 Final
Budget
Regional Roads
Expenditures
Salaries, Wages and Benefits 4,306 1,391 2,000 0 (2,000) 0 0 0
Materials and Supplies 18,212 1,361 1,000 1,000 0 1,000 1,000 1,000
Fleet
Revenue
Other Income - Contributions from Others 0 0 0 (5,054,750) (5,054,750) (5,054,750) (5,054,750) (5,054,750)
Expenditures
Salaries, Wages and Benefits 629,363 645,695 777,718 917,575 139,857 998,294 1,021,560 1,047,339
Materials and Supplies 0 0 21,800 21,800 0 21,800 21,800 21,800
Transfers from Reserve Fund 1,085,000 1,085,000 2,835,000 0 (2,835,000) 0 0 0
Total $41,823,902 $44,529,181 $22,294,903 $18,920,756 ($3,374,147) $19,674,312 $20,197,186 $20,676,924
Operating Budget Public Works A Plan for Growth: Clarington’s Proposed 2024-27 Budget
83
Budget Highlights
The following items highlight the 2024-27 budget for Public Works:
Salaries, Wages and Benefits
• The increase in salaries reflects the annual COLA, annualization of new
positions from the previous year, annualization of new positions approved in
2023, half-year for 2024-27 new positions, estimated changes in benefits and
reflect changes to market and pay equity for the positions undertaken in 2022
and 2023.
Administration
• Decrease in revenues and expenditures are due to an internal restructuring of
accounts.
• Increase in materials and supplies by $88,000 for emergency clean-up and
fleet allocation due to updating MTO rates used to charge out equipment time.
There is a corresponding revenue set up for the allocation and there is no tax
impact for this increase.
Parks
• Materials and Supplies increased by $612,755. Increase of $476,000 for
Parks Maintenance Fleet allocation and increase of $266,000 for Forestry
Fleet allocation due to updating MTO rates used to charge out equipment
time. There is a corresponding revenue set up for the allocation and there is
no tax impact for this increase.
• Council Amendment – increased forestry contracted services by $205,000
to increase service levels, in addition to the increase in forestry contracted
services of $120,000 contained in the budget. Total 2024 budget increase
is $325,000. A forestry review will be conducted to determine what work
will require an in-year adjustment from reserve. Increase to assist with
outstanding work orders, additional volume and increase in cost of trees
for General Tree Contract, Block Pruning Program, Urban and Park
Planting and Green Space Removals.
• Increase of $30,000 in Parks maintenance rental expense to add portable
toilet locations to permitted fields.
• Created new accounts related to the expected debt issuance for the
Newcastle Neighbourhood Park. The debt is expected to be issued in
2024 with first repayment due in 2025.
Cemetery
• Materials and Supplies net increase of $159,940. Of the increase,
$152,000 is due to updating MTO rates used to charge out equipment
time. There is a corresponding revenue set up for the allocation and there
is no tax impact for this increase.
Operating Budget Public Works A Plan for Growth: Clarington’s Proposed 2024-27 Budget
84
Parking Lots
• In 2018, an internal loan was issued for capital works related to parking lot
rehabilitation. Debt repayment costs of $147,600 for principal and interest has
been included, with internal loan to be completed by 2033.
Safe Roads
• Increase to contracted services for traffic services. This is a new account as
of 2024. Budget used to be included in Infrastructure's Pavement
Rehabilitation capital.
Road Maintenance
• Materials and Supplies net increase is $741,325. Small equipment increased
by $3,000, culvert maintenance-miscellaneous operating supplies increased
due to backlog, infrastructure reaching end of lifecycle, increase in cost of
materials. Fleet allocations for culvert maintenance increased $233,000; weed
control increased $145,000; ditch and shoulder maintenance increased
$231,000; road patrol increased $49,000; and roadside cleanup increased
$35,000 due to updating MTO rates used to charge out equipment time.
There is a corresponding revenue set up for the allocation and there is no tax
impact for this increase.
• Contracted Services net increase is $254,755. An increase of $102,100 for
ditching contract due to Climate Action Plan to reduce flooding in flood-prone
areas. An increase of $38,000 (of which $18,000 is a reallocation from
miscellaneous operating supply account) for catch basin and storm sewer
maintenance due to inflation and additional maintenance needs due to aging
infrastructure. The urban curb-cut contract increased by $26,500 due to
contract pricing for curb reinstatements and the amount of curbs that need to
be reinstated and address backlog. The sidewalk maintenance contract
account increased by $85,000. Increase due to inflation, additional
maintenance needs due to aging infrastructure and to address Climate
action plan items. Also added new budget for concrete curb replacement.
Hardtop Maintenance
• Materials and Supplies net increase is $156,200. Pavement patching net
increase is $119,000 based on updating MTO rates. Sweeping waste
disposal fees decreased by $150,000 based on prior years actuals and
sweeping fleet allocation increased by $148,000 due to updating MTO
rates used to charge out equipment time. There is a corresponding
revenue set up for the allocation and there is no tax impact for this
increase. Miscellaneous operating supplies for pavement markings
increased by $40,000 due to growth and inflation, additional maintenance
needs due to aging infrastructure and $5,000 to address Corporate
Climate Action Plan items.
• Pavement resurfacing contract services increased by $30,000 due to
additional maintenance needs from aging infrastructure and to address
climate action plan items.
Loosetop Maintenance
• Materials and Supplies net increase is $291,000. An increase of $30,000
for dust control due to a new contract. Gravel patch and resurfacing
increased by $253,000 due to updated MTO rates used to charge out
equipment time. There is a corresponding revenue set up for the
allocation; there is no tax impact for this increase.
Winter Control
• Net increase in revenues of $25,000 is based on the timing of first
occupancy in new developments and the increased number of customers
and increased fee of the program to participants.
Operating Budget Public Works A Plan for Growth: Clarington’s Proposed 2024-27 Budget
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• Increase in materials and supplies of $8,400 includes an increase of $8,000
for winter control fleet allocations based on a five-year average and
anticipated needs in 2023 and an increase of $400 in miscellaneous operating
supplies.
• Decrease in contracted services of $350,000 includes a decrease for winter
maintenance as staff are clearing arterial sidewalks and pedestrian crossing
locations at an estimated contract saving of $150,000. Senior snow clearing
program contract decreased by $200,000 based on prior year actuals.
Safety Devices
• Materials and Supplies net increased is $37,400 primarily due to updated
MTO rates used to charge out equipment time. There is a corresponding
revenue set up for the allocation; there is no tax impact for this increase.
• Railway crossing maintenance contract decreased by $10,000 based on
inspections by Transport Canada and anticipated needs in 2024 and future
years.
Stormwater Management
• Contracted services decrease of $115,000 as surveys will be completed and
these funds are no longer required.
Fleet
• Contributions from others of just over $5,000,000 added to offset fleet
allocation expenses, the expenses in other departments offset this revenue
and this is used for cost allocation measures only. Expenses for fleet are
captured in one account and allocated based on usage.
Operating Budget Community Services A Plan for Growth: Clarington’s Proposed 2024-27 Budget
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Community Services
Overview
The Community Services Division is responsible for the provision of indoor
recreation facilities, programs and activities providing the residents of Clarington a
variety of recreation and leisure opportunities, in a welcoming, enjoyable, and safe
environment. Community Services is responsible for the provision of indoor
recreation facilities, programs and activities providing the residents of Clarington a
variety of recreation and leisure opportunities, in a welcoming, enjoyable, and safe
environment. This includes the provision of facilities for our minor sport
organizations to operate their hockey, figure skating, lacrosse, and swimming
programs to their many participants.
The division also provides registered and drop-in recreation fitness and aquatic
programming, that services residents of all ages. Through our community
development efforts, we also administer the annual Community Funding Program,
which provides funding to various agencies and organizations, to support the
valuable work they perform in our community.
Core Activities
Facility Services
• Operate and maintain municipally operated indoor recreation facilities.
• Operate and maintain Municipal Administrative Centre and Clarington Public
Library Main Branch.
• Repair and maintenance of fire stations, operations depots, other library and
museum buildings, Bowmanville Older Adult Centre, and Visual Arts Centre.
• Manage and supervise all construction and renovation on municipally -owned
buildings.
• Liaise with Community Hall and Arena Boards.
• Manage the Naming Rights, Advertising and Sponsorship Program.
• Provide operational support to municipal and departmental special events.
Recreation Services
• Develop and operate recreation, fitness and aquatic programs and activities.
• Operate the fitness centre and older adult centre at Courtice Complex.
• Support access to recreation for low-income participants through internal and
external funding assistance programs.
• Allocate and permit indoor and outdoor rental space to community
organizations and the public.
• Manage the annual Council-approved Community Funding Program, which
provides financial support to local community agencies and organizations.
• Represent the Municipality on the Durham Regional Police Service
Community Safety Advisory Council, as well as other community-based
groups.
• Provide support to various community organizations through individual
consultation as group information sharing.
• Coordinate the intake of all non-municipal special event applications.
• Manage municipal and department special events including Mayor’s Golf
Classic, Mayor’s Art Gala, and Canada Day.
Operating Budget Community Services A Plan for Growth: Clarington’s Proposed 2024-27 Budget
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2023 Accomplishments and Successes
• In 2023 we experienced a post-pandemic rebound in swimming lesson
registrations, including a 40 per cent increase in our Fall Session numbers.
• With the most recent fall staff hiring, our aquatic staffing resources have
grown significantly and are reaching pre-pandemic levels. This was
accomplished through various collaborative and innovative efforts with the
aquatics team and Corporate Communications.
• Contributing to the Parks, Recreation and Culture Master Plan working group.
This work will continue into 2024 with major findings and recommendations
due to Council in September 2024. This work will assist Council and senior
staff in the strategic planning for indoor and outdoor recreation and cultural
services.
• Special Events team successfully held the inaugural Celebrate Sport in
Clarington Event in Spring 2023, at the Garnet B. Rickard Recreation
Complex. We plan to build on this success and expand our celebration of the
sporting accomplishments of our residents at the local, national, and
international levels.
• Council approval for Phase I of the South Bowmanville Recreation Centre
(SBRC) Project. The RFP for design services to be issued in 2024.
• Facility Services continues expansion of in-house renovation and smaller
capital projects work, including Shaw House and CAO Office renovations.
• Facility Services assisted with development of office design standards for
future workspaces, with goal to standardize furniture procurement and
maximize use of space.
• The Newcastle Arena renovation is nearing completion with a ceremony to
celebrate the re-opening scheduled in late November 2023.
• CI initiatives – working with CAO’s Office on several process reviews. This
work will continue in 2024.
• Special Event Application Growth: post-pandemic rebound, with over 60
applications administered to date in 2023, compared to over approximately
20 in 2022.
• Mayor’s Golf Classic: expect to raise approximately $30,000 for Durham
Hospice. Sponsorship sales for this event was managed internally by
Community Services staff in conjunction with the Mayor’s Office.
• Community Funding Program: Financial support of approximately $45,000
was provided to over 15 community organizations and groups through the
Community Funding Program in 2023. Additionally, funds were provided to
support local concerts in the park events.
• Continuation of the Clarington Charges Forward initiative through the
addition of electric vehicle and mobile device charging stations at
municipal facilities and inside recreational facilities.
Operating Budget Community Services A Plan for Growth: Clarington’s Proposed 2024-27 Budget
88
Organizational Structure
George Acorn
Director, Community Services
Manager, Facilities
Manager,
Recreation
Community
Development
Coordinator
Facilities
Management
Building Services
Aquatics
Recreation
Fitness and Older
Adult
Director,
Community
Services
Operating Budget Community Services A Plan for Growth: Clarington’s Proposed 2024-27 Budget
89
Staffing Complement 2024-27
2023
Full-time
2023
Part-time
2024
Full-time
2024
Part-time
2025 Full-
time
2025
Part-time
2026
Full-time
2026
Part-time
2027
Full-time
2027
Part-time
Administration 3 0 3 0 3 0 3 0 3 0
Community Development 2 0 2 0 2 0 2 0 2 0
Facilities 39 84 39 84 40 84 40 84 40 84
Recreation 16 277 16 277 19 277 20 277 20 277
Total Needs 60 361 60 361 64 361 65 361 65 361
The following highlights the changes in staffing needs during the period 2024 to 2027:
• Recreation Services - Recreation Programmer 2025.
• Facilities - Plumbing Technician 2025.
• Recreation Services - Aquatic Deck Leads (2) 2025.
• Recreation Services - Recreation Programmer (Inclusion) 2026.
• 2026-27 SBRC funds put aside in reserve funds for future staffing.
Operating Budget Community Services A Plan for Growth: Clarington’s Proposed 2024-27 Budget
90
Operating Budget
Budget Summary
Description
2021
Actuals
2022
Actuals
2023 Final
Budget
2024 Final
Budget
2023 / 2024
Variance
2025 Final
Budget
2026 Final
Budget 2027 Final Budget
Public Sector Accounting Board
Expenditures
Amortization Expense $2,080,972 $2,054,759 $0 $0 $0 $0 $0 $0
Administration
Revenue
User Charges (35,866) (77,845) (64,000) (74,000) (10,000) (100,000) (110,000) (130,000)
Expenditures
Salaries, Wages and Benefits 920,015 941,182 1,055,908 882,393 (173,515) 905,245 928,922 953,578
Materials and Supplies 25,236 36,276 62,555 41,900 (20,655) 42,400 90,400 43,900
Contracted Services 279,052 91,522 240,000 0 (240,000) 0 0 0
Transfers from Reserve, Reserve Fund and
Capital 1,762,201 1,859,441 1,342,500 0 (1,342,500) 0 0 0
Grants
Revenue
Grants 0 0 0 0 0 0 0 0
Contributions
Revenue
Transfer between Funds (1,696,392) (2,539,740) (1,935,754) (1,287,653) 648,101 (1,894,647) (2,800,133) (3,632,811)
Fleet
Expenditures
Materials and Supplies 39,200 24,552 23,350 22,400 (950) 22,400 32,900 32,900
Recreation Services Administration
Revenue
User Charges (121) (1,535) 0 0 0 0 0 0
Operating Budget Community Services A Plan for Growth: Clarington’s Proposed 2024-27 Budget
91
Description
2021
Actuals
2022
Actuals
2023 Final
Budget
2024 Final
Budget
2023 / 2024
Variance
2025 Final
Budget
2026 Final
Budget 2027 Final Budget
Expenditures
Salaries, Wages and Benefits 1,115,978 966,978 1,301,950 1,716,637 414,687 1,946,031 2,197,954 2,326,102
Materials and Supplies 12,219 11,803 31,000 29,200 (1,800) 29,200 29,200 29,200
Facilities
Revenue
User Charges (1,143,774) (1,917,180) (2,286,300) (2,408,400) (122,100) (2,486,400) (2,815,200) (2,948,000)
Transfer between Funds 0 0 0 (213,215) (213,215) (218,012) (222,917) (227,933)
Expenditures
Salaries, Wages and Benefits 3,884,704 4,594,678 4,933,047 5,422,466 489,419 5,652,477 5,872,813 6,035,127
Materials and Supplies 2,598,219 3,376,299 3,544,590 3,601,100 56,510 3,352,800 3,648,600 3,838,100
Contracted Services 256,694 425,475 717,595 699,500 (18,095) 729,200 795,700 823,400
Debt Services (Principal and Interest paid) 1,514,261 1,787,898 2,896,065 1,872,933 (1,023,132) 2,523,230 3,425,816 4,257,578
Transfers from Reserve, Reserve
Fund and Capital 1,148,621 357,109 0 0 0 0 0 0
Concessions
Revenue
User Charges (5,932) (22,102) (60,240) (62,100) (1,860) (64,100) (76,000) (77,400)
Expenditures
Salaries, Wages and Benefits 8 0 0 0 0 0 0 0
Aquatic Programs
Revenue
User Charges (275,596) (739,798) (911,350) (1,230,000) (318,650) (1,269,400) (1,309,900) (1,351,700)
Expenditures
Salaries, Wages and Benefits 296,192 698,646 1,169,428 1,311,429 142,001 1,340,235 1,369,829 1,400,009
Materials and Supplies 21,383 45,631 52,360 74,100 21,740 74,100 74,100 74,100
Fitness Programs
Revenue
Operating Budget Community Services A Plan for Growth: Clarington’s Proposed 2024-27 Budget
92
Description
2021
Actuals
2022
Actuals
2023 Final
Budget
2024 Final
Budget
2023 / 2024
Variance
2025 Final
Budget
2026 Final
Budget 2027 Final Budget
User Charges (75,474) (375,595) (458,900) (556,800) (97,900) (574,500) (596,700) (624,300)
Expenditures
Salaries, Wages and Benefits 146,416 251,099 314,351 335,684 21,333 343,108 349,097 372,416
Materials and Supplies 5,849 13,655 25,800 25,800 0 26,300 26,900 27,500
Rents/Financial Expenses 0 240 2,100 3,300 1,200 3,300 3,300 3,300
Recreation Programs
Revenue
User Charges (140,232) (430,467) (647,950) (784,300) (136,350) (809,300) (848,100) (967,100)
Expenditures
Salaries, Wages and Benefits 134,296 259,122 651,011 728,600 77,589 744,986 758,985 811,585
Materials and Supplies 9,481 35,542 78,300 78,300 0 78,300 78,300 78,300
Contracted Services 3,271 24,318 31,800 35,300 3,500 35,300 35,300 35,300
Community Development
Revenue
User Charges (131,700) (137,816) (172,330) (185,200) (12,870) (186,600) (188,300) (189,900)
Expenditures
Salaries, Wages and Benefits 58,384 73,239 5,510 9,540 4,030 9,768 9,993 10,224
Materials and Supplies 143,970 158,523 189,010 197,500 8,490 197,500 197,500 197,500
Contracted Services 28,008 34,545 47,200 49,400 2,200 49,400 49,400 49,400
55+ Active Adults
Revenue
User Charges (27,027) (76,976) (98,875) (129,600) (30,725) (133,700) (148,700) (178,400)
Expenditures
Salaries, Wages and Benefits 31,887 75,255 102,388 109,490 7,102 111,955 111,393 137,682
Materials and Supplies 2,832 17,611 10,300 12,700 2,400 12,700 12,700 12,700
Contracted Services 0 4,100 8,500 6,000 (2,500) 6,000 6,000 6,000
Rents/Financial Expenses 0 5,014 4,000 4,000 0 4,000 4,000 4,000
Operating Budget Community Services A Plan for Growth: Clarington’s Proposed 2024-27 Budget
93
Description
2021
Actuals
2022
Actuals
2023 Final
Budget
2024 Final
Budget
2023 / 2024
Variance
2025 Final
Budget
2026 Final
Budget 2027 Final Budget
Customer Service
Revenue
User Charges (17,479) (20,986) (16,500) (16,500) 0 (17,000) (17,600) (18,100)
Expenditures
Salaries, Wages and Benefits 753,620 988,063 1,158,390 1,195,055 36,665 1,233,045 1,264,378 1,296,761
Materials and Supplies 58,695 131,752 135,500 248,300 112,800 248,300 250,500 324,200
Smallboards Consolidated
Expenditures
Contracted Services 5,869 15,600 17,000 17,000 0 18,100 19,300 20,650
External Transfers to Others 12,188 4,241 0 0 0 0 0 0
Debt Services (Principal and Interest paid) 0 122,749 791,395 792,339 944 792,530 792,433 792,671
Smallboards Non-Consolidated
Expenditures
Contracted Services 2,329 22,425 19,500 19,500 0 20,800 22,200 23,700
External Transfers to Others 9,412 80 0 0 0 0 0 0
Libraries (Facilities)
Expenditures
Materials and Supplies 3,319 17,088 24,850 25,100 250 25,100 25,100 25,100
Contracted Services 4,424 8,556 15,140 15,500 360 16,200 17,000 17,800
Debt Services (Principal and Interest paid) 78,466 78,488 78,663 78,511 (152) 78,243 78,890 78,394
Client Services
Expenditures
Salaries, Wages and Benefits 538,336 624,399 0 0 0 0 0 0
Materials and Supplies 9,689 13,423 0 0 0 0 0 0
Museum (Facilities)
Expenditures
Materials and Supplies 13,764 13,941 20,100 20,300 200 20,500 20,700 20,900
Operating Budget Community Services A Plan for Growth: Clarington’s Proposed 2024-27 Budget
94
Description
2021
Actuals
2022
Actuals
2023 Final
Budget
2024 Final
Budget
2023 / 2024
Variance
2025 Final
Budget
2026 Final
Budget 2027 Final Budget
Contracted Services 8,378 7,514 8,800 10,300 1,500 10,300 10,300 10,300
Community Grant Program
Expenditures
External Transfers to Others 38,500 76,555 99,000 98,850 (150) 99,000 98,800 98,800
Municipal Sponsorships
Expenditures
External Transfers to Others 135,920 0 0 0 0 0 0 0
Total $14,642,665 $14,009,346 $14,556,757 $12,842,659 ($1,714,098) $13,048,394 $13,575,153 $13,923,533
Operating Budget Community Services A Plan for Growth: Clarington’s Proposed 2024-27 Budget
95
Budget Highlights
The following items highlight the 2024-27 budget for Community Services:
Salaries, Wages and Benefits
• The increase in salaries reflects the annual COLA, annualization of new
positions from the previous year, annualization of new positions approved in
2023, half-year for 2024-27 new positions, estimated changes in benefits and
reflect changes to market and pay equity for the positions undertaken in 2022
and 2023.
Administration
• Materials and Supplies increased by a one-time cost of $50,000 in 2026 for
special events due to the South Bowmanville Rec Centre official opening.
• Contracted services decreased by $240,000. In 2023, hire a consultant to do
the Community Services Sport, Leisure and Culture Master plan. This plan will
provide support for future investment in capital and programming needs. This
was a one-time cost in 2023.
Facilities
• Revenue increased by $122,100 in 2024 due to an increase to post -pandemic
revenues. 2026 and 2027 revenues have increased and include projected
revenues for SBRC.
• New accounts transfer between accounts is used to offset staff time/salary
expenses regarding employees working on capital projects.
• Materials and Supplies overall increase by $56,510 due to several nominal
changes at each facility. Two notable changes are:
• Increase of $350,200 for the centralization of furniture and fixture accounts.
• Decrease of $250,000 in the Camp 30 repair and maintenance account.
Heat and Hydro increases are based on estimated costs provided by
Financial Services Department.
Aquatic Programs
• Increase in revenues of $318,650 due to post-pandemic revenues and
program growth.
Fitness Programs
• Increase in revenues of $97,900 due to post-pandemic revenues and
program growth.
Recreation Programs
• Increase in revenues by $136,350 as a result of post-pandemic program
growth and increased demand.
55+ Active Adults
• Revenue increased by a net of $30,725 as a result of post-pandemic
program growth and increased demand.
Operating Budget Community Services A Plan for Growth: Clarington’s Proposed 2024-27 Budget
97
Customer Service
• Materials and Supplies increased net $112,800. An increase of $62,800
primarily for ACTIVE NET transaction fees which are expected to increase
due to post pandemic operational levels. An increase of $50,000 to cover
subsidy costs for FAP. Previously surplus unclaimed account credits were
used to fund, those balances are diminished.
Hall Boards Consolidated
• This sub-department is for the hall boards that are consolidated within the
Municipality for winter control. This would include Boards of Council such as
the Tyrone Community Hall Board.
Hall Boards Non-Consolidated
• This is sub-department is for non-consolidated hall boards, such as the
Hampton Community Association. This expense is for winter control costs
for those boards that are not consolidated within the Municipality, per the
Community Group Roadmap approved in October 2021.
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Planning and Infrastructure
Department Overview
The Planning and Infrastructure Department is responsible for managing the growth
of the Municipality. The department develops planning policy, issues building
permits, reviews development applications for infrastructure planning, oversees key
infrastructure investment projects, and supports local economic development
activities.
Core Activities
Community Planning: Responsible for planning policy including the official plan and
secondary plans. Manages review of commercial and mixed-use development
applications and community engagement. Responsible for the both the Clarington
Heritage Advisory Committee and the Clarington Agricultural Advisory Committee of
Council.
Development Review: Oversees land use planning implementation, development
application review and approval, land division zoning and Committee of Adjustment.
Respond to general land use inquiries regarding the development potential of private
property.
Building Division (Permits and Inspections): Responsible for issuing building,
renovation/addition and demolition permits and conducting building, structural,
plumbing and HVAC inspections. Interprets the Development Charges By-law and
Ontario Building Code.
Infrastructure: Responsible for the development and planning of infrastructure
requirements and long-term asset management planning. The division oversees
infrastructure construction and works with external agencies on infrastructure
such as cable, internet, power locations. Responsible for the development and
planning of infrastructure requirements and long-term asset management
planning. The division oversees construction of new parks and trails, management
of infrastructure assets, active transportation planning and constru ction oversight
for the Planning and Infrastructure’s capital program.
Development Engineering: Reviews, inspects and assumes new developments,
provide engineering support and comments on proposed development
applications and works with Infrastructure Division on planning for infrastructure
needs to support growth.
Economic Development: Develops community economic development strategy,
works with key stakeholders such as the Clarington Board of Trade (CBOT) for job
attraction and retention, supports for local tourism businesses, and events to
promote Clarington in and outside of the Region.
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2023 Accomplishments and Successes
• Completed the modernization of the building permit process moving to a
completely electronic application, review and inspections.
• Created the position of Building Engineer and an additional Building Inspector
to support and facilitate the building permit processes at all stages.
• Re-introduced the Builder/Developer Workshop.
• Building staff obtained 18 new Ministry of Municipal Affairs and Housing
Building Code qualifications.
• Received and continued to process over 410 ongoing Development
Applications (Pre-consultation, Land Division, Subdivision, Zoning By-law
Amendments, Part Lot Control, Site Plans, Official Plan Amendments, Minor
Variances).
• Provided the final approval for 1,580 residential units in Clarington.
• Responded to 3,296 public inquiries.
• Updated the Parkland and Open Space Dedication By -Law.
• Worked with Finance to update fee by-law that expired July 1, 2023, resulting
in a three per cent increase.
• Successfully held 12 Statutory Public Meetings, clearing 2022 backlog
bringing us up to date ahead of the timeframes in the More Homes for
Everyone Act, 2022.
• Initiated the Parks, Recreation, and Culture Master Plan project.
• Hosted five information centers for secondary plans and subwatershed
studies.
• Wilmot Creek Neighbourhood Secondary Plan was adopted by Council.
• Presented Soper Creek Subwatershed Study-Phase 1 report to the Council.
Phase 2 of the Subwatershed Study, a new future conditions hydrologic
model, is being developed.
• Completed the Robinson Creek and Tooley Creek Subwatershed Study.
• Initiated Clarington’s Official Plan Review, which includes a comprehensive
engagement program for residents and stakeholders to participate.
• Distributed almost 500 trees to residents u nder the Trees for Rural Roads
Program.
• Completed 105 Planning Map requests and 173 Infrastructure and Public
Works map requests.
• Developed interactive online maps and dashboards for Asset Management,
Clarington Geospatial Data, and Capital Works.
• Completed the construction of Lake Road extension.
• Reconstructed the Port Darlington boat launch.
• Completed the Bowmanville Cemetery expansion.
• Installed two electric vehicle charging stations at the Orono Library to support
climate change initiatives.
• Awarded the Active Transportation Master Plan scheduled to be completed in
2024.
• Completed the Newcastle Community Park.
• Tendered 2023 Pavement Rehabilitation and Brown Street reconstruction,
with completion targeted for 2024.
• Completed the Brookhill Parkette.
• Completed the public consultation on the Soper Creek Phase Three project.
• Authorized the commencement of two developments.
• Issued 50 municipal consents and 21 site alteration permits.
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• Completed the Environmental Study for Meadowglade Road and Farmington
Drive.
• Developed and Launched Concierge Service for businesses.
• Launched the process from transforming the Shaw House into the Economic
Development offices and the Business Resource and Innovation Centre.
Including the preparation of a feasibility study and a design proposal .
• Processed nine patio permits.
• Processed five Community Improvement Plan (CIP) applications.
• Attracted and facilitated AccessIO, a technology startup and angel investor
event that brought together 300 attendees between a kick-off event at
Canadian Tire Motorsport Park (CMTP) and a main event at the Darlington
Energy Centre.
• Created new “Invest Clarington” Economic Development Division brand
identifier and its new, standalone website.
• Executed three promotional seasonal tourism campaigns.
• Launched Pick-Your-Own promotional campaign.
• Facilitated two features on Breakfast Television featuring Joey’s World and
Soper Creek.
• Supported the development of the Nuclear Energy Sector Business Attraction
Strategy.
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Legislative Changes / Economic Changes
• More Homes Built Faster Act, 2022: Downloading of the Land Division
Function to the Local Municipality (anticipated increase in revenue and
expenditures on this function).
• More Homes for Everyone Act, 2022: newly imposed timeframes for
Development Review files. If the Municipality does not meet certain
timeframes, it is required to provide tiered refunds to the applicants.
• Introduction of new two-stage pre-consultation approach, increased revenue
for pre-consultation meetings.
Initiatives/Plans
Initiated Clarington’s Official Plan Review
• The Official Plan review presents an excellent opportunity to ensure that , as
Clarington continues to be one of the fastest growing municipalities in the
Greater Toronto Area, we’re proactively planning a community that fits with
our shared values and Council’s Strategic Plan. Policies in the Official Plan
can ensure that we’re growing in a manner that protects what we value most
and enhances our community. Revisiting our visi on will be key to achieving
this.
Parks, Recreation, and Culture Master Plan
The Municipality of Clarington is creating a Parks, Recreation, and Culture Master
Plan to understand and plan for services to meet our current and evolving needs. It
involves:
• Parks: The parkland and natural areas that provide places for play and
leisure.
• Recreation: The facilities, services, and programming that activate our public
spaces including indoor and outdoor facilities, play equipment and
infrastructure.
• Culture: The facilities, services and programming that highlight our
communities’ identity, including libraries, heritage, visual and performing arts .
• Trails: The links between our communities that encourage active lifestyles
and exploring our natural features.
The Master Plan will use a holistic approach to synthesize these components in a
way that compliments one another. The plan will make recommendations for future
services that are fiscally and environmentally sustainable while suiting the unique
needs of our communities.
The Parks, Recreation, and Culture Master Plan will:
• Map out our current resources and assets.
• Assess our current and future needs.
• Create a vision and set of priorities that fits our community.
• Lay out a detailed plan to implement our recreational priorities.
• Use a holistic approach to planning our recreational and cultural facilities so
that they work together to meet our needs.
Active Transportation Master Plan (ATMP) and
Wayfinding System Strategy
• The ATMP aims to establish an active transportation network plan, inform
policies and develop an implementation program and schedule to support
Clarington's vision for a safe, integrated, and cohesive transportation network
for all modes of active travel. This includes walking, cycling, and other
nonmotorized modes of travel and mobility devices. The ATMP will also
recognize and review the integration of active transportation with public transit
routes to form a complete and connected network.
• The Wayfinding System Strategy will complement the ATMP and serve to
inform and guide active transportation users in a navigational and advisory
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capacity, inform policies, encourage and promote utilization of these features,
and develop an implementation program/schedule to complement the ATMP.
Key Performance Indicators
Average response time of 3.2 days per public inquiry.
Issued 758 residential units.
Completed 10,424 inspections.
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Organizational Structure
Carlos Salazar
Deputy CAO, Planning
and Infrastructure
Manager,
Community
Planning and
Design
Manager,
Development
Review
Chief Building
Official
Manager,
Development
Engineering
Manager,
Infrastructure
Manager,
Economic
Development
Deputy CAO,
Planning and
Infrastructure
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Staffing Complement 2024-27
2023
Full-time
2023
Part-time
2024
Full-time
2024
Part-time
2025 Full-
time
2025
Part-time
2026
Full-time
2026
Part-time
2027
Full-time
2027
Part-time
Administration 4 0 4 0 4 0 4 0 4 0
Chief Building Official 18 0 18 0 20 0 20 0 20 0
Community Planning 17 1 17 1 17 1 17 1 17 1
Development Engineering 8 0 8 0 10 0 10 0 10 0
Development Review 15 0 15 0 15 0 15 0 15 0
Economic Development 4 0 5 0 5 0 5 0 5 0
Infrastructure 11 0 12 0 13 0 13 0 13 0
Total Needs 77 1 79 1 84 1 84 1 84 1
The following highlights the changes in staffing needs during the period 2024 to 2027:
• Development Engineering: one Construction Inspector and one Development Review Technician in 2025.
• Infrastructure: one Infrastructure Technologist in 2024; one Senior Construction Inspector in 2025.
• Economic Development: one Senior Economic Development Officer in 2024.
• Building Inspection: one Building Inspector and one Supervisor of Inspections in 2025.
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Operating Budget
Budget Summary
Description
2021
Actuals
2022
Actuals
2023 Final
Budget
2024 Final
Budget
2023 / 2024
Variance
2025 Final
Budget
2026 Final
Budget
2027 Final
Budget
Public Sector Accounting Board
Expenditures
Amortization Expense 2,863 38,485 0 0 0 0 0 0
Planning
Expenditures
Salaries, Wages and Benefits 0 58,797 4,652,542 5,281,569 629,027 5,679,234 6,025,253 6,192,392
Infrastructure
Revenue
Transfer between Funds 0 0 0 (929,424) (929,424) (1,022,880) (1,105,732) (1,130,611)
Expenditures
Salaries, Wages and Benefits 0 15,090 1,488,257 1,703,652 215,395 1,900,589 2,029,955 2,085,119
Materials and Supplies 0 0 33,540 24,000 (9,540) 24,500 24,500 24,500
Contracted Services 0 0 125,000 125,000 0 125,000 125,000 125,000
Debt Services (Principal and Interest paid) 0 0 553,160 553,240 80 552,198 550,225 548,292
Administration
Revenue
User Charges (1,057,437) (1,533,960) (2,355,800) (2,469,800) (114,000) (2,474,800) (2,474,800) (2,474,800)
Other Income - Sale of Assets (NON-TCA) (280,000) 0 0 0 0 0 0 0
Expenditures
Salaries, Wages and Benefits 3,268,104 3,129,869 472,993 624,627 151,634 645,295 666,875 683,882
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Description
2021
Actuals
2022
Actuals
2023 Final
Budget
2024 Final
Budget
2023 / 2024
Variance
2025 Final
Budget
2026 Final
Budget
2027 Final
Budget
Materials and Supplies 104,182 81,186 196,890 163,000 (33,890) 159,480 159,480 159,480
Contracted Services 200,416 492,651 867,000 476,075 (390,925) 511,075 586,075 661,075
Transfers from Reserve, Reserve Fund and Capital 1,598,557 1,508,451 377,500 50,000 (327,500) 50,000 50,000 50,000
Contributions
Revenue
Transfer between Funds (268,390) (992,389) (2,498,094) (1,865,651) 632,443 (1,982,525) (2,122,254) (2,142,658)
Building Inspection
Revenue
User Charges (3,038,510) (1,967,075) (1,774,500) (1,899,100) (124,600) (1,955,300) (2,013,300) (2,072,900)
Fines/Penalties on Interest 0 0 (500) (500) 0 (500) (500) (500)
Expenditures
Salaries, Wages and Benefits 1,430,979 1,455,434 2,041,034 2,189,611 148,577 2,440,976 2,640,679 2,722,366
Materials and Supplies 60,472 59,499 43,900 47,400 3,500 50,150 50,150 50,400
Contracted Services 64,708 14,440 195,000 195,000 0 195,000 195,000 195,000
Transfers from Reserve, Reserve Fund and Capital 939,545 0 0 0 0 0 0 0
Parks
Expenditures
Contracted Services 0 0 10,000 10,000 0 10,000 10,000 10,000
Roads and Structures
Expenditures
Contracted Services 0 0 12,000 12,000 0 12,000 12,000 12,000
Safe Roads
Expenditures
Materials and Supplies 0 0 2,500 2,500 0 2,500 2,500 2,500
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Description
2021
Actuals
2022
Actuals
2023 Final
Budget
2024 Final
Budget
2023 / 2024
Variance
2025 Final
Budget
2026 Final
Budget
2027 Final
Budget
Roads Maintenance
Expenditures
Contracted Services 0 0 17,500 20,000 2,500 20,000 20,000 20,000
Environmental
Revenue
User Charges (137,510) (118,416) (84,670) (84,670) 0 (84,670) (84,670) (84,670)
Expenditures
Materials and Supplies 5,273 2,623 3,500 3,500 0 3,500 3,500 3,500
Contracted Services 133,231 108,416 80,000 80,000 0 80,000 80,000 80,000
Fleet
Expenditures
Materials and Supplies 0 0 2,800 2,800 0 2,800 2,800 2,800
Smallboards Consolidated
Expenditures
Materials and Supplies (40) 925 1,500 1,500 0 1,500 1,500 1,500
Tourism
Expenditures
Salaries, Wages and Benefits 232,952 229,581 247,989 0 (247,989) 0 0 0
Materials and Supplies 69,920 98,920 68,600 0 (68,600) 0 0 0
Contracted Services 26,607 15,383 21,500 0 (21,500) 0 0 0
Development Review
Revenue
User Charges (289,743) (1,523,318) 0 0 0 0 0 0
Expenditures
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Description
2021
Actuals
2022
Actuals
2023 Final
Budget
2024 Final
Budget
2023 / 2024
Variance
2025 Final
Budget
2026 Final
Budget
2027 Final
Budget
Materials and Supplies 23,289 35,955 0 0 0 0 0 0
Contracted Services 289,651 717,078 0 0 0 0 0 0
Economic Development
Expenditures
Salaries, Wages and Benefits 0 18,611 331,985 819,671 487,686 855,177 892,702 916,612
Materials and Supplies 53,719 25,142 360,250 297,250 (63,000) 297,250 297,750 297,750
Contracted Services 371,418 325,000 573,000 325,500 (247,500) 325,500 325,500 225,500
Transfers from Reserve, Reserve Fund and Capital 640,375 646,075 650,000 0 (650,000) 0 0 0
Total $4,444,631 $2,942,453 $6,716,376 $5,758,750 ($957,626) $6,423,049 $6,950,188 $7,163,529
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Budget Highlights
The following items highlight the 2024-27 budget for Planning
and Infrastructure Services:
Salaries, Wages and Benefits
• The increase in salaries reflects the annual COLA, annualization of new
positions from the previous year, annualization of new positions approved in
2023, half-year for 2024-27 new positions, estimated changes in benefits and
reflect changes to market and pay equity for the positions undertaken in 2022
and 2023.
Infrastructure
• Transfer between accounts new to offset staff expenses, for staff working on
capital projects.
• No change to Contracted services budgeted of $125,000 for unexpected
design assignments.
Administration
• Revenues increased net $114,000. Majority of increase of $102,000 is due to
new two-stage pre-consultation approach.
• Contracted services decreased net $390,925. A $650,000 increase is based
on the business case submitted for the Comprehensive Zoning Bylaw update
review was a one-time cost in 2023 and was reversed in 2024. An increase of
$259,075 for consulting expenses:
o $50,000 increase for anticipated Peer Reviews for Development
Engineers.
o $169,075 Request for Community Planning for consultants for
evaluation of 55 properties on the Heritage Register for their removal
from the list at the end of 2024 as a result of changes to the Heritage
Act, 1990.
o $40,000 one time ask for the Waterfront Strategy. This project has
been delayed by one year and will restart in 2024.
Building Inspection
• Increase in building permit revenue of $124,600 in 2024 based on fee
study/annual permit fee increase.
• Materials and Supplies decreased by $58,500. This includes a decrease of
$69,500 in travel/mileage submissions as each inspector has a municipal
vehicle now. Offsetting increases are several nominal accounts.
• Contracted Services decreased by net $109,500. A decrease of $87,000 for
consulting and a decrease of $22,500 for professional fees.
Environmental
• Revenues and Expenditures net to zero for Port Granby. This is a continuing
project including the Government of Canada, Town of Port Hope and the
Municipality of Clarington.
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Tourism
• Tourism has merged with Economic Development.
Economic Development
• Materials and Supplies decreased net $63,000. Internal reallocations,
tourism merged with Economic development increased material and
supplies, reversal of 2023 one-time costs reduced material and supplies.
One reversal was $100,000 for physician recruitment, and the other reversal
was a one-time cost of $48,800 associated with a 2023 business case.
• Contracted services decreased by $247,500 which includes a reduction of
$119,000 for profession fees, an increase of printing costs of $21,500 and a
decrease of $150,000 to the CBOT contract that was allocated to salary to
fund the Senior Economic Development officer 2024 position. Contracted
services decreased by $247,500 which includes a reduction of $119,000 for
profession fees, an increase of printing costs of $21,500 and a decrease of
$150,000 to the CBOT contract that was allocated to salary to fund the
2024 Senior Economic Development officer position.
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Clarington Public Library, Museums and Archives
Clarington Public Library, Museums and Archives (CPLMA) connects residents with
cultural, literacy, heritage, and learning resources. CPLMA provides service through
five locations and two additional heritage buildings: Bowmanville Library Branch,
Courtice Library Branch, Orono Library Branch, Newcastle Library Branch, Sarah
Jane Williams Heritage Centre, Kirby School House and Waverley Place. The
Clarington Public Library Board oversees the governance of the CPLMA under the
provisions of the Public Libraries Act, 1990, and the Standards for Community
Museums in Ontario.
CPLMA inspires curiosity and is a destination where our community can relax,
connect, learn, and thrive. Residents can freely access print and digital collections,
special lending collections, multilingual resources, digital literacy supports,
programming for all ages, genealogy, and archival research.
Core Activities
Loaning Services: a robust and curated physical and digital collection of books,
science and technology kits, internet hotspots, newspapers, movies, graphic novels,
and resource kits that support the spectrum of learning styles – all available without
cost and with a Library Card. Quiet study spaces and videoconferencing services are
also freely available to the community.
Literacy Development: CPLMA supports the development of literacy in its various
forms, including digital literacy, financial literacy, reading and writing skills, and
cultural literacy. CPLMA provides literacy outreach services to older adult facilities,
schools, childcare facilities and at community events. CPLMA opened a Makerspace
in the Courtice Library to support STEM literacy and build digital literacy skills.
Heritage: CPLMA is the caretaker and curator of Clarington’s community memory.
School and community heritage programs are offered to promote and experience
Clarington’s heritage. Research and genealogy resources and requests are
supported by highly trained heritage staff . The Museum is the home of community
relevant historical letters, diaries, photographs, negatives, films, audio and
videotapes, and artifacts.
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2023 Accomplishments and Success
• Provided increased services and resources in response to heightened
demand, resulting in increases across all key performance indicators.
• Developed a new strategic plan, a new brand and a new website to reflect the
harmonized organization.
• Opened food pantries in Bowmanville, Newcastle and Orono libraries in
partnership with Feed the Need and the Clarington East Food Bank to help
address food insecurity in Clarington.
• In celebration of Pride Month and partnership with Durham Children’s Aid
Society, CPLMA welcomed over 150 attendees to the highly anticipated Drag
Queen Storytime event.
• Opened Clarington’s first Maker Space in Courtice to provide access to STEM
and digital literacy tools.
• Installed “Clarington Rewind” heritage panels in community centres, in
partnership with Clarington Tourism, to share our rich history.
• After a three-year hiatus, the Waverley Place, home of the Jury family, re-
opened for special events and functions.
Legislative Changes / Economic Changes
• Facility maintenance for CPLMA facilities has moved into the CPLMA budget,
previously in the Community Services budget, accounting for three per cent or
$117,000 of the overall increase.
• Personnel included the costs for a ratified collective agreement.
• No new staff are requested in 2024.
• Three new FTEs are requested, one per year from 2025 to 2027.
• Provincial funding has remained static and is not anticipated to increase.
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Initiatives/Plans
CPLMA 2023–27 Strategic Plan supports four pillars based on the core belief that
CPLMA is an inclusive and welcoming destination to ignite curiosity and where our
community can relax, connect, learn and thrive:
• Knowledge-Rich Organization
o Satisfying curiosity
o Engaging and supporting newcomers
o Expanding access to digital literacy
• Community Destination of Choice
o We are a safe space that is supportive, compassionate and welcomes
diversity and inclusivity
o We are the place to preserve and exhibit Clarington’s cultural heritage
o We want to be a highly valued community partner
• Organizational Excellence
o We want to be an employer of choice
o We will be bold leaders in service design and delivery
o We will commit to continuous improvement
• Resource Utilization and Sustainability
o We will align with Municipal strategies
o We will be environmentally sound
o We will develop sustainable revenue generation strategies
o We will build business models to sustain disasters and recovery efforts
Parks, Recreation and Culture Master Plan: includes an analysis of library and
museum services.
2025 Service Study: Requested to effectively plan for permanently managing
heritage services in library facilities.
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Key Performance Indicators
2019 2020 2021 2022 2023 (est.)
2022-2023 (%
change)
Circulation – Physical 553,871 246,194 313,971 526,563 688,318 30.7%
Circulation – Digital 181,871 247,955 287,232 294,500 216,706 -26.4%
Visits - In Person 414,545* 119,280 93,736 200,522 286,441 42.8%
Visits - Digital (App, Website) 975,151 1,211,728 1,504,804 1,765,774 1,912,032 8.3%
Programs Offered 1,215 371 - 504 1,342 166.3%
Program Attendance 24,460 9,078 - 9,027 20,940 132.0%
Programs Attendance (virtual) - 12,401 28,188 59,464 - -
Total Active Members 38,820 37,260 35,001 38,822 40,214 3.6%
Total New Members 2,776 1,627 1,798 2,988 4,540 51.9%
*suspected incorrect due to door counter malfunction
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Organizational Structure
Monika Machacek
Chief Executive Officer
Director,
Neighbourhood
Services
Director, Strategy
and Innovation
Manager, Human
Resources
Manager, Business
Administration
Heritage Services
Programs and
Events
Public Service
Marketing and
Community
Engagement
Technology
Collections
Chief
Executive
Officer
Operating Budget Clarington Public Library, Museums and Archives A Plan for Growth: Clarington’s Proposed 2024-27 Budget
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Staffing Complement 2024-27
2023
Full-time
2023
Part-time
2024
Full-time
2024
Part-time
2025
Full-time
2025
Part-time
2026
Full-time
2026
Part-time
2027
Full-time
2027
Part-time
Administration 4 1 4 1 4 1 4 1 4 1
Neighbourhood Services 13 21 13 21 14 21 14 21 14 21
Strategy and Innovation 12 16 12 16 12 16 13 16 14 16
Total Needs 29 38 29 38 30 38 31 38 32 38
CPLMA current FTE count is 45, which accounts for full time, part -time (permanent
part-time, occasional and students). Our current state staff ratio is 1 FTE per 2,254
residents.
The following highlights the changes in staffing needs during the period 2024 to
2027:
CPLMA is requesting 3 FTEs over the course of the budget period to support the
increased use of the organization.
• 2025: A Public Services Librarian is requested for the Bowmanville Library,
the busiest location, to address the rise in incidents and also to support
operations of the location. A new FTE will permit the expansion expand in -
• approximately 16,500 digital items borrowed per month and 57,000 physical
checkouts per month, and this will continue to grow as the population
increases
branch public service initiatives and programs, and reduce the need for
occasional staff to fill schedule gaps.
• 2026: A Community Engagement Associate is requested for the system to
support the growing number of requests from schools and organizations to
provide outreach literacy and engagement programs. The CPLMA
manages approximately 80 outreach visits annually, and we cannot
support all requests. Programs range from providing story times to
daycares to genealogy support to older adult organizations.
• 2027: A Collection’s Librarian is requested to support the growing and
diversifying collection needs in the organization. The organization sees
Historical and Requested Funding
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$3,583,083 $3,855,628 $4,317,451 $4,849,522 $5,228,199 $5,612,925
2022 AWARD 2023 AWARD 2024 AWARD 2025 AWARD 2026 AWARD 2027 AWARD
Historical And Requested Funding For Clarington Library, Museums And Archives
Operating Budget Clarington Public Library, Museums and Archives A Plan for Growth: Clarington’s Proposed 2024-27 Budget
118
Operating Budget
Budget Summary
Description
2021
Actuals
2022
Actuals
2023 Final
Budget
2024 Final
Budget
2023 /
2024
Variance
2025 Final
Budget
2026 Final
Budget
2027 Final
Budget
Contributions
Revenue
Transfer between Funds $0 $0 ($27,570) $0 $27,570 $0 $0 $0
Clarington Library, Museums & Archives
Expenditures
Materials and Supplies 0 9,012 12,750 12,908 158 13,070 13,237 13,409
Contracted Services 0 0 4,250 4,378 128 4,510 4,646 4,784
External Transfers to Others:
Operating Grants 3,515,599 3,583,083 3,855,628 4,317,451 461,823 4,849,522 5,228,199 5,612,925
Capital Grants 423,075 323,075 0 0 0 0 0 0
Transfers from Reserve, Reserve Fund and Capital 76,000 36,000 46,000 0 (46,000) 0 0 0
Total $4,014,674 $3,951,170 $3,891,058 $4,334,737 $443,679 $4,867,102 $5,246,082 $5,631,118
Operating Budget Clarington Public Library, Museums and Archives A Plan for Growth: Clarington’s Proposed 2024-27 Budget
119
Budget Highlights
This is the first year CPLMA submitted one budget for the organization. The first main pressure in the budget is the increase s in
salaries, benefits, and wages because of the CUPE bargaining and the market review adjustments. No new staff are requested in
2024, with three FTEs requested from 2025 to 2027.
The second pressure is that CPLMA is budgeting for its facilities, instead of Community Services, to align expenses with the
appropriate service unit. This new increase adds three per cent, or $117,000, to the CPLMA budget. The overall increase to th e
tax levy would be nine per cent, or $350,000, without the change.
CPLMA is budgeting that user fee revenue will increase will each year from 2025 onward. 2024 will be the first full calendar year
that includes rental fees for meeting rooms and special events and weddings at the Waverley Place.
Category
2022
Budget
2023
Budget
2024
Budget
2025
Budget
2026
Budget
2027
Budget
2023 / 2024
Variance
2023 /
2024
Variance
%
2024 /
2025
Variance
%
2025 /
2026
Variance
%
2026 /
2027
Variance
%
Revenue
Municipal Tax Levy $3,583,083 $3,855,628 $4,317,451 $4,849,522 $5,228,199 $5,612,925 $461,823 12% 12% 8% 7%
Non- Municipal Revenue 202,969 475,641 534,731 452,079 349,451 296,851 $59,090 12% -15% -23% -15%
Total Income 3,786,052 4,331,269 4,852,182 5,301,601 5,577,650 5,909,776 520,913 12% 9% 5% 6%
Expenses
Salaries, Wages and
Benefits 2,874,066 3,420,506 3,761,571 4,185,229 4,427,138 4,723,678 $341,065 10% 11% 6% 7%
Library Materials 327,114 327,114 333,656 340,329 347,136 354,079 $6,542 2% 2% 2% 2%
Museum Materials 7,500 7,650 7,760 7,912 8,076 8,235 $110 1% 2% 2% 2%
Facility Support 245,090 223,091 349,548 358,427 367,572 376,991 $126,457 57% 3% 3% 3%
Product and Supplies 39,758 40,193 40,193 41,556 41,556 41,556 $0 0% 3% 0% 0%
Operating Budget Clarington Public Library, Museums and Archives A Plan for Growth: Clarington’s Proposed 2024-27 Budget
120
Programs 27,230 32,060 35,000 35,500 36,000 36,500 $2,940 9% 1% 1% 1%
Contracted Services 102,076 110,735 111,245 108,622 110,026 111,459 $510 0% -2% 1% 1%
Information Technology 134,305 137,800 175,750 187,930 204,050 221,182 $27,950 20% 13% 9% 8%
Staff Development 28,913 32,120 34,459 36,096 36,096 36,096 $3,976 12% 0% 0% 0%
Total Expenses $3,786,052 $4,331,269 $4,852,182 $5,301,601 $5,577,650 $5,909,776 $509,550 12% 10% 5% 6%
Operating Budget External Agencies Overview A Plan for Growth: Clarington’s Proposed 2024-27 Budget
121
External Agencies Overview
External agencies, including the Visual Arts Centre of Clarington, operate outside of the Municipality’s operational functions and are
not consolidated into the Municipality’s financial statements for reporting purposes. The 2019-2022 fiscal support for external
agencies through operating grants are presented below:
External Agency 2019 Awarded 2020 Awarded 2021 Awarded 2022 Awarded
Visual Arts Centre of Clarington $215,065 $219,366 $223,315 $224,606
Firehouse Youth Centre 276,731 331,226 336,288 289,841
Community Care Durham 50,000 50,000 54,000 52,580
Bowmanville Older Adults 306,800 312,936 318,569 329,082
Newcastle Community Hall 20,000 20,000 71,700 45,000
Grandview Children’s Centre 20,000 20,000 20,000 20,000
Clarington Hospice 0 0 115,000 0
Total $673,531 $734,162 $915,557 $736,503
Operating Budget External Agencies Overview A Plan for Growth: Clarington’s Proposed 2024-27 Budget
122
The fiscal support requests for external agencies awarded through operating grants in the 2024-27 Budget are presented below:
External Agency 2023 Awarded 2024 Request 2025 Request 2026 Request 2027 Request
Visual Arts Centre of Clarington $230,221 $234,826 $239,522 $244,313 $249,199
Firehouse Youth Centre 329,683 285,097 371,411 378,839 386,416
Community Care Durham 52,427 53,476 54,546 55,637 56,750
Bowmanville Older Adults 337,309 344,055 354,377 365,008 375,958
Newcastle Community Hall 50,000 35,000 39,000 39,000 39,000
Charles H. Best Diabetes Centre 25,000 25,000 25,000 25,000 0
Lakeridge Health 0 0 0 3,750,000 3,750,000
Grandview Children’s Centre 20,000 0 0 0 0
Total $1,044,640 $977,454 $1,083,856 $4,857,797 $4,857,323
Operating Budget External Agencies Overview A Plan for Growth: Clarington’s Proposed 2024-27 Budget
123
Budget Highlights
The Visual Arts Centre of Clarington is a not-for-profit charitable organization that
nurtures the cultural development of Clarington by encouraging creativity through
arts education, exhibition, and promotion. The organization is requesting a 2.0 per
cent increase for 2024-27 to provide ongoing support for programs.
Firehouse Youth Centre (John Howard Society) is requesting $364,398.06 less carry
over of $79,301.00 for a total of $285,097 for 2024. The carryover is accumulated
due to low staff levels. A surplus by 2023 year-end is expected as they work towards
a full staff complement and will apply this surplus to any deficits in 2024.
Community Care Durham – Clarington requested a 2.0 per cent increase for each
year 2024-27. Community Care Durham (CCD) has submitted a request for a special
grant of $148,647 to purchase an accessible passenger bus for use in the
Municipality of Clarington. This request has not been included in the budget.
Newcastle Community Hall: In 2023, the $50,000 included a one time $15,000
request for funding for the 100-year anniversary of the Hall, this amount was
supported in principle by Council in 2022 for a grant application to the Government
of Canada. The grant request, not including the one-time cost, was $35,000 in 2023.
Therefore, there are no requests for an increase in 2024. They are however asking
for increases due to increased costs for years 2025-27.
Bowmanville Older Adults is requesting a 2.0 percent increase in 2024, and a 3.0 per
cent increase for each year 2025-27.
Charles H. Best Diabetes Centre is requesting a $25,000 contribution to the
expansion of the centre funded by the Tax Rate Stabilization Reserve Fund and that
this be included in 2024-26 allocations.
Lakeridge Health (Bowmanville) Foundation is requesting $7,500,000 to the
Bowmanville Hospital ($3,750,000 for 2026 and 2027) to be funded from the
Strategic Capital Reserve Fund.
Grandview Children’s Centre is not making any requests for 2024-27. 2023 was the
final year of a five-year commitment towards their capital program for a new facility
that serves the Region of Durham, including the Municipality of Clarington. The total
request was $100,000, or $20,000 per year
Operating Budget Long-Term Debt A Plan for Growth: Clarington’s Proposed 2024-27 Budget
124
Long-term Debt
Introduction
The Municipality of Clarington currently has external debt, issued by the Region of
Durham (the Region), related to capital infrastructure. The Province of Ontario limits
municipal debt based on a maximum percentage of revenues that may be used to
service the debt costs annually. Debt servicing costs include interest and pri ncipal
payments and are currently limited to 25 per cent of the municipality’s net own
source revenues.
Annual Repayment Limit
The Province of Ontario calculates the Annual Repayment Limit (ARL) for
municipalities, based on the municipalities’ calculation of revenues and debt
servicing costs. For the year 2023, the Municipality of Clarington’s ARL statement
indicates that it has a repayment limit of approximately $22,029,900 with available
space of roughly $19,890,500.
As a percentage of net revenues, the Municipality's debt servicing costs are not
projected to exceed the ARL in 2024. Council adopted a Debt Management Policy in
2021 that outlined the roles, rules, and processes of issuing debt. The Municipality
established a threshold of 10 per cent of own source revenue for debt, which is less
than the 25 per cent legislated threshold.
The Municipality’s 2024 ARL statement has not been provided to the Municipality at
the time of writing.
Operating Budget Existing Debenture Debt A Plan for Growth: Clarington’s Proposed 2024-27 Budget
125
Existing Debenture Debt
The Municipality currently has external debt, issued through the Region, related to:
Bowmanville Indoor Soccer – maturing in 2024, this debt was for constructing the
Bowmanville Indoor Soccer facility and is funded primarily through development
charges.
Green Road – maturing in 2029, this debt was for the grade separation of the
railroad track and Green Road. This debt is development charge funded.
Courtice Library – maturing in 2031, this debt was for the Courtice Branch of the
Clarington Public Library. This debt is primarily development charge funded.
Rickard Recreation Centre Improvements – maturing in 2032, this debt was
renovations at the RRC, including replacing Pad A arena floor, roof replacement and
repainting. This debt is tax levy funded.
Municipal Administration Centre Improvements – maturing in 2032, this debt was
various renovations including main boiler replacement, roof replacement,
accessibility improvements, audiovisual system updating, lighting retrofits and
building security. This debt is tax levy funded.
South Bowmanville Recreation Centre – maturing in 2042, this debt is for
constructing the SBRC and is funded approximately 70 per cent by development
charges. The debt was issued in two additional phases. It is expected that new debt
will be issued in 2025 and 2026, with first payments in 2026 and 2027 respectively.
Newcastle and Orono Arena Improvements – maturing in 2032, this debt was
issued to fund repairs of the Newcastle and Orono arenas floors and refrigeration
systems. The repairs are expected to provide at least ten years to these facilities.
Newcastle Park – anticipated to be issued in 2024, with the first payments starting
in 2025, this debt will be issued to fund the Newcastle Neighbourhood Park and is
funded by Development Charges.
Outdoor Rink – anticipated to be issued in 2024, with the first payments starting
in 2025, this debt will be issued to fund two outdoor skating facilities. The outdoor
skating pads will be located in Courtice and Newcastle and are expected to be
used in the summer as recreational spaces.
Newcastle Community Hall – anticipated to be issued in 2024, with the first
payments starting in 2025, this debt will be issued to fund an air conditioner at the
Newcastle Community Hall. The total cost of the air conditioner is $650,000.
Newcastle Community Hall will repay $325,000.
Operating Budget Existing Debenture Debt A Plan for Growth: Clarington’s Proposed 2024-27 Budget
126
The following table summarizes the external debt servicing costs for the taxation year 2024-27:
Debenture
2024
Principal
Payments
2024
Interest
Payments Total
2025
Principal
Payments
2025
Interest
Payments Total
2026
Principal
Payments
2026
Interest
Payments Total
2027
Principal
Payments
2027
Interest
Payments Total
Bowmanville
Indoor Soccer $158,000 $5,293 $163,293 $0 $0 $0 $0 $0 $0 $0 $0 $0
Green Road
449,000
104,240
553,240
463,000
89,198
552,198
477,000
73,225
550,225
492,000
56,292
548,292
Courtice Library
65,000
13,511
78,511
66,000
12,243
78,243
68,000
10,890
78,890
69,000
9,394
78,394
Rickard
Recreation Centre
Improvements
64,269
19,931
84,200
66,060
18,195
84,255
67,851
16,313
84,164
69,840
14,345
84,185
Municipal
Administration
Centre
Improvements
82,468
25,574
108,042
84,766
23,348
108,114
87,064
20,932
107,996
89,617
18,407
108,024
SBRC
663,000
854,398
1,517,398
689,000
830,861
1,519,861
1,256,908
1,184,348
2,441,256
1,828,816
1,462,753
3,291,569
Newcastle and
Orono Arena
Improvements
558,000
234,339
792,339
578,000
214,530
792,530
599,000
193,433
792,433
622,000
170,671
792,671
Newcastle Park 0 0 0
160,875
128,700
289,575
160,875
122,265
283,140
160,875
115,830
276,705
Outdoor Rink 0 0 0
400,000
320,000
720,000
400,000
304,000
704,000
400,000
288,000
688,000
Newcastle
Community Hall 0 0 0
65,000
26,000
91,000
65,000
23,400
88,400
65,000
20,800
85,800
Total $2,039,737 $1,257,286 $3,297,023 $2,572,701 $1,663,075 $4,235,776 $3,181,698 $1,948,806 $5,130,504 $3,797,148 $2,156,492 $5,953,640
Operating Budget Existing Debenture Debt A Plan for Growth: Clarington’s Proposed 2024-27 Budget
127
Internal Loans
As a means of funding various capital acquisitions, funds are borrowed from the Municipal Capital Reserve Fund. These funds are
secured by promissory notes with interest rates ranging from 2.2 per cent to 3.3 per cent and payment terms of 15 years. The financing
arrangements and ultimate repayment are approved by Council through the budget process.
Internal
Debt/Loans
2024
Principal
Payments
2024
Interest
Payments Total
2025
Principal
Payments
2025
Interest
Payments Total
2026
Principal
Payments
2026
Interest
Payments Total
2027
Principal
Payments
2027
Interest
Payments Total
Major Parking
Lot
Rehabilitation
$108,996 $38,610 $147,606 $112,213 $35,388 $147,601 $115,431 $31,976 $147,407 $119,051 $28,405 $147,455
LED Street
lighting
Conversion
162,004 57,387 219,391 166,787 52,598
219,385
171,569 47,527
219,095
176,949
42,219
219,168
$271,000 $95,997 $366,997 $279,000 $87,986 $366,986 $287,000 $79,502 $366,502 $296,000 $70,623 $366,623
Proposed New Debt
The Municipality of Clarington proposed that new long-term debt be issued in the period 2024-27 for capital projects already approved
by Council. In 2024, the Municipality will be issuing debt for the Newcastle Community Hall air conditioner, Newcastle Com munity Park
(funded by development charges) and two outdoor rinks (funded in part by development charges). The budget anticipates these d ebts
being issued in late 2024 with payments starting in 2025; however, timing may vary based on issuance of the debt b y the Region of
Durham. In 2025 and 2026, it is anticipated that two additional debentures will be issued for the SBRC, these are partially f unded by
development charges) and payments are expected to start in 2026.
Operating Budget Existing Debenture Debt A Plan for Growth: Clarington’s Proposed 2024-27 Budget
128
The following chart shows the debt servicing costs for the Municipality’s existing and approved new debt for the Municipality with
legislated ARL for the years 2023 to 2033:
$-
$5,000,000
$10,000,000
$15,000,000
$20,000,000
$25,000,000
2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2038 2039 2040
Debt Servicing Costs with Forecasted Debt, 2023 to 2033
Total Debt Servicing - Existing Total Debt Servicing - New Debt ARL
Operating Budget Existing Debenture Debt A Plan for Growth: Clarington’s Proposed 2024-27 Budget
129
As the Municipality updates its Asset Management Plan additional debt may be required to meet the funding requirements
for that investment, the years 2028 onwards may vary as a result. The above chart shows the cost for the anticipated debt
to be issued as noted above.
Conclusion
The Municipality of Clarington is within the statutory limit for debt servicing costs as mandated by the Province of Ontario.
The Municipality carries a relatively low debt load funded mainly from development charges as the debt relates to growth -
related capital projects.
While reliance on debt is anticipated to increase in the coming years as growth -related capital infrastructure is built, there
may need consideration for long-lived replacements being funded from debt, if appropriate. This will be the focus of the
new debt management policy being developed.
03 Capital
Budget
Capital Investments
Summary of 2024 Capital Budget
Capital Projects for 2024
Highlights of 2024 Capital Investment
Asset Management Planning
Capital Budget A Plan for Growth: Clarington’s Proposed 2024-27 Budget
131
03 Capital Budget
A municipality’s capital budget outlines the investment it will make in the creation,
purchase, repair and rehabilitation of the assets that it uses to provide services.
The Municipality of Clarington is implementing the capital portion of its multi-year
budget for 2024-27 in two stages. In 2024, the Municipality is presenting a one-year
capital budget. In 2025, the Municipality will be presenting a multi -year capital
budget from 2025 to 2027. The 2025-27 capital budget will enable Clarington to
align its capital plan with the Parks, Recreation and Culture Master Plan and the
municipality’s asset management plan, both of which will be submitted for Council
approval in 2024.
The following summarizes the Municipality’s investment in capital assets for 2024.
This table shows the budget by asset type; this method of presentation better aligns
with asset management requirements as well as a service delivery approach where
the focus on the type of asset rather than the department that may have
responsibility for it.
Asset Type Gross Cost
Bridges and Culverts $386,500
Buildings 4,725,936
Cemeteries 555,085
Fleet 5,355,785
Information Technology 654,000
Miscellaneous Equipment 959,815
Parking Lots 831,000
Parks 1,911,130
Roads and Related 9,995,910
Storm Water and Erosion 1,065,895
Total $26,441,056
Capital Budget Capital Investments A Plan for Growth: Clarington’s Proposed 2024-27 Budget
132
Capital Investments
Infrastructure is the largest investment the Corporation makes and forms the
foundation of our services to stakeholders. Economic, population and service
growth cannot occur or be sustained without infrastructure investment.
Infrastructure requires a significant commitment to build, renew or replace and
often takes years to plan, design and build. This investment of resources ensures
that the Municipality can provide services at the levels that our taxpayers have come
to expect. Due to the timing required to plan, purchase/build and operate assets, it is
essential to take a long-term view and plan accordingly.
Clarington’s capital budget sets funding for:
Capital assets: the physical assets that the Municipality owns or controls that have
some form of financial value, such as the Diane Hamre Recreation Centre (DHRC).
Municipal Infrastructure: The equipment and systems that provide the Municipality
with roads, bridges, culverts, stormwater systems, and recreation facilities.
As further development occurs, the Municipality will update its capital budget as
part of a well-scheduled process, relying heavily on its asset management plans to
help make decisions regarding project priorities and timing.
Many municipalities face an infrastructure gap—the difference between the work
needed to keep municipal assets and infrastructure in good working condition, and
the funds available to do so. As a result, various asset management changes have
been introduced, the most recent of which is Ontario Regulation 588/17.
Under that regulation, all Ontario municipalities are required to have:
• A strategic asset management policy by July 1, 2019, reviewed and updated
at least every five years, which the Municipality already has in place.
• An asset management plan for water, wastewater, storm, roads, bridges and
culverts by July 1, 2022, which Clarington has also completed.
• An asset management plan for all municipal infrastructure assets by July 1,
2024, which the Municipality is currently developing.
• A funding strategy and proposed service levels for all assets by July 1, 2025,
which the Municipality is currently developing.
Capital Budget Summary of 2024 Capital Budget A Plan for Growth: Clarington’s Proposed 2024-27 Budget
133
Summary of 2024 Capital Budget
Each year, the Municipality budgets for capital projects that could be as simple as purchasing a piece of equipment or as com plex as constructing a bridge.
Funding for these projects comes from various sources, such as tax levy, development charges, extern al grants, or debt. The 2024 capital budget proposes an
investment of approximately $26,441,056 in assets used to provide services to taxpayers.
Sources of Financing
The two main sources of funds for the 2024 capital investment are reserve funds and development charges. Approximately $22.3 million in investment will be
funded through reserve funds, which include funds that are supported by tax levy as well as grants fr om other levels of government. Investment in growth-
related infrastructure of just over $3.5 million is supported through development charges and $650,000 is being funded throug h debenture.
The contributions for capital expenditures, not including debt servicing charges, are based on a dedicated capital infrastruc ture levy. The aim is to increase the
capital levy by 1.5 per cent each year. The table below provides the tax levy for 2023 -27, along with a comparison of the capital levy under a 1.5 per cent levy
scenario and the actual capital levy included in the 2024-27 multi-year budget. Although the capital contributions vary on an annual basis, over the four years of
A Plan for Growth, the two scenarios result in a similar outcome. The total capital support, included in the 2024 -27 multi-year budget, exceeds the 1.5 per cent
scenario by approximately 1.5 per cent in total. The capital contributions will be reviewed and updated as part of the m ulti-year capital budget submission in
2025, where adjustments to the contributions will be made based on changes to the assessment growth actuals.
2023 2024 2025 2026 2027 2024-27
Tax Levy $72,443,900 $76,807,800 $81,336,600 $86,273,500 $91,511,800
Capital Levy at 1.5 per cent (1) 12,813,500 13,005,700 13,200,800 13,398,800 13,599,800 53,205,100
Budgeted Capital Levy (2) 12,813,500 13,640,700 13,909,200 13,111,300 13,315,500 53,976,700
Difference (2) – (1) $0 $635,000 $708,400 ($287,500) ($284,300) $771,600
Capital Budget Summary of 2024 Capital Budget A Plan for Growth: Clarington’s Proposed 2024-27 Budget
134
Municipality’s capital budget primarily reflects hard infrastructure assets such as roads, bridges and buildings. The Departm ental summary of the total
cost for the 2024 budget is as follows:
Department Gross Cost Reserve Funds Development Charges Debenture
Legislative Services $388,600 $388,600 $0 $0
Finance and Technology 654,000 654,000 0 0
Emergency and Fire Services 480,500 480,500 0 0
Public Works 11,752,770 10,301,960 1,450,810 0
Community Services 5,389,971 4,739,971 0 650,000
Planning and Infrastructure Services 7,269,500 5,503,500 1,766,000 0
Libraries and Museums 505,715 250,655 255,060 0
Total $26,441,056 $22,319,186 $3,471,870 $650,000
Capital Budget Summary of 2024 Capital Budget A Plan for Growth: Clarington’s Proposed 2024-27 Budget
135
The Municipality’s 2024 capital budget by asset type and funding source is summarized as follows:
Asset Type Gross Cost Reserve Funds Development Charges Debenture
Bridges and Culverts $386,500 $386,500 $0 $0
Buildings 4,725,936 4,075,936 0 650,000
Cemeteries 555,085 555,085 0 0
Fleet 5,355,785 3,904,975 1,450,810 0
Information Technology 654,000 654,000 0 0
Miscellaneous Equipment 959,815 704,755 255,060 0
Parking Lots 831,000 831,000 0 0
Parks 1,911,130 1,811,130 100,000 0
Roads and Related 9,995,910 8,829,910 1,166,000 0
Storm Water and Erosion 1,065,895 565,895 500,000 0
Total $26,441,056 $22,319,186 $3,471,870 $650,000
Capital Budget Capital Projects for 2024 A Plan for Growth: Clarington’s Proposed 2024-27 Budget
136
Capital Projects for 2024
The Municipality of Clarington’s capital projects vary in size and complexity, from replacing computer hardware to the complete reconstruction of
segments of road-related infrastructure.
A project may be completed within a single budget year, while larger infrastructure projects span multiple years. The funding sources for capital projects
include grants from the Province of Ontario and the Government of Canada, development charges, reserv es and reserve funds, tax levy and debt.
As a result of escalating construction costs, several projects in 2024 are requests for additional funds for already approved projects; those projects are
highlighted in green in the following table. T hree projects were returned and re-budgeted based on the criteria for keeping/returning project and are
highlighted in orange below.
Projects by Asset Category Reserve Funds Development Charges Debenture
Bridges & Culverts
Structures Rehabilitation $386,500 $0 $0
Total Bridges & Culverts 386,500 0 0
Buildings
Station Improvements 50,000 0 0
Hampton Depot Dome Repairs 261,015 0 0
DHRC - Interior Improvements 1,531,320 0 0
Buildings & Property - Accessibility Improvements 126,521 0 0
Buildings & Property - Building Improvements 801,180 0 0
Buildings & Property - Interior Improvements 259,400 0 0
CCC - Interior Improvements 209,400 0 0
FAC Admin - Annual Building Audits 155,117 0 0
Capital Budget Capital Projects for 2024 A Plan for Growth: Clarington’s Proposed 2024-27 Budget
137
DSC - Interior Improvements 30,618 0 0
SCA - Building Improvements 577,500 0 0
Newcastle Community Hall- Air Conditioner 0 0 650,000
Building & Property Roof Replacements 73,865 0 0
Total Buildings 4,075,936 0 650,000
Cemeteries
Columbarium 144,120 0 0
Bowmanville Cemetery Road Paving Phases 1 to 3 282,180 0 0
Columbarium Concrete Pad 28,490 0 0
Cemetery Fence Replacements Year 2 100,295 0 0
Total Cemeteries 555,085 0 0
Fleet
Municipal Law Enforcement Vehicle - New 65,000 0 0
Fleet Replacement - Roads 3,080,325 0 0
Green Fleet Replacement - Roads 90,450 0 0
Fleet Replacement - Parks 442,200 0 0
Fleet New – Roads 0 1,067,010 0
Fleet New – Parks 0 383,800 0
Facility Administration - Fleet 227,000 0 0
Total Fleet 3,904,975 1,450,810 0
Information Technology
Computer Hardware 419,000 0 0
Capital Budget Capital Projects for 2024 A Plan for Growth: Clarington’s Proposed 2024-27 Budget
138
Computer Software 235,000 0 0
Total Information Technology 654,000 0 0
Miscellaneous Equipment
Print Shop Mail Room Folder Inserter 15,600 0 0
Commercial Washing Machine 8,000 0 0
S.C.B.A. 50,000 0 0
Bunker Gear 133,500 0 0
Leather Bunker Boots 10,000 0 0
Fitness Equipment 2,000 0 0
Portable Radios 50,000 0 0
Training Aids 15,000 0 0
CAD System Upgrade 150,000 0 0
Pagers 20,000 0 0
Library Technology 135,000 0 0
Library Collection 0 255,060 0
Museum Capital 115,655 0 0
Total Miscellaneous Equipment 704,755 255,060 0
Parking Lots
Parking Pay Stations 300,000 0 0
EV Charging Stations 198,000 0 0
Parking Lot Resurfacing 333,000 0 0
Total Parking Lots 831,000 0 0
Capital Budget Capital Projects for 2024 A Plan for Growth: Clarington’s Proposed 2024-27 Budget
139
Parks
Various Park Upgrades 1,038,260 0 0
Stuart Park Ball Diamond Upgrades 152,130 0 0
Bowmanville Memorial Park Washroom Replacement 620,740 0 0
Foster Creek Neighbourhood Park West 0 100,000 0
Total Parks 1,811,130 100,000 0
Roads and Related
Rural Road Resurfacing 3,579,715 0 0
Orono Mill Street Curb 66,145 0 0
Veteran's Square Rehabilitation 550,050 0 0
Bowmanville Ave Street Lighting (Baseline Road to CPR Bridge) 0 743,000 0
Liberty St Street Lighting (Longworth Avenue to Conc. 3) 118,000 0 0
Parkway Avenue & Flett Street Surface Asphalt 50,000 0 0
Pavement Rehabilitation Program 2,597,000 0 0
Concession Road 7 and Liberty Street N Intersection Improvements 50,000 0 0
O'Dell St Reconstruction (West Limits to High Street) 250,000 0 0
Concession Road 3 (Liberty Street to 110m E) 40,000 107,000 0
Baseline Road Improvement (Mearns Avenue to Lambs Rd) 56,000 274,000 0
High Street Reconstruction (Concession to North Limits) 502,000 0 0
Albert Street Design (Duke Street to Brown St) 57,000 0 0
Durham Street Design (Duke Street to Brown St) 57,000 0 0
Mill Street Orono Design (Main Street to 400m N) 84,000 0 0
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George Street Utilities (Mill Street N to Beaver Street N) 18,000 0 0
Lambert Street N Utilities (King Street E to Church Street) 8,000 0 0
Church Street and Temperance Street Sidewalk Improvements 69,000 0 0
Liberty Street Cycle Track & Sidewalk (Longworth Avenue to Concession 3) 0 42,000 0
Accessible Signal Upgrade (Longworth Avenue at Clayton Crescent) 157,500 0 0
Accessible Signal Upgrade (Longworth Avenue at Brooking Street) 157,500 0 0
Accessible Signal Upgrade (Baseline Road at Spry Avenue) 153,000 0 0
Pedestrian Crossovers (PXO) 210,000 0 0
Total Roads and Related 8,829,910 1,166,000 0
Storm Water and Erosion
Clarington Stormwater Pond Cleanout 415,895 0 0
Bond Head Jetty & Beach Erosion Protection 150,000 0 0
Stormwater Management Facility (Clarington Technology Business Park) 0 500,000 0
Total Storm Water and Erosion 565,895 500,000 0
Total 2024 Capital Program $22,319,186 $3,471,870 $650,000
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Highlights of 2024 Capital Investment
The following provides additional information on select capital projects.
Bridges and Culverts
Structures Rehabilitation: an annual project for replacement, rehabilitation and
maintenance of structures resulting from the legislated inspections every two years,
with locations determined based on the priority identified in the legislated
inspections.
Buildings
DHRC Interior Improvements: replacement of pool deck dehumidification system,
pool and deck grouting and gym floor maintenance lifestyle refinishing and
repainting of lines to support pickleball programming.
Buildings and Property Accessibility Improvements : work to be completed at Sarah
Jane Williams Heritage Centre to Waverley Place to improve the path of travel
between buildings and installation of a heritage accessible ramp. The works will
address public safety concerns and risk mitigation.
Buildings and Property Building Improvements : this project includes work at several
locations to improve the building envelope:
• MAC Library design renovation – design and costing to modernize and
centralize cultural heritage.
• MAC Stairs, ramp and railing renovation – additional funds required as per
costing for stairs, ramps, and railing repairs.
• MAC Ductwork insulation – insulate ductwork on the east side of MAC.
• MAC Exterior painting – MAC exterior painting to occur on the 1903 part of
MAC building.
• MAC Council chambers windows replacement – energy efficient upgrade.
• MAC third floor improvements – modernization of existing workspace to
accommodate hybrid office use.
• MAC Demountable partitions – Council chambers improvements to
accommodate in camera sessions, as well as first floor upgrades to mitigate
noise from Library and MAC Customer Service.
• CEFS Station 4 Oil Interceptor – Prevent drainage of contaminants into storm
drain.
• Station 2 Generator updates – upgrades to generator as per TSSA code
requirements.
• Waverly Place – to repair building heritage components including railing,
masonry, columns, and plaster.
Buildings and Property Interior Improvements:
• Courtice Community Centre (CCC) boiler replacement – Design and Class D
pricing for CCC main boilers.
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• Fitness centre renovation – renovation to existing board room office space,
including new lighting, flooring and removal of glass walls to brighten and
increase floor space for fitness members and improve site lines of entire area
for staff.
• CCC Fitness Equipment – installation of existing equipment as per
replacement program.
South Courtice Arena: improvements to multi-sport courts including removal of
existing asphalts court and replacement with new rubberized court surface, creation
of additional space to accommodate accessible fitness equipment to allow for more
participants and addition of a new accessible outdoor fitness area for year-round
use.
Newcastle Community Hall: Council Amendment - Install new air conditioner at
Newcastle Community Hall.
Fleet
Fleet Replacement – Roads: several vehicles and heavy equipment pieces are
subject to replacement in 2024 based on the approved criteria in Resolution #GPA -
475-93:
• 2012 Chevrolet 3/4 Ton 4X4
• 2013 Johnston Vacuum Sweeper
• 2013 Johnston Vacuum Sweeper
• 2010 Intl Tandem Dump Combo Plow
• 2010 Intl Single Dump Combo Plow
• 2010 Intl Single Dump Combo Plow
• 2012 John Deere Tractor
• 2013 John Deere Tractor with Mower
• 2011 Ford F450 1 Ton Dump
• 2011 Ford 1 Ton Crew Cab
• 2012 Ford 1 Ton Crew Cab 4X4
• 2014 Chev 350 4x4 Plow Combo
• 2015 GMC 1 Ton 4X4 Combo Plow
Green Fleet Replacement- Roads: to replace equipment in accordance with
Resolution #GPS-475-93. Replacement is to be an electric pickup truck:
• 2012 Chevrolet 1/2 Ton 4X4
Fleet Replacement – Parks: replacement of equipment in accordance with
Resolution #GPA-475-93 for the Parks Division:
• 2012 Ford Garbage Compactor
• 2014 Ford Two-Ton Dump Truck
Fleet New – Roads: several growth-related vehicles and equipment are required and
funded by development charges as per DC Study #5.1.40:
• Single Axle Plows (2)
• Tilt Deck Trailers (2)
• Tractor with Side Deck Roadside Mower
• Transit Van
• Asphalt Hot Box Trailer
Capital Budget Highlights of 2024 Capital Investment A Plan for Growth: Clarington’s Proposed 2024-27 Budget
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Fleet New – Parks: several growth-related vehicles and equipment are required and
funded by development charges. As per DC Study: #5.1.40.
• Half Ton Crew Cab Pickups (2)
• Forestry Truck for Chipper
Facility – Fleet:
• DHRC vehicle replacement (purchased in 2009) 09-027 as per the Electric
Vehicle Action Plan (EVAP)
• HVAC van vehicle replacement (purchased in 2011) 11-549 as per the EVAP.
This truck is 13 years old and past expected useful life as per PW Fleet
replacement policy
• SCA vehicle replacement of (purchased in 2007) 07-026 as per the EVAP
Miscellaneous Equipment
CAD System Upgrade: New Computer Aided Dispatch (CAD) System required by
legislation changes.
Parking Lots
Parking Pay Stations: As part of Clarington’s efforts to modernize its services and
create efficient, cost-effective processes, the Municipality is looking to remove the
older style coin-operated machines in downtown Bowmanville. This proposal is to
replace those machines with pay and display machines that would be strategically
located for ease of use and improved customer experience. These machines will be
in addition to the mobile parking app launched earlier this year. The Payment
Modernization Report provides additional information about the project, which
includes an associated operating cost of $19,800 per year for 2024-27 for repair and
maintenance of the equipment.
Electric Vehicle Charging Stations: the installation of chargers and infrastructure at
various locations throughout the Municipality.
Parking Lot Resurfacing: resurfacing the Newcastle Memorial Arena parking lot as
part of the annual program to resurface municipally owned parking lots, including
drainage and minor operational improvements as required.
Parks
Various Park Upgrades: this project includes upgrading existing park infrastructure
based on safety, accessibility, user/population base and equipment requiring
replacement. In 2024, the parks to be upgraded include Stuart Park, Rosswell Park
and Bowmanville Memorial Park.
Bowmanville Memorial Park Washroom Replacement: Replacement of the existing
washroom facility with a new building to meet current accessibility standards.
Roads and Related
Rural Road Resurfacing: this is an annual project for surface treatment on rural
roads within the Municipality, locations to be determined in the spring of 2024 based
on condition assessment.
Veteran's Square Rehabilitation: courtyard construction with a tender date of
January, 2024; construction to begin April 1, 2024; and completion in October, 2024
Pavement Rehabilitation Program : an annual project to extend the lifecycle of road
pavement structures with asphalt overlays and base repairs (cold milling, joint
sealing, full depth crack repairs). Roads are prioritized through the bi -annual Roads
Needs Study and treatment is determined to maximize the cost effectiveness of the
intervention. This project is funded in part by the Canada Community -Building
Reserve Fund.
Capital Budget Asset Management Planning A Plan for Growth: Clarington’s Proposed 2024-27 Budget
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Asset Management Planning
The Municipality completed a comprehensive asset management plan (AMP) for core assets (roads, bridges, and storm water
assets) in 2022. This AMP included the current state of assets, replacement values, key performance indicators and life cycle
activities for the Municipality’s core assets .
The Municipality is currently working on completing the next iteration of the AMP, which will be presented to Council in June 2024.
This new AMP will include the current state, replacement values, key performance indicators, and lifecycle activities for th e
remainder of the assets owned by the Municipality.
The table below provides a preliminary five-year forecast for the replacement of assets under each asset category, reflecting the
current information available in the asset management financial database. That information is currently being reviewed and
updated, as part of the 2024 AMP, by an inter-departmental working group. The information in the table below will be revised over
the coming months and updated numbers will be provided with the AMP in June.
It should be noted that the backlog reflects an aggregated total of replacements that, according to their estimated useful li fe, should
have already been completed. Although the Municipality has a large backlog of replacements, it does not necessarily mean the
items in the backlog are in poor condition or that they require immediate replacement. Certain assets in the backlog may stil l be
considered in good condition even though they are beyond their estimated useful life. The 2024 AMP will provide updated c ondition
assessments to accompany the replacement costs.
Asset Category Backlog 2024 2025 2026 2027 2028
Bridges & Culverts $267,278 $2,005,582 $4,771,467 $4,458,295 $5,057,177 $5,105,366
Buildings 43,613,566 5,770,331 2,754,478 649,255 4,038,234 25,157,948
Fleet 2,182,234 3,839,975 5,273,534 4,591,093 4,510,091 2,897,752
Information Technology 718,658 345,138 312,134 26,559 11,997 583,627
Miscellaneous Equipment 877,343 1,209,079 255,965 319,237 376,286 527,943
Parking Lots 1,093,586 333,000 0 525,000 334,000 80,000
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Parks 10,341,842 956,078 912,109 1,305,188 1,439,553 1,453,515
Roads 26,695,208 44,227,901 34,386,443 23,775,534 8,147,928 5,962,337
Storm Sewers 844,464 0 0 53,768 239,144 84,446
Total $86,634,179 $58,687,084 $48,666,131 $35,703,929 $24,154,411 $41,852,934
04 Reserves and
Reserve Fund
Reserves
Reserve Funds
Reserve Summary
Reserve Definitions
Reserve Fund Summary
Reserve Fund Definitions
Reserve Fund Consolidation
Reserve Fund Contributions and Transfers
Historical Reserve Fund Contributions and Transfers
Future Reserve and Reserve Fund Policy
Reserves and Reserve Fund Reserves and Reserve Funds A Plan for Growth: Clarington’s Proposed 2024-27 Budget
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04 Reserves and Reserve Fund
Reserves and reserve funds allow the Municipality to plan for the long term, finance non -recurring operating or capital projects, and mitigate any
unknown situations that may arise while minimizing fluctuations in the tax levy. They are key pillars in maintaining a stable financial position.
Consistent contributions to reserve and reserve funds are crucial to preserving the Municipality's financial stability.
Reserves
A reserve is an allocation of accumulated net revenue that makes no reference to
any specific asset and does not require the physical segregation of money. Reserves
are part of the revenue fund and do not earn interest like a reserve fund.
Reserve Funds
Reserve funds are physically segregated and restricted to meet a specified
purpose. Reserve funds are invested in accordance with the Municipality’s
Investment Policy, with all earnings forming part of the reserve fund. There are
two types of reserve funds:
Obligatory Reserve Funds
These are funds established by legislation or as a requirement of an agreement.
The funds are segregated from the Municipality’s general funds and may only
be used for the purpose defined in the applicable legislation or agreement.
Obligatory reserve funds form part of the Municipality’s deferred revenue.
Discretionary Reserve Funds
Discretionary reserve funds are established by Council and are not required by
legislation or agreement. Funds are segregated from the general funds of the
Municipality and earn interest which is applied to the balance in the reserve
fund.
Reserves and Reserve Fund Reserve Summary A Plan for Growth: Clarington’s Proposed 2024-27 Budget
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Reserve Summary
2024 Summary
Reserve Name
2023
Projected1
Ending Balance
2024
Expenditures
Capital
2024
Expenditures
Operating
2024
Contributions
from General
2024
Balance
(Estimated)
Self-Insured Losses $275,861 $0 $0 $0 $275,861
Municipal Acquisition of Property 3,685,379 0 0 0 3,685,379
Records Maintenance 81,707 0 0 10,000 91,707
Fire Prevention Reserve 304,552 0 0 0 304,552
General Capital 412,411 0 0 0 412,411
Pits and Quarries 425 0 0 0 425
Rural Road Rehabilitation 52,168 0 0 0 52,168
Legal Fees 370,885 0 0 0 370,885
Consulting / Professional Fees 52,651 0 0 0 52,651
Park Development 812 0 0 0 812
Election Expenses 268,419 0 0 125,000 393,419
Burketon Park Improvement 7,569 0 0 0 7,569
Samuel Wilmot Nature Area 49 0 0 0 49
Clarington Heritage Committee 5,151 0 0 0 5,151
Total $5,518,039 $0 $0 $135,000 $5,653,039
1 Represents available balance as of October 31, 2023.
Reserves and Reserve Fund Reserve Summary A Plan for Growth: Clarington’s Proposed 2024-27 Budget
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2025-27 Summary
Reserve Name
2024 Ending
Balance
(Estimated)
2025
Expenditures
2025
Contributions
2026
Expenditures
2026
Contributions
2027
Expenditures
2027
Contributions
2027 Ending
Balance
(Estimated)
Self Insured Losses $275,861 $0 $0 $0 $0 $0 $0 $275,861
Municipal Acquisition
of Property 3,685,379 0 0 0 0 0 0 3,685,379
Records Maintenance 91,707 0 10,000 0 10,000 0 10,000 121,707
Fire Prevention Reserve 304,552 0 0 0 0 0 0 304,552
General Capital 412,411 0 0 0 0 0 0 412,411
Pits and Quarries 425 0 0 0 0 0 0 425
Rural Road Rehabilitation 52,168 0 0 0 0 0 0 52,168
Legal Fees 370,885 0 0 0 0 0 0 370,885
Consulting / Professional Fees 52,651 0 0 0 0 0 0 52,651
Park Development 812 0 0 0 0 0 0 812
Election Expenses 393,419 0 125,000 (475,467) 125,000 0 125,000 292,952
Burketon Park Improvement 7,569 0 0 0 0 0 0 7,569
Samuel Wilmot Nature Area 49 0 0 0 0 0 0 49
Clarington Heritage Committee 5,151 0 0 0 0 0 0 5,151
Total $5,653,039 $0 $135,000 ($475,467) $135,000 $0 $135,000 $5,582,572
Reserves and Reserve Fund Reserve Definitions A Plan for Growth: Clarington’s Proposed 2024-27 Budget
150
Reserve Definitions
The following outlines the purpose of the reserves and the anticipated activity for
the 2024 fiscal year. The following outlines the purpose of the reserves and the
anticipated activity for the 2024-27 fiscal years.
Self-Insured Losses
This reserve was established when the Municipality amended its insurance
coverage. The savings realized from higher deductibility levels, good claim records
and other funds unused for insurance purposes were used to establish the original
reserve. In any given year, the intention is that a department may request funds from
the reserve to cover expenditures incurred as a result of an insurable loss that the
insurance provider does not reimburse.
Municipal Acquisition of Property
The monies in this reserve are for use by Council to purchase properties that would
improve the Municipality’s real property holdings and assist in fulfilling the
Municipality’s long-range acquisition program. The proceeds from the sale of
municipal real properties are added to this reserve.
General Capital
This reserve was established with the approved transfer of funds to cover capital
projects in-progress at year-end. Later, the reserve definition was elaborated to
provide for contingency items of a capital nature and hold funds budgeted for
capital projects that are incomplete at year-end. Currently, unfinished capital
projects remain in the capital fund, and the reserve now houses funds that are
unexpended for operating accounts and incomplete open PO’s. The expectation is
that this is a short-term layover of these unexpended funds, with a resolution within
a year or two.
Legal Fees
The Municipality established this reserve to provide a funding source for external
legal specialists that may be required. The timing of these specialists may not be
consistent and is dependent on schedules outside of the control of the Municipality.
Annual contributions into the reserve mitigate fluctuations of costs from year to
year.
Clarington Heritage Committee
This reserve was established to allow the committee to increase public awareness
and education, conduct research, and provide for the general education of cultural
heritage conservation issues and admiration of the committee. Funds in this reserve
were allocated through previous budget allocations and fundraising efforts of the
committee.
Consulting and Professional Fees
The timing of consulting and professional work may not follow fiscal years. Unspent
funds are deposited into this reserve and may be drawn upon to fund previously
budgeted work in a subsequent year.
Records Maintenance
This reserve was established to accumulate funds for a significant records
management initiative, which included digitizing and destroying older files. This
ongoing work receives funding annually from unspent budgeted amounts for
records management, spreading the cost of major events over multiple years.
Reserves and Reserve Fund Reserve Definitions A Plan for Growth: Clarington’s Proposed 2024-27 Budget
151
Elections Expenses
This reserve accumulates the estimated funds required to hold the municipal
election every four years. An amount is transferred into this reserve annually in
anticipation of the municipal election to reduce the impact to the operating budget
every election year. Expenses related to the election, including ward boundary
reviews, may be funded from this reserve.
Fire Prevention
This reserve was originally established to maintain the operations of the Junior Fire
Fighter program. In later years, the Fire Protection and Prevention Act, 1997, stated
that “every municipality shall establish a program in the municipality which must
include public education concerning fire safety and certain components of fire
prevention; and provide such other fire protection services as it determines may be
necessary in accordance with its needs and circumstances.” With this shift in fire
education focus from fire suppression to fire prevention, this reserve’s purpose
shifted to accommodate more public education and fire prevention awareness.
Pits and Quarries
The Municipality owns its own quarry located on Morgan Road. The establishment
of this reserve was at the advice of staff to charge the local market price per cubic
yard and any surplus realized from annual quarry operations at year-end. The logic in
doing so was to pay any claims which could result from the use of the site,
rehabilitation of the site in accordance with the Aggregate Resources Act, 1990, and
to purchase another site upon depletion of the existing location.
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Reserve Fund Summary
2024 Reserve Fund Summary
Reserve Fund Name
2023 Projected
Ending Balance2
2024
Expenditures
Capital
2024
Expenditures
Operating
2024
Contributions
from General
Internal
Transfers3 Revenues
2024 Balance
(Estimated)
Parking Lot $1,258,252 ($300,000) ($612,891) $350,000 $0 $0 $695,361
Economic Development 619,303 0 (100,000) 50,000 0 0 569,303
Roads Capital 855,143 (156,145) 0 500,000 0 0 1,198,998
Parkland Cash In Lieu 8,006,582 0 0 0 0 0 8,006,582
Engineering Fleet 146,447 0 0 0 (146,447) 0 0
Newcastle Waterfront 45,762 0 (40,000) 0 0 0 5,762
Strategic Capital 2,662,316 0 0 125,000 0 0 2,787,316
Municipal Capital Works 3,842,958 (6,561,810) (170,000) 3,763,711 3,670,946 0 4,545,805
General Municipal 4,390,530 0 (2,000,000) 0 0 0 2,390,530
Engineering Inspection 721,134 0 (150,000) 0 0 0 571,134
Roads Contribution 154,841 0 0 0 0 0 154,841
Debenture Retirement 488,863 0 (16,329) 0 0 0 472,534
Facilities / Parks Maintenance 959,714 (1,811,130) 0 1,597,000 0 0 745,584
Engineering Parks Capital 204,546 0 0 0 (204,546) 0 0
Community Services Capital 1,002,792 (4,430,626) 0 2,285,000 2,057,267 0 914,433
Cemeteries Capital 40,642 0 0 5,000 0 0 45,642
2 Represents available balance as of October 31, 2023
3 Represents internal transfers between Reserve Funds. Details are provided in the “Reserve Fund Contributions and Transfers” s ection
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Reserve Fund Name
2023 Projected
Ending Balance2
2024
Expenditures
Capital
2024
Expenditures
Operating
2024
Contributions
from General
Internal
Transfers3 Revenues
2024 Balance
(Estimated)
Computer Equipment 233,810 (469,000) 0 400,000 0 0 164,810
Fire Equipment 574,507 (415,500) 0 400,000 0 0 559,007
Animal Services Capital 264,063 0 0 15,000 0 0 279,063
Operations Equipment 272,525 (3,904,975) 0 4,000,000 151,488 0 519,038
Clerk Fleet 5,041 0 0 0 (5,041) 0 0
Port Granby LLRW Agreement 302,220 0 0 0 0 0 302,220
Municipal Government Enterprise 28,579,934 0 0 0 0 0 28,579,934
Older Adults Programming 39,302 0 0 0 0 0 39,302
Library Capital 1,157,734 0 0 0 0 0 1,157,734
Library Computer Equipment 282,914 (135,000) 0 0 0 0 147,914
Museum Capital Bowmanville 77,643 0 0 0 (77,643) 0 0
Museum Capital Clarke 87,582 0 0 0 (87,582) 0 0
Bowmanville BIA (97-122) 15,668 0 0 0 0 0 15,668
Newcastle BIA 84,493 0 0 0 0 0 84,493
Newcastle Arena Operating 2,597 0 0 0 0 0 2,597
Rate Stabilization 11,064,903 0 (1,013,446) 0 (3,466,400) 0 6,585,057
Community Improvement Plan 183,101 0 0 0 0 0 183,101
Canada Community-Building Fund
Receipts4 333,340 (2,286,000) 0 0 0 3,045,085 1,092,425
Building Division 1,607,532 0 (782,411) 0 0 0 825,121
4 The 2024-2027 Canada Community Building Fund allocation is not yet known. The tables assume the same allocation as 2023 ($3,045,085)
Reserves and Reserve Fund Reserve Fund Summary A Plan for Growth: Clarington’s Proposed 2024-27 Budget
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Reserve Fund Name
2023 Projected
Ending Balance2
2024
Expenditures
Capital
2024
Expenditures
Operating
2024
Contributions
from General
Internal
Transfers3 Revenues
2024 Balance
(Estimated)
CSD Building Refurbishment 1,892,042 0 0 0 (1,892,042) 0 0
Beautification / Tree Planting 68,277 0 0 0 0 0 68,277
Cemetery - Hampton Union, Orono 116,683 0 0 0 0 0 116,683
Stormwater Management Pond
Maintenance 33,930 0 0 0 0 0 33,930
Engineering Review 1,138,573 0 (240,000) 0 0 0 898,573
Community Emergency Management 610,783 0 (150,000) 250,000 0 0 710,783
Parking Lot Rehabilitation 834,734 (333,000) 0 325,000 0 0 826,734
ASO Benefits 1,497,094 0 (500,000) 0 0 0 997,094
Mun Gov't Ent. - Other 965,534 0 0 30,000 0 0 995,534
Future Staffing 225,871 0 0 787,487 0 0 1,013,358
Provincial Infrastructure 2,671,858 (1,516,000) 0 0 0 2,793,800 3,949,658
Continuous Improvement RF 259,126 0 0 50,000 0 0 309,126
Orono BIA (2016-029) 33,108 0 0 0 0 0 33,108
DC Growth Studies (234,958) 0 0 0 0 0 (234,958)
DC Library Services 1,933,813 (255,060) (78,511) 0 0 0 1,600,242
DC Fire Protection Services 4,650,270 0 0 0 0 0 4,650,270
DC Park & Rec Services 3,201,587 (100,000) (1,209,142) 0 0 0 1,892,445
DC Services Related to Highways 16,948,993 (3,116,810) (553,240) 0 0 0 13,278,943
NEW - Climate Action Plan 0 0 0 125,000 0 0 125,000
NEW - Climate Change Resilience 0 0 0 50,000 0 0 50,000
Total $107,416,052 ($25,791,056) ($7,615,970) $15,108,198 $0 $5,838,885 $94,956,109
Reserves and Reserve Fund Reserve Fund Summary A Plan for Growth: Clarington’s Proposed 2024-27 Budget
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2025 – 2027 Reserve Fund Summary
Reserve Fund Name
2024 Ending
Balance
(Estimated)
2025
Expenditures
Operating
2025
Contributions
and Revenue
2026
Expenditures
Operating
2026
Contributions
and Revenue
2027
Expenditures
Operating
2027
Contributions
and Revenue
2027 Ending
Balance
(Estimated)
Parking Lot 695,361 (627,502) 350,000 (642,833) 350,000 (658,506) 350,000 (183,480)
Economic Development 569,303 0 50,000 0 50,000 0 50,000 719,303
Roads Capital 1,198,998 0 515,000 0 530,000 0 546,000 2,789,998
Parkland Cash In Lieu 8,006,582 0 0 0 0 0 0 8,006,582
Engineering Fleet 0 0 0 0 0 0 0 0
Newcastle Waterfront 5,762 0 0 0 0 0 0 5,762
Strategic Capital 2,787,316 0 125,000 (1,250,000) 125,000 (1,250,000) 125,000 662,316
Municipal Capital Works 4,545,805 0 3,600,000 0 3,700,000 0 3,800,000 15,645,805
General Municipal 2,390,530 (2,000,000) 0 (385,000) 0 0 0 5,530
Engineering Inspection 571,134 (150,000) 0 (150,000) 0 (150,000) 0 121,134
Roads Contribution 154,841 0 0 0 0 0 0 154,841
Debenture Retirement 472,534 0 0 0 0 0 0 472,534
Facilities / Parks Maintenance 745,584 0 2,022,000 0 997,000 0 997,000 4,761,584
Engineering Parks Capital 0 0 0 0 0 0 0 0
Community Services Capital 914,433 0 2,223,013 0 2,279,010 0 2,313,072 7,729,528
Cemeteries Capital 45,642 0 5,150 0 5,300 0 5,400 61,492
Computer Equipment 164,810 0 412,000 0 425,000 0 437,000 1,438,810
Fire Equipment 559,007 0 412,000 0 425,000 0 437,000 1,833,007
Animal Services Capital 279,063 0 20,000 0 25,000 0 30,000 354,063
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Reserve Fund Name
2024 Ending
Balance
(Estimated)
2025
Expenditures
Operating
2025
Contributions
and Revenue
2026
Expenditures
Operating
2026
Contributions
and Revenue
2027
Expenditures
Operating
2027
Contributions
and Revenue
2027 Ending
Balance
(Estimated)
Operations Equipment 519,038 0 4,000,000 0 4,000,000 0 4,000,000 12,519,038
Clerk Fleet 0 0 0 0 0 0 0 0
Port Granby LLRW Agreement 302,220 0 0 0 0 0 0 302,220
Municipal Government Enterprise 28,579,934 0 0 0 0 0 0 28,579,934
Older Adults Programming 39,302 0 0 0 0 0 0 39,302
Library Capital 1,157,734 0 0 0 0 0 0 1,157,734
Library Computer Equipment 147,914 0 0 0 0 0 0 147,914
Museum Capital Bowmanville 0 0 0 0 0 0 0 0
Museum Capital Clarke 0 0 0 0 0 0 0 0
Bowmanville BIA (97-122) 15,668 0 0 0 0 0 0 15,668
Newcastle BIA 84,493 0 0 0 0 0 0 84,493
Newcastle Arena Operating 2,597 0 0 0 0 0 0 2,597
Rate Stabilization 6,585,057 (2,141,948) 0 (2,697,626) 0 (1,579,544) 680,000 845,939
Community Improvement Plan 183,101 0 0 0 0 0 0 183,101
Canada Community-Building Fund
Receipts 1,092,425 0 3,045,085 0 3,045,085 0 3,045,085 10,227,680
Building Division 825,121 (980,326) 0 (1,122,029) 0 (1,144,366) 0 (2,421,600)
CSD Building Refurbishment 0 0 0 0 0 0 0 0
Beautification / Tree Planting 68,277 0 0 0 0 0 0 68,277
Cemetery - Hampton Union, Orono 116,683 0 0 0 0 0 0 116,683
Stormwater Management Pond
Maintenance 33,930 0 0 0 0 0 0 33,930
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Reserve Fund Name
2024 Ending
Balance
(Estimated)
2025
Expenditures
Operating
2025
Contributions
and Revenue
2026
Expenditures
Operating
2026
Contributions
and Revenue
2027
Expenditures
Operating
2027
Contributions
and Revenue
2027 Ending
Balance
(Estimated)
Engineering Review 898,573 (300,000) 0 (300,000) 0 (300,000) 0 (1,427)
Community Emergency Management 710,783 (400,000) 250,000 (400,000) 250,000 (400,000) 250,000 260,783
Parking Lot Rehabilitation 826,734 0 350,000 0 375,000 0 400,000 1,951,734
ASO Benefits 997,094 0 0 0 0 0 0 997,094
Mun Gov't Ent. - Other 995,534 0 30,000 0 30,000 0 30,000 1,085,534
Future Staffing 1,013,358 (500,000) 471,043 (1,400,000) 1,427,464 (2,500,000) 2,324,102 835,967
Provincial Infrastructure 3,949,658 0 0 0 0 0 0 3,949,658
Continuous Improvement RF 309,126 0 51,500 0 53,000 0 54,600 468,226
Orono BIA (2016-029) 33,108 0 0 0 0 0 0 33,108
DC Growth Studies (234,958) 0 0 0 0 0 0 (234,958)
DC Library Services 1,600,242 (78,244) 0 (78,891) 0 (78,395) 0 1,364,712
DC Fire Protection Services 4,650,270 0 0 0 0 0 0 4,650,270
DC Park & Rec Services 1,892,445 (2,073,478) 0 (2,971,882) 0 (3,798,622) 0 (6,951,537)
DC Services Related to Highways 13,278,943 (552,199) 0 (550,225) 0 (548,292) 0 11,628,227
NEW - Climate Action Plan 125,000 0 125,000 0 125,000 0 125,000 500,000
NEW - Climate Change Resilience 50,000 0 50,000 0 50,000 0 50,000 200,000
Total $94,956,109 ($9,803,697) $18,106,791 ($11,948,486) $18,266,859 ($12,407,725) $20,049,259 $117,219,110
The 2025-27 reserve fund expenditures pertain to operating expenditures and contributions to the Reserve Fund for future capital, as t he capital budget only includes
expenditures for 2024. The remaining three years of capital (2025 -27) will be presented to Council as part of the budget update process in 2025. There are numerous plans and
studies that will be undertaken in 2024, which will have significant implications on future capital budgeting. These include the Asset Management Plan and Long-term Financial
Planning Framework, along with a new Development Charge Study and Community Benefits Charge Strategy.
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Reserve Fund Definitions
Parking Lot
Funds are deposited into this reserve fund from all parking revenues. The annual
parking services cost is funded through this reserve fund. This includes operating
costs such as payroll and fleet and the opportunity for capital costs for parking lot
construction or reconstruction.
Economic Development
These funds are a source of financing for economic development -related initiatives
or incentives. It has been used historically to fund physician recruitment and to plan
for contract staff tied explicitly to the development of the zoning by-law.
Parkland Cash-in-Lieu
This is the Municipality’s obligatory reserve fund for parkland cash-in-lieu
contributions resulting from development approval activities. The reserve fund must
comply with the requirements of the Planning Act, 1990. This includes land
acquisition.
Newcastle Waterfront
These funds remain from old Waterfront Trail grant monies that were leftover at the
end of a project. Since they were received for that purpose, the funds remain set
aside for future projects related to that area.
Strategic Capital
Funds received from a legal settlement with the Government of Canada addressing
the mitigation and clean-up of the Port Granby Low-Level Radioactive Waste Site
were transferred to this reserve fund after meeting the conditions of the initial trust.
The council approved a report establishing the uses of the principal value as a
strategic capital purpose. The intent is that the principal be used for economic
development investments whereby the principal is repaid at some point in the future
through development agreements.
Municipal Capital Works
This reserve fund is linked to growth-related capital projects through the
Municipality’s Development Charges Background Study and By -law. For most
growth-related capital projects, there are several types of actions that result in less
than 100 per cent of the capital costs being eligible for recovery through the
development charges (DC) reserve funds. The first is the replacement share of the
new capital project and the second is the proportion of the project relating to benefit
to existing residents. This reserve fund is set up to fund the non -growth share of
growth-related capital projects.
General Municipal
This reserve fund is the depository for interest earned on the promissory notes for
the Municipality’s investment in Elexicon (formerly Veridian). The balance of the
funds is eligible for use for capital projects through the budget process or Council
approved initiatives.
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Engineering Inspection
The fees collected through the Engineering Department’s various agreements with
developers are deposited to this reserve fund for the costs of the engineering
inspection functions provided as part of the subdivision approval process. The
general intent is that as developments are a cyclical activity tied to economic
swings and outlooks, there is still a requirement to maintain the skills and capacity
to perform engineering inspections and provide approvals regardless of whether
there is a downswing in the economy. As a result, all fees charged for this activity
are transferred to the Engineering Inspection Reserve Fund. Annually, through the
budget process, a portion of the costs of the engineering section is funded from a
transfer to operating from the reserve fund.
Roads Contribution
This reserve fund is primarily established as a repository for deposits received
through development agreements as contributions for future works that will be
required as other developers come on stream in a particular area.
Debenture Retirement
This reserve fund was initially established to accumulate funds such that future debt
could be avoided. However, there are no ongoing contributions to increase this
reserve fund since most debt has pertained to growth-related projects over the last
15 years. The current activity in the reserve fund relates to the Darlington Indoor
Soccer Club. They had committed to paying the non -growth component of the
debenture for the Bowmanville Indoor Soccer facility. The Club makes an annual
contribution that goes into this reserve fund, and then the 10 per cent share of the
debt financing costs are funded from this reserve fund.
Port Granby LLRW Agreement
Funds received from a legal settlement with the Government of Canada addressing
the mitigation and clean-up of the Port Granby Low-Level Radioactive Waste Site
accumulated additional interest beyond the amount transferred through the budget
to offset tax levy. It was decided to leave some funds in this reserve fund to assist
with potential implications in the future, most likely for work around future uses of
the site outside the perimeter once they are in the maintenance stage. There is a
study on future uses of the excess lands.
Municipal Government Enterprise – Other
This reserve fund originated through the Municipal Government Enterprise Reserve
Fund. When Newcastle Hydro-Electric Commission amalgamated to originally create
Veridian, through the advice of our solicitor as well as then Treasurer, it was
determined that our investment in our Government Business Enterprise (Veridian) be
held in reserve funds rather than in the general fund. This included both our equity
share as well as the promissory notes receivable. Over time, this caused
complications as the original Municipal Government Enterprise reserve fund held
both the investment in Veridian, promissory notes receivable from Veridian, and
accumulated funds. Determining for budget purposes what funds were available for
council purposes became complex, so it was decided to divide out the excess
accumulated funds from the investment and promissory notes receivable. Those
excess accumulated funds and accrued interest were transferred into the Municipal
Government Enterprise-Other reserve fund. Most often these funds are used for a
purpose tied to energy savings. It has funded energy audits as well as being energy
retrofit seed money whereby the original investment is repaid over time from
estimated energy savings.
Upon the 2019 merger of Veridian and Whitby Hydro, the investment in Elexicon is
included in this fund.
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Municipal Government Enterprise
As explained in the description above for the Municipal Government Enterprise –
Other Reserve Fund, this fund holds the Municipality’s investment in Elexicon
(formerly Veridian Corporation), including both our equity share and our promissory
notes.
Older Adults Programming
Tax levy funds gradually accumulated when the Bowmanville Older Adults
Association was a Board of Council. When they transitioned to an independent
charitable organization, the reserve fund was split in half . The balance remaining
here is intended for the provision of older adults’ services administered through the
Community Services Department.
Library Capital Equipment
This reserve fund does not have direct tax levy support. It comprises funds
transferred from the library to be held for future library computer equipment needs
and remaining funds from the library’s prior years’ capital budgets for library
computer equipment.
Museum Capital Bowmanville
This reserve fund is a traditional capital replacement reserve fund that is monitored
annually to determine the need for increases to tax levy support. It is linked to the
Asset Management Plan.
Museum Capital Clarke
This reserve fund is a traditional capital replacement reserve fund that is monitored
annually to determine the need for increases to tax levy support. It is linked to the
Asset Management Plan.
Bowmanville Business Improvement Area (BIA)
This reserve fund was originally established from an OMB settlement pertaining to
the first round of development of the Bowmanville West Main Central Area. Most of
the funds have been utilized but a small balance remains available. The BIA would
need to request funds for specific purposes through the budget process or a direct
request to Council.
Newcastle BIA
This reserve fund was established in relation to principles of understanding for
further development of the Bowmanville West Main Central Area. Orono and
Newcastle Business Improvement Areas (BIA) received an allotment of funds to be
administered through the Municipality to implement Community Improvement
Plans.
Newcastle Arena Operating
These are funds transferred by the Newcastle Arena Board to earn greater rates of
return. The fund balance is minimal, and the Arena Board has not produced a plan to
contribute to the reserve fund regularly.
Perpetual Care and Hampton Union
These are cemetery funds held in trust for the specific cemeteries identified in our
trust statements.
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Rate Stabilization
The Rate Stabilization Reserve Fund is a very active fund utilized to offset swings in
tax levy impacts year to year. Any municipal operating surplus/deficit determined
after the external audit is complete is transferred into this reserve fund or funded by
this reserve fund. The reserve fund acts as a mechanism to achieve balanced
budgets in the sense that a surplus or deficit for a particular year cannot be
predicted accurately at the time of the next year’s budget approval.
Community Improvement Plan
The intent of the reserve fund links to civic improvements. It is anticipated that this
reserve fund may provide an option to maintain some features relating to the
downtowns, that would otherwise be deleted. This reserve fund has a modest
annual tax levy contribution.
Canada Community Building Fund
This reserve fund has been established to hold the Canada Community Building
Fund (formerly Federal Gas Tax) funding and meet the agreement requirements.
This is an obligatory reserve fund as the use of the funds are restricted through
AMO.
Building Division
The purpose of the reserve fund is to allow reasonable funding to be set aside to
address economic fluctuations and fund multi-year requirements such as the
replacement of software required to provide planning and building services needed
to facilitate building activity.
Community Services Department Building Refurbishment
This reserve fund was established through budget in a year where a fee increase
was established for recreational services. The value of the fee increase was set up
as a contribution to this reserve fund rather than a general fund revenue offsetting
the tax levy. The contribution has been maintained but further incremental fee
increases were not diverted to this reserve fund but rather left in the general fund to
offset increased service delivery costs.
Beautification / Tree Planting
This is a small reserve fund established from a donation. The hope is that other
donations will be received over time that will help fund small beautification projects
or tree planting to assist in maintaining tree cover as the municipality develops.
Stormwater Management Pond Maintenance
This reserve fund was established as a result of updating our subdivision agreement
templates to standardized fees for stormwater pond maintenance for the
subdivision. The fees are deposited into the reserve fund when received in
compliance with the subdivision agreement. The intent is to draw on this reserve
fund annually to offset the operating costs of stormwater pond maintenance. It has
not been done to date as there is still a small amount of funds in the reserve funds,
so we are giving the fund some time to accumulate.
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Engineering Review
This reserve fund was established as a result of updating our subdivision agreement
templates to standardized fees for the review of engineering drawings for the
subdivision. The fees are deposited into the reserve fund when received in
compliance with the subdivision agreement. Annually, through the budget process, a
contribution is made to the operating budget to help offset the costs of engineering
division review services.
Community Emergency Management
Under the negotiated agreements with OPG, funds are received annually for several
specific services provided to OPG. The funds will also be used for the costs of
specialized equipment or training to ensure appropriate response levels. As the
Municipality is required to assist and support others i f a nuclear emergency arises,
these funds are deposited into this reserve fund for emergency management issues.
Parking Lot Rehabilitation
This reserve fund is the funding mechanism for the parking lot asset management
plan. As the Municipality owns many parking lots with various purposes, a single
department did not have consistent oversight of the asset management pertaining
to these lots. As the Infrastructure Division oversees significant capital projects
relating to paving and stormwater needs, they were given the responsibility to
assess and plan the rehabilitation needs of municipal parking lots. The department
undertook this work and created a multi-year plan to address deficiencies and
needed replacements. The fund currently receives annual contributions from tax
levy support.
Administrative Services Only (ASO) Benefits
This reserve fund was established with the market placement of employee benefits.
The savings from that market placement were set aside as a one-time contribution
to a reserve fund for the sole purpose of looking towards the ASO option for the
administration of employee extended health program.
Future Staffing
Commencing in 2017, Council created this reserve fund and has contributed
annually with tax levy support. The general intent is to create flexibility in the future
for new staff requirements.
Provincial Infrastructure
This reserve fund has been established to host the Provincial funding grants
received and meet the funding agreements' requirements. This is an obligatory
reserve fund as the use of the funds is restricted through the respective
agreements.
Orono BIA
This reserve fund was established in relation to principles of understanding for
further development of the Bowmanville West Main Central Area. Orono and
Newcastle BIAs received an allotment of funds to be administered through the
Municipality to implement Community Improvement Plans.
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Development Charges Reserve Funds
The accounts listed below are the Development Charges (DC) reserve funds for
each service level category identified in our DC background study and by-law. The
reserve funds must be used to fund the growth-related costs required to meet the
needs of growth. No current-year receipts are used for current budget requirements.
Balances at December 31st of the year prior are to be utilized for the next years’
budget requirements. Future projections are made on a regular basis to address
capital budget forecasts. Staff are undergoing a review of the reserve funds as a
result of recent changes to the Development Charges Act to ensure that the names
reflect the applicable service and any ineligible services are properly transitioned.
The following are the current DC funds:
• DC Growth Studies Reserve Fund
• DC Parks and Rec Services Reserve Fund
• DC Library Services Reserve Fund
• DC Fire Protection Services Reserve Fund
• DC Services Related to Highways Reserve Fund
Climate Action Plan (New in 2024)
This reserve fund is being established in 2024 to provide a source of funding for
initiatives identified in the Clarington Corporate Climate Change Action Plan. The
fund will receive a set annual allocation for this purpose.
Climate Resilience (New in 2024)
This reserve fund is being established in 2024 to provide a source of funding to
respond to climate emergencies and disasters or to provide enhanced resilience to
capital infrastructure on climate change. The fund will receive a set annual
allocation for this purpose.
Capital Replacement and Maintenance Reserve Funds
The following reserve funds are traditional capital replacement reserve funds that
are monitored annually to determine the need for increases from tax levy support.
These reserve funds are linked to the Asset Management Plan and are used to meet
future capital needs.
• Roads Capital
• Facilities / Parks Maintenance
• Engineering Parks Capital
• Community Services Capital
• Cemeteries Capital
• Computer Equipment
• Fire Equipment
• Animal Services Capital
• Operations Equipment
• Clerk Fleet
• Library Capital
• Museum Capital Bowmanville
• Museum Capital Clarke
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Reserve Fund Consolidation
As part of the multi-year budget process, staff have identified several reserve funds for consolidation. These consolidations are being undertaken to
avoid duplication as circumstances exist where multiple reserve funds serve a similar purpose. The followi ng table identifies the reserve funds being
closed, where the funds are moving, and the rationale for the change.
Reserve Funds being closed Reserve Funds being transferred to Purpose
Clerk’s Fleet
Engineering Fleet
Operations Equipment Reflects the consolidation of the corporate fleet in Public Works. Public Works is
now responsible for the purchase and maintenance of all corporate fleet.
Operations equipment was formally used for all Public Works fleet but will now be
used for fleet purchases across the organization.
CSD Building Refurbishment Community Services Capital Both reserve funds are intended for capital projects related to the Community
Services division. Consolidation is to reduce duplication.
Engineering Parks Capital Municipal Capital Works Engineering division no longer exists so funds are being directed to Municipal
Capital Works for future capital projects.
Museum Capital – Bowmanville
Museum Capital – Clarke
Community Services Capital Funds transferred to reflect that future museum renovations will be drawn from the
Community Services Capital reserve fund.
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Reserve Fund Contributions and Transfers
The following outlines the contributions to the reserves and reserve funds as well as the transfers out to the general fund.
Contributions to Reserve Funds
The following are the contributions to reserve funds for the years 2024-27:
Reserve Fund Purpose 2024 Contribution 2025 Contribution 2026 Contribution 2027 Contribution
Climate Action Plan Annual allocation $125,000 $125,000 $125,000 $125,000
Climate Resilience Annual allocation 50,000 50,000 50,000 50,000
Animal Services Capital Annual allocation 15,000 20,000 25,000 30,000
Parking Lot Budgeted meter revenue 350,000 350,000 350,000 350,000
Computer Equipment Annual allocation 400,000 412,000 425,000 437,000
Municipal Capital Works Annual allocation 3,763,711 3,600,000 3,700,000 3,800,000
Rate Stabilization Offset withdrawal in 2026 0 0 0 680,000
Future Staffing Additional staff for Public Works, Community
Services, and Emergency Services 787,487 471,043 1,427,464 2,324,102
Municipal Government Enterprise Energy Master Plan savings 30,000 30,000 30,000 30,000
Continuous Improvement Annual allocation 50,000 51,500 53,000 54,600
Roads Capital Annual allocation 500,000 515,000 530,000 546,000
Strategic Capital Annual allocation 125,000 125,000 125,000 125,000
Community Emergency
Management Emergency Services overtime costs 250,000 250,000 250,000 250,000
Fire Equipment Annual allocation 400,000 412,000 425,000 437,000
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Reserve Fund Purpose 2024 Contribution 2025 Contribution 2026 Contribution 2027 Contribution
Facilities/Parks Maintenance Annual allocation 1,500,000 1,925,000 900,000 900,000
Facilities/Parks Maintenance Various park upgrades (budget amendment) 82,000 82,000 82,000 82,000
Facilities/Parks Maintenance Annual increase (budget amendment) 15,000 15,000 15,000 15,000
Cemeteries Capital Annual allocation 5,000 5,150 5,300 5,400
Operations Equipment Annual fleet allocation 4,000,000 4,000,000 4,000,000 4,000,000
Community Services Capital Annual allocation 2,279,000 2,217,013 2,273,010 2,307,072
Economic Development Annual allocation 50,000 50,000 50,000 50,000
Parking Lot Rehabilitation Annual allocation 325,000 350,000 375,000 400,000
Community Services Capital Bowmanville Museum allocation 3,000 3,000 3,000 3,000
Community Services Capital Clarke Museum allocation 3,000 3,000 3,000 3,000
$15,108,198 $15,061,706 $15,221,774 $17,004,174
The contributions for 2024 include amounts for capital projects and operating expenses. As of 2023, the capital program is funded through reserve
funds with an annual contribution funding these uses. As the Municipality continues to improve its asset management planning processes, annual
contributions that provide a stable funding source will be included in the operating budget to smooth year -to-year fluctuations in the tax levy. As
mentioned, an updated asset management plan will be presented to Council in June 2024.
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Contributions to Reserves
The following are the contributions to reserves for the years 2024-27:
Reserve Purpose 2024 Contribution 2025 Contribution 2026 Contribution 2027 Contribution
Clerks Records maintenance $10,000 $10,000 $10,000 $10,000
Municipal Election Election expense 125,000 125,000 125,000 125,000
$135,000 $135,000 $135,000 $135,000
Note that the annual allocation for land acquisition was put on hold for the 2024 -27 budget years. The allocation will remain on hold
pending the renewal of the land acquisition strategy.
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 2024 -27:
Reserve Fund Purpose 2024 Withdrawal 2025 Withdrawal 2026 Withdrawal 2027 Withdrawal
Parking Lot Parking enforcement expenses ($612,891) ($627,502) ($642,833) ($658,506)
ASO Benefits Mitigate benefit increases (500,000) 0 0 0
Rate Stabilization Balance budget to 4.1% per year (988,446) (2,116,948) (1,992,626) (1,579,544)
Rate Stabilization Contribution to Charles H Best Diabetes Centre (25,000) (25,000) (25,000) 0
Rate Stabilization Borrow to balance budget - repay in 2027 0 0 (680,000) 0
General Municipal Balance budget to 4.1% per year (2,000,000) (2,000,000) (385,000) 0
Debenture Retirement Bowmanville indoor soccer debenture funding that
is not DC-eligible (16,329) 0 0 0
Community Emergency
Management Emergency Services overtime costs (150,000) (400,000) (400,000) (400,000)
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Reserve Fund Purpose 2024 Withdrawal 2025 Withdrawal 2026 Withdrawal 2027 Withdrawal
Future Staffing Partially fund new positions in Emergency
Services, Public Works, and Community Services 0 (500,000) (1,400,000) (2,500,000)
Municipal Capital Works Fire Station #1 reno furnishings (170,000) 0 0 0
DC - Parks and Rec Indoor Soccer debenture (DC eligible) (146,964) 0 0 0
DC - Parks and Rec Debt for Newcastle Park 0 (289,575) (283,140) (276,705)
DC - Parks and Rec South Bowmanville Recreation Centre (1,062,179) (1,063,903) (1,065,199) (1,067,854)
DC - Parks and Rec South Bowmanville Recreation Centre - interest
and principal on debt 0 0 (919,543) (1,766,063)
DC - Parks and Rec Debt for outdoor skating rinks 0 (720,000) (704,000) (688,000)
DC - Library Services Courtice Library debenture (78,511) (78,244) (78,891) (78,395)
DC - Services Related to a Highway Green Road debenture (553,240) (552,199) (550,225) (548,292)
Newcastle Waterfront Waterfront strategy consulting (40,000) 0 0 0
Economic Development BRIC furnishings (100,000) 0 0 0
Building Division Deficit funding for building inspectors (532,411) (730,326) (872,029) (894,366)
Building Division AMANDA annual maintenance (250,000) (250,000) (250,000) (250,000)
Engineering Inspection Offset inspection costs (150,000) (150,000) (150,000) (150,000)
Engineering Review Offset engineering expenses (240,000) (300,000) (300,000) (300,000)
Strategic Capital Bowmanville Hospital contribution 0 0 (3,750,000) (3,750,000)
($7,615,971) ($9,803,697) ($14,448,486) ($14,907,725)
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Withdrawals from Reserves to General Fund
The following are the withdrawals from the reserves to fund operating expenses in the general fund in 2024 -27:
Reserve Purpose 2024 Contribution 2025 Contribution 2026 Contribution 2027 Contribution
Municipal Election Election expense $0 $0 ($475,467) $0
$0 $0 ($475,467) $0
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Historical Reserve Fund Contributions and Transfers
The following outlines the contributions to the reserves and reserve funds that have occurred over the previous five years, along with the transfers
out to the general fund.
Contributions to Reserve Funds
The following are the historical contributions to reserve funds for the years 2019 -23:
Reserve Fund Purpose 2019
Contribution
2020
Contribution
2021
Contribution
2022
Contribution
2023
Contribution
Animal Services Capital Annual allocation $7,000 $7,000 $10,000 $10,000 $10,000
Clerk's Fleet Annual allocation 5,000 5,000 10,000 5,000 65,000
Engineering Fleet Annual allocation 5,000 5,000 5,000 5,000 5,000
Parking Lot Budgeted meter revenue 280,000 330,000 330,000 350,000 350,000
Computer Equipment Annual allocation 100,000 100,000 100,000 100,000 200,000
Municipal Capital Works Annual allocation 535,000 535,000 550,000 550,000 6,300,000
Future Staffing Annual allocation 125,000 27,225 50,000 50,000 170,000
Municipal Government Enterprise Energy Master Plan savings 30,000 30,000 30,000 30,000 30,000
Continuous Improvement Annual allocation 0 100,000 50,000 50,000 50,000
Roads Capital Annual allocation 0 70,000 200,000 200,000 200,000
General Municipal Annual allocation 49,200 49,200 49,200 49,200 0
Library Capital Annual allocation 30,000 30,000 30,000 30,000 0
Building Division Annual allocation 0 0 227,950 0 0
Fire Equipment Annual allocation 375,000 400,000 500,000 400,000 900,000
Facilities/Parks Maintenance Annual allocation 328,000 355,000 585,000 385,000 635,000
Cemeteries Capital Annual allocation 5,000 5,000 5,000 5,000 5,000
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Reserve Fund Purpose 2019
Contribution
2020
Contribution
2021
Contribution
2022
Contribution
2023
Contribution
Operations Equipment Annual allocation 159,500 185,000 1,085,000 1,085,000 2,835,000
Community Services Capital Annual allocation 325,000 350,000 425,000 425,000 425,000
CSD Building Refurbishment Annual allocation 85,000 107,500 572,500 887,500 917,500
Community Improvement Annual contribution (not for CIP grants) 12,500 12,500 12,500 12,500 12,500
Economic Development Annual allocation 50,000 50,000 50,000 50,000 50,000
Parking Lot Rehabilitation Annual allocation 310,000 310,000 310,000 310,000 310,000
Museum Capital - Bowmanville Annual allocation 3,000 3,000 3,000 3,000 3,000
Museum Capital - Clarke Annual allocation 3,000 3,000 3,000 3,000 3,000
$2,822,200 $3,069,425 $5,193,150 $4,995,200 $13,476,000
Contributions to Reserves
The following are the historical contributions to reserves for the years 2019 -23:
Reserve Purpose
2019
Contribution
2020
Contribution
2021
Contribution
2022
Contribution
2023
Contribution
Clerks Records maintenance $10,000 $10,000 $10,000 $10,000 $10,000
Municipal Election Election expense 125,000 125,000 125,000 125,000 125,000
Pits and Quarries Allocation 330,000 570,000 570,000 0 0
Non-DC Prestonvale Road Allocation 0 50,000 0 0 0
General Capital Documentation / Pandemic 0 2,500 2,500 0 0
Municipal Acquisition of Property Property acquisition 40,000 40,000 40,000 0 650,000
$505,000 $797,500 $747,500 $135,000 $785,000
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Withdrawals from Reserve Fund to General Fund
The following are the historical withdrawals from the reserve funds to fund operating expenses in the general fund for 2019 -23:
Reserve Fund Purpose 2019
Withdrawal
2020
Withdrawal
2021
Withdrawal
2022
Withdrawal
2023
Withdrawal
Parking Lot Parking enforcement expenses ($350,000) ($392,231) ($461,803) ($536,951) ($561,890)
Emergency Management Business Continuity and Emergency
Management Planner 0 0 0 0 (98,624)
Rate Stabilization Annual $3,080,730, Staff $927,570, JLF
fundraising $25k, Charles H Best $25k 0 0 0 0 (4,058,300)
Rate Stabilization
Annual $150k, communications $60k, street
sweeping $300k, COVID $1.25M, full EA $50k,
Newcastle Hallboard $23,900
0 0 0 (1,833,900) 0
Rate Stabilization Annual $150k, Hospice $115k, Newcastle
Hallboard $51,340 0 0 (316,340) 0 0
Rate Stabilization Annual withdrawal 0 (454,032) 0 0 0
Rate Stabilization Annual $600k, tree replacement $385k (985,000) 0 0 0 0
General Municipal Veridian interest (250,000) (250,000) 0 0 0
Debenture Retirement Indoor soccer debenture - Non-DC-eligible (16,518) (14,841) (16,476) (16,578) (16,525)
Future Staffing Partially fund new positions 0 0 0 (150,000) (450,000)
Municipal Capital Works Camp 30 0 0 0 0 (300,000)
DC - Parks and Rec Indoor Soccer debenture (DC eligible) (148,658) (149,914) (148,279) (149,205) (148,728)
DC - Parks and Rec Newcastle Aquatic Debenture (1,581,886) (1,466,438) (1,443,920) (921,375) 0
DC - Parks and Rec Consulting - Parks design (13,500) (13,500) 0 0 0
DC - Parks and Rec South Bowmanville Recreation Centre 0 0 0 0 (1,060,363)
DC - Library Services Courtice Library debenture (78,146) (70,507) (70,619) (78,703) (78,663)
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Reserve Fund Purpose 2019
Withdrawal
2020
Withdrawal
2021
Withdrawal
2022
Withdrawal
2023
Withdrawal
DC - Services Related to a Highway Green Road debenture (541,802) (544,417) (546,623) (552,820) (553,160)
DC - Services Related to a Highway Engineering design (72,500) (75,000) 0 0 0
DC - Services Related to a Highway 50% North Newcastle Drainage Study (11,500) 0 0 0 0
DC - Growth Studies Plan studies (216,000) (333,000) (900,000) (165,000) (438,000)
DC - Growth Studies OP appeal legal costs (90,000) 0 0 0 0
DC - Fire Protection Services Fire Master Plan; uniforms 0 (86,000) 0 0 0
Provincial Infrastructure New staffing position 0 0 0 (80,000) 0
Port Granby LLRW Naturalization park 0 (123,695) 0 0 0
Perpetual Care Interest revenue (20,300) (18,500) 0 0 0
Economic Development Sr Planner contract salary re: zoning by -law (75,368) 0 0 0 0
Economic Development Physician recruitment 0 0 0 0 (100,000)
Building Division Deficit funding for building inspectors 0 0 0 (204,716) (504,934)
Building Division AMANDA annual maintenance 0 0 0 0 (250,000)
Engineering Parks Capital Maintenance of Clarington Field portable (7,850) 0 0 0 0
Engineering Inspection Offset inspection costs (429,630) (503,200) (455,000) (460,000) (625,000)
Engineering Review Engineering division 0 (40,000) (40,000) (40,000) (150,000)
($4,888,658) ($4,535,275) ($4,399,060) ($5,189,248) ($9,394,187)
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Withdrawals from Reserves to General Fund
The following are the historical withdrawals from the reserves to fund operating expenses in the general fund for 2019-23:
Reserve Purpose 2019
Withdrawal
2020
Withdrawal
2021
Withdrawal
2022
Withdrawal
2023
Withdrawal
Clarington Heritage Committee Annual operating expense ($1,000) ($1,000) ($1,000) ($1,000) $0
Consulting / Professional Fees Communications division review; zoning by-law 0 0 0 0 (355,000)
Legal Legal expense (35,000) 0 0 0 0
Municipal Election Election expense 0 (50000) 0 (465,450) 0
($36,000) ($51,000) ($1,000) ($466,450) ($355,000)
Future Reserve and Reserve Fund Policy
As part of the Municipality’s new Long-Term Financial Planning Framework, staff will be developing a Reserve and Reserve Fund Policy. This policy will
identify an optimum classification of Reserve Funds, along with target balances for each fund. This work will be undertaken in 2024 and will be brought to
Council prior to the 2025 budget update. This work will likely involve a further consolidation of reserve funds, in addition to the consolidations above.
05 Supplemental
Information
What is Fund Accounting?
Revenue and Expense Categories
Financial Policies
Appendices
Staffing Requests
Glossary of Terms
Acronyms
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05 Supplemental Information
What is Fund Accounting?
The Municipality, like every municipality in Ontario, prepares its financial statements in accordance with Public Sector Accounting Standards (PSAS) as
established by the Public Sector Accounting Board (PSAB) of the Chartered Professional Accountants of Canada (CPA Canada).
The Municipality follows PSAS, which is an accrual basis form of accounting. This means revenues and expenses are recognized when the transaction,
service or event occurs rather than when payment is made or received. As allowed under Ontario Regulation 284/09 under the Municipal Act, 2001, the
Municipality does not budget for amortization, solid waste landfill closure and post -closure expenses.
The Municipality uses fund accounting which views each fund as its own entity, with its own assets, liabilities, income and e xpenses. The use of funds
helps to ensure that dedicated or restricted funds are used for their intended purpose.
There are three basic types of funds used by the Municipality:
Operating Fund: this fund includes all the assets, liabilities, income, and expenses not allocated to one of the other funds. Unrestricted fu nds, such as
property taxes, are recorded through the operating fund.
Capital Fund: this fund includes all capital expenditures and the method of funding these expenditures. Funding may be from a transfer from tax
revenues, a transfer from reserves or reserve funds, receipt of grants or issuance of long -term debt.
Reserve Funds: these funds are individually established to record the assets which are physically segregated to meet a specific purpose.
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The budget process, resolutions and by-laws provide the mechanism for Council to approve the transfer of funds between the funds. The use of
interfund transfers within the accounting system provides the necessary accounting trail to ensure that all directi ons have occurred. For this reason,
continuities of reserve and reserve funds are also prepared
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Revenue and Expense Categories
Revenues and expenses are categorized throughout the budget based on their purpose and similarities.
Revenues
Levies
Estimated taxation, supplementary taxation, and payments-in-lieu of taxation
received. These funds are collected on behalf of the Region of Durham and Province
of Ontario and are remitted to the specific agency.
Provincial Grants and Subsidies
Grants received from the Province of Ontario for specific functions such as the
Ontario Community Infrastructure Fund or specific grant projects.
Federal Grants and Subsidies
Grants received from the Government of Canada for specific functions such as the
Canada Community-Building Fund or specific grant projects.
User Fees
Fees for use of service including, but are not limited to, facility rentals, cemetery
fees, application for planning and building permits, and recreational programming.
Licensing and Lease Revenue
Licensing fees include regulatory licensing and lease revenues for the long -term
lease of municipal facilities and property.
Investment Income
All investment income earned by the Municipality through its investment holdings,
bank account balances and investment in Elexicon.
Contributions from Reserves and Reserve Funds
Contributions from reserves and reserve funds for specific purposes as identified
with the budget.
Other Revenues
Any revenue that is not otherwise categorized.
Expenses
Salaries and Benefits
Compensation for all employees includes salaries, wages, benefits, overtime,
allowances and statutory benefits (Canadian Pension Plan, Employment Insurance,
Employer Health Tax).
Materials
Includes items such as office supplies, salt and sand, gravel, insurance costs, phone
costs and other general expenses.
Rent and Financial Costs
Bank charges, debit and credit card charges, cost of rental equipment and facility
rentals for the Municipality.
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Purchase / Contracted Services
Items that are outsourced, such as professional services, winter clearing and IT
software as a service.
Debt Repayment
Interest on debt repayments to external parties.
Grants and Transfer Payments
Grants given to community groups, external boards and agencies and levies from
other organizations.
Contributions to Reserves and Reserve Funds
Contributions from the general fund for the Municipality’s reserves and reserve
funds.
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Financial Policies
The Municipality of Clarington has approved several financial policies to
provide consistency with how financial decisions are made. The following are
significant financial policies adopted by Council.
Multi-Year Budget Policy
The budget is one of the most significant policy documents that the
Municipality adopts. The budget highlights the priorities for the multi -year
period (2024 to 2027) and the allocated resources to provide services to
constituents. The budget is balanced with revenues equaling expenses for the
year and is tabled for Council review and approval. The Multi-Year Budget is up
to four years long and will be updated annually for changes in legislation,
services, or material changes in economic conditions. General Government
Committee approved the Multi-Year Budget Policy May 1, 2023.
Investment Policy
The Investment Policy was approved at the establishes guidelines for municipal
investments and ensures compliance with applicable legislation.
The objectives, in order of importance, of the policy, are to ensure:
• Adherence to statutory requirements.
• Preservation and security of capital.
• Maintenance of necessary liquidity.
• Realizing a competitive rate of return.
Procurement Policy
The Municipality is legislatively required to approve a
procurement policy to establish the responsibilities, controls,
authorizations and procedures for purchasing goods and
services.
Donations Policy
The Municipality is a qualified donee for Canadian income
tax purposes which can issue official income tax receipts as
prescribed by the Canada Revenue Agency (CRA). As per the
donation policy, to be a donation, there must be an intention
to give, delivery and an acceptance, and it must be voluntary
with no expectation of return.
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Appendices
Snapshot of our Community
The Municipality annually participates in the BMA Management Consulting Inc.
Municipal Study, a municipal comparative study on behalf of 110+ municipalities in
Ontario. In 2022 there were seven Durham Region participants (Scugog, Brock,
Pickering, Whitby, Oshawa, Clarington, Ajax), 24 Greater Toronto and Hamilton area
participants and 29 lower or single tier municipalities with populations over 100,000.
Financial information is based on the 2021 year-end, while current tax information
and demographic information for 2022 is used to assist in forecasting future needs
for the community.
Socio-Economic Indicators
Socio-economic indicators assist a municipality by providing insight into its ability to
generate revenue compared to the municipality’s demand for public services. Socio -
economic indicators also allow municipalities to be considered for their
appropriateness for comparison.
Population Density
Population density is an indicator of economies of scale in providing services to
residents of the Municipality. In densely populated areas, certain services may be
delivered more cost-efficiently. The Municipality of Clarington has the seventh-
lowest population density among the Greater Toronto and Hamilton Area (GTHA)
municipalities within the survey. With a land area of 611 square kilometres, the
Municipality of Clarington is roughly the geographical size of the City of Toronto at
631 square kilometres. However, the Municipality has a population density of 177
people per square kilometre, which is 26 times lower than the City of Toronto’s
4,640/people per square kilometre.
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Population Growth
The Municipality of Clarington has experienced significant growth since 2001. This growth puts upward movement in our assessm ent base
as more residential, commercial and industrial properties are built to support that population. Growth does put pressure o n municipal
budgets as it increases the need for infrastructure to support the development and correspondingly increases the demand for s ervices
required by the increasing population. Based on the previous census cycle, the Municipality grew at a higher ra te than the rest of the Greater
Toronto and Hamilton Area (GTHA).
Clarington has not only been a growing community for the last 20 years, it is expected to continue growing in the coming five years. This will
be supported by recent Provincial priorities around housing growth and affordable housing development. The follow ing chart shows the
population, based on the Statistics Canada Census data, for the last 20 years and the Region of Durham Official Plan projecti ons for
Clarington until 2051. The Municipality is expected to grow from approximately 101,400 in 2021 to 221,0 00 by 2051.
0
200
400
600
800
1000
1200
1400
2018 2019 2020 2021 2022
Population Density per Square KM
Clarington GTHA Average
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2001 2006 2011 2016 2021 2026 2031 2036 2041 2046 2051
Clarington 69,834 77,820 84,548 92,013 101,427 123,730 143,970 162,640 180,250 200,480 221,020
-
50,000
100,000
150,000
200,000
250,000
Population Actuals 2001 to 2021
And Growth Forecast to 2027
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Average Household Income
When determining its budget, ensuring taxes are affordable is of the highest priority for the Municipality. An indicator of a ffordability is
comparing the property tax burden with the average household income. While the Municipality has a lower average hou sehold income than
the average of the GTHA, it is higher than the average for the Province.
The municipal burden as a percentage of household income in Clarington is 3.7 per cent (4.4 per cent in 2021), the GTHA avera ge is 4.7 per
cent (4.6 per cent in 2021). It should be noted that the total burden as a per cent of household income in the City o f Toronto, which we often
hear has lower taxes, is the higher than in Clarington at 4.6 per cent.
$105,000
$110,000
$115,000
$120,000
$125,000
$130,000
$135,000
2018 2019 2020 2021 2022
Estimated Household Income
2018 to 2022
Average Household Income GTA Average
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The average household income has steadily increased over the past ten years as highlighted in the following chart.
As can be seen above, the gap between the Municipality’s average household income and the GTA average has shrunk over
the past ten years. This could be a result of local economic development as well as increased commuter migration from
higher-cost areas to Clarington.
$-
$20,000
$40,000
$60,000
$80,000
$100,000
$120,000
$140,000
$160,000
2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
Average Household Income GTA Average
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Property Assessment
Municipalities raise a significant portion of their revenues by charging taxes on each property’s assessment, as provided by the Municipal
Property Assessment Corporation (MPAC).
Clarington has a lower assessment, the base for which property taxes are generated compared to both the GTHA and the survey a verage.
This reflects the assessed values of properties being lower in Clarington than in other nearby municipalities. The GTHA mun icipalities have
a higher-than-average weighted assessment. This is partly explained by the high commercial and industrial assessments in the City of
Toronto, which pay a significantly higher portion of the property tax burden for that city.
$ -
$ 50,000
$ 100,000
$ 150,000
$ 200,000
$ 250,000
$ 300,000
2018 2019 2020 2021 2022
Weighted Assessment Per Capita
Clarington GHTA Average
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Financial Health
Financial indicators and some socio-economic indicators provide a foundation for a municipality to evaluate its economic outlook and
performance and ensure its financial sustainability.
There are three key financial pillars: sustainability, flexibility and vulnerability.
Sustainability: The ability to provide and maintain service and infrastructure levels without resorting to unplanned increases in rates or
cuts to services.
Flexibility: The ability to issue debt responsibly without impacting the credit rating. Also, the ability of the Municipality to generate the
required revenues.
Vulnerability: Addresses a municipality’s vulnerability to external sources of funding that it cannot control and its exposure to risk.
The above financial pillars are considered when assessing the overall health of the Municipality and the development of our o perating
budget and capital investment plan.
Financial Planning Tools
Reserves and Reserve Funds
Reserves and reserve funds are essential fiscal tools used in long -term planning, internal financing and dealing with unanticipated situations
in the municipality during the year.
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Debt
It is important to be aware of the level of debt and the resulting debt servicing obligations to ensure that the reliance on debt is maintained
at a manageable level. The use of debt is reasonable for many reasons, including intergenerational equity: the taxpayer benefiting from the
service is paying for it.
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The Province of Ontario has regulated that municipalities are limited to debt servicing (interest and principal) costs of 25 per cent of own source
revenue. The Municipality is in compliance with this legislation.
$173
$142
$116
$93
$71
$-
$20
$40
$60
$80
$100
$120
$140
$160
$180
$200
2017 2018 2019 2020 2021
Tax Debt Outstanding per Capita
Clarington
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Property Assessment
A majority of our revenue comes from property taxation. MPAC conducts the assessment of properties and is independent of the Municipality.
Significant growth of assessment and population has occurred since 2008, with considerable growth in the past two assessment cycles (2012 and
2016). The following chart shows the historical and current assessments from 2013 to 2024:
The chart demonstrates that most of the Municipality’s assessment is through the residential tax class. It should be noted th at since 2020, the
assessed value of a property is equal to its assessed fair market value on January 1, 2016; this is demonstrated by the leveling of assessment
increases since 2020. The stepped increases in 2017 to 2020 reflects the four-year phase-in of the last reassessment and is a mix of real-growth and
market phase-in.
$-
$2,000,000,000
$4,000,000,000
$6,000,000,000
$8,000,000,000
$10,000,000,000
$12,000,000,000
$14,000,000,000
$16,000,000,000
$18,000,000,000
$20,000,000,000
2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024
Historical Assessment
2013 to 2024
Residential Non-Residential
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The 2024 tax assessment mix is projected to be as follows, based on information available at October 31, 2023:
Tax Class 2024 Projected Assessment Percentage
Residential $14,516,983,225 83.2%
Farmland 568,134,916 33.3%
Multi-residential 177,599,800 1.0%
Commercial 1,154,700,824 6.6%
Industrial 301,501,412 1.7%
Pipeline 56,357,000 0.3%
Managed forest 42,839,900 0.2%
Exempt 622,036,005 3.6%
Total $17,440,153,082 100.0%
The 2024 assessment mix of residential, commercial, industrial and other property classes is consistent with the past assessment mix of the
Municipality. The approximate 1.89 per cent increase in assessment from 2023 is new growth, market value assessments hav e been frozen since
2020 as a result of the COVID-19 pandemic. The Province of Ontario announced in 2023 that it would be undertaking a review of the property tax
system in Ontario, the Municipality will be monitoring the review for the impact to the ratep ayer as well as the financial implications to the
Corporation.
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Climate Actions
The Clarington Corporate Climate Action Plan (CCCAP) contains specific actions that the Municipality will take to reduce greenhouse gas
emissions, and adapt corporate assets, operations, and services to limit the negative impact of climate change. This is a fiv e-stage plan. The
Municipality has completed the first three stages: Initiate, Research, and Plan. Staff are currently working on Phase Four: Implementation.
The Climate mitigation and adaptation team comprises one full -time Climate Change Response Coordinator and one summer student. The Action
plan relies heavily on participation and collaboration across the various departments to complete projects identified by the Interdepartmental
Climate Change Working Group.
The implementation plan is a five-year plan that focuses on action-specific items, and measures program implementation success by identifying
key performance indicators, department leads on projects, funding needs, and timelines for implementation. In 2023 , there were 45 action items
noted on the work plan; there were 23 short-term goals, with the remainder being medium and long-term goals that will take multiple years to fully
accomplish. These include actions to address flood concerns, improvements to trail systems, upgrades and retrofits continuing within our
facilities, and building re-commissioning to optimize building operations where applicable.
For 2024, a climate capital reserve has been implemented to complete future projects, including continuing the installation o f electric vehicle
charging infrastructure, updating Priority Green Clarington standards, and provide oversight to capital projects within various departments. The net
zero pathway study to be completed in 2024 will also identify further measures that the Municipality can take to reach the go al of net zero
emissions by 2050.
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2024 Climate Action Plan
Action Budget Estimate Operating Capital
Clean Air Partnership Annual Membership Fee (an invaluable knowledge sharing
resource for sustainability staff.) $3,000 $3,000 0
Energy Cap energy management software annual service fee. (Ongoing operational cost) 6,000 6,000 0
Environmental Summer Student (to support climate action implementation as part of the
Federal Youth Employment program) 15,000 15,000 0
LEAF Backyard Tree Planting Program 2023 (until 2025) 15,000 15,000 0
Continue to convert all lighting in municipal buildings to energy efficient LEDs
(Clarington Climate Change Action Plan (CCCAP) Action 1.4) 30,000 0 30,000
Establish a sustainability construction and efficiency standards for new municipal
buildings. (CCCAP 1.28) Was approved in 2023 budget, work ongoing. 0 0 0
Establish Beyond-code sustainability design standards for all new municipal buildings
and policy (CCCAP 1.28) Was approved in 2023 budget, work ongoing. 0 0 0
Establish a sustainability construction and efficiency standards for new municipal
buildings (CCCAP 1.28) 30,000 30,000 0
Establish “Beyond-code” sustainability design standards for all new municipal buildings
and policy (CCCAP 1.28) 30,000 30,000 0
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Action Budget Estimate Operating Capital
Identify options for a Corporate Energy Commodity Policy that prioritizes energy savings,
locally produced energy, and low carbon energy options (CCCAP 1.20) 50,000 50,000 0
Create an urban forest strategy that integrates urban heat island projections. Plant more
trees in areas with the greatest potential for becoming urban heat islands. (CCCAP 5.2) 50,000 50,000 0
Complete a net zero pathway study to update the Energy Conservation and Demand Management
(ECDM) and establish pathway to eliminate Greenhouse Gas (GHG) emissions and save energy
(CCCAP actions 1.2, 1.3, 1.5, 1.11, 1.22, 1.31, 2.22, 3.1, 4.3, 4.4). (Fundin g is available
though Federation of Canadian Municipalities (FCM) for to create a net zero pathway study for
community buildings and our ECDM is due for an update in 2023. FCM retrofit capital funding is only
accessible with a completed net ZERO pathway study). Was included in 2023 Budget, work is
ongoing.
0 0 0
Electric Vehicle (EV) Charge Station Equipment Installation Municipal facilities as per the Clarington
five-year EV transition Plan. (As per CAO letter of commitment to participate in the ZEVIP program in
2023)
184,300 0 184,300
Total $413,300 $199,000 $214,300
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Economic and Legislative Impacts
The preparation of the 2024-27 Budget is impacted by factors outside of the control of the organization such as the local economy, the
Ontario economy, and legislative changes. The following highlights key impacts to the 2024 -27 Budget from these factors.
Economic Impacts
Following a year of significant inflation in 2022, increased interest rates and improvements to supply chains cooling the glo bal price
pressures, as well as other external factors have slowed the inflation rate in 2023; however, the inflation rate is still above the Bank of
Canada’s stated target range of one to three per cent. The year-over-year Consumer Price Index (CPI) in Ontario was 3.6 per cent in
September 2023, this is lower than the 6.7 per cent for the same period in 2022 and is indicative of a sl owing economy. In September
2023, CIBC Economics forecasted Ontario CPI to move to 2.2 per cent by the 2024 year-end and 1.9 per cent by 2025. While this will not
reduce the cost pressures the Municipality currently faces, the rate of increase is expected to stabilize and become more manageable.
The Bank of Canada in its October Monetary Policy Report is forecasting that inflation will stay around the 3.5 per cent rate until the
middle of 2024 before decreasing to 2.5 per cent at the end of 2024 and returning to the 2.0 per cent target in 2025.
While the Municipality does not necessarily follow the purchasing patterns that are used for the CPI, it is not immune to inf lationary
impacts. The Toronto non-residential building construction price index saw a second quarter year-over-year increase of 8.1 per cent.
This construction would be for more industrial and commercial buildings, rather than the infrastructure needs of the Municipality;
however, it does signify that the inflation impacts are higher than the CPI inflationary pressures.
Another impact on the capital budget is the availability of skilled labour, this has added costs to projects or have delayed projects as
suppliers were unavailable. To mitigate this, in 2022 the Community Services Department started to do more capital proj ects in-house;
this was continued in 2023 for facility repair projects to mitigate the construction price inflation and has been expanded in 2024-27 to
additional projects throughout the Municipality. Several funding requests in the 2024 Capital Investment plan are for additional funds for
projects from prior years. These projects could not be completed in 2023 as a result of price escalation and the availability of
supplies/labour; these projects cannot be completed in -house due to the nature of the project.
Impacting the cost of living for residents, cost of operations for business and the ability to finance infrastructure investm ent is the
current cost of borrowing. Following a low of 0.25 per cent in 2020, the Bank of Canada overnight rate increased signifi cantly since the
beginning of 2022 to a current rate of 5.00 per cent. It is expected that the overnight rate will start to decrease in the se cond half of
2024. In September 2023, CIBC was forecasting a decrease in June 2024 to 4.50 per cent, with two addi tional cuts to come to 3.50 per
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cent by December 2024. As part of their quarterly Monetary Policy release, the Bank of Canada kept the overnight rate at 5.0 per cent in
October.
This change will assist the Municipality with its cost of borrowing for large capital projects, as well as allow for both res idential and
commercial growth within the community. While this will be beneficial for the cost of debt, the Municipality currently invests significantly in
fixed income instruments, a reduction of the prime rate will reduce the investment income the Municipality receives; therefor e the
Municipality has forecasted decreasing investment revenues in 2025 to 2027.
The Region of Durham is a growing community on the east side of the City of Toronto. The Region undertook a study in 2022 for its official
plan, Envision Durham. It is expected that in the next 30 years the Region of Durham will see population growth of 57 6,700 people and
218,500 jobs. In Clarington, this growth is expected to be 115,700 new people and 40,400 new jobs. This amount of growth prov ides
opportunities for our community but will require resources in the form of additional staff and capital invest ment during this time.
The Ontario unemployment rate is expected to increase slightly in 2024 from 5.5 per cent to 6.4 per cent before decreasing ag ain in 2025 to
5.8 per cent. Locally, the announced expansion of the Darlington Nuclear Generating Station to include Small -Modular Reactors, as well as
the ongoing refurbishment of the existing facility are expected to contribute substantially to the local economy and generate new jobs.
Legislative Changes
Affordable Homes and Good Jobs Act, 2023 (Bill 134)
The Affordable Homes and Good Jobs Act, 2023 was announced on September 28, 2023 by the Province of Ontario. If passed by the
Legislature, the Act would amend the Development Charges Act, 1997 by adding a definition for “Affordable Residential Units Bulletin” and
changing paragraph 1 of subsection 4.1(2) of the Act. The change would define affordable housing as homes where rent is no gr eater than
the lesser of the income-based affordable rent for the residential unit set out in the bulletin and the average market rent identified for the
residential unit in the bulletin. Similarly, subsection 4.1(3) would be updated to identify an affordable purchased home as o ne where the
price of the unit is no greater than the less of the income-based affordable purchase price outlined in the bulletin and 90 per cent of the
average purchase price identified in the bulletin.
The Bill would also change subsections 4.1(5) and (6) of the Act to set out an income-based requirement for affordable units. In both the
rent and purchase scenarios, the income threshold would be based on 30 per cent (either rent or accommodation costs) o f the income that
represents the 60th percentile of gross annual income for the local municipality.
This legislation would impact the Municipality by defining which development is exempt from development charges. Provided tha t an
agreement can be made with the developer to ensure that the affordability of the units are maintained for the prescribed leng th of time
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(currently 20 years), there could be lost development charges revenue to the Municipality which would result in financing cha llenges for
future infrastructure needs.
Strong Mayors Building Homes Act, 2022
On September 8, 2022 the Strong Mayors Building Homes Act, 2022 received Royal Assent. The Act provided prescribed powers to the Head
of Council to the City of Toronto and the City of Ottawa. These powers included the ability to veto certain by -laws of Council, the
requirement to present a budget to Council and the pu blic, the ability to make certain organizational changes and appoint the chairs of
committees. Effective July 1, 2023, O. Reg 530/22 Part VI.1 of the Act, was amended to include 27 additional municipalities, including the
Municipality of Clarington. This budget is the first prepared under the new Strong Mayor powers; however it has been prepared (at the
direction of the Mayor) in a similar fashion to past budgets. The significant change is the b udget will be deemed adopted upon certain
prescribed timelines, rather than the previous vote to adopt.
Better Municipal Governance Act, 2022
On December 8, 2022, the Better Municipal Governance Act, 2022 received Royal Assent. This Act amends the Municipal Act, 2001, to allow
the head of council to propose a by-law, if it could potentially advance a prescribed provincial priority with a 1/3 vote in favour of the by -law.
This power does not have an impact on the budget as presented, however it could be used in a future year to advance infrastructure
investment to meet a provincial priority such as housing.
Greenbelt Plan Amendments
In 2023, a number of amendments to the Greenbelt were made, however in September and October of 2023 these amendments were in the
process of being reversed. The Province has indicated that they will compensate municipalities for costs related to the chang es; however at
the date of publication these details have not been announced and are therefore not included in the 2024 to 2027 Budget.
Helping Homebuyers, Protecting Tenants Act, 2023
Receiving Royal Assent on June 8, 2023, this Act amended several acts. The Municipal Act, 2001, was amended to provide the Minister the
authority to make regulations with respect to a variety of matters including the governing powers of local municipalities und er Section 99.1.
The Planning Act, 1990, was amended to change the date that municipalities would have to start repaying funds under the Planning Act.
Changes were also made to the notice time and the procedure for persons or public bodies to appeal t o the OLT.
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Ontario Minimum Wage
Effective October 1, 2023, the Minimum wage in Ontario increased from $15.50 per hour to $16.55, students increased from $14.60 to
$15.60. These changes have been reflected, where applicable in the budgets of the impacted departments.
Transportation for the Future Act, 2023 (Bill 131)
Announced on September 25, 2023, this legislation would, if enacted, provide prescribed municipalities with the ability to im pose transit
station charges on development to pay for costs related to the construction of a new GO Transit station in prescribed areas. This charge
would assist in the funding of the two GO Train stations in Bowmanville and Courtice. The extension of the GO Train to Bowman ville is
expected to support and drive development in both Courtice and Bowmanville.
Part-time employee pension eligibility
Effective January 1, 2023, the Ontario Municipal Employee Retirement System (OMERS) changed their eligibility rules. Prior to the change,
part time employees were eligible to enroll in OMERS after 700 consecutive hours (approximately two years), with the c hange part time
employees are eligible to enroll in OMERS immediately. There are no rate differences between full time (mandated enrollment) and part time
employees.
The 2023 Budget included an estimate of enrollment at 25 per cent of employees, this has been reviewed for the 2024 to 2027 B udget to
determine if the estimate is reasonable and no changes to this assumption have been made at this time.
More Homes for Everyone Act, 2022
The More Homes for Everyone Act, 2022, received Royal Assent in April 2022. Changes resulting from this Act include the requirement for
municipalities to refund site plan, zoning by-law amendment and official plan amendment fees to an applicant if a decision is not made
within the legislated timelines. To meet these le gislated timelines, process improvements within the Planning and Infrastructure Services
Department were developed and additional resources were approved in 2023.
More Homes Built Faster Act, 2022
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The More Homes Built Faster Act, 2022, received Royal Assent on November 28, 2022, with parts of the bill being enacted on proclamation at
a future date.
The Act makes significant changes to the Development Charges Act which is a source of revenue for growth -related capital investment. The
major changes are:
• Additional statutory exemptions for additional residential units, affordable units, attainable units and non -profit housing.
• Discounted development charges for rental housing development.
• Mandatory phase-in for all development charge by-laws passed after January 1, 2022 (this does not affect the current by -law but will
affect future by-law).
• Extension of the historic level of service calculation period from 10-years to 15-years (this provides the Municipality additional
revenue).
• Removal of studies from eligible costs.
• By-laws would expire ten years after the in-force date.
Summary of Impacts
The impacts of the More Homes Built Faster Act, 2022, have not been included in the 2024-27 Budget as the major financial impacts are
related to parts not yet enacted. As the current Development Charges By -law was approved in January 2021, the mandatory phase-in, and
removal of studies from eligible costs are not applicable at this time. Changes to parkland dedication will have impacts on future
acquisition of land for park development or for the design of park space that has been conveyed to the Municipali ty. The Municipality has
included these impacts in development of a Parks Plan, which is now required in for a parkland dedication by -law. For capital costs in 2024,
we have ensured that costs remain eligible under the applicable legislation.
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Staffing Requests
2024 to 2027 Staffing Summary
The Municipality of Clarington is a growing community, with a current population of approximately 109,400 growing to 221,000 by 2051.
This growth, along with recent changes in legislation aimed at expediting development over the next ten years, necessitates additional
resources.
The 2023 Budget identified additional staffing resources for a three-year period to transition to the required level of resources. For the 2024-
27 Budget, staffing has been included for each year. Where staffing needs are anticipated but nut not specifically identified, a contribution
to the Future Staffing Reserve Fund has been included to provide the funding for future considerations, this includes for nee ds in Public
Works and Community Services which will be dependent on timing of the completion of cert ain assets or the assumption of
neighbourhoods within the Municipality.
The following table summarizes the new full -time equivalents (FTE) for each department for the next four years.
Department 2024 New Requests
(FTE)
2025 New Requests
(FTE)
2026 New Requests
(FTE)
2027 New Requests
(FTE)
Mayor and Council 0 0 0 0
Office of the CAO 0 1 1 0
Legislative Services 3.5 1 0 0
Finance and Technology 3 2 1 0
Public Works 3 1 0 0
Community Services 0 4 1 0
Planning and Infrastructure Services 2 5 0 0
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Department 2024 New Requests
(FTE)
2025 New Requests
(FTE)
2026 New Requests
(FTE)
2027 New Requests
(FTE)
Emergency and Fire Services 0 20 0 0
Total New Staffing Resources 11.5 34 3 0
In addition, the 2024 Fiscal Year includes the annualization of in -year approvals for two additional Communications Officers as approved by
resolution JC-078-23 approving the Communication Service Delivery Review on June 19, 2023, and ten Labourers and a Supervisor as
approved by resolution GG-155-13 on September 11, 2023 to support the change in sidewalk clearing level of service approved by Council as
part of the 2023 Budget.
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2024 to 2027 Staffing Request Business Cases
The following section includes the business cases for each requested position for the 2024-27 Budget.
Customer Service Specialist
Executive Summary
Customer Service Excellence is a foundational requirement in most corporations. While there are several structures that can a chieve high
customer service satisfaction ratings, some structures are more costly than others. In 2021, the Municipality worked wi th a consultant to
evaluate customer service delivery and that study identified some of the requirements to achieve customer service excellence. Several of the
key areas in increasing customer service excellence is consistency in service delivery, the abil ity to use data to drive focus and resource
allocation, and process improvements.
Without a focus and accountability on the corporate program, service delivery standards are left up to individual departments , leading to
different standards for service delivery, variation and varied levels of customer satisfaction and expectations. By es tablishing a central
oversight position(s), the Corporation stands to increase customer satisfaction ratings by monitoring the data and trends in customer
service, completing satisfaction rating evaluations. As identified by studies across industries, incr eases in customer satisfaction increases
participation, reduces administrative costs of processing complaints, and increases the overall opinion of the corporation.
Reason for Hiring
Skill Set Gaps
• Currently there is no position that is monitoring and reporting on the success or improvement of customer service delivery. W hile we
remain in a decentralized model and are investigating opportunities to integrate with Durham 311, there will still be a req uirement to
oversee, provide support and improvement monitoring, analysis and reporting on customer service delivery.
• Industry standard identifies that it is five to 25 times cheaper to keep existing customers rather than attracting new custom ers,
management of the customer service excellence program will help to increase customer satisfaction and loyalty with services
delivered.
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• Increased customer satisfaction will decrease the number of escalated customer complaints, thereby increasing staff efficienc y to
focus on other work that adds to customer value in the services we provide.
• Monitoring and improving customer service delivery will also develop workforce analysis on future needs in this area and conf irm what
levels of staffing are required to maintain customer service standards and levels of service delivery in a data -driven manner.
• General responsibilities to the position will include monitoring trends in data against customer service standards and implem enting
improvements against those standards, develop training and roll out, conducting customer satisfaction surveys, analyzing res ults and
equating those to improvement efforts where service satisfaction ratings are below targets.
• Monitor and work within CRM system for system improvement, adherence to follow up standards and reporting on data within the
system to drive future work in the areas of training and workforce management.
• Develop dashboards and service summaries for all departments to be included in KPI reporting.
• Ensure knowledge databases, policies, management directives and standard operating procedures are maintained and updated.
Resourcing Gaps or Workload Changes
• Currently, responsibility of development, oversight and implementation of Customer Excellence program is housed within the Corporate
Performance Division within the office of the CAO. While in the infancy of the program development and roll out, there is n o dedicated
resources allocated to this program.
• Creating efficiencies and streamlining, leveraging technology upgrades, could provide increased capacity on frontline staff, thereby
refocusing their efforts to additional work within the department to address resourcing issues.
• Increased monitoring and KPI reporting capabilities with a resource with skill and expertise in Customer service that will be able to
analyze performance and put together workplans to address gaps.
• Adding this resource will download the responsibility of the day-to-day operational requirements of the program from the Manager,
Corporate Performance, which will free up capacity to focus on other corporate level projects and continue to provide oversig ht and
leadership to this and other portions of the portfolio.
Risks to the Municipality and Other Departments
• Increased Cost of Service Deliver: dedicated resource will be able to lead key modernization efforts in customer service which will
decrease the need for additional front-line resources as demands on service grows with an increasing population.
• Reduced Improvement Efforts: dedicated resource will be able to monitor performance against key standards, analyze information and
data to highlight areas of improvement. Without dedicated resources to provide oversight and analysis to Customer Service Exc ellence,
performance and satisfaction ratings stand to remain at current levels.
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• Variation in Service Delivery: Corporate wide oversight can ensure implementation of standards in a consistent way across the
corporation and address issues specific to departmental delivery of customer service, thereby ensuring consistency of service delivery
expectations in members of the public. This is key to satisfaction ratings, where a customer knows what to expect regardless of what
service they are seeking or who is providing the information.
• Underutilizing Technology/Modernization Opportunities: A dedicated resource with the appropriate skills and focus on customer service
delivery, will be able to maximize technology increasing the efficiency in this area. With a decentralized approach, and no d edicated
resource, different systems will develop within departments (as is currently evident) which increases the difficulty to monitor, report,
analyze and improve customer service across the corporation.
• Leveraging 311 and providing Correct Information: A single point of contact would ensure that integration with 311 is successful,
including updating and ensuring the accuracy of the knowledge base which informs not only the 311 staff, and provides interna l staff
access to accurate information on service delivery answers across the corporation.
Program Description
Timeline
Position would be required in early Q2 2025 (April), to continue work on building CRM and start analyzing data from 2024 to p rovide
recommendations on program moving forward. Building and implementing CRM will begin in 2024, with initial stages being plann ed and
managed by existing staff, by Q2 2025 dedicated resource will be required to carry out remaining project work and start provi ding daily oversight
and operational support to the program.
Second position would be required in late Q2 2026 (June) as program expansion is estimated to require additional support as w ork will
commence with current staffing in 2024 to build out the requirements and assess the program and implementation requirement s.
Position Summary
The Customer Service Specialist will report to the Manager Corporate Performance and have the primary responsibility for the day-to-day
operational oversight of the Customer Service Excellence Program. This includes maintenance of databases, building and m onitoring of
customer profiles and information, compliance to standards and improvement practices to achieve consistent service delivery. The position will
act as the main conduit between the Municipality and the Region for purposes of managing integration into the 311 system and providing
seamless service to the resident.
Key Duties and Responsibilities
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• Oversee performance and reporting on the Municipality’s Customer Service Excellence Program
• Monitor KPI performance and identify program changes based on analysis of data.
• Work with departments to identify gaps in service delivery and develop appropriate training to support development in Custome r Service
• Liaise with Region on ongoing monitoring, updating and operational requirements of the 311 programs at the local level.
• Provide support and customer service expertise to departments in the development of department -specific processes and procedures to
support the goals of the overall program.
• Lead customer service satisfaction program and appropriate action plans are developed and implemented based on the results of the
surveys, with the primary goal of increasing customer satisfaction with our residents.
• Develop dashboards and service summaries for each Department aimed at identifying gaps and opportunities for improvement.
• Ensure supporting materials, guides, training, databases, tools and resources are developed and maintained in a current state .
• Assist with ownership and management over the associated policies and procedures associated with the program in alignment wit h the
Corporate Policy structure.
Relationship to Council’s Strategic Priorities
Supports the pillar of achieving service excellence. Specifically the program ensures that programs and services are delivere d and maintained in
a customer-centric manner and supports ensuring the community is engaged and informed providing opportunities t o evaluate and provide
feedback on our Customer Service.
Climate Change Considerations
n/a
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Comparative Analysis
The two models that are most prevalent in Municipal customer service delivery are centralized customer service and decentrali zed customer
service. We currently are in a decentralized customer service model.
After benchmarking against 7 different municipalities, the cost of fully centralized local service delivery differed based on the size of the
municipality and the complexity of their individual models. On average, call centres housed 3 -8 FTE’s including front line staff and management.
The cost to implement a fully centralized model for customer service delivery, as outlined in the CSPN report in report CAO -009-21
approximately $150,000 - $200,000 in the first year (phase 1) of operation, not evaluating the impact of removing an FTE from departments to
achieve the model (i.e., if a department would then need to budget for a replacement FTE).
Upon evaluation of the consultant report, staff felt that by leveraging the unique opportunities within the Region and contin uing in a
decentralized model with centralized management of the program, was the most fiscally responsible manner to proceed.
Benchmarking against other Durham Municipalities, many are in the initial stages of investigating opportunities of integratio n within the
Regional 311 Service and partnering on the Customer Relationship Management (CRM). Clarington staff will use 2024 to e valuate the extent
and effectiveness of regional integration opportunities.
Based on the costs to achieve a centralized model, the proposal for the Municipality of Clarington is a hybrid model, which w ill achieve the same
results, leverage integration and partnerships with the Region, leverage our internal staff expertise, provide central oversight to the program and
departmental processes, all to achieve customer service excellence at a lower cost to the municipality.
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Analysis of Alternative Approaches
Alternative approaches were evaluated and ruled out.
Options Four-Year Salary Costs Pros Cons
Full-time Hire $319,853 x 2 Positions Internal oversight ensuring compliance,
updating and evolution of service delivery.
Leverage other internal expertise to complete
operational tasks/project work
Increased FTE count and associated costs
Contractor $682,000 (based on
consultant plan)
Leverage external expertise Still require internal staff participation
At end of consultant life, still no oversight to maintain
program achievements
Training Existing Employees
to fill skill set gaps
No existing staff that has
corporate oversight –
portion of staff within
each department
Maintain current costs to corporation and
current approach to customer service (not
defined in some departments)
Existing structure, variation in service delivery
Difficult to develop corporate standards and
monitoring compliance, reporting on standards.
No accountability for improvement in consistent
service delivery, afterthought of departmental
primary function
Increased Workload for
existing employees
Potential addition of FTE Variation in service delivery and reporting
Not primary function so lacks expertise
Duplication of positions within different departments
Create 6 different standards and programs, rather
than one corporate
• Maintain current structure without corporate oversight of program.
• Full centralization of service delivery as outlined in consultant report CAO -009-21
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Cost and Benefit Analysis
The compensation for the Customer Service Specialist is 6, consistent with Coordinators with oversite of specific corporate p ortfolios that do not
have direct supervisory responsibility over direct reports, but provide leadership corporately in area of exp ertise.
Provide analysis on the costs and benefits for this position:
New Staffing Request Cost Analysis
Position Title Customer Service Specialist
Budget Year: 2025 and 2026
Department Office of the CAO
Sub-Department Corporate Performance
CUPE / Non-Affiliated / Fire Non-Affiliated
Status Full time
Grade/Code NA Grade 6
Level/Step 3
Budgeted Start Date June 1
2025 $79,767
2026 $82,019
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Realty Manager
Executive Summary
As Clarington continues in its transformation from a historically smaller rural municipality to a major population centre, th e governance
context becomes ever more complex. This growth environment introduces new risks and issues for the municipality to man age municipal
land requirements in an increasingly challenging land acquisition environment.
A survey of similarly sized municipalities in Ontario suggests that Clarington is lagging behind a general trend toward centr alizing the real
estate management function into one department (often Legal Services, Planning and Development Services, or Econom ic Development)
with one individual or “specialist” responsible for its functions.
Municipalities such as Peterborough, Oakville, Burlington, Guelph, Caledon, Halton, Barrie, to name a few, all have formalize d and
centralized the role in one department with one or more individuals dedicated to its function. Others, such as Ajax, Whitby a nd Milton,
while they do not employ a real estate specialist, have nevertheless centralized the role in a single department, with a “non -specialist”
responsible for the work who relies on input and assistance from other departments, such as legal services, asset management, planning
and development, and finance, augmenting any knowledge shortfall by hiring external consultants.
Municipal real estate functions typically include appraisal, negotiation of complicated agreements for the acquisition and di sposition of
real property interests, leasing and licensing, expropriation matters, determination of values for cash -in-lieu of parkland dedication
payments, and importantly, maintenance and maximization of a growing portfolio of real estate holdings.
Real estate duties and functions in Clarington are currently performed by several different departments, including Planning a nd
Infrastructure Services, Public Works and Legislative Services. The staff currently responsible for this work are not special ly trained in the
real estate field. These duties are being performed on top of the job function for which they are properly trained, and the l evel of
consistency and coordination is less than optimal. As real property management in general, and municipal rea l property specifically, has
become more sophisticated, the trend today suggests that the function should be elevated to the corporate level, and should b e
centralized and managed by a specialized group or individual rather than a “client” department that lacks the skills necessary to operate
in today’s complex markets.
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Reason for Hiring
Skill Set Gaps
The Municipality does not have a dedicated real estate manager and instead spreads the function between staff in several depa rtments
whose primary function, education and background is often completely unrelated. This is a disjointed and ad hoc approach in that the
skill set and understanding of the complexities of the market and its players (e.g. land developers) are often ignored or are outmatched. A
dedicated real estate specialist would fill existing skill set gaps by providing in -house ability to:
• review and critique third party appraisals;
• provide internal valuations and opinions to client departments and Council;
• negotiate the terms and conditions of complex purchase and sale agreements, leases and licenses;
• manage easements, rights-of-way and other limited interests in real property;
• manage the expropriations process (if needed);
• develop and manage a responsible due diligence process for acquisition;
• take a strategic approach to the municipality’s real estate portfolio, rather than a departmental, ad hoc approach; and
• centralize the real estate function from a corporate perspective and develop a process for analyzing and declaring surplus
property that will take into account long-term and short-term planning objectives.
Risks to the Municipality and Other Departments
Real estate today is both an asset and a potential liability to a municipality. It is a liability particularly in the case of surplus property
where there are often ongoing risks that are seldom acknowledged or fully appreciated. Without a centralized, up to date, comprehensive
real estate portfolio managed corporately by a real estate specialist, a municipality cannot maximize the value of its assets . Without
strategic management of its real estate assets, Clarington is exposed to the following risks:
• transactions (sales, acquisitions, leases etc.) that are sold below or purchased above fair market value;
• lease terms are unfavourable or renewals inadvertently missed;
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• the due diligence process is fragmented or inconsistent, potentially resulting in the acquisition of a compromised property (e.g.
environmental contamination)
• the municipality overpays for third party consultants, or retains them unnecessarily
• players in the market, including municipal staff and Councilors do not have a “go to” resource for real estate inquiries, cre ating
uncertainty and inconsistency
• ad hoc and inconsistent real estate management due to numerous untrained staff being responsible for real estate services, which
leads to inconsistent results;
• no centralized management of the municipality’s real estate portfolio, and thus often real property assets are underutilized or
ignored and surplus assets are not identified;
• the municipality is “out of its league” when dealing with sophisticated developers;
• no assurance of timely acquisitions;
• no single resource to provide business advice associated with real estate acquisitions to various client departments and Coun cil.
Program Description
Timeline
Starting in 2024 this position would begin transitioning real property services from various staff in Planning and Infrastruc ture Services,
Public Works, Community Services, and Purchasing to a centralized role within Legislative Services. This is consiste nt with earlier
organizational efficiencies identified during the Grant Thornton organizational review.
Position Summary
Reporting to the Deputy CAO/Solicitor, the Real Property Manager will provide organization -wide real estate services to client
departments, senior staff and Council.
This position will provide support to all levels of the organization and play a key corporate role that centralizes portfolio management,
negotiations, appraisals, due diligence, and daily real estate tasks thus reducing risks, overall management costs and allow staff currently
performing the function in an inefficient manner to focus on their respective skill sets and tasks in achieving organizationa l objectives.
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This will include but not be limited to managing and maintaining an up -to-date, comprehensive portfolio of municipal holdings, chairing a
interdepartmental land management team, negotiating for all types of real property interests, retaining and managing a ppraisers,
surveyors and other third party consultants, managing the expropriation process, identifying and recommending the sale of sur plus
assets, strategic land management, and providing professional real estate advice and opinions to client departments , senior staff and
Council.
Key Duties and Responsibilities
The key duties and responsibilities for this position would include:
• Create and chair an interdepartmental Land Management Committee to strategically manage the municipality’s real estate
assets;
• Develop and maintain an up to date inventory of all municipal assets, including an inventory of surplus assets and a strategy for
the disposition of same;
• Provide value estimates for cash in lieu of parkland payments;
• Negotiate for the acquisition and disposition of real property and interests in real property;
• Manage the due diligence process for real property acquisitions and dispositions, including retaining third party consultants ;
• Provide professional real estate advice to client departments, senior staff and Council;
• Draft reports for committees and Council; and
• Manage the process for involuntary land acquisitions, if necessary.
Relationship to Council’s Strategic Priorities
Service Excellence – Ensuring that the Municipality professionally manages and coordinates all aspects of its real property functions and
real property inventory with the skill set and talent necessary to compete in today’s sophisticated and competitive ma rket.
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Climate Change Considerations
A dedicated real estate specialist will ensure that real estate assets are utilized and managed optimally to make the most efficient use of
property. The position will also contribute to the acquisition of parks and passive open spaces which provide environmental a nd health
benefits.
Comparative Analysis
In the preparation of this business case, research was conducted on similarly sized Ontario municipalities. A summary of that
environmental review is as follows:
City of Peterborough – 1 dedicated Real Estate Manager positioned in Legislative Services.
Town of Ajax - No dedicated professional. The real estate function is centralized in Economic Development & Tourism.
Town of Whitby – No dedicated professional or manager. Responsibilities are centralized in the Financial Services Department with
the assistance of various internal departments.
City of Oshawa – Responsibilities are carried out in the City Manager’s Department with the assistance of various internal
departments. It is noted that the role was historically performed by a full -time Real Estate Manager positioned in Legal Services, and
while that role currently is vacant, it may be filled again in the future.
Town of Caledon - 1 professional real estate manager (Supervisor of Realty Services) positioned in Legal Services Department
Town of Milton – A “non-specialist” team in Economic Development manages leases, sales and purchases with the assistance of a
local realtor.
City of Burlington - A dedicated Real Estate professional (Manager) with one staff. Located in City Manager’s Office
Town of Guelph - A dedicated Real Estate professional (manager) with two staff (appraiser/negotiator and law clerk) in Legal
Services
City of Kingston – 1 professional (Director, Business, Real Estate and Environment) with support staff. Positioned in the department
of Growth & Development Services.
City of Barrie - Dedicated real estate specialist (Manager of Real Property) situated in the Legal Services Department
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Analysis of Alternative Approaches
Alternative approaches have been evaluated and ruled out. A consultant or contract position would not provide the continued support
needed for the organization to prosper beyond the term of their engagement. A sustained, full -time approach is needed to achieve the
desired outcomes.
Options Four-Year Salary Costs Pros Cons
Full-time Hire (Grade 9 Level 3) Year 1 – Total employer costs -
$172,587.08
Properly trained staff to manage all risks
and to elevate real estate function to
corporate strategic level
Contractor No additional staff required Inefficient and would not be able to
provide organizational consistency and
guidance.
Training Existing Employees to fill skill
set gaps
This would require extensive training;
staff do not have capacity within their
workday.
Utilization of existing staff compliment Creation of gaps elsewhere in the
organization
Increased Workload for existing
employees
Current staff do not have the training or
capacity to carry out this function.
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Cost and Benefit Analysis
The compensation for the Real Property Manager is Grade 9 of the Non-Affiliated Salary Administration and Compensation.
Provide analysis on the costs and benefits for this position:
New Staffing Request Cost Analysis
Position Title Manager of Real Property
Budget Year 2024
Department Legislative Services
Sub-Department Legal
CUPE / Non-Affiliated / Fire Non-Affiliated
Status Full time
Grade/Code NA Grade 9
Level/Step 3
Budgeted Start Date June 1
2024 $101,418
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Organizational Development and Learning Specialist
Executive Summary
Development of employees is critical to ensuring the Municipality has the talent necessary for business success not only toda y but as we
look to the future. Through the CAO’s Office, the Municipality has commenced a training and development plan for our cu rrent People
Leaders and a talent management program to identify and develop future People Leaders.
The Organizational Development and Learning Specialist will build upon the current program, developing, coordinating and impl ementing
solutions to ensure the alignment of organizational effectiveness and organizational strategies that includes employee eng agement,
organizational design, performance management, workforce planning, strategic talent management and organizational transformat ion.
The Municipality recognizes that personal growth and succession planning are important for both the employee and the employer , with
equal onus on both parties to ensure that personal learning and development are aligned with future opportunities within the
organization.
Reason for Hiring
Skill Set Gaps
The Municipality does not have a dedicated resource for talent management. Building upon these early initiatives, the Organiz ational
Development and Learning Specialist will evolve the talent management program by conducting on -going organizational learning needs
assessments and analysis to develop strategies and associated learning programs as required.
A full-time dedicated resource will benefit the Municipality by providing the necessary support to solidify a culture of learning an d
development, increasing employee engagement and supporting strategies to improve individual and team performance.
This position will provide assistance and support to existing People Leaders in a way that increases their capacity for coach ing,
facilitation, and team development within their own teams.
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Risks to the Municipality and Other Departments
• Loss of existing talent, and organizational knowledge, as staff look for development opportunities with other employers.
o Turnover costs associated with each unplanned departure is approximately 30 per cent of the position’s annual salary.
• Ability to attract top talent is improved with a demonstrated commitment to staff development.
o Improved employee readiness for advancement.
• reduces turnover costs and helps ensure continuity of service for planned and unplanned attrition.
Voluntary Turnover Information for 2022 and 2023:
2022
• 42 employees left the organization voluntarily. Of these, 12 positions would have directly benefited from a comprehensive staff
development program that would have internal staff prepared to transition into these higher-level roles.
• The average salary of the 12 positions is $135,000. A conservative estimate of turnover costs at 30 per cent of the salary of a
position represents approximately $486,000 cost to the organization.
2023 (as of August 1, 2023)
• 6 employees have left the organization voluntarily. Of these, 4 positions would have directly benefited from a comprehensive
development program.
• Average salary of the 4 positions is $115,000. A conservative estimate of turnover costs at 30 per cent of the salary of a po sition
represents approximately $138,000 cost to the organization.
• It would be difficult to measure the value to the organization in terms of preventable voluntary turnover when staff are awar e of the
commitment to their career development.
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Program Description
Timeline
Starting in 2024 this position would begin transitioning the training and development initiatives started under the Office of the CAO to the
Human Resources Division of Legislative Services.
Position Summary
Reporting to the Human Resources Manager the Organizational Development and Learning Specialist will provide organization -wide
consultation and solutions to expand the knowledge and capacity of our employees to achieve organizational change and boost
performance. Serving as the subject matter expert, this position will take ownership of leadership development programs and delive ry for
new and emerging leaders by helping to build the internal capability of our workforce at all levels through the design, deve lopment and
delivery of multi-modal learning solutions for the Municipality.
This position will provide support to all levels of the organization and playing a key role in both corporate and human resou rces projects,
policies and initiatives that contribute to a high performing organization and an engaged workforce that ensures the achievement of
organizational objectives. This will include but not be limited to developing a framework that includes performance managemen t,
workforce planning, employee engagement, change management, onboarding, career management and organizational des ign to enhance
our organization’s ability to learn, adapt, and change.
Acting as key advisor to People Leaders and teams on organizational development issues and interventions, this position will support
change initiatives, team building/facilitation, culture enhancement and workplace engagement.
Key Duties and Responsibilities
• In consultation with SLT and People Leaders, assess talent management needs, develop and implement strategies to build
leadership strength, create a succession pipeline of talent, and create a culture of development that enables employees to bu ild
and grow their careers.
• Researching, designing, developing, coordinating, implementing and monitoring a variety of developmental initiatives, action plans,
programs, and training materials to strengthen the organization and individual competencies.
• Developing learning governance procedures and guidelines to ensure consistency across the organization.
• Facilitating and delivering employee training as needed.
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• Leverage the potential of a learning management system across the organization.
• Developing strategies to improve recruitment, training and retention practices.
• Evaluation of training programs through the development of metrics to effectively measure and manage program integrity and
allow for evidence-based decision making regarding corporate training; adjusting as necessary to ensure continuous
improvement.
• Translate requirements into training opportunities that will groom employees for the next step of their career path.
• Identify outsourcing relationships; develop and manage vendor relationships and secure and select vendors through the
organization’s procurement processes.
• Foster and create a growth mindset in People Leaders and employees, and strengthen a culture of learning, regardless of role.
• Monitor the use of training and development budgets across the organization to ensure effective use of corporate training dol lars
and identify and recommend opportunities to maximize value.
Relationship to Council’s Strategic Priorities
Service Excellence – Helping to ensure the Municipality has and maintains an engaged workforce with the skills and talent necessary to
design and deliver the programs and services for the community.
Climate Change Considerations
Creating various modes of training to ensure opportunities are delivered in the most effective manner, taking advantage of te chnology to
lessen the impact on travel and resource requirements.
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Comparative Analysis
Town of Ajax – 1 position, Senior Health, Wellness & Learning Advisor
Town of Whitby – 2 positions, Senior Learning & Development Specialist, Organization Effectiveness Coordinator
City of Oshawa – 3 positions, Manager Corporate Learning and Employee Communication, Coordinator, Learning and Development,
Manager Talent and Organizational Development (supported by recruitment team)
Town of Aurora – 1 position, Learning and Organizational Development Consultant
Town of Milton – 1 position, Training and Development Specialist
Analysis of Alternative Approaches
Alternative approaches have been evaluated and ruled out. A consultant or contract position would not provide the continued support
needed for the organization to prosper beyond the term of their engagement. A sustained approach is needed to achieve the de sired
outcomes.
Options Four-Year Salary Costs Pros Cons
Full-time Hire (Grade 7 Level 3) Year 1 – Total employer costs - $143,614.86
Contractor
Training Existing Employees to fill skill set gaps This would require extensive training; staff do not have
capacity within their workday.
Increased Workload for existing employees Current staff in the HR Division do not have the training or
capacity to take on this function.
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Cost and Benefit Analysis
The compensation for the Organizational Development and Learning Specialist is Grade 7 of the Non -Affiliated Salary
Administration and Compensation Grid, equivalent to the Health and Safety Coordinator who has organizational wide responsibil ity
for the Corporate Health and Safety Program.
Provide analysis on the costs and benefits for this position:
New Staffing Request Cost Analysis
Position Title Organizational Development and Learning Specialist
Budget Year 2024
Department Legislative Services
Sub-Department Human Resources/Payroll
CUPE / Non-Affiliated / Fire Non-Affiliated
Status Full time
Grade/Code NA Grade 7
Level/Step 3
Budget Start Date June 1
2024 $84,400
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Municipal Law Enforcement Officer
Executive Summary
The Municipal Law Enforcement (MLE) Division is seeking to add an additional two Municipal Law Enforcement Officers (MLEO),
one in 2024 and one in 2025.
Reason for Hiring
Skill Set Gaps
The need for additional officers was first established in 2016, and a staffing request was included in several previous budge ts but declined. The
population, services, and complexity of the duties has increased since the last MLEO was added. This need is also identified in the MLE Service
Delivery Review.
The following excerpt from Attachment 1 to Report LGS-021-23, Ward Boundary Review - Direction Requested from Council, shows the population
has increased 17 per cent since 2016, which was when the Department first started asking for this position (and 28 per cent s ince 2011).
Ward
Land Mass
(km 2)
Land Mass
% 2011 2016
2016
Population
% 2018 2020
2020
Population
% 2021 2022 2023
2023
Population
%
1 129.19
21.1 28,184 30,763 33.4 31,037 32,030 31.1 32,154 32,250 32,295 29.8
2 88.37
14.4 24,014 27,651 30.0 29,563 33,700 33 36,246 38,005 38,502 35.6
3 90.27
14.7 17,403 17,675 19.2 18,193 19,890 19 18,141 18,485 18,567 17.2
4 304.39
49.7 14,945 16,071 17.4 16,399 17,280 17 18,732 18,784 18,856 17.4
Total 612.22 100 84,546 92,160 100 95,192 102,900 100 105,273 107,524 108,220 100
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The following chart summarizes the total number of MLE complaints received (in -person, phone, or web) and the total number of
parking tickets issues. For clarity, MLE complaints were tracked through the LDO software and are now captured in the AMANDA
software and parking tickets are issued through the Gtechna software.
The following chart shows that overall MLE complaints have increased 148 per cent between 2017 and 2022. 2023 is poised to
exceed 2022.
205
253
199
240 225
160
0
50
100
150
200
250
300
2017 2018 2019 2020 2021 2022
Year
Number of MLE Complaints
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The following chart shows the number of property standards complaints easing off in recent years, but still over 150.
Goal
The goal is to provide MLE Officer coverage to meet service levels and customer expectations.
Background
The last hiring that resulted in an additional MLE full -time officer took place in 2016.
Municipal Law Enforcement responsiveness is, to a large extent, driven by complaint volume from the community which has grown
significantly in recent years. In addition, increased need for proactive enforcement relating to parking infractions, school traffic, illegal
road occupancy, boulevard obstructions, sidewalk snow clearing, parks, pets -at-large, and any situation that presents an immediate risk
to public safety has put additional pressure on officer time. The number of by -laws enforced is extensive. The major by-laws can be
found on our webpage, “Frequently Requested By-laws”.
Issues faced by officers vary in complexity and sensitivity, ranging from standard parking violations to ongoing property sta ndard issues.
0
50
100
150
200
250
300
2017 2018 2019 2020 2021 2022
Year
Summary of Property Standards Complaints
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Current Situation
The MLE division is part of the Legislative Services Department and currently there are 2 managerial positions, 8 full -time officers (4 – MLEO II, 4 –
MLEO I), 4 part-time MLEO I, 2 clerks and 1 summer student.
• 6 full time MLEO, 2 Clerks, and Manager work 8:30 am to 4:30 pm
• Coordinator works 8:30 am to 4:30 pm 3 days per week and 10:00 am to 6:00 pm 2 days per week.
• 2 full-time MLEO scheduled 10:00 am to 6:00 pm, September to April and 12:00 pm to 8:00 pm May to August
• 4 part-time MLEO I work up to 24 hours per week varying schedules focusing on evenings, weekends, and overnight shifts.
• 2 full-time MLEOs work every Saturday 8:30 am to 4:30 pm exclusive of long weekends and months containing five Saturdays.
Resourcing Gaps or Workload Changes
In October of 2022, a new Departmental Procedure Document, P01-004, “Roles, Protocols, and Expectations”, was implemented which outlines the
roles, protocols, and expectations of the Municipal Law Enforcement Division. The procedure adopted new defined ser vice levels for initial
response and resolution for MLE complaints. Initial response times are prioritized based on factors like public safety, sever ity, and time sensitivity
and range from 1 day to 1 week. Additions to Officer complement will ensure servi ce levels are able to be attained.
Over 900 First Attendance Meetings are allotted annually. Currently, the Coordinator blocks six hours a week for these meetin gs – and they are
booked in 15-minute increments. The Manager or another Officer acts as the back -up. The responsibility of conducting First Attendance meetings
should not be the role of the Coordinator. This responsibility is contained in the job description of an MLEO II and therefor e the task is being
reassigned accordingly. The reassignment of duties to MLEO II’s will require more officer resources however will ensure the use of staff skills is
being appropriately allocated.
Afterhours coverage is limited by the Collective Agreement and minimum staffing requirements. The current complement of offic ers provides
coverage for one MLEO I and one MLEO II for one weekend per month and one week of afternoon shifts per month (10:00 am -6:00 pm or 12:00
pm-8:00 pm respectively). Additional Officers would result in more availability to schedule full -time experienced officers to respond to after-hours
public concerns.
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Risks to the Municipality and Other Departments
• Inability to provide services to the public: Increased complexity, population, and resident expectations have resulted in the current
complement struggling to provide the expected services in a timely manner.
Program Description
Timeline
Additional officers will be hired after budget approval in 2024; with a further MLEO in first quarter 2026.
Position Summary
These are new positions, reporting to the Manager of Municipal Law Enforcement, within the Municipal Law Enforcement Division within the
Legislative Services Department. The position entails investigation, administration, education, and enforcement of the provisions of all regulatory
by-laws of the Municipality as well as applicable provincial statutes.
Key Duties and Responsibilities (of MLEO II, but position may be hired as MLEO I and transition to MLEO II through extra
certification):
• investigation of complaints and complaint areas
• case file management from start to end.
• inspections to determine compliance with the Municipality's Regulatory, Zoning and Property Standards By -laws
• preparation of general correspondence and Orders to Comply
• preparation of material for court
• attending and giving evidence in court as well as conducting prosecutions if required
• conducting First Attendance parking hearings
• liaison with various municipal and provincial agencies
• research and preparation of reports on investigation matters and proposed by -laws for Council.
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Relationship to Council’s Strategic Priorities
• Service Excellence
• Engage and inform our community.
• Offer customer-centric programs and services.
• Build a strong, thriving, and safe community, where everyone is welcome – embrace a diverse, equitable, and safe community, specifically:
o Implement actions to reduce barriers to services within the municipality.
• Demonstrate the effective and efficient use of municipal funds, specifically:
o Invest in our workforce to ensure we attract highly skilled and engaged staff.
Climate Change Considerations
No impacts to the climate change initiatives and action plans.
Comparative Analysis
From the benchmark survey undertaken as part of the Municipal Law Enforcement Service Delivery Review in 2023, below is the s taffing
complement from the municipal comparators.
Municipality Population Households
Manager/
Supervisor
Officers
Full-Time
Officers
Part-Time
Full-Time Officer
to Population Ratio
Clerical
Full-Time
Clerical
Part-Time Total
Clarington 105,000 38,000 2 8 4 13,125 2 0 16
Oshawa 183,800 66,847 4 28 4 6,564 3 0 39
Whitby 138,500 46,628 3 13 9 10,654 5 0 30
Pickering 94,941 32,612 3 10 5 to 7 9,494 3 0 21-23
Caledon 60,122 24,856 3 9 4 6,680 3 0 19
Milton 134,304 40,492 3 11 2 12,209 4 0 20
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The above shows that Clarington has the lowest full -time officer-to-population ratio, and Oshawa and Caledon are double Clarington.
The addition of two more officers would bring the ratio to just below Pickering.
Analysis of Alternative Approaches
Alternative approaches were evaluated and ruled out.
Cost and Benefit Analysis
The compensation shown is for a Municipal Law Enforcement Officer I, Code 6 (with the provision that the officers may be hire d as
an MLEO I and transition to an MLEO II with certifications). An MLEO II would be Code 10.
New Staffing Request Cost Analysis
Position Title Municipal Law Enforcement Officer
Budget Year: 2024 and 2025
Department Legislative Services
Sub-Department Municipal Law Enforcement
CUPE / Non-Affiliated / Fire CUPE- Inside
Status Full time
Grade/Code Code 6
Level/Step 12 Month
Budgeted Start Date June 1
2024 $48,478
2025 $49,977
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Clerk I Part-time to Clerk II Full-Time
Executive Summary
The Municipal Law Enforcement Division is seeking to upgrade the Animal Services Clerk I from part -time to full-time Clerk II. It has
been challenging the past few years to meet the expectations of the community at Animal Services, especially after 2:30 pm an d during
sick or vacation days as there are only two full -time Animal Attendants and an Animal Shelter S upervisor for full-time coverage of the
front counter at the Animal Shelter. Coverage is currently inadequate due to the Part -Time Clerk only working 24 hours per week. This
upgrade will allow us to provide more consistent customer service and quality of c are for our sheltered animals.
Reason for Hiring
Skill Set Gaps
The Department has been requesting, since the 2013 budget, that this position be changed from part -time to full-time. The reason is coverage
– the types of responsibilities for this position are not of the nature that can be done within a shortened workwee k. These tasks include:
• Customer service – emails and phone calls; enter complaints into
AMANDA; dispatching to officers; follow up. (Anything animal related is
processed through this office – including the largest portion – which are
enforcement issues).
• Adoption/reclaim processing.
• Intake of stray animals
• Intake of surrendered pets
• Intake of reports of lost and found animals.
• Pet License sales
• Administration of Donations
• Administration of Dr. Snap program certificate (for spay/neuter) for
persons with a low income.
• Processing microchip registrations
• Spay/neuter rebate program.
• Livestock program application processing
• Daily cash remittance
• Filing/records keeping
• Weekly pet profiles
• Preparing monthly statistics reports
• General office/clerical duties
• Volunteer administration (organize orientations,
correspondence, interviews, scheduling)
This results in either the Animal Shelter Supervisor or an Animal Care Attendant, taking on those tasks, which takes away fro m their core duties.
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Statistics
Following the 2017 Animal Services Delivery Review, the enforcement was migrated away from the Animal Shelter. However, the
entering of animal-related by-law complaints has continued to be done through Animal Services as they frequently impinge on Animal
Shelter operations.
In a 2023 survey, as part of research for the Municipal Law Enforcement Division Service Delivery Review, where 135 survey
responses were received, and for those that answered the question “What was the purpose of your business” with MLE, 13 per ce nt
were for animal complaints.
The following is an excerpt from the Animal Services Delivery Review survey and shows the reasons why the community
contacts/attends the Animal Shelter:
Answer Choices Responses % Responses #
I was visiting to see the animals in general 47.83% 33
I was there to drop off donations 15.94% 11
I wanted to ask about or see a specific animal 14.49% 10
I was looking for my lost pet 10.14% 7
An Animal Services Officer/Municipal Law Enforcement
Officer responded to stray animal pickup/other reason(s). 10.14% 7
I was there as part of an animal rescue group 1.45% 1
I was there to surrender a pet 0.00% 0
I was there on a tour of the shelter 0.00% 0
I was volunteering at the shelter 0.00% 0
I was visiting the shelter under another organization 0.00% 0
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I was there for spay/Neuter or other veterinary services 0.00% 0
Other (please specify) 20
Total Answered 89
These survey results reflect the broad variety of issues that need to be addressed by the Clerk II. Additionally, residents still contact the animal
shelter for enforcement-related complaints and animal-related matters, yet there is only one part-time Clerk I assigned to the team.
The following highlights the major duties of the position – to demonstrate the major demands on this position (does not include all tasks) – all of
which could be required outside of the position’s hours.
Complaints and Other Department Encounters
It is estimated to take 30 minutes to an hour to process an animal complaint (which includes the initial intake, input, dispa tch, and follow-up).
Additionally, the office fields MLE complaints, and questions related to other departments. From January 2023 to mid-August 2023 397 animal
related complaints were processed by the part-time Clerk. In June 2023, 40 were counter encounters (aside from phone intakes).
Therefore - Based on this, we could assume that there are 50 complaints entered per week = 10 hours per week
Animal Adoption
One of the main tasks is animal adoption. Coordinating an adoption can be very time-consuming where Staff spend a significant amount of time
with the potential adopters answering/discussing questions and facilitating the orientation meeting between the pot ential adopters and the animal.
With the many forms to be completed and the time spent facilitating the adoption, it is estimated that an adoption takes one hour. However, not all
adoptions happen within the part-time hours.
Therefore - Based on the current expectation of 1731 adoptions per year = 3 hours per week.
Redeemed/Impounded = Intake of Animals
1 Based on the average between 2018-22
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The following shows a summary of Animal Intakes since 2013 when it was first identified that greater administrative coverage was required:
Although we are only halfway through 2023, we can expect intakes to be near the higher end based on the 192 intakes from Janu ary to July.
When an animal is being redeemed/impounded or surrendered there are also different types of forms to be completed, and depend ing on the situation,
a redemption or impound can take anywhere from 20 minutes to an hour to process.
Therefore – taking an average of 400 intakes per year X 20 minutes –133 hours per year = 3 hours per week.
0
50
100
150
200
250
300
350
400
450
500
Total
Sum of 2013
Sum of 2014
Sum of 2015
Sum of 2016
Sum of 2017
Sum of 2018
Sum of 2019
Sum of 2020
Sum of 2021
Sum of 2022
Sum of 2023*
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Pet Licensing
This involves in-person sales of licenses (dog and cat) and can take approximately 10 minutes each. The following is the breakdown of where pe t
licenses were sold in 2022:
Vendor/Location Number of Licenses Sold
MAC 31
Animal Shelter 259
Trulls Road 23
DocuPet 3,313
Therefore – using the 2022 total of 259 pet licenses issued at the Animal Shelter = Approximately 1 hour per week.
Donation Processing
Administration of donations and inquiries about donations also take a considerable amount of time. In June 2023, there were 100 counter-
interactions regarding donations.
Therefore – estimating 15 minutes per donation = ½ hour per week.
Statistics Conclusion
The above statistics show that, for the major work alone, there are 17.5 hours of work per week. This does not include the remainder of the job (listed
above under the “Skill Gaps” section) and does not capture the fact that the public attends the office when the Clerk is not at the office, causing
others to cover.
Goal
The goal is to provide Animal Shelter administrative coverage for both phones and the counter, during the full regular hours of operation.
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Background
This position has been part-time since it was originally approved in 2008. Since that time, the Department has worked at migrating the clerical duties
from the officers and Animal Care Attendants to allow the others to perform their core duties. The admini strative/clerical functions have continued to
expand and therefore the 24 hours are simply insufficient to meet the service levels. Staff strive to minimize the wait time for walk-in clients and to
minimize the need for callers to have to leave voicemail messages.
In 2018, as a result of the Report CAO-001-18, Animal Services Delivery Review, the enforcement portion of Animal Services moved from the Animal
Shelter to the Trulls Road location with the rest of the Municipal Law Enforcement Division. However, all animal complaints a re initiated through the
Animal Shelter.
Current Situation
The demand from the public continues to increase, as does the intake of animals (which increases animal management and adopti ons). Clarington
has experienced significant growth over the last number of years and is projected to have a population of 115,800 in 2024 (up fro m 95,445 in 2016),
which will have a direct impact on the demand for adoption and sheltering services.
The Animal Shelter is a unique work environment and, when dealing with living beings, the necessary staff resources must be i n place to ensure that
the animal welfare is not compromised, and to ensure that we are operating within the terms of the Collectiv e Agreement.
Resourcing Gaps or Workload Changes
The following compares the hours current hours of the part-time Animal Services Clerk and the hours that the Animal Shelter is open:
Monday Tuesday Wednesday Thursday Friday Saturday Sunday
Animal Shelter 9-5 9-5 9-5 9-5 9-5 9-4 Closed
PT Clerk I 9-2:30* 9-2:30* 9-1 9-2:30* 9-2:30* N/A N/A
*NOTE: These days include a 30-minute lunch.
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Due to the part-time hours allocated to the clerical function, the Animal Care attendants are required to fill the gaps, in addition to the Animal Shelter
Supervisor. This is an inefficient use of staff time and takes away from animal care (which is increasing as we see more anim als come through the
shelter).
The following excerpt from the Animal Services Delivery Review in 2018, shows the hours by activity for a specific week that was studied in 2017
(keeping in mind that the amount of time has increased since 2017 – but this shows the demand for the services outside of the Clerk II hours:
The above demonstrates the requirement for administrative coverage throughout the day.
The current position is a Clerk I position. By converting this to a Clerk II position, it provides more opportunities to cros s-train the MLE clerical team and provide more coverage.
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Risks to the Municipality and Other Departments
Inability to provide services to the public: Most of the public-facing services are provided by this position, but it is part-time, so
must be covered by other staff or not at all.
Jeopardizing the amount/quality of time spent in animal Care: If this position is unavailable to serve the public, animal care
attendants are required to take time away from animal care.
Takes time away from work of Animal Shelter Supervisor : If this position is unavailable to serve the public, and the animal care
attendants are unavailable, the Animal Shelter Supervisor steps in to provide the service. This takes time away from their co re
duties.
Program Description
Timeline
The benefits explained in this business case show that the increase to a full -time position can provide benefits as soon as the position
can be posted and filled.
Position Summary
This position is currently a part-time Clerk I position and will be upgraded to a full -time Clerk II position. Animal Services is within the
Municipal Law Enforcement (MLE) Division of the Legislative Services Department and has 1 Supervisor, 2 full -time animal care
attendants, 2 part-time animal care attendants,1 part-time clerk and 1 summer student. (See Attachment 2 for the organizational chart).
Key Duties and Responsibilities
See Attachment 1 for an excerpt from the 2018 job posting for this position – outlining the duties and responsibilitiesRelationship to
Council’s Strategic Priorities
• Engage and inform our community.
• Offer customer-centric programs and services.
• Build a strong, thriving, and safe community, where everyone is welcome – embrace a diverse, equitable, and safe community,
specifically:
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• Implement actions to reduce barriers to services within the municipality.
• Demonstrate the effective and efficient use of municipal funds, specifically:
• Invest in our workforce to ensure we attract highly skilled and engaged staff.
Climate Change Considerations
No impacts to the climate change initiatives and action plans.
Comparative Analysis
Not applicable.
Analysis of Alternative Approaches
Drastic alternatives, such as status quo or reduction of adoption and customer hours, were reviewed and ruled out as being co ntrary to
the goal, and strategic priorities.
The remaining are alternative approaches:
Options Four-Year Salary Costs Pros Cons
Contractor Same cost as proposal =
$71,930.15
Heavy investment of time in knowledge training –
which will have a greater benefit if the position was
kept in-house.
Keep at Clerk I but
upgrade to full-
time hours
$60,350.77 Cost savings of $11,579.38 (as compared to
the proposal)
Heavy investment in training for the lowest Clerk
position – where we would expect them not to stay
long. Additionally – the responsibility of the job is
such that it should be a Clerk II.
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Cost and Benefit Analysis
The 2023 compensation, including benefits, for a full-time Clerk II is $71,930.15, as compared to the current part-time Clerk I = $36,872.70,
resulting in an increase of $35,057.45.
New Staffing Request Cost Analysis
Position Title Animal Services Clerk II
Budget Year 2024
Department Legislative Services
Sub-Department Animal Services
CUPE / Non-Affiliated / Fire CUPE- Inside
Status Full time
Grade/Code Code 5
Level/Step 12 Months
Budgeted Start Date June 1
2024 $45,988
Note: In the Department’s 2017 budget request, it was noted that the Division had replaced two Animal Services Officers with Kenn el
Attendants which resulted in a savings of about $8000/yr. in salaries and was meant to be applied to this change.
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Attachment 1
Job Description for Animal Services Clerk 1
Excerpt showing Responsibilities and Qualifications
Responsibilities include but are not limited to:
• Reception – respond to public inquiries both in person and on the phone.
• Sell animal licences.
• Assist in the maintenance of departmental files and records including data entry to record databases – primarily using Shelterbuddy
software.
• Type correspondence, reports, and form letters.
• Perform general clerical duties including filing, photocopying, and faxing.
• Maintain Division’s cash flow including balancing and preparing deposits.
• Regularly enter and dispatch calls for Animal Services Officer action.
• Other duties as may be required from time to time, including those duties specific to the Department.
Qualifications:
• The successful candidate will be a graduate of a two-year Community College Office Administration Program or possess equivalent
qualifications in skills and work-related experience to the satisfaction of the Municipal Clerk.
• Excellent oral, written, and interpersonal skills to provide effective communication with the general public and staff.
• Demonstrated proficiency in Microsoft Office applications, specifically in Word and excel; and internet use for research purp oses.
• Familiarity with records management would be considered an asset.
• Previous experience in a comparable position will be considered in the award of this position.
• Knowledge of cash handling procedures would be considered an asset.
• Ability to work in an environment primarily used for the housing of animals; particularly dogs and cats.
• Proof of Tetanus inoculation prior to the commencement of employment.
• Legally able to work in Canada.
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Solutions Analysts
Executive Summary
In 2017 it was identified Clarington required multiple IT positions including Solutions Analysts to assist with implementing and supporting
business solutions across the municipality. The absence of these positions has greatly limited the ability of the or ganization to adopt new
technology and offer responsive IT services in alignment with organizational needs.
Reason for Hiring
In 2017, the Municipality of Clarington underwent a review of its IT Division and corporate technology needs and outlined a p ath forward to bring
the technology environment up to acceptable standards, leveraging the assistance of a qualified consulting fir m. The result of this review was
an Information Technology Plan which identified:
• Key gaps in technology resources, skills and capacity;
• A need to invest in new and better major business applications;
• Alleviating dependency on single staff resource model.
Significant and long-term under-investment in technology including both hardware and software;
In 2017 it was identified Clarington required multiple positions including Solutions Analysts to assist with implementing and supporting
business solutions across the municipality. The absence of these positions has greatly limited the ability of the organ ization to adopt new
technology and offer responsive IT services in alignment with organizational needs.
Risks to the Municipality and Other Departments
• Delayed response: With limited resources the municipal departments receive less than ideal and delayed technical services &
support.
• Reduced Quality: Responding to excessive demand forces reduced quality as resources cut corners and leave compliance and
governance activities for later.
• IT Environment: The Clarington IT Environment has not received the necessary care and maintenance, increasing the overall risk
to the organization and general service delivery.
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• Delayed Technology Adoption: The organization has been without a true technology partner internally and investment delays
inhibit digital services and ultimately jeopardize the overall initiatives of the organization.
Program Description
Timeline
The positions will be expediently resourced upon approval. The IT team has been unable to keep up with support requests, syst em/application
maintenance activity, and undertaking upgrades and enhancements to existing applications. The position is required as soon as possible to
commence addressing the backlog of needed activity.
Position Summary- Solutions Analyst 2024 (2) & 2025 (1)
Reporting to an IT Supervisor, the Solutions Analyst provides technical and functional support for corporate business applica tions. This position
will have primary focus on single or multiple enterprise system /applications. Examples of the applications in clude, but are not limited to, Great
plains, Vailtech, Laserfiche, Amanda, SharePoint, Microsoft O365 and Paramount.
Key Duties and Responsibilities
• Assist with corporate business analysis and application implementations.
• Work with departments to understand their business requirements, work processes, application, and custom report requirements,
implement or enhance technology solutions to enhance processes and address needs.
• Maintains system integrity and user security setup as well as provide programming and change control support for applications .
• Continually seeks opportunities for improving efficiencies in supported systems.
• Assist with training on new systems or modifications to existing systems.
• Provides Tier-1 and Tier-2 technical support for major business applications (Vailtech, Great Plains, Laserfiche, Paramount, Versatile,
StoneOrchard, etc.)
• Communicate process changes, enhancements, and modifications – verbally and/or through written documentation.
• Create and maintain functional and technical documentation for supported system / applications.
• Other duties as assigned.
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Position Summary- Solutions Analyst Infrastructure 2025 (1)
Reporting to an IT Supervisor, the Solutions Analyst Infrastructure provides technical and functional support for foundationa l technology
infrastructure. Specifically, Computer Networking, Firewalls, Servers, Storage, and increasingly Cloud Infrastructure Services such as Azure,
M365, AWS, including the built-in and foundational IT Security Services we rely upon.
Key Duties and Responsibilities
• Collaborate with stakeholders to understand business requirements and design IT infrastructure solutions that meet those need s,
taking into account both on-premises and cloud components.
• Plan and implement strategies for integrating on -premises and cloud resources seamlessly, ensuring optimal performance and security.
• Monitor, maintain, and troubleshoot physical servers, networking equipment, storage devices, and other on -premises infrastructure
components.
• Ensure the availability, reliability, and performance of on-premises systems through proactive monitoring and regular maintenance.
• Configure, deploy, and manage virtual machines, containers, and other cloud resources using the chosen cloud platform.
• Monitor cloud infrastructure for performance, security, and cost optimization, making adjustments as needed.
• Implement and maintain security best practices across both on -premises and cloud environments, including firewalls, intrusion
detection/prevention systems, and encryption.
• Stay up to date with industry security standards and regulations, ensuring the organization's infrastructure complies with re levant
requirements.
• Develop and maintain backup and disaster recovery plans for both on-premises and cloud-based systems to ensure data integrity and
availability in case of failures or disasters.
• Monitor resource usage and performance trends to identify capacity needs and plan for scaling both on -premises and cloud
infrastructure as the organization grows.
• Maintain thorough and up-to-date documentation of the entire IT infrastructure, including configurations, procedures, and
troubleshooting steps.
• Identify opportunities to enhance the efficiency, performance, and reliability of the infrastructure and propose solutions fo r continuous
improvement.
• Lead or contribute to infrastructure-related projects, from planning and design to implementation and evaluation.
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Relationship to Council’s Strategic Priorities
Investing in Technology directly aligns to Council priorities as maturation of the IT Capabilities within Clarington will ena ble digital citizen
services; make available data for evidence-based decision-making; lower organizational risk; promote collaboration; and enable more process
improvement activity.
Climate Change Considerations
Digital technology enables businesses and corporations to achieve their climate change goals. Technology is required to measu re progress,
reduce waste, and increase operational efficiency. A stronger IT division will better support business departments uti lizing new technology and
enable the achievement of a reduced carbon footprint.
Comparative Analysis
Other comparable Municipalities have embraced the benefits of technology investments and have steadfastly invested in their I T Departments
and digital capabilities.
Analysis of Alternative Approaches
Alternative approaches were evaluated and ruled out.
Options Pros Cons
Full-time Hire Skill fit Delay in hiring
Contractor May meet need & fast onboarding 2x the cost
Training Existing Employees to fill skill set gaps None Capacity issue
Increased Workload for existing employees Low cost Service failure
• We can source contract resources through an agency at twice the cost of an FTE, and they can start almost immediately.
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Cost and Benefit Analysis
The compensation for the Solutions Analyst is 12 according to Inside Collective Salary Grid
Provide analysis on the costs and benefits for these four positions:
New Staffing Request Cost Analysis
Position Title Solutions Analyst
Budget Year 2024(2) and 2025(2)
Department Financial Services
Sub-Department IT
CUPE / Non-Affiliated / Fire CUPE- Inside
Status Full time
Grade/Code Code 12
Level/Step 12 Months
Budgeted Start Date June 1
2024 $121,913 ($60,957 each)
2025 $125,019 ($62,510 each)
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Project Lead
Executive Summary
With nearly all corporate projects including multiple complex aspects of technology, all organizations, including Clarington, need to be great at
adopting and changing technology through excellent project management. Hiring a project lead to mature the IT department's project
management maturity is essential to providing consistent, structured oversight of complex projects. These projects are signif icant investments in
time and effort to create long-lasting benefits to the Municipality, project management support will ensure that these projects are efficiently and
effectively completed.
Reason for Hiring
Hiring a project lead to mature the IT department's project management maturity will offer numerous benefits.
1. Improved Project Success Rates: A skilled project lead will execute a structured approach to project management, increasing the
likelihood of successful project completion within scope, budget, and timeline.
2. Enhanced Resource Allocation: A project lead will effectively allocate resources based on project priorities, ensuring that the right people
are assigned to the right tasks at the right time. This optimization can lead to increased efficiency and reduced project bot tlenecks.
3. Risk Mitigation: A competent project lead will identify potential risks early in the project lifecycle and develop strategies to mitigate them .
This proactive approach can minimize disruptions, avoid costly delays, and improve overall project resilience.
4. Standardized Processes: Introducing consistent project management processes, methodologies, and templates can lead to a more
standardized and streamlined approach to project execution. This reduces confusion, enhances communication, and fosters a cul ture of
continuous improvement.
5. Stakeholder Communication: A project lead coordinating and ensuring regular, clear communication about project progress, changes, and
potential impacts to stakeholders improves transparency and builds trust across the organization.
6. Efficient Documentation: Thorough documentation of project plans, requirements, and progress is crucial for knowledge retention and
future reference. A project lead can enforce documentation practices that enable smoother knowledge transfer and ensure proje ct
continuity.
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7. Continuous Improvement: Improved maturity will bring post-project reviews, identifying lessons learned and areas for improvement further
embedding a culture of continuous improvement and the refining of project management processes over time.
8. Strategic Alignment: A skilled project lead can align and execute project initiatives in direct alignment with the organization's strategic
goals, ensuring that projects contribute directly to business objectives. This alignment enhances the overall value of projec ts to the
organization.
Risks to the Municipality and Other Departments
• Budget Overruns: Poor project management practices can result in inaccurate budget estimations, and failure to manage costs
effectively.
• Delays: Inadequate project planning, scheduling, and tracking can lead to project timelines being constantly extended.
• Communication Low Project Management maturity includes inadequate communication among team members, stakeholders, and
leadership. This can result in misunderstandings, misaligned expectations, and a failure to deliver the desired results for t he
organization.
• Failed Changes: Without a mature project management framework, new initiatives will be met with resistance from team members
who are used to ad hoc processes. This hinders the organization's ability to adapt and innovate.
Program Description
Timeline
The position will be expediently resourced upon approval.
Position Summary
Reporting to an IT Supervisor the IT Project Lead will be responsible for planning, executing, and delivering technology init iatives, ensuring scope,
timeline, and budget adherence. Lead cross-functional teams, facilitate communication, and mitigate risks. Apply industry best practices to
enhance project outcomes, foster innovation, and align projects with organizational goals.
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Key Duties and Responsibilities
• Plan and execute technology projects, ensuring they are delivered on time, within scope, and on budget.
• Lead cross-functional teams, assigning tasks, setting clear objectives, and fostering collaboration.
• Develop and manage comprehensive project plans, including timelines, resource allocation, and risk mitigation strategies.
• Monitor project progress, track milestones, and proactively identify and address potential roadblocks or delays.
• Maintain effective communication with stakeholders, providing regular updates, addressing concerns, and managing expectations.
• Apply project management best practices and methodologies to optimize project outcomes and ensure consistent quality.
• Identify and mitigate project risks, develop contingency plans, and adapt strategies as needed to achieve project goals.
• Drive continuous improvement by analyzing project performance, identifying lessons learned, and implementing process enhancem ents.
• Ensure compliance with company policies, industry standards, and regulatory requirements throughout project lifecycle.
• Contribute to the development of a culture of innovation, knowledge sharing, and professional growth within the project team.
This Technology Project Lead role requires a combination of strategic thinking, strong leadership skills, and a deep understanding of project
management principles to successfully drive the execution of technology initiatives.
Relationship to Council’s Strategic Priorities
Investing in Technology and our ability to implement technology effectively directly aligns to Council priorities as maturati on of the IT Capabilities
within Clarington will enable digital citizen services; make available data for evidence -based decision-making; lower organizational risk; promote
collaboration; and enable more process improvement activity.
Climate Change Considerations
Digital technology enables businesses and corporations to achieve their climate change goals. Technology is required to measu re progress,
reduce waste, and increase operational efficiency. A stronger IT division capable of consistently and reliably deliver ing technology projects will
better support business departments utilizing new technology and enable the achievement of a reduced carbon footprint.
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Comparative Analysis
Other comparable Municipalities have embraced the benefits of technology investments and have steadfastly invested in their I T Departments
and digital capabilities.
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Analysis of Alternative Approaches
Alternative approaches were evaluated and ruled out.
Options Pros Cons
Full-time Hire Skill fit Delay in hiring
Contractor May meet need & fast onboarding 2x the cost
Training Existing Employees to fill skill set gaps None Capacity issue
Increased Workload for existing employees Low cost Service failure
• We can source contract resources through an agency at twice the cost of an FTE, and they can start almost immediately
Cost and Benefit Analysis
The compensation for the Project Lead is 12 according to Inside Collective Salary Grid.
Provide analysis on the costs and benefits for these two position:
New Staffing Request Cost Analysis
Position Title Project Lead
Budget Year: 2024 and 2026
Department Financial Services
Sub-Department IT
CUPE / Non-Affiliated / Fire CUPE- Inside
Status Full time
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Grade/Code Code 12
Level/Step 12 Month
Budgeted Start Date June 1
2024 $64,086
2026 $67,863
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Arborist
Executive Summary
The Public Works Department requires an Arborist to help the Forestry Services section with the current backlog of work order s and their daily
tree maintenance requirements.
Historically, work orders for Forestry Services have been very high. To date in 2023, 531 service requests have been logged w hereas in 2022, the
number exceeded 1,600. The number of outstanding work orders that have not yet been addressed by staff is curre ntly over 1,300 which can be
expected to take over a year to provide a suitable customer service response.
Forestry Services is also tasked with completing other major non -routine projects including the removal and replacement of over 3,000 urban
trees due to the emerald ash borer beetle infestation and the more frequent clean -up of major storm debris associated with climate change.
Other emerging forestry issues include the many hazardous dead trees along the rural roads and the existence of new invasive species and
insects affecting the tree canopy. As a result of these problems, regular tree maintenance will continue to be delayed or deferred.
Due to the limited number of qualified staff available to Forestry, the service level provided by Public Works is considered sub-standard.
Reason for Hiring
Skill Set Gaps
Forestry currently has over 1,300 outstanding WO’s scheduled for response. This type of work requires the skills and knowledg e of a certified
Arborist to inspect and provide recommendations for the effective treatment and efficient execution of the service . The Arborist is also a trained
professional that will help to complete tree -related maintenance service requests including tree removal and pruning. Consistent with other
Municipalities, arboriculture is becoming an increasingly important functional area necessary to maintain the health of the municipal tree canopy
and combat climate change.
Resourcing Gaps or Workload Changes
In 2022, the Forestry division received over 1,600 service requests. This number has historically been very high and can be e xpected to grow as
new subdivisions are developed, invasive species continue to emerge and climate changes increase.
Within each new subdivision area, a tree is typically planted for every new home. With the forecasted residential growth rate s proposed for
Clarington, the number of arborists required to maintain the Municipalities urban forest will consequently need to i ncrease. Based on the current
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volume of service requests and the forecasted growth rate of the Municipality, a second Forestry crew will need to be develop ed over time. This
additional crew will ensure improved service levels and a more proactive response to forestry issues. Such matte rs include dealing with the
increasing volume of dead or dying trees within the rural area of the municipality that frequently come down during major sto rm events. As a
result of climate change, it is not uncommon that the clean -up which requires assistance from other Public Works Divisions now typically take
five to ten days to address. The storm response timeframe does not include inspection or vendor coordination time that is req uired.
At present, there are only four staff assigned to this functional area with two being certified arborists. Not only is it dif ficult for this number of
staff to keep up with the regular workload but they are also reassigned to complete winter control duties . During winter control, Forestry staff
must operate roadway snow ploughs to ensure all established routes are covered. This added responsibility greatly affects the timeline for
forestry related work to be scheduled and completed. The requested Arborist p osition will help ease the backlog of service requests and also
allow staff to better increase their focus on Forestry -related activities during the winter season.
Risks to the Municipality and Other Departments
• Public Safety: risk to the Municipality due to large volume of tree inspections required. The Municipality has a large and diverse
geographical footprint with thousands of new and mature rural and urban trees. Inspection of these trees is crucial to determ ine
health and if any action (pruning, removal, etc.) is needed.
• Coordination: risk to other departments related to recommendations for proper species selection for developments or capital
projects.
• Tree life: risk to the municipality for not identifying tree disease or invasive species affecting municipal trees and identifying a
course of action to prevent loss of forest canopy and combat against climate change.
Program Description
Timeline
One new Arborist would be required in 2024 and another in 2025.
Position Summary
The Arborist will report to the Supervisor (Parks) and be responsible for maintaining all municipally owned trees. Locations include boulevards,
parks, facility properties and woodlots. Responsibilities will require identification of species, pest/pathogen s, pruning/removing trees, soil
conditions, stump removal, plant healthcare, application of mulch, water and fertilizer and troubleshooting potential problem s. Other technical
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and laboring duties may also be assigned to assist with the maintenance of sports fields, cemeteries and special events. The Arborist will be
requested to provide winter control activities as required.
Key Duties and Responsibilities
• Assist the Forestry Coordinator with the inspection of trees and determine necessary maintenance requirements.
• Ability to perform the manual tasks of the position including tree maintenance, climbing and working at heights.
• Assist with the evaluation of outside contractors to ensure that specifications, standards and expected levels of service mee t with
Municipal requirements.
• Provide direction and leadership to seasonal workers in accordance with the Occupational Health and Safety Act, municipal pol icies
and procedures.
• Deliver exceptional customer service and maintain a high level of communication when dealing with members of the public.
• Perform other duties as assigned.
Relationship to Council’s Strategic Priorities
This position will support Council and Departmental priorities for customer service by allowing more resident inquiries to be reviewed and
appropriate action taken. It will also support growth, as housing development increases so will the size of the Munic ipalities forest canopy that
will require regular maintenance.
Climate Change Considerations
The arborist position will contribute to climate change initiatives by supporting healthy tree growth through regular mainten ance and the
protection of the forest canopy. A large urban forest canopy is essential to increase shade coverage over hard surface s. The role of the arborist
would also lead to the improved management of forestry related disease, invasive species and provide treatment extending life cycles.
Comparative Analysis
Many Municipalities have a Forestry group that typically consists of several Arborists, Forestry Technicians, Horticulture Te chnicians, and
gardening staff supported by a Coordinator or Lead Hand role. These staff complete year -round regular maintenance.
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Analysis of Alternative Approaches
Alternative approaches were evaluated and ruled out.
Options Four-Year Salary Costs Pros Cons
Full-time Hires $553,500 Increase level of service and complete
workorder backlog Increase budget, depots very crowded
Contractor
$2,800,000 (estimate based
on current contracted
services)
Award and schedule work, less equipment
resources
Increase cost, time to manage and
inspect contractors, less tree inspection
time
Training Existing Employees
to fill skill set gaps N/A N/A N/A
Increased Workload for
existing employees $0 None Continued backlog and forecasted
growth will increase Service Requests
• Alternative approach would be to continue/increase contractor services to perform tree removals, pruning and inspections. Cur rently
many Forestry related activities are contracted and with anticipated growth and tree maturity outsourcing would increase wit hout
additional staffing compliment.
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Cost and Benefit Analysis
The compensation for the Arborists is Code 5 of the Outside Collective Agreement, same as our existing Arborist position.
Provide analysis on the costs and benefits for these two positions:
New Staffing Request Cost Analysis
Position Title Arborist
Budget Year 2024 and 2025
Department Public Works
Sub-Department Parks- Forestry
CUPE / Non-Affiliated / Fire CUPE- Outside
Status Full time
Grade/Code Code 5
Level/Step 12 Month
Budgeted Start Date June 1
2024 $56,639
2025 $58,244
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Manager, Parks Services
Executive Summary
The Manager of Parks Services will provide divisional leadership and greater strategic planning within the Parks, Forestry an d Cemetery divisions.
Currently the Manager of Operations is responsible for these divisions in addition to Roads, Fleet, Traffic a nd Capital. The current staff ratio for the
Manager of Operations is seven direct reports and 76 full-time indirect reports that are spread across three depot locations. In addition to the full -
time staff there is also an indirect responsibility for 40 crossing guards and a seasonal complement of eight temporary labourers and 25 students.
This staffing ratio exceeds that of managers in other departments who typically have a total staffing ratio of five to 25 dir ect and indirect reports.
Splitting the divisions in Public Works between two managers, the staff complement will be more equitably distributed below e ach manager to be
more in line with other departments. The new structure will allow for greater focus on strategic leadership, improved processes, heightened
service levels and allow for a better use of corporate software systems to increase efficiency.
Reason for Hiring
Skill Set Gaps
The position is being considered to provide a more focused lens on all park’s services such as parks & trail maintenance, for estry, playgrounds,
sports fields and cemeteries. This position will benefit the department by offering strategic planning for deve loping operational changes based on
process improvement initiatives supported by data collection and tracking. The Manager of Parks Services will also be able to provide better
guidance on industry best practices. The current Manager of Operations is responsible for such a broad spectrum of maintenance practices that it
becomes difficult to remain updated with the most current service delivery approaches.
Resourcing Gaps or Workload Changes
The Public Works Department has grown over the past two years with the addition of a Traffic division and most recently a Cap ital Works division.
This has resulted in significant time allocation to establish both divisions related to staff onboarding, budg et configuration and capital program
assembly. In 2023, a new service level has been implemented by Council that will result in the clearing of snow on sidewalks along arterial class
roadways. This new service will present many additional workload challenges including equipment procurement, staff onboarding, program
initiation and customer service. The additional responsibilities will result in resource gaps if not properly supported by de dicated management
roles.
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Risks to the Municipality and Other Departments
• Planning: risk to the Municipality could be inconsistent service levels due to decreased focus related to strategic planning for all
divisions.
• Coordination: risk to other Departments for interdepartmental coordination to provide input for maintenance best practices related to
new development and capital improvements.
• Service Levels: ensure all service levels are met and maintenance performed within the prescribed timelines either defined by
legislation or department policies.
Program Description
Timeline
The Manager of Parks position if approved would be required immediately to establish divisional support for the 2024 workplan s and to provide
strategic leadership for staff.
Position Summary
Reporting to the Director of Public Works, the Manager of Park Services will provide divisional leadership and guidance to th e Parks, Forestry and
Cemetery sections. This position will also support winter control activities related to the daytime management of the arterial sidewalk snow clearing
program and after-hours on-call winter responses. As a key member of the Public Works management team, the Manager of Parks will implement
and promote strategic plan initiatives and foster a culture of innovation, engagement, collaboration and respect. The role will coordinate staff,
equipment and materials to accomplish daily and seasonal maintenance and repair work plans to achieve approved service levels.
Key Duties and Responsibilities
• Continually research the effectiveness of the department’s policies, programs and procedures.
• Develop recommended operational changes, improvements and associated service levels that can be supported through the collect ion
and tracking of data validated through the work order management system, consultation with staff, public feedback and industr y best
practices.
• Assist Divisional Supervisors with the development of daily and seasonal work plans in order to maximize available staff and equipment
resources.
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• Identify staff training needs and prepare, deliver or coordinate programs to continually improve employee skills, effectivene ss and safety.
• Maintaining a positive and proactive customer service philosophy consistent with the Municipal practice of providing exceptio nal
customer service.
• Assist with the preparation of the divisional Operating and Capital budgets and maintain responsibility for the control of ex penditures,
approval of invoices and purchase orders
• Prepare written reports and other forms of communication.
• Attend Committee/Council and other public meetings and events as necessary.
• Deliver presentations and provide advice or guidance on strategies and new or pending legislation and regulatory guidelines.
• Coordinate the recruitment process for new staff
• Manage staff including the provision of performance appraisals, issuing discipline and responding to the grievance procedure.
• Provide oversight and direction to staff ensuring compliance with Occupational Health and Safety Act, Ontario Ministry of Lab our, Ministry
of Environment, Ministry of Transportation, Ontario Minimum Maintenance Standards, Ontario Traffic Manual and all app licable Municipal
By-Laws.
• Liaise with residents on key community or constituent matters.
• Ensure processes are in place to maintain records for infrastructure maintenance and liability issues.
• Represent the Department at formal hearings, giving evidence on claims related to the respective service area.
• Review of development applications, meeting with all parties on related matters
• Provide support for special studies undertaken by the Municipality. Example: DC Study; Strategic Plan; Asset Management; etc .
• Other duties as assigned.
Relationship to Council’s Strategic Priorities
The intent of this position is to assist with strategic planning initiatives for improved service levels throughout the corre sponding divisions. This
meets Council’s strategies for providing exceptional customer service and creating a vibrant and complete community with a focus on outdoors
recreational spaces such as trails, soccer fields, baseball diamonds and playgrounds.
Climate Change Considerations
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The position will work with the Climate Change Response Coordinator to ensure targets are being met for the Council adopted C limate Action Plan
and EVAP plan. Stay up to date on industry best practices related to greenhouse gas reduction and sustainable pa rks maintenance practices.
Comparative Analysis
Other comparable Municipalities have similar structures with multiple divisional managers within Operations or Public Works r eporting to either a
director or commissioner. Manager roles tend to be supported by supervisors or project coordinators that are r esponsible for day-to-day staff
operations and projects. Below is a table with comparative municipalities’ Public Works or Operations staffing structures for divisional managers.
Municipality Quantity Titles Direct Report
Town of Milton 5 • Manager, Forestry &
Horticulture
• Manager, Road Operations
• Manager, Park Operations (2)
• Manager, Fleet
Director, Operations
Municipality of
Chatham-Kent
3 • Manager, Public Works, North
• Manager, Public Works, South
• Manager, Parks & Open Spaces
Director, Public Works
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Analysis of Alternative Approaches
Alternative approaches were evaluated and ruled out.
Options Four-Year Salary Costs Pros Cons
Full-time Hire $658,368 Increased strategic focus on all divisions Additional salary
Contractor N/A N/A N/A
Training Existing Employees
to fill skill set gaps
N/A N/A N/A
Increased Workload for
existing employees
0 No increase to budget Less focus on each division strategic
planning for service level efficiency
• The alternative approach to not awarding the position would create further increases in the workload for the existing Manager of Public
Works. Staff complement ratios will continue to increase as forecasted growth develops creating stresses across all Public Works divisions.
The compensation for the Manager of Parks Services is Grade 11 on the Non -Affiliated compensation grid similar to the Manager of Operations. The
roles are responsible for providing divisional leadership within the Public Works Department.
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Provide analysis on the costs and benefits for this position:
New Staffing Request Cost Analysis
Position Title Manager of Parks Services
Budget Year 2024
Department Public Works
Sub-Department Parks
CUPE / Non-Affiliated / Fire Non-Affiliated
Status Full time
Grade/Code NA Grade 11
Level/Step 3
Budgeted Start Date June 1
2024 $117,928
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Fleet Technician
Executive Summary
Clarington’s fleet continues to grow, most recently with the addition of five sidewalk clearing tractors. In 2022 the Plannin g and
Infrastructure department received six EV vehicles with two more additional forecasted in 2024. The equipment that Fleet staf f are tasked
with servicing and maintaining is more complex. New electric, electric over hydraulic equipment and vehicle technologies and the increased
use of electronically controlled vehicle subsystems have increased demands for the services that are pro vided by the Fleet technicians.
Outsourcing repairs related to increased service demands has increased to ensure that “in -service” times continue to be acceptable.
The age of many pieces of equipment has added to the Fleet Division’s overall workload as aged equipment, mainly snow plough trucks,
require major repairs to ensure units are kept in service and available for winter events. Below is an example of aged equi pment and the
cost of repairs to complete annual safety inspections to remain in operation.
All the repairs noted above were completed by external vendors due to workload demand and time required to completed extended repairs.
Equipment Type Age Cost to Safety Year completed
13536 Single Truck 10 years $10,400 Fall 2023
09523 Tandem Truck 14 years $9,700 Fall 2023
08514 Tandem Truck 15 years $26,500 Fall 2023
04516 Tandem Truck 19 years $25,000 Fall 2022
05535 Tandem Truck 18 years $24,000 Fall 2022
All the repairs noted above were completed by external vendors due to workload demand and time required to completed extended repairs.
The additional Fleet Technician will assist in meeting increased demands, reduce outsourced repair costs, provide a better le vel of service
due to ownership of the equipment, and improve overall operational readiness. Below is a chart showing that last thr ee years annual cost of
outsourcing repairs to external vendors. This is reflective of the increase in costs of goods and services.
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Reason for Hiring
Skill Set Gaps
This position is being considered to assist in our Fleet backlog of existing Work Orders (WO’s). Below is a chart showing work ord er completion
history and trends of incompletion of work orders increasing due to service demands and complexity. While the amount of WO's appears to be
decreasing, it is important to note that each WO can contain several repair items depending on the service required. Also not e that 2023 WO
amounts do not include Q4 of 2023.
0
100,000
200,000
300,000
400,000
500,000
600,000
700,000
2021 2022 2023
Do
l
l
a
r
s
Year
Outsourcing Cost
Outsourcing Cost
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Fleet Services maintains over three hundred pieces of equipment municipal wide. Many of the maintenance requirements are annu al safety
inspections that must be completed which results in time challenges completing regular vehicle service issues. These chal lenges increase the
outsourcing of repairs resulting in additional maintenance costs and workloads associated with coordination. Skill set gaps c urrently exist with
servicing EV and Hybrid vehicles. Additional staff training will be required for ongoing ma intenance as the EV Fleet is forecasted to increase as per
corporate policy.
0
200
400
600
800
1000
1200
1400
1600
1800
2000
2021 2022 Q1-Q3 2023
W
O
V
o
l
u
m
e
Year
Work Order History
Completed WO Incomplete WO
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Resourcing Gaps or Workload Changes
Fleet staff are licensed qualified technicians but often need to outsource larger/complex repairs due to workload and to ensu re customer service
expectations are being met. Additional staffing will allow larger more complex work to be completed in -house. There will also be a future increase
in workload as additional equipment has been purchased such as the complement of five new sidewalk snow clearing tractors and corresponding
support equipment/attachments which will require specialized maintenance.
Risks to the Municipality and Other Departments
• Increased lifecycle costs, related to outsourcing of repairs and maintenance with current vendor door shop rates ranging from
$125.00/hours to $225.00 hour.
• Interruption to the delivery of services due to out of service equipment
• Poor technician retention due to burnout.
• Possible liability issues related to excessive workload demands.
Program Description
Timeline
If approved, the Fleet Technician would be hired after budget approval in 2024.
Position Summary
The duties and responsibilities of the Fleet Technician are performed under the direct supervision of the Fleet Supervisor. T his position ensures that
maintenance services are provided to Municipal Departments enabling the functional and efficient use of fleet vehicles and equipment.
Key Duties and Responsibilities
The following responsibilities and duties of this position includes but is not limited to:
• Diagnosing, troubleshooting, maintaining, repairing, and overhauling all Municipal vehicles and equipment
• Participating in training on fleet equipment to ensure efficiency and high standard of quality and service.
• Performing MTO Annual Safety Certifications on Municipal vehicles and equipment in accordance with the Highway Traffic Act Re g.
611.
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• Performing preventative maintenance on all municipal vehicles.
• Initiating repair requisitions for parts and supplies.
• Maintaining accurate repair records in a computerized fleet management program.
• Providing mechanical and technical guidance to operating and administrative staff.
• Ensuring adherence to all corporate policies and procedures including Administrative, Departmental and Health & Safety.
• To share in the on-call coverage 24/7/365.
• Must be willing to work overtime as required.
• Other duties as assigned.
Relationship to Council’s Strategic Priorities
Council has adopted an electric vehicle strategy moving forward. With additional Fleet Technical staff, it will allow the Fle et Division to continue to
adapt to the changing vehicle and equipment market and focus on more specialized vehicle maintenance as the industry continue to change.
Climate Change Considerations
• Onboarding of an additional Technician will assist Fleet overall, in transitioning to new environmentally friendly technologi es such as
electric vehicles.
• Maintaining Municipal vehicles/equipment in a peak efficient operating condition to ensure GHG emissions are kept to a minimu m.
Comparative Analysis
Other Municipalities are dealing with the same issues and use similar approaches by completing repairs in -house as opposed to having a vendor
complete. Below is a table of comparative ratios between the number of technicians and pieces of equipment for nei ghboring municipalities.
Municipality/City Ratio – Equipment: Technician Comments provided
Pickering 30:1 Ideally 20:1
Ajax 60:1 Currently short one technician
Whitby 50:1
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Municipality/City Ratio – Equipment: Technician Comments provided
Oshawa 38:1 Additional three laborer’s assisting technicians
Clarington 100:1
Average 45:1
Substantial savings in parts and labour can be recognized by completing more in -house vehicle servicing and repairs. It is becoming more
difficult to find qualified vendors that provide quality repairs on time. The outsourcing of repairs also creates addit ional coordination, towing or
vehicle shuttling costs and generally results in lost staff time in Fleet, Parks or Roads to accommodate.
Analysis of Alternative Approaches
Alternative approaches were evaluated and ruled out.
Options Four-Year Salary Costs Pros Cons
Full-time Hire $353,268 Internal scheduling N/A
Contractor $2,165,800 More space in existing facility Cost per hour $125 - $225
Training Existing Employees
to fill skill set gaps
$4000 Updated industry standard,
EV, Hybrid vehicles
N/A
Increased Workload for
existing employees
$0 No increase to budget More outsourcing of repairs
at increased cost
An alternative approach would be to continue to outsource ongoing maintenance and repairs. As the Municipality continues to g row so will the
demand for additional vehicles and equipment. Without additional technical staff, more maintenance and repairs will be outsourced. Market
conditions have greatly changed with increase cost to good and services, especially in relation to light and heavy -duty vehicle service. This
approach would increase our operating cost versus servicing vehicles and equipment internal ly with known part sourcing costs.
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Cost and Benefit Analysis
The compensation for the Fleet Technician is Code 7, 2024 Outside Collective Agreement. This is in line with the existing Fle et Technician
positions to complete more regular maintenance internally versus outsourcing repairs.
Provide analysis on the costs and benefits for this position:
New Staffing Request Cost Analysis
Position Title Fleet Technician
Budget Year 2024
Department Public Works
Sub-Department Fleet
CUPE / Non-Affiliated / Fire CUPE- Outside
Status Full time
Grade/Code Code 7
Level/Step 12 Months
Budgeted Start Date June 1
2024 $63,322
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Recreation Programmer
Executive Summary
The Community Services Department is seeking approval for a full-time Recreation Programmer position within the Recreation Services business
unit. This position, reporting to the Recreation Coordinator, would play a key role in expanding upon current progr am offerings while also creating
new opportunities for outdoor recreation for the residents of Clarington. This position will assist us in addressing the grow ing demand and need for
seasonal outdoor programming, including growth within the day camps, fitness, and park programming.
Reason for Hiring
Skill Set Gaps
The objective of the new position includes assisting in meeting service delivery expectations for recreation programs at various locations
throughout the Municipality, including outdoor activities, day camps and mobile camp programming. Assisting in the development, implementation,
and evaluation of new revenue generating outdoor programming opportunities. Provide high quality recreation and fitness activities that will support
positive interactions and encourage a healthy community. Administrative tasks to support the development of the overall team. And to provide an
opportunity for the recreation team to remain competitive in the workforce.
Resourcing Gaps or Workload Changes
Clarington has been offering day camps for over 25 years and remains one of the top day camps in Durham, often being referred to as the “industry
best practice” and one of the few municipalities to offer day camps during COVID -19. The current growth and development within Clarington have
resulted in an increased demand for spots in our day camps, resulting in significant waitlists. An Active Net Activity Totals report from June 2023
states that we had over 600 spots reserved on waitlists for summer camps. I n the summer of 2022, we exceeded our budgeted revenue target by 73
per cent. To provide an increase in day camp spots and locations, we require more staff resources to expand the level of serv ice for all day camps
(Summer Camps, Winter Break Camps, P.A. Day Camps, March Break Camps). In 2022 the recreation services business area also assumed the
responsibility of Clarington’s Junior Firefighter Camps, in partnership with Emergency Fire Services which now includes five additional weeks of
camp and new programming including Girls on Fire and a new camp program partnership with Grandview Kids.
Our Mobile Playground/Families in the Park mobile camp program has been offered for over 20 years in both the urban and rural areas of
Clarington. This free drop-in program provides opportunities for Clarington families to participate outside within their communities in an age-
appropriate environment with recreation games and activities. With the growth of the community this program needs a refresh t o meet the changing
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need of the community. Some avenues to explore through this new position would be expansion and creating additional revenue g enerating
streams of summer activities.
Outdoor recreation opportunities are a trend that we have found a growing demand for from the community. With the demand for more outdoor
recreation and fitness programming and upcoming plans for outdoor skating rinks, cricket pitches, pickleball, tennis c ourts and outdoor fitness
equipment in our communities, we will need the resources to meet the needs of this growth.
Additionally, we feel confident that the Parks Recreation and Culture Master Plan will support the further growth of outdoor programming. As we
move forward and the community grows, it is imperative that we have the resources in place to support the growth of our recreation services.
With the addition of this new position, we will not only be able to expand outdoor programming, but it will give us the oppor tunity to expand
other program areas such as offering preschool programs during the summer months, where there is currently a service gap. We will also be
able to make sure we are meeting industry standards and best practices for our recreation activities.
Risks to the Municipality and Other Departments
• Service Excellence - The growth and demand for recreation programming will only increase as the community population
increases. Without increasing the staffing resources, service levels of drop -in and registered activities will be impacted. A lack of
available staffing resources can directly impact on the customer experience when services are not offered at the level our
community expects.
• Public Profile: Our recreation activities are well utilized by Clarington residents. If we are unable to meet the demand as Clarington
continues to grow this may result in a negative profile for the corporation.
Program Description
Timeline
The Full-time Recreation Programmer, Outdoor Recreation is required immediately following approval of the 2025 operating budget in Q1 of
2025.
Position Summary
This position, reporting to the Recreation Coordinator, would assist in the day -to-day delivery of recreation and fitness programs, day camps and
mobile camp programs, ensuring a safe, enjoyable experience for both staff and customers. It would be the role of the Recreat ion Programmer,
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Outdoor Recreation to assist in providing leadership, direction, and supervision to program -level staff, working to build and maintain a high-
performing team that is engaged in their work and workplace.
Key Duties and Responsibilities
• Assist with the day-to-day supervision, administration and delivery of recreation programs and services at various locations
throughout the Municipality.
• Assist in the development, implementation, and evaluation of recreation programs, to ensure the highest quality of service.
• Assist in the recruitment, selection, training, supervision and scheduling of part -time staff and volunteers.
• Review staff schedules and payroll for staff to ensure accuracy.
• Assist with the development and evaluation of part -time staff and volunteers in an environment that requires on -going coaching
and mentoring.
• Assist with the purchase of program supplies as required.
• Review, edit and create content and on-line information, staff manuals and resources.
• Recommend and contribute program content and complete data entry into Active Net.
• Respond to general and program specific inquiries using effective communication skills, listening effectively to concerns, an d
providing high quality customer feedback.
• Ensure compliance with any relevant legislation, corporate and departmental policies and procedures and health and safety
initiatives.
• Perform all other duties in accordance with department objectives.
Relationship to Council’s Strategic Priorities
This aligns with the current version of the draft plan for the Council’s Strategic Priorities for Service Excellence.
Ensure that our programs and services are well designed and delivered from the customer’s Perspective, where residents and bu sinesses see
value.
• Demonstrate the effective and efficient use of municipal funds.
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Climate Change Considerations
Not applicable.
Comparative Analysis
The addition of this position will help us support the growing needs of the residents of Clarington and the Corporation. Each neighbouring
municipality has varying levels of support structures in place, we feel this positions us for success moving forward.
A comparative analysis of outdoor programming, day camps and mobile camp programs within other Durham Municipalities was completed:
• City of Oshawa
• Town of Whitby
• City of Pickering
• Town of Ajax
• Township of Scugog
Based on this review we found trends have moved to increased outdoor recreation opportunities. While some municipalities are looking to
address this, we feel with the overall geographic size of Clarington and the anticipated growth of the community it woul d be prudent to address
this service gap sooner than later.
Analysis of Alternative Approaches
Alternative approaches were evaluated and ruled out.
Options Four-Year Salary Costs Pros Cons
Full-time Hire $241,936
(2025-27)
Ability to provide expanded programming options.
Creation of new revenue streams.
Attract and retain qualified, mature candidates.
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Options Four-Year Salary Costs Pros Cons
Contractor Limited availability/ interest. Not industry
standard or best practice.
Training Existing Employees to
fill skill set gaps
Professional development Limited resources
Increased Workload for
existing employees Workload capacity
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Cost and Benefit Analysis
The compensation for the Outdoor Recreation Programmer is Grade 3, the same as the other Programmers within the Recreation Se rvices
business unit.
Provide analysis on the costs and benefits for this position:
New Staffing Request Cost Analysis
Position Title Recreation Programmer, Outdoor Recreation
Budget Year 2025
Department Community Services
Sub-Department Recreation Services Administration
CUPE / Non-Affiliated / Fire Non-Affiliated
Status Full time
Grade/Code NA Grade 3
Level/Step 3
Budgeted Start Date June 1
2025 $64,131
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Aquatic Deck Leads
Executive Summary
The Community Services Department is seeking approval for two full -time Aquatic Deck Lead staffing positions in the Aquatic business area.
This position, reporting to the Aquatic Coordinator, would play a key role in the departmental goal of creating new, and expanding existing
revenues, while providing additional aquatic programming to the residents of Clarington. This position will assist us in prov iding consistent
staffing coverage across all aquatic facilities, while also allowing us to address the growing service delivery expectations.
Reason for Hiring
Skill Set Gaps
The objectives of the new position include: Assisting in meeting service delivery expectations for aquatic programs across ou r indoor pool
facilities, including: swim lessons, public and lane swimming and aquafit. Assisting in addressing identified staffin g gap for daytime hours.
Increasing the consistency of programming offerings. Increase in new and existing revenue streams. Provide high quality learn to swim
programs that will support positive interactions and encourage long -term participation in aquatics. Assign administrative tasks within deck-level
position to support the development of the aquatic area. And to provide an opportunity for the aquatic team to remain competitive in the
workforce.
Resourcing Gaps or Workload Changes
The aquatics sector has long faced issues with the recruitment and retention of qualified staff to deliver aquatic programmin g. This was due to
the seasonal, part-time work and the degree of qualifications and training required. These challenges increased during the pandemic as pool
closures and public health mandates saw many aquatic staff laid off and aquatic leadership training programs cancelled. As a result, the
aquatic industry has seen shortages in lifeguards and swimming instructors that impact serv ice offerings.
Following the pandemic, the aquatic sector has worked to rebuild the aquatic team. Factors continue to impact our service del ivery including
constant turnover with staff leaving for college and university, less interest among youth in working, level of res ponsibility versus compensation
and the competition within the workforce for both part -time and full-time positions. Often aquatic staff who are available for daytime
programming are in college/university, work multiple positions or are hired in other full -time positions quickly following graduation. The addition
of this position will allow staff to build a more balanced and consistent schedule for both the public and staff at all our a quatic facilities.
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We have heard for quite some time how difficult it is for residents to get a spot in swimming lessons. The addition of this p osition would relieve
some of the daytime pressures on our part -time staff resources, allowing us to re-direct our staff resources to increase swim lesson offerings
on both evenings and weekends.
Risks to the Municipality and Other Departments
• Service Excellence - The growth and demand for aquatic programming will only increase as the community population increases.
Without increasing the staffing resources, service levels of drop -in and registered aquatic programming will be reduced. A lack of
available staffing resources can directly impact on the customer experience when services are not offered at the level our
community expects.
Program Description
Timeline
We are looking to fill this position in Q1 2025.
Position Summary
This position, reporting to the Aquatic Coordinator, would assist in providing a strong, consistent staffing coverage to assi st in meeting aquatic
service delivery expectations. This position will be responsible for providing on -deck supervision of daytime aquatic programs and services.
Key Duties and Responsibilities
• Perform a variety of aquatic related responsibilities, ensuring safety of participants and staff during drop -in and registered
programs.
• Provide leadership, direction, and supervision to programs to ensure they meet quality and safety standards set by the Munici pality
of Clarington, Lifesaving Society and Ontario Health Regulations.
• Ensure staff provide high quality, safe, creative, and enjoyable lessons.
• Demonstrate strong internal and external customer service skills.
• Demonstrate strong critical thinking skills and attention to detail.
• Assist in planning and preparation of a variety of aquatic programs.
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• Provide administrative assistance to the aquatic team in areas like staff training, manuals, statistics, pool schedules and s upply
orders.
• Perform all other duties as required.
Relationship to Council’s Strategic Priorities
This position aligns with the current version of the draft plan for the Council’s Strategic Priorities for Service Excellence .
Ensure that our programs and services are designed and delivered from the customer’s perspective, where residents and busines ses see value.
• Demonstrate the effective and efficient use of municipal funds.
Climate Change Considerations
Not applicable.
Comparative Analysis
A comparative analysis was done for several municipalities on how they manage their aquatic operations. Various municipalitie s have
expanded into full-time deck aquatic positions including:
• Town of Caledon: Aquatics Lead (Full-Time)
• City of Brantford: Head Guard (Full-Time)
• Town of Collingwood: Senior Lifeguard/Instructor (Full-Time)
• Kitchener/Waterloo: Head Guard (Full-Time)
• Town of Essex: Deck Supervisor (Full-Time)
• Town of Ajax is planning to roll out full-time positions in 2024
Based on this review we are finding that many are moving to full -time staff position(s) to address the staffing shortage.
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Analysis of Alternative Approaches
Alternative approaches were evaluated and ruled out.
Options Four-Year Salary Costs Pros Cons
Full-time Hire $200,973
(2025-27)
Ability to provide expanded programming
options.
Creation of new revenue streams.
Attract and retain qualified, mature candidates
Contractor Limited availability / interest. Not an
industry standard or best practice.
Training Existing
Employees to fill skill
set gaps
Professional development Limited resources
Increased Workload for
existing employees
Workload capacity
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Cost and Benefit Analysis
The compensation for the Aquatic Deck Lead is Grade 1, which represents the entry-level position on the Non-Affiliated salary grid. This
position does not hold the same responsibilities as a Programmer (Grade 3), which is currently the lowest classification used on the grid.
Provide analysis on the costs and benefits for these two positions:
New Staffing Request Cost Analysis
Position Title Aquatic Deck Lead (2)
Budget Year 2025
Department Community Services
Sub-Department Recreation Services-Aquatic
CUPE / Non-Affiliated / Fire Non-Affiliated
Status Full time
Grade/Code NA Grade 1
Level/Step 3
Budgeted Start Date June 1
2025 $102,333 ($51,167 each)
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Recreation Programmer (Inclusion)
Executive Summary
The Community Services Department is seeking approval for a full-time Recreation Programmer in the Recreation Services business area. This
position, reporting to the Recreation Coordinator, would play a key role in the oversight of the programming needs fo r inclusion support and
adapted programming to assist in meeting the recreation service delivery expectations.
Reason for Hiring
Skill Set Gaps
The objectives of the new position include:
• Assisting in meeting service delivery expectations for recreation programs at various locations throughout the Municipality, including
inclusion support and adapted programming.
• Assisting in the development, implementation, and evaluation of inclusion support and adapted programming to ensure the highest
quality of service.
• Assisting in the recruitment, selection, training, supervision, and scheduling of part time staff and volunteers.
• Assisting with the development and evaluation of part time staff and volunteers in an environment that requires ongoing coach ing
and mentoring.
Resourcing Gaps or Workload Changes
We are seeing an increased demand in inclusion support requests at our recreation activities. Since 2008 we have offered incl usion support
primarily at our day camp activities. In addition to the elevated level of requests we are seeing during day camps we are now seeing an increase in
requests for support in our other recreation programs, specifically preschool and aquatic programs.
• We successfully supported 24 participants during the 2022-23 Fall, Winter, Spring, sessions in addition to supporting 15 day camp
participants during that time (P.A. Day Camps, Winter Break Camps, March Break Camp).
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• Currently for summer day camps in 2023 we are supporting 84 inclusion support requests and an additional 20 that requi red support but did
not identify or submit a request, for a total of 104 inclusion supports.
Often the demand for support outweighs our capacity to provide the request. With the addition of an Inclusion Programmer, we will have the
resources required to focus on industry standards, trends, staffing supports, adapted programming opportunities, and standard operating
procedures that allow us to continue to meet the needs of our residents.
As we move forward and the community grows, it is imperative that we have the resources in place to allow growth of our recre ation programs.
With the addition of the Inclusion Programmer, we will be able to expand our inclusion supports and adapted program ming, while also allowing to
focus our current resources on other program areas to ensure we are meeting industry standards and best practices for our rec reation programs.
Risks to the Municipality and Other Departments
• Human Resources: As indicated above the demand for inclusion support and adapted programming in Clarington will only increase
as the community grows. Without the additional resources to effectively manage this growth, existing resources will need to b e
reassigned to provide the level of service demand. This could negatively impact the level of service across our recreation team.
• Public Profile: Our inclusion supports are well utilized by Clarington residents. If we are unable to meet the demand as Clarington
continues to grow this may result in a negative profile for the Corporation.
• Staff Support: Many of our staff are young, first-time employees. Dealing with some of the volatile inclusion participants has resulted
in staff injury and lost-time reports. Having an inclusion expert/support system in place would potentially alleviate some of these
concerns and reduce the impact on the municipality.
Program Description
Timeline
The full-time Inclusion Programmer is required for Q1 of 2026.
Position Summary
This position, reporting to the Recreation Coordinator, would assist in the day -to-day delivery of recreation programs, inclusion support, and
adapted programming ensuring a safe, enjoyable experience for both staff and customers. It would be the role of t he Inclusion Programmer to
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provide leadership, direction, and supervision to program-level staff, working to build and maintain a safe, high-performing team, that is engaged in
their work and workplace.
Key Duties and Responsibilities
• Assist with the day-to-day supervision, administration and delivery of adapted recreation programs and inclusion services at various
locations throughout the Municipality.
• Assist in the development, implementation, and evaluation of recreation programs and inclusion services to ensure the highest quality of
service.
• Assist in the recruitment, selection, training, supervision and scheduling of part -time inclusion staff and volunteers.
• Review staff schedules and payroll for staff to ensure accuracy.
• Assist with the development and evaluation of part-time staff and volunteers in an environment that requires on -going coaching and
mentoring.
• Assist with the purchase of program supplies as required.
• Review, edit and create content and on-line information, staff manuals and resources.
• Recommend and contribute program content and complete data entry into Active Net.
• Respond to general and program specific inquiries using effective communication skills, listening effectively to concerns, an d providing
high quality customer feedback.
• Ensure compliance with any relevant legislation, corporate and departmental policies and standard operating procedures and he alth and
safety initiatives.
• Perform all other duties in accordance with department objectives.
Relationship to Council’s Strategic Priorities
This aligns with the current version of the draft plan for the Council’s Strategic Priorities for Service Excellence.
Ensure that our programs and services are designed and delivered from the customer’s perspective, where residents and busines ses see value.
• Demonstrate the effective and efficient use of municipal funds.
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Climate Change Considerations
Not applicable.
Comparative Analysis
The addition of this position will help us support the growing needs of the residents of Clarington and the Corporation. Each neighbouring
municipality has varying levels of support structures in place, we feel this positions us for success moving forward. As active members of the
Durham Inclusion Recreation Working Group, which has proved to be a valuable resource, we are aware of what other municipalit ies within Durham
are working to support the needs of their community through inclusion .
• City of Oshawa
• Town of Whitby
• City of Pickering
• Town of Ajax
• Township of Scugog
Analysis of Alternative Approaches
Alternative approaches were evaluated and ruled out.
Options Four-Year Salary Costs Pros Cons
Full-time Hire $163,078
(2026-27)
Ability to meet demand, provide and expand
upon inclusion programming options.
Attract and retain qualified, mature candidates.
Contractor Limited availability/ interest. Not industry standard
or best practice.
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Options Four-Year Salary Costs Pros Cons
Training Existing
Employees to fill skill set
gaps
Professional development Limited availability. Staff require a level of expertise
in inclusion/adapted programming.
Increased Workload for
existing employees
Limited in-house expertise, capacity
Cost and Benefit Analysis
The compensation for the Recreation Programmer, Inclusion is Grade 3, the same as the other Programmers within the Recreation
Services business unit.
Provide analysis on the costs and benefits for this position:
New Staffing Request Cost Analysis
Position Title Recreation Programmer, Inclusion
Budget Year 2026
Department Community Services
Sub-Department Recreation Services Administration
CUPE / Non-Affiliated / Fire Non-Affiliated
Status Full time
Grade/Code NA Grade 3
Level/Step 3
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Position Title Recreation Programmer, Inclusion
Budgeted Start Date June 1
2026 $66,029
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Plumbing Technician
Executive Summary
The Community Services Department is requesting a full -time Plumbing Technician in the Facility Services business unit. Adding this position would
align with the current program of developing in-house resources for the repair and maintenance of municipal buildings. The department currently
has one HVAC Technician and two Building Technicians on staff. The objective of this program is to expand the amount of work that can be done
in-house and reduce the dependence on costly outside contractors.
The benefits of this strategy have become very clear in the last few years. Arising from the supply chain and skilled workers challenges from the
pandemic, we saw costs for many of the services needed to maintain our municipal buildings drastically escalat e. Additionally, there were
challenges with outside contractor commitments and the ability to meet our deadlines. While the creation of an in -house team will never fully
eliminate our reliance on external contractors, we have gained more control over expec tations and deadlines when we are able to utilize our own
staff to complete work.
Reason for Hiring
Skill Set Gaps
Currently our Facility and Building Services staff perform minor repairs and improvements that would be considered basic do i t yourself plumbing
skills. This means we rely on external contractors to complete the majority (and larger) of our repairs and ren ovations. With the addition of a
licensed staff person, we can increase the amount of work completed without the need for service contractors.
In addition to expanding the level of in-house maintenance and repairs, there are legislated annual inspections of equipment that need to be
completed by a licensed plumber. It is estimated the annual cost for this work is $35,000. Our goal in year one wou ld be to eliminate this external
cost.
This position would also be a valuable resource when developing the scope of work for larger projects as well as reviewing an d assessing
quotations and tenders received from mechanical contractors, to ensure the municipality is receiving value for money. T here will also be a role for
this position to provide technical support to the development of the asset management plan for municipal buildings and equipm ent.
Reduce Reliance on Service Contractors
While the approval of this position will not eliminate the need for the services of plumbing and mechanical contractors, the objective is to reduce the
scope of future service contract tenders and more effectively manage this work with municipal staff.
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The current annual value of work completed by plumbing/mechanical contractors is estimated to be $330,000. This includes serv ice calls, repairs,
new installations, and annual equipment testing. The amount also considers the costs for both parts and labour.
This position would be the first response to any plumbing issues and will be expected to troubleshoot situations and complete the necessary
repairs quickly. This will reduce the cost to dispatch a service contractor, especially for after -hours emergencies. For larger repairs the technician
will be better informed to communicate with a contractor on how best to complete any repairs.
Risks to the Municipality and Other Departments
• Financial: As costs continue to increase in the marketplace, operating budgets will also increase, especially as we continue to manage
a large, ageing number of municipal buildings. By employing an in -house solution, we can also be more proactive in maintaining our
mechanical equipment and buildings that will extend their life cycle.
• Service Excellence: The Municipality expects staff to function with a focus on service excellence, and the staff in our department
consider this a priority in their day-to-day work. Council has recently reinforced this principle by including this as a pillar of their draft
Strategic Plan for this term of Council. With an in -house staff solution, our standards will be maintained.
Program Description
Timeline
The current contract for plumbing services expires in March of 2025; it is recommended that the Plumbing Technician be hired in January of 2025
to assist with establishing a work plan that identifies gaps that would need to be filled by the term order.
Position Summary
Reporting to the Facility Supervisor, this position will be responsible for all legislated inspections/submissions, preventat ive maintenance and repair
related to plumbing in municipally owned and operated buildings.
Key Duties and Responsibilities
• Perform service and repairs to all municipal plumbing and mechanical systems.
• Conduct all legislated backflow inspections and BSI submissions.
• Performs well water testing.
• Develop and maintain a comprehensive preventative maintenance program for all municipal buildings.
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• Provide technical support for the development of specifications for projects that the municipality seeks quotations and/or te nders.
• Respond to emergency calls, including after hours for all municipal buildings.
• Assist the Supervisor during the capital budget development, with a focus on asset management, fiscal responsibility, and
sustainability.
• Assist the Supervisor to source parts and materials, in adherence to Purchasing By -law, to effectively manage costs.
Relationship to Council’s Strategic Priorities
A Plumbing Technician is a fiscally responsible step forward, bringing in -house licensed expertise that will reduce the reliance on contractors.
This position will also address the need to continue making building improvements that are better for the environment and sus tainable.
Climate Change Considerations
This position will play a large role in water conservation and management, replacing fixtures with environmentally friendly a lternatives that will
address not only water but energy consumption.
Comparative Analysis
• Town of Ajax – The Town of Ajax employs in-house mechanical services staff for the completion of inspections, preventative
maintenance, and repairs for their buildings and equipment.
• Town of Whitby – The Town of Whitby employs mechanical/electrical staff to service municipal buildings. This includes both day -to-
day operations as well as major equipment replacements.
• City of Pickering – The city does not currently employ in -house staff for these services. They did indicate they have begun looking into
the concept for future consideration.
• City of Oshawa – The city does not have an in-house skilled trades team and in specific cases including plumbing services, their
service contractor costs would not support this approach from a cost-effective perspective.
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Analysis of Alternative Approaches
Alternative approaches were evaluated and ruled out. Without the approval of this position, the Municipality will continue fu ll reliance on external
service contractors.
Options Four-Year Salary Costs Pros Cons
Full-time Hire $263,849
(2025–2027)
Flexibility to respond as needed.
Conduct all legislated
inspections.
Professional recommendations
related to asset management.
With only one person, we will
remain reliant on service
contractor for larger projects.
Does not have buying power of
contractor.
No warranty on labour.
Contractor $990,000*
Access to multiple skilled
workers, if needed.
Warranty on parts and labour
Hourly rates and markup on
parts.
* it is difficult to accurately assess the comparative value as this cost is the total expended for plumbing/mechanical services. However, staff are
confident the 3-year cost for this new position will see a reduction in costs for service contractors greater t han that amount.
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Cost and Benefit Analysis
The compensation for the Plumbing Technician is Grade 8, like the HVAC Technician which is also a licensed tradesperson.
Provide analysis on the costs and benefits for this position:
New Staffing Request Cost Analysis
Position Title Plumbing Technician
Budget Year 2025
Department Community Services
Sub-Department Facilities
CUPE / Non-Affiliated / Fire CUPE- Outside
Status Full time
Grade/Code Code 8
Level/Step 12 Months
Budgeted Start Date June 1
2025 $68,536
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Construction Inspector
Executive Summary
Anticipated growth from the Secondary Plans will result in an additional 42,000 units in Clarington as well as 40,000 jobs in Clarington. In addition,
on February 27, 2023, Council endorsed Clarington’s Housing Pledge (Report PDS -009-23) in response to the Province’s assigned expectation that
Clarington will take the necessary steps to facilitate the construction of 13,000 new homes by 2031. The Housing Pledge outli ned specific actions
to be undertaken to achieve the target. As a result, it is crucial that our Engineering Development Division is staffed with the personnel to meet
those targets with respect to inspecting, supervising and administrating the construction phase of the development applicatio ns supporting the
growth coming to Clarington.
Reason for Hiring
Resourcing Gaps or Workload Changes
The position will support the additional volume of work coming to the Engineering Development Division with respect to constr uction activities to
support the growth for Clarington.
Risks to the Municipality and Other Departments
• Staff Mental Health: Volume of work will result in higher stress levels for staff.
• Quality of Work: With higher demands to complete work, it leads to rushed decisions which can lead to more work.
• Staff Turnover: High volume of work with no assistance can lead to Staff looking for another position with less stress.
Program Description
Timeline
The position is required immediately to support the current Engineering Development Division workload and also the future pro jected increase in
development applications anticipated to achieve the 13,000-unit Housing Pledge and to implement the required action items to achieve this target.
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Position Summary
The duties and responsibilities of the position are performed under the direct supervision of the Manager, Development Engineering. The
chosen candidate will be responsible for, but not limited to, performing inspection services for construction of subdivision and capital works
projects, and review of municipal engineering designs and development proposals.
Key Duties and Responsibilities
• Providing inspection and surveying services for subdivisions and capital works projects, including municipal and regional ser vicing works,
to ensure compliance with Municipal contracts, engineering drawings, development agreements and construction safety r egulations.
• Assisting the Manager, Development Engineering with the administration of municipal capital contracts.
• Demonstrating expertise in reading
• Coordinating third party inspections with testing firms.
• Reviewing engineering designs and development proposals and providing written recommendations and expertise to ensure complia nce
with general engineering principles, Municipal policies, procedures and by -laws and applicable Provincial legislation.
• Attending design and construction meetings and provide guidance to contractors,
consultants, agencies and authorities on issues relating to construction or design.
• Providing mediation and negotiation when conflicts arise; ensuring appropriate decisions
are reached on behalf of the Municipality.
• Liaising with the general public in a professional, courteous manner.
• Preparing cost estimates and provide recommendations relating to municipal or
• development projects.
• Researching and preparing reports and correspondence.
• Providing and maintaining accurate record keeping.
• Coordinating third party inspections with testing firms.
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Relationship to Council’s Strategic Priorities
This position will support Council Strategic Plan’s P1 – Support responsible growth and development. This position is directly connected to
the final phase of a development application.
Climate Change Considerations
Through development, the Engineering Development Division implements the installation of Low Impact Development in every appl ication.
Low Impact Development mitigates the change in land use effects on the environment.
Comparative Analysis
In general, the Municipality of Clarington’s resources are limited when compared to other local Municipalities. Similarly, as growth happens,
staff resources also grow to support it.
Analysis of Alternative Approaches
Alternative approaches were evaluated and ruled out.
Options Four-Year Salary Costs Pros Cons
Full-time Hire $75,292 per year Mentoring staff and providing support
is more flexible and achievable.
Contractor Is not familiar with Clarington’s Design Standards.
Training Existing Employees to
fill skill set gaps
We do not have staff to cross train.
Increased Workload for existing
employees
Staff do not have capacity for additional work.
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Cost and Benefit Analysis
The compensation for the Construction Inspector is Code 10 of the 2023 Inside Collective Agreement.
New Staffing Request Cost Analysis
Position Title Construction Inspector
Budget Year 2025
Department Planning and Infrastructure Services
Sub-Department Planning
CUPE / Non-Affiliated / Fire CUPE- Inside
Status Full time
Grade/Code Code 10
Level/Step 12 Months
Budgeted Start Date June 1
2025 $61,479
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Development Review Technician
Executive Summary
Anticipated growth from the Secondary Plans will result in an additional 42,000 units in Clarington as well as 40,000 jobs in Clarington. In addition, on
February 27, 2023, Council endorsed Clarington’s Housing Pledge (Report PDS -009-23) in response to the Province’s assigned expectation that
Clarington will take the necessary steps to facilitate the construction of 13,000 new homes by 2031. The Housing Pledge outli ned specific actions to
be undertaken to achieve the target. As a result, it is crucial that our Engineering Development Division is staffed with the personnel to meet those
targets with respect to reviewing the development applications supporting the growth coming to Clarington.
Risks to the Municipality and Other Departments
• Staff Mental Health: Volume of work will result in higher stress levels for staff.
• Quality of Work: With higher demands to complete work, it leads to rushed decisions which can lead to more work.
• Staff Turnover: High volume of work with no assistance can lead to Staff looking for another position with less stress.
Program Description
Timeline
The position is required immediately to support the current Engineering Development Division workload and the future projecte d increase in
development applications anticipated to achieve the 13,000-unit Housing Pledge and to implement the required action items to achieve this target.
Position Summary
The duties and responsibilities of the position are performed under the direct supervision of the Manager, Development Engineering. The chosen
candidate will be responsible for, but not limited to, technical review of engineering submissions pertaining to residential, industrial, commercial and
institutional development projects, including all drawings and related reports, review of municipal approval requests, and re sponding to inquiries from
engineering consultants, other government agencies and from the public.
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Key Duties and Responsibilities
• First point of contact for public inquiries and concerns which may require response by phone, email and/or in -person. It may also
require coordination with other departments, other levels of government and/or outside agencies.
• Reviewing of engineering design drawings for development proposals including, but not limited to, road design, lot grading an d
drainage, storm sewer system, stormwater management, utilities, streetscaping, etc. to ensure compliance with general enginee ring
principles, Municipal policies, procedures, standards and by -laws and applicable Provincial legislation.
• Reviewing, analyzing and commenting on reports and studies pertaining to the development of site plans and subdivisions, incl uding
stormwater management, geotechnical, hydrogeological, environmental impact, traffic impact, noise, air emissions and any othe r
engineering reports or studies.
• Providing comprehensive comments with respect to Development Engineering Division requirements and ensure that recommendation s
of the reports and studies are implemented within the detailed design of the development.
• Administration related to development agreements including logging and tracking of conditions of approval, insurance, securit y and all
other matters as may be addressed in a development agreement.
• Reviewing development construction cost estimates for administration purposes to ensure accuracy of the payment of relevant
engineering fees to the Municipality and provision of adequate security to guarantee completion of works and protection of
Municipality’s interests.
• Participating in site inspections of development projects to ensure compliance with the Municipality’s requirements, standard
engineering practices, as well as the Municipality’s Design Guidelines. Identify and report deficiencies to the developer’s c onsultant and
contractor for action and follow up.
Relationship to Council’s Strategic Priorities
This position will support Council Strategic Plan’s P1 – Support responsible growth and development. This position is directly connected to all
phases of a development application from the application review phase to processing the building permit applicat ion.
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Climate Change Considerations
Through development, the Engineering Development Division implements the installation of Low Impact Development in every appl ication. Low
Impact Development mitigates the change in land use effects on the environment.
Comparative Analysis
In general, the Municipality of Clarington’s resources are limited when compared to other local Municipalities. Similarly, as growth happens, staff
resources also grow to support it. Town of Whitby currently has 6 team members for Development Review, currently Clarington has 3 team members.
Analysis of Alternative Approaches
Alternative approaches were evaluated and ruled out.
Options Four-Year Salary Costs Pros Cons
Full-time Hire $75,293 per year Mentoring staff and providing support is
more flexible and achievable.
Contractor Is not familiar with Clarington’s Design
Standards.
Training Existing Employees to fill
skill set gaps
We do not have staff to cross train.
Increased Workload for existing
employees
Staff do not have capacity for additional
work.
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Cost and Benefit Analysis
The compensation for the Development Review Technician is Code 10 of the 2023 Inside Collective Agreement.
New Staffing Request Cost Analysis
Position Title Development Review Technician
Budget Year 2025
Department Planning and Infrastructure Services
Sub-Department Planning
CUPE / Non-Affiliated / Fire CUPE- Inside
Status Full time
Grade/Code Code 10
Level/Step 12 Months
Budgeted Start Date June 1
2025 $61,479
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Infrastructure Technologist
Executive Summary
• New position to support Infrastructure Asset Management
• Conducting condition assessments of Infrastructure assets to increase confidence and integrity in asset data
• Conducting condition assessments and analysis of data to ensure Infrastructure asset rehabilitation and replacement is priori tized and
coordinated with development growth area projects
• Conducting annual asset inspections to identify areas where operational maintenance is required
• The new position is needed to identify assets which are failing due to the impacts of climate change though physical conditio n
assessments.
Reason for Hiring
Skill Set Gaps
Ontario Regulation 588/17, Asset Management Planning for Municipal Infrastructure requires municipalities to monitor asset pe rformance in
accordance with the performance measures defined by the municipality. For each asset category we are required to have a complete inventory of the
assets, the replacement cost, average age, physical condition, and a description of how we assess the condition of our assets based on good
engineering practices.
In 2022 the Infrastructure Division was reorganized into the Planning Department to become the Planning and Infrastructure De partment. The
Infrastructure Division included two areas: Capital Projects and Asset Management. The Division’s Asset Management f unction is responsible for
undertaking condition assessments, forecasting maintenance, and rehabilitation needs of all Infrastructure assets.
At present, the The Division’s Asset Management for our capital infrastructure consists of only one staff, the Infrastructure Management Supervisor.
The Infrastructure Management Technologist would be responsible for:
• conducting inspections of assets to identify operational maintenance needs,
• undertaking condition assessments,
• and reviewing condition assessments completed by third party firms to inform long term capital needs,
• and to assist the Community Planning Division in the maintenance of the asset datasets in GIS.
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Currently, the condition of many of our Infrastructure assets is based on the asset age using a straight -line degradation. This methodology of
assigning a condition to an asset is in most cases inaccurate and does not reflect the true physical condition. B est practices are to rate the condition
of assets using observations by subject matter experts. In some cases, a combination of age and physical condition can be use d for assets that have
a very long service life.
The result of the inaccurate asset condition leads to incorrect information to establish the rehabilitation need to be used i n the preparation of capital
budget forecasting and asset management reporting. Performance is not being accurately measured meanin g that the concept of doing the right
thing, to the right asset, at the right time, is skewed and money isn’t being spent where it will have the most benefit to th e asset.
Most of the infrastructure assets can be inspected and the condition assessed by municipal staff without the need for consult ants. The exceptions to
this are roads, bridges, culverts, storm sewers, and stormwater management facilities. These high -value, complex assets will still require full or partial
involvement from consultants or specialized contractors to assess conditions.
Currently, The Municipality has no staff available to conduct annual inspections and condition assessments on the millions of dollars of our
Infrastructure assets. To conduct inspections and condition assessments on our assets we need to know exactly what we have and where they are
located.
Asset data collection involves having staff document an asset’s location and collect all of the specific attributes of the as set. While we do have many
assets in GIS and Citywide there are still more to be collected. Currently, there are no staff available to conduct asset data collection.
The introduction of an Infrastructure Technologist position would empower Infrastructure Division of the Planning and Infrast ructure to confidently
create comprehensive asset data in GIS and Citywide with true physical condition information that would supp ort the multi year budget and the long
term asset management plan.
Risks to the Municipality and Other Departments
• Regulatory Non-compliance: Under Ontario Regulation 588/17, Asset Management Planning for Municipal Infrastructure, all asset
conditions must be no more than 2 years old prior to the endorsement of each asset management plan. Having a dedicated staff
person to conduct regular condition assessments will ensure that asset condition data is available.
• Managing Risk: When we look at asset condition, we need to analyze what the current level of risk of the asset is at. In calculating the
risk, the physical condition is a vital component. Age-based conditions may inflate the risk resulting in budgets being spent
irresponsibly or understate the risk resulting in possible liability from minor damages or death.
• Long-term Forecasting: The accuracy in forecasting the capital need is a direct reflection of the availability of the current physical
condition of assets. The more accurate the information, the better staff can direct capital funding and defend the capital ne eds based
on true and accurate defensible data.
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• Performance monitoring: The performance of each asset must be monitored and compared against the approved asset level of service
established by Council. Age-based conditions do not offer an effective measurement of performance.
• Level of Service: The approved levels of service of our assets are reliant on the measurement of asset performance which can only be
determined through physical condition data.
Program Description
Timeline
It is important that this position be filled as early as possible in 2024 so that we can begin to collect asset data and cond uct inspections and
condition assessments of Infrastructure assets. The next version of the Asset Management Plan is due by July 1, 2024, and must include all assets
Position Summary
Reporting to the Infrastructure Management Supervisor, the Infrastructure Technologist will conduct inspections and condition assessments on
Infrastructure assets on an annual basis. This work will be set out in a sliding 10 -year workplan that identifies which assets are inspected each year
and which assets are to be assessed for condition. All deficiencies identified through the inspections will be forwarded to t he appropriate staff
through Citywide service requests and work orders for action. The physical condition of assets is to be entered into the Municipality’s Geographic
Information System. This position will also be responsible for the collection of asset information including physical locatio n and all attributes specific
to the asset type.
Key Duties and Responsibilities
• Asset inventory and data collection in GIS
• Annual inspection of Infrastructure assets
• Scheduled condition assessments of Infrastructure assets
• Assisting with maintenance of the Infrastructure asset layers
Relationship to Council’s Strategic Priorities
This new position has a direct tie to the Sustainable Infrastructure Growth strategic priority set by the current Council. As infrastructure grows and is
assumed by the municipality, we must be able to sustainably operate and maintain these new assets . Conducting condition assessments of
Infrastructure assets will ensure that budgets are allocated toward the appropriate needs as we assume more and more assets.
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Climate Change Considerations
“The impacts of climate change will continue to cause significant damage to the built environment, including stormwater infra structure, buildings,
parks, transportation infrastructure, and energy systems. Most municipal roads and other built structures wer e not designed to withstand projected
future climate conditions, which will result in increased maintenance requirements and replacement costs” (2021 Corporate Cli mate Action Plan).
These impacts cannot be measured through age-based condition assessments which is why this new position is so important to the municipality.
Comparative Analysis
The Town of Ajax has this exact position which also has the responsibility of conducting playground inspections as a Certifie d Playground
Practitioner.
Analysis of Alternative Approaches
Alternative approaches were evaluated and ruled out.
Options Four-Year Salary Costs Pros Cons
Full-time Hire $400,000-$440,000 including
benefits and overhead.
Consistent evaluations in addition to
more control on scheduling and
improvement changes.
May have some difficulties in filling the
position in the current competitive
environment.
Contractor The one assignment alone as
referenced in the cons column was
$700,000. Based on this information
this one project would pay for the
position minus the necessary
subconsultants.
Flexibility with workload shifting and
specialized staffing.
The cost to outsource this work would require
a significant increase in the budget. The last
pond inventory that was tendered had a low bid
of over $700,000. Based on this cost we
decided to complete the work in-house and
only outsource the surveying work.
Unfortunately, the lack of a dedicated staff
member has made this project difficult to
complete
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Options Four-Year Salary Costs Pros Cons
Training Existing
Employees to fill
skill set gaps
We do not have the staff
complement to be able to complete
this work with the current staffing
levels in the Infrastructure Division.
Lack of consistency and availability to staff to
meet the current / future deadlines.
Increased
Workload for
existing employees
We do not have the staff
complement to be able to complete
this work with the current staffing
levels in the Infrastructure Division.
Lack of consistency and availability to staff to
meet the current / future deadlines.
Alternative approaches were evaluated and ruled out.
• Alternative 1: Utilize other Engineering or Infrastructure staff to conduct the inspections and condition assessments annually, however staf f are
fully engaged in the delivery of capital projects, and the engineering review of development applications. There is no capac ity let in those areas
to undertake this work.
• Condition assessments must be consistent year after year which requires a dedicated person to evaluate the assets. Inconsiste ncies in the
evaluations will lead to asset condition ratings that have peaks and valleys instead of a consistent degradation curve that can be used to predict
future conditions.
• Alternative 2: Consultants could be utilized to conduct inspections and condition assessments. Consultants would typically have staff qualif ied
to conduct this work. The utilization of consultants would significantly increase the cost of conducting inspections and cond ition assessments
over the cost of a full-time staff member. This alternative does not address the need for a dedicated person to perform this work and achieve
consistent asset condition ratings.
• Alternative 3: Students have been considered for the inspections and condition assessments however students are lacking in the expertise
required to perform this work. This alternative does not address the need for a dedicated person to perform this work and ach ieve consistent
asset condition ratings.
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Cost and Benefit Analysis
The compensation for the Infrastructure Technologist is recommended to be Code 12, 12 months based on the estimate below:
Provide analysis on the costs and benefits for this position:
New Staffing Request Cost Analysis
Position Title Infrastructure Technologist
Budget Year 2024
Department Planning and Infrastructure Services
Sub-Department Infrastructure
CUPE / Non-Affiliated / Fire CUPE- Inside
Status Full time
Grade/Code Code 12
Level/Step 12 Months
Budgeted Start Date June 1
2024 $64,086
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Senior Construction Inspector
Executive Summary
• New position to support capital infrastructure program implementation in the Infrastructure Engineering Division of the Plann ing and
Infrastructure Services Department;
• Provide inspection services for capital infrastructure and development related construction projects;
• Respond to complaints and inquiries related to construction, grading / drainage issues and traffic related issues;
• Represent the Municipality on third-party construction projects; and
• Support the Development Engineering Division and ensure that construction is in compliance with Municipal standards.
Reason for Hiring
The municipality has seen a considerable demand for both new and upgraded / replacement of infrastructure due to the signific ant growth we are
experiencing and the age of some of our existing infrastructure. This has resulted in a large increase to the Mun icipality’s capital construction
program. With only one Construction Inspector currently on staff (second currently vacant) in the Infrastructure Engineering Division, a request for a
third Inspector would help support on-going and future project load.
The Senior Construction Inspector in the Infrastructure Division currently provides these services for a large variety and ca pital and development
related projects providing support to both the Infrastructure Engineering and Development Engineering Divisio ns. Additional staff support will help
spread the workload and provide a higher level of service to the Municipality and the public.
The Municipality is also currently experiencing an increase in fees for contract administration and construction inspection s ervices from third party
consultants. Infrastructure is currently working with the Business Improvement Specialist in the CAO offic e and our preliminary findings support the
savings being outlined above.
Risks to the Municipality and Other Departments
• Quality Control: A Construction Inspector’s main role and responsibility is to ensure that hired contractors are completing their work in
accordance with the contract documents, codes and municipal standards / specifications. Without additional support at this po sition, the
Municipality is at risk have a lower level of QA/QC on capital infrastructure projects. This could result in sub -standard assets and future
issues / costs.
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• Public Safety: Construction Inspectors also ensure that Contractors are working safely and not putting themselves or the public at risk du ring
construction. Increased presence on site also ensures that the work is being completed properly which avoids safety risks due to premature
failure of assets in the future.
• Financial Risk: Reduced presence on construction sites may result in increased construction costs if the Construction Inspector is not
available on-site to verify quantities and work being completed. Negotiation and mediation is also often required to ensure that the be st
interest of the Municipality is being protected.
• Financial Risk: Hiring consultants for an increased number of construction inspection assignments will increase project costs and therefore
increase budget requests.
Program Description
Timeline
It is being requested that this position be filled as soon as possible in order to assist with the increasing construction in spection workload in the
Infrastructure Engineering Division.
Position Summary
Under the supervision of the Capital Works Supervisor, the Construction Inspector will be responsible for, but not limited to, performing inspection
services for construction of subdivision and capital works projects, and the review of municipal engineering designs and deve lopment proposals.
Key Duties and Responsibilities
• Provide inspection and surveying services for subdivisions and capital works projects, including municipal and regional servi cing works,
to ensure compliance with Municipal contracts, engineering drawings, development agreements and construction safety reg ulations;
• Assist Management with the administration of complex municipal capital contracts, including the enforcement of contract
specifications, conducting site meetings, and ensuring deficiencies are corrected;
• Review engineering designs and development proposals and provide written recommendations and expertise to ensure compliance
with general engineering principles, Municipal policies, procedures and by -laws and applicable Provincial legislation;
• 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 Municipal ity;
• Liaise with the general public in a professional, courteous manner;
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• Co-ordinate third party inspections with testing firms;
• Prepare cost estimates and provide recommendations relating to municipal or development projects;
• Review Municipal Consent requests and recommend approvals to the Manager of Construction, ensuring all requests comply with t he
Municipal Access Agreements, and tracking of all works and inspections;
• Calculate and process Development performance guarantees, Engineering Inspections fees, and Development review fees;
• Review and recommend the reduction and/or release of securities being held by the Municipality;
• Provide and maintain accurate record keeping;
• Assist management with the review of site alteration applications; processing, and inspection of approved sites; and
• Review all Utility Coordination Plans to ensure compliance with Municipal standards and attend all Utility pre -construction meetings;
Relationship to Council’s Strategic Priorities
This position will help the sustainable long-term growth of our municipal infrastructure and support continued growth across the Municipality.
Climate Change Considerations
N/A
Comparative Analysis
Town of Whitby – 12 full-time construction staff.
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Analysis of Alternative Approaches
Alternative approaches were evaluated and ruled out.
Options Four-Year Salary Costs Pros Cons
Full-time Hire 400,000 – 440,000 including
overhead and benefits.
More flexibility to assign project and provide support
when required on the development inspection.
Contractor Flexibility to shift work out to meeting demands Cost
Training Existing Employees to fill
skill set gaps
We do not have the available staff to cross-train. We do not have the available staff to
cross-train.
Increased Workload for existing
employees
We do not have the capacity take on additional work We do not have the capacity take on
additional work
• Increase project costs by contracting construction inspection services
• Increase workload which will lower the ability to maintain adequate quality control on our construction sites.
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Cost and Benefit Analysis
The compensation for the Construction Engineer is code12, similar to the existing Inspector position.
Provide analysis on the costs and benefits for this position:
New Staffing Request Cost Analysis
Position Title Senior Construction Inspector
Budget Year 2025
Department Planning and Infrastructure Services
Sub-Department Infrastructure
CUPE / Non-Affiliated / Fire CUPE- Inside
Status Full time
Grade/Code Code 12
Level/Step 12 Months
Budgeted Start Date June 1
2025 $65,935
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Senior Economic Development Officer
Executive Summary
The Municipality of Clarington will be undertaking key projects related to the Nuclear Sector and the newly created Business Resource & Innovation
Centre. Successfully managing these ambitious projects will require additional staff time, attention, and spe cialized knowledge. To ensure successful
execution, hiring a dedicated and experienced Sr. Economic Development Officer (EDO) is essential.
With the Economic Development Division approaching operational capacity, there is a clear need for additional expertise and r esources to sustain
momentum as these new projects come on stream in 2024. The potential risks of not hiring the EDO include employ ee burnout and compromised quality
in deliverables.
The Sr. EDO will focus on supporting business retention and expansion efforts within the Nuclear and Energy sectors and imple menting the Nuclear
Supply Chain Attraction Strategy. This role directly aligns with Council's draft strategic priorities as relate d to seizing economic development
opportunities and community engagement. Alternative approaches were evaluated, but hiring a full -time EDO is the most cost-effective and beneficial
option to address skill set gaps and resourcing needs effectively.
Reason for Hiring
Skill Set Gaps
The introduction of new workplan priority projects, particularly the Nuclear Sector and establishing and maintaining a Busine ss Resource & Innovation
Centre, presents substantial opportunities for the organization. However, managing these ambitious project s will demand significant additional staff
time, attention, and specialized knowledge. To ensure the successful execution of these initiatives, it is evident that a ded icated and experienced
Economic Development Officer is essential, particularly in the critical area of the nuclear sector. Adding a seasoned economic development professional
to the team will not only bring valuable expertise but also ensure that the organization can effectively manage a business su pport facility and navigate
the complexities of the nuclear industry, thus maximizing the positive impact on economic growth and development.
Resourcing Gaps or Workload Changes
The Economic Development Division has made tremendous strides in implementing the actions of the Economic Development Strateg y, resulting in the
team quickly approaching operational capacity. As existing staff members reach capacity there is a clear need f or additional expertise and resources to
sustain the division's momentum as new projects come on stream in 2024.
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Risks to the Municipality and Other Departments
• Reduced Productivity and Efficiency: projects may be delayed; customer service quality may suffer resulting in not achieving the service
standards the Municipality has set.
• Employee Burnout and Turnover: Overburdening the existing staff with extra responsibilities can lead to employee burnout and turnover.
New hires may take time to become fully productive, perpetuating the cycle of understaffing and skill gaps.
• Compromised Quality: Inadequate staffing and a lack of the right skills can increase the likelihood of missed economic development
opportunities, reducing the level of quality of the deliverables the division produces.
Program Description
Timeline
With the anticipated completion of a Nuclear supply chain attraction strategy in Q4 of 2023 and the opening of the new Busine ss Resource and
Innovation Centre in Q2 of 2024, the need for this position would be for early 2024.
Position Summary
• The Sr. Economic Development Officer (EDO) will report directly to the Manager of Economic Development.
• The primary responsibility of the EDO is to support and advance business retention and expansion (BR&E) efforts within the Nu clear and
Energy sectors and to implement the action items identified in the Nuclear Supply Chain Attraction Strategy.
Key Projects/Services:
• Responsible for developing and implementing strategies to retain and expand businesses within the Nuclear and Energy sectors. This may
involve conducting research, identifying opportunities for growth, providing assistance to existing businesses, and foste ring a supportive
environment for their continued success.
• Actively engage with clients and stakeholders within the Nuclear and Energy sector. They will maintain strong relationships w ith existing
businesses, understand their needs and challenges, and provide them with support and resources as required. Additional ly, they will
collaborate with relevant government agencies, industry associations, and other stakeholders to foster a collaborative busine ss ecosystem.
• Play a crucial role in the programming and activities within the newly established Business Resource and Innovation Centre. T his may
include organizing workshops, seminars, and networking events focused on business development, innovation, and best practic es in the
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Nuclear and Energy sector. They will work to create a dynamic and supportive environment that attracts and nurtures entrepren eurs and
established businesses alike.
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Key Duties and Responsibilities
• Implementation and monitoring of Clarington’s Economic Development Strategy/Action Plan.
• Implementation and monitoring of Clarington’s Nuclear Supply Chain Attraction Plan
• Facilitating the attraction of new business investment to the community, with a focus on the nuclear and clean energy.
• Liaising and representing the Municipality with various businesses, organizations, educational institutions, and other levels of government.
• Researching and monitoring economic development trends and pursue funding opportunities in collaboration with community partn ers and
other business organizations.
• Preparing and presenting reports on Economic Development matters to the Director of Planning and Infrastructure Services, and Council as
required.
• Assists with the preparation, monitoring and reporting on operating budgets, follows appropriate purchasing and accounts paya ble
procedures and policies.
• Represent the Division on Department and/or corporate teams as appropriate
Relationship to Council’s Strategic Priorities
• V3. Seize economic development opportunities - Ensure active involvement in key catalyst projects (e.g., Small Modular Reactor
development and associated nuclear/energy opportunities).
• S1. Engage and inform our community - Proactively communicate with residents and businesses
Climate Change Considerations
N/A
Comparative Analysis
Clarington is in the unique position of being not only a nuclear host community but also a community that is seeing continued investment and growth in
the sector. Due to this uniqueness, there isn’t a comparator for this specific role. However, it is quite common for Economic Development Offices
representing communities with strengths in specific sectors to hire EDO’s to specialize in the development of those sectors i .e., Agriculture, Advanced
Manufacturing, and Creative Industries.
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Analysis of Alternative Approaches
Alternative approaches were evaluated and ruled out.
Options Four-Year Salary Costs Pros Cons
Full-time Hire $150,000/yr. however, this position will not
cost the Municipality extra money as it would
be funded by using half of the $300,000
contract previously budgeted for the Clarington
Board of Trade contract in 2023. This contract
change has been approved by Council.
Cost saving over hiring
consultant. Specialized skill set.
Development internal and
external relationship over time
Contractor $273,000/yr. Flexibility in hours allotted and
overall commitment to position
Highly specialized skill set
Increase in cost
Temporary role restricts the level of development of
internal and external relationship over time
Training Existing Employees to
fill skill set gaps
$5,000 Lower cost to municipality Existing staff do not have capacity or skill set to take
on these duties.
Increased Workload for
existing employees
Overload. Existing staff could not take on the
workload required to deliver on the level defined for
this role
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Cost and Benefit Analysis
The compensation for the <Insert Position> is <Grade>, <provide similar position or justification for placement>
Provide analysis on the costs and benefits for this position:
New Staffing Request Cost Analysis
Position Title Senior Economic Development Officer
Budget Year 2024
Department Planning and Infrastructure Services
Sub-Department Economic Development
CUPE / Non-Affiliated / Fire Non-Affiliated
Status Full time
Grade/Code NA Grade 8
Level/Step 3
Budgeted Start Date 01-Jan
2024 $156,564 (150,000 taken from CBOT contract to fund position)
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Building Inspector
Executive Summary
The Inspectors perform site inspections to ensure all construction is in compliance with the Building Code Act and Ontario Building Code. The
inspection staff also investigate complaints about building without a permit, unsafe buildings, emergency situations and issu e orders and lay
charges under the authority of the Building Code Act as required to ensure compliance.
Reason for Hiring
With a growth forecast of 40,000 new jobs, and 115,000 new residents the Building Divisions additional inspection staff are r equired to be able meet
the demands of the development community and complete the mandatory inspections.
A fully qualified Inspector requires the following Provincial qualifications:
• General Legal/Process
• House
• Small Buildings
• Large Buildings
• Complex Buildings
• Building Services
• Detection, Lighting and Power
• Building Structural
• HVAC - House
Recent hires have shown that recruiting plans examiners and building inspectors who have any of the required legislated quali fications and
experience in the position is very uncommon. Putting an unqualified staff member through the courses and challenging the Ministry examinations
can take several years as the courses for each category of qualification are only offered once or twice a year. Once the Insp ector has obtained all
the required Provincial qualifications it can take three to five years or longer f or that person to gain the experience to allow them to operate at 100
per cent.
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Risks to the Municipality and Other Departments
• Mandated building code inspections will not be completed in a timely and effective manner, which will slow down construction.
• Response to customer inquiries will be delayed.
Program Description
Timeline
If approved this position would be advertised immediately.
Position Summary
This position would report to the Deputy CBO/Supervisor of Building until such time as the Supervisor of Inspection position is approved and fille.
The position is involved in most aspects of the building permit process but specifically involved in the inspection and enfor cement processes.
Key Duties and Responsibilities
• Assist the Plans Examiners in processing applications for building permits, including the review of drawings, to ensure compl iance with the
Ontario Building Code, Building Code Act and other applicable laws.
• Responsible for the inspection of all building types to ensure compliance with the Ontario Building Code, including but not l imited to
foundations, framing, fire resistance rating and fire stopping, fire walls, thermal barriers, exiting, and accessibility requirements.
• Required to do research and respond to inquiries regarding the Building Code from internal departments, external agencies, bu ilders,
engineers and architects regarding Building Code interpretations and enforcement.
Relationship to Council’s Strategic Priorities
This position supports Councils Strategic Priorities for customer-centric programs and services, responsible growth and development and a safe
community through the timely and effective inspections of buildings under construction or renovation.
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Climate Change Considerations
This position would support the Municipality and Provincial green design standards implemented through the Ontario Building C ode.
Comparative Analysis
The Building Code Act, article 3(2) requires municipalities to appoint inspectors as necessary for the enforcement of the Act . Building Departments
across Ontario have various staffing structures to meet the requirements of the Ontario Building Code for qu alifications and mandatory inspections.
Analysis of Alternative Approaches
Alternative approaches were evaluated and ruled out.
Options Four-Year Salary Costs
Full-time Hire $78,075 per year
Contractor
Training Existing Employees to fill skill set gaps
Increased Workload for existing employees
There are Registered Code Agencies that could be retained on a temporary basis; however, due to a lack of qualified staff in the industry they are at
capacity.
Cost and Benefit Analysis
This position will be funded from the building permit revenue.
IT Requirements
• iPhone
• iPads
• License for AMANDA, Gopost and e-PlanSoft
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Capital Requirements
• EV vehicle
The compensation for the Construction Inspector is Code 11 of the 2023 Inside Collective Agreement.
New Staffing Request Cost Analysis
Position Title Building Inspector
Budget Year 2025
Department Planning and Infrastructure Services
Sub-Department Building Inspection
CUPE / Non-Affiliated / Fire CUPE- Inside
Status Full time
Grade/Code Code 11
Level/Step 12 Months
Budgeted Start Date June 1
2025 $63,535
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Supervisor, Inspections
Executive Summary
The Supervisor of Inspections would be responsible for the Municipal building inspection program ensuring compliance with the Building Code Act
and Ontario Building Code and providing support to the Chief Building Official and Deputy Chief Building Official/Supervisor of Building.
Reason for Hiring
As the Municipality grows the residential development sector is proposing taller and more innovative buildings. These types o f structures result in an
increase in the complexity and number of inspections putting an ever-increasing demand on the Building Division. The Building Division is also
experiencing an increase in the DIY/owner coordination of projects which is resulting in issues throughout the project and re quiring additional time
and attention by the CBO and Deputy CBO/Supervisor of Building addres s their concerns/issues in the field.
The Supervisor of Inspections would be responsible for supervision of the Inspection staff, their training related to the Ont ario Building Code,
construction and inspection techniques, and health and safety, ensuring the inspection timelines are met, and t hat all construction is in compliance
with the Building Code Act and Ontario Building Code. The inspection staff also investigate complaints of building without a permit, unsafe buildings,
emergency situations and issue orders and lay charges under the aut hority of the Building Code Act as required to ensure compliance.
With a growth forecast of 40,000 new jobs, and 115,000 new residents, an increase of 135 per cent and 110 per cent respectively, the Building
Divisions plans examination and inspection staffing levels will continue to increase to be able meet the demands o f the development community. To
be able to manage the construction related to the growth and staffing increase a strong foundation needs to be in place and t his position is the
second piece, following the creation of the Deputy CBO/Supervisor of Building t hat is needed. This position will also establish a strong succession
plan for the Building Division.
Risks to the Municipality and Other Departments
• With the development sector building taller and more complex and innovative buildings the frequency of these complex and high -profile
developments will increase, putting an ever-increasing demand on the CBO and Deputy CBO/Supervisor of Building which will not be
sustainable.
• Ensuring a strong and thorough inspection program will aid in reducing the Municipalities litigation related to building code violations
and building component failures.
• The Chief Building Officials ability to provide assistance to various municipal working work groups is limit due to the curre nt demands
of the building division.
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Program Description
Timeline
If approved this position would be advertised immediately.
Position Summary
This position would report to the Chief Building Official, providing additional supervision, guidance, leadership, and training to the Building Division
staff and working closely with staff and the public to problem solve.
Key Duties and Responsibilities
• Coordinating and monitoring the day-to-day functions and services of the Building Inspection group, including their training related to the
Ontario Building Code, construction and inspection techniques, and health and safety.
• Respond to challenges and the maintenance and use of the building permit inspection databases.
• Reviewing technical design proposals by architects and professional engineers, the findings and recommendations of staff with respect to
compliance requirements, making determinations of the acceptability of alternative solutions with respect to the object ives and specified
regulations within the Ontario Building Code.
• Managing the administration of building permit inspections, the assignment and receipt of associated fees and statistical reporting.
• Reviewing development proposals and attending development meetings to provide Building Code comments and advise on developmen t
proposals.
• Managing a concierge inspection service for high profile development applications, ensuring a high level of service, single p oint of contact,
expediting development proposals, permit inspections.
• Participation with Municipal working groups and special projects.
Relationship to Council’s Strategic Priorities
This position supports Councils Strategic Priorities for customer-centric programs and services, responsible growth and development and a safe
community through the timely and effective inspections of buildings under construction or renovation.
Climate Change Considerations
This position would support the Municipality and Provincial green design standards implemented through the Ontario Building C ode.
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Comparative Analysis
Most municipalities have the same or similar positions within their Building Divisions.
Analysis of Alternative Approaches
Alternative approaches were evaluated and ruled out.
Options Four-Year Salary Costs Pros Cons
Full-time Hire $109,508 per year Position would report to the
CBO who can ensure the
position requirement,
municipal policies and SOP
are adhered too.
Contractor Contract services for this position is not
available.
Training Existing
Employees to fill skill set
gaps
Existing staff continuing to complete this
work is not sustainable with he anticipated
growth.
Increased Workload for
existing employees
Existing staff do not have the capacity to
meet the increasing demands.
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Cost and Benefit Analysis
The compensation for the Supervisor of Inspections would likely be grade 7, the Deputy CBO/Supervisor of Building and Buildin g Engineer are both
grade 8.
This position will be funded from the building permit revenue.
IT Requirements
• iPhone
• iPad
• License for AMANDA, Gopost and e-PlanSoft
The compensation for the Supervisor of Inspection is Grade 7 of the Non -Affiliated Salary Administration and Compensation grid.
New Staffing Request Cost Analysis
Position Title Supervisor of Inspections
Budget Year 2025
Department Planning and Infrastructure Services
Sub-Department Building Inspection
CUPE / Non-Affiliated / Fire Non-Affiliated
Status Full time
Grade/Code NA Grade 7
Level/Step 3
Budgeted Start Date June 1
2025 $86,719
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Service Level Business Cases
The following section includes the business cases to improve service levels for the 2024 to 2027 Budget.
2024 Business Case: Parking Pay Stations
Overview / Background
As part of Clarington’s efforts to modernize its services and create efficient, cost -effective processes, the Municipality is looking to remove the older
style coin-operated machines in downtown Bowmanville. This proposal is to replace those machines with pay and display machines that would be
strategically located for ease of use and improved customer experience. These machines will be in addition to the mobile park ing app launched
earlier this year.
Historically, the existing coin-operated machines have had many issues from breakage and coin jamming, which both decrease the ability to collect
for parking in these spots and add additional work to the By-law officers taking them away from By-law enforcement and contributing to our inability
to address the backlog of complaints. For example, Municipal Law Enforcement Officers spend roughly 880 hours per year collecting coins, counting
coins and maintaining meters. This does not include the roughly 140 hou rs spent by Public Works staff who help with maintenance.
At present, 18 of the 171 parking meters in downtown Bowmanville require mechanism replacement and are bagged. There are othe rs that require
door/lock repairs. It is estimated that during each weekly collection cycle 6 machines are identified needing repai rs.
Assuming 24 meters are currently not accepting payment during the 9am -6pm period (Monday to Friday), and parking is $1.50 per hour there is
significant amount of lost revenue. If these spots were fully occupied during the pay period, lost revenue could be as high as $324 per day – totaling
$1,620 per week. It is understood that spots would not be filled continually, this is simply for illustrative purposes. To pu t this figure into context,
2022 total parking revenue was $120,760.19 and 2023 figures were $79,232.76 as of September.
The method of payment that will be available would be determined based on engagement with the Historic Downtown Bowmanville B usiness
Improvement Area (BIA) and provided to Council in a report for direction. The options would be centered around whether the machines accept
debit/credit only, or if cash (coin/bill) will also be available. Staff would also explore the feasibility of providing the B IA with free advertising on the
back of the pay-and-display slips.
The overall goal of the project is to improve customer experience and provide a modernized and convenient payment option for residents and
visitors.
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Project Description
This project will review the need for coin/bill payment options for parking to determine which pay and display machines are most cost-effective from
a staffing perspective. Currently two officers on a weekly basis must empty the meters, deliver the coin, and prepare the dep osit in addition to the
jams and breakage issues. This takes time away from addressing By-law Complaints. The expected outcomes of the Project include:
Enhanced Payment Options: Offer a variety of payment options to ensure the municipality maximizes revenue opportunities.
Improved User Experience: Streamline the parking payment process by providing clear instructions, user -friendly interfaces, and minimizing the time
spent making payments.
Efficient Data Management: Implement a centralized system that collects and manages data on parking utilization, payment trends, and revenue
streams. This data-driven approach enables better decision-making and optimized resource allocation.
Reduced Maintenance Costs: Central pay stations typically require less frequent maintenance compared to traditional coin parking meters, leading to
reduced maintenance expenses, increased uptime resulting in increased revenue and a reduction in staff time required to maint ain the machines.
Stakeholders and Impacts
Stakeholder Impact
Residents/Visitors Improve customer experience and provide modernized and convenient
payment options
Bowmanville BIA /Business
Owners
Improve customer experience and provide modernized and convenient
payment options
Staff Modernize services and create more efficient processes, and increased
staff capacity to focus on other duties
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Resource Requirements / Project Costs
Resource Requirement Cost
Removal of single space meters, remediation and site install
preparation* $50,000
Replacement and Installation of new Pay Stations Approximately $250,000
Communication and Public Engagement (signage and campaign) N/A ($7,500 to be dedicated from the existing Communications
Division Budget)
Meter Management System (transaction/processing fee and
reporting analytics – per unit)** $55 per unit (for 30 units) - $19,800 annual operating cost
Total Capital $300,000 Parking Lot Reserve Fund
Total Operating $19,800 (100-19-192-10100-7173)
Total $319,800
*Public Works indicated they would likely be unable to add the removal and associated rehabilitation efforts to their workplan. A rough cost estimate was provided
at $50,000, which would require an RFP.
**Currently we pay $40 per unit (we have 5 in the parking lots) and this comes from Parking Enforcement operating account. Th is upgrade would
require an increase to that budget by $19,800.
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Relationship to Council’s Strategic Priorities
Service Excellence
• Offer customer-centric programs and services.
• Leverage technology and process improvement to enhance the customer experience.
Climate Change Considerations
By encouraging the use of digital payment methods and reducing the need for physical coin collection and maintenance, the pro ject contributes to a
greener and more sustainable urban environment. Wherever possible, the impact of climate change will be consi dered.
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2024 Business Case: Employee Engagement and Recognition Program
Overview / Background
Employee engagement data helps organizations understand where to invest their resources to achieve a positive, inclusive, and career-enhancing
work culture, It is measurable way, using sourced data to create a motivated and committed workforce that activel y engages employees, improves
business outcomes, and creates a thriving and progressive work culture.
The last employee engagement survey conducted was in 2017. While the survey provided good data, a fulsome program was not in place with
specific requirements for follow-up and action planning. This created great variation at a Departmental level in what was done with the information.
Project Description
The Employee Engagement Program will have 4 Key Principles and Goals
1. Measure current employee engagement against comparative industry benchmarks in key engagement drivers. Results will inform da ta driven
decisions on where to focus resources. Pulse surveys will be launched every 2 years, with full engagement surveys complet ed every 4 years.
2. Action Planning for Leaders – each people leader will be responsible for conducting staff planning sessions targeted at key hot spots as
identified in the survey to develop key, tangible strategies aimed at increasing employee engagement and satisfaction.
3. Recognition Program Development – survey results will inform formal corporate recognition programs, departmental recognition
opportunities.
4. Budget Planning – and will identify key areas requiring resource planning for future budget planning. This will include areas identified for
training, equipment, and human resources.
The overall purpose of the employee engagement program is:
• Support the corporate goal of being an employer of choice.
• Increase retention of employees
• Reduce the cost of employee turnover.
• Increase employee engagement, impact workplace culture, increase productivity and results.
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Stakeholders and Impacts
All Departments, All Employees
Impacts Include:
• Increased engagement supports increasing change as employees are invested in new projects.
• Strategies to increase engagement assists with change management and increases timelines on improvements and efficiencies.
• Development of leadership skills in increasing employee engagement
• Will assist in collateral service delivery improvements and customer satisfaction increases.
Resource Requirements / Project Costs
Project costs are as follows:
• Cost of external service provider to administer survey/pulse checks
• $55,000 in 2025 to administer survey and train leaders on action planning,
• $15,000 2026, 2027, and forward to maintain program along with initiatives and future pulse check surveys.
• Budget between years with surveys will account for resources for action planning support and implementation of initiatives.
• Department Heads and Manager time (no additional FTE) for action planning and implementation
Relationship to Council’s Strategic Priorities
Service Excellence - supports the effective and efficient use of municipal funds through an engaged workforce.
Climate Change Considerations
In procuring external services, will follow sustainable procurement practices, no adverse climate response indicators. Delive ry of survey will be
electronic to decrease paper, reduce requirements of paper delivery to offsite locations.
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Comparative Analysis
City Of Oshawa is monitoring employee engagement with small scale topical surveys for employee feedback.
Durham Region completes engagement in 2 parts. An employee census (survey) and an equity audit of employment systems reviews.
Analysis of Alternative Approaches
Alternative approaches were evaluated and ruled out.
• Do not complete employee engagement program (including survey), based on industry research, lead to increase staff turnover, longer
project turnaround and declining customer satisfaction.
Cost and Benefit Analysis
Gallup (2020) found that only 38 per cent of employees are engaged, and 54 per cent are not engaged. According to worst scena rios, 63.3 per cent of
business say they find it harder to retain than to hire talent. Another study shows that the average cost of turnover is 33 per cent of the annual salary
cost.
Turnover rates of 1 standard deviation can contribute to a 0.15 drop in organizational performance. By increasing engagement, turnover rates drop,
thereby supporting organizational performance.
Based on 2022, there was a total of 36 positions that experienced turnover with a total salary of $2,054,347. Based on resear ch and 33 per cent of the
salary being the cost of turnover, lends to an approximately cost of $677,934 to the Municipality.
Conclusion and Recommendation
It is considered a best practice to actively ensure that a corporation maintain high levels of employee engagement and satisf action. This
measurement is directly correlated with reduced turnover and increased productivity, which in turn leads to better res ults while maximizing the value
for services delivered.
Therefore, the recommendation is to include budget for the creation of an employee engagement and recognition program.
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2024 Business Case: Contracted Service - Audit
Overview / Background
In August of 2022, CAO Report CAO-08-22 outlined the creation of a new division in the Office of the CAO, which included assuming the Internal Audit
function and position. The position was given a newly scoped annual workplan which included:
• Risk Assessment
• Internal Audits
• Value for money Audit
• Service Delivery Reviews
• Undertake LEAN Initiatives across the organization
The funding for this position has been re-assigned to create the Project Manager – Projects and Grant Administration position.
Project Description
The Region of Durham has indicated that they would be willing to provide contracted audit services to the Municipality of Clarington, focused on
Internal Audit and Value for Money – two components of the annual workplan that are currently not being undertaken. The Region has a compliment
of staff who have expertise in these areas and bring a strong understanding of the municipal sector.
Further discussions will need to take place to finalize costing, but it is fair to assume that the amount requested would pro vide two large
engagements annually.
Existing staff within the Office of the CAO will continue to undertake an annual Service Delivery Review, like the Municipal Law Enforcement exercise
undertaken earlier this year. The Office of the CAO would also manage this contract with the Region.
Stakeholders and Impacts
Not applicable.
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Resource Requirements / Project Costs
This work would be undertaken through a contracted service arrangement, not to exceed $100,000, and the contract would be man aged by the
Manager of Strategic Initiatives (Office of CAO).
Relationship to Council’s Strategic Priorities
Council has identified in the draft strategic plan a core theme of Service Excellence, which these projects would directly fa ll under. It would be a
requirement that any project undertaken be able to provide clear findings that would lead to improvements i n delivery (financial savings, cost
avoidance, efficiencies to be realized).
Climate Change Considerations
Not applicable.
Comparative Analysis
Not all municipalities have an internal audit function. For those that do, it requires multiple resources to be fully functio nal. Provision of internal audit
services could be done internally through staffed resources or by outsourcing the work. For exampl e, The Region of Durham has started to develop
an internal audit team of multiple professionals. The City of Oshawa has historically outsourced the work to a large accounti ng firm.
Analysis of Alternative Approaches
The most notable alternative approach would be to earmark the funds to have an external audit firm undertake the work as list ed.
Cost and Benefit Analysis
It is expected that the funds allocated will be recuperated on an annual basis through report findings – either as financial savings, cost avoidance, or
efficiencies realized.
Conclusion and Recommendation
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It is respectfully recommended that Council consider supporting this approach to utilize the expertise of the Region of Durha m and their audit group
to undertake up to two exercises per year, not to exceed the dollar value as requested.
Comparative Analysis
Municipalities across Ontario and other comparable jurisdictions use a variety of parking payment options. Providing a variety of payment methods
is becoming a best practice in service offering and provides many benefits to customers.
Municipality Parking Payment Options
Oshawa Parking meters, pay stations, and parking app
Whitby Parking meters, pay stations, and parking app
Peterborough Parking meters, pay stations, and parking app
Prince Edward County Pay stations and Parking App
Sudbury Pay stations and Parking App
Ottawa Pay stations and Parking App
Analysis of Alternative Approaches
Both payment options will be evaluated and engagement with the Downtown Bowmanville Historic BIA will be conducted before a f inal report is
brought back to Council. The report will highlight the options, total cost and implications of each option available for Council to make an informed
decision. It is also expected that debit/credit modules will be added to existing central parking meters this Fall in four Mu nicipal lots, which will
provide data related to all payment methods.
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Cost and Benefit Analysis
Approximately 140 of the 171 existing coin parking meters are recommended for immediate upgrade or replacement. Replacement c osts for these
coin style meters are estimated at $500 per unit, in addition to $60 per unit for installation. These figures are ba sed on a 2021 installation.
Given the number of meters that require upgrade or replacement, $70,000 of cost avoidance could be realized over the next fiv e years (140 units at
$500 per). There would be additional cost avoidance on the installation component, estimated at $8,400 (140 u nits at $60 per). There would also be
cost avoidance attributable to reduced maintenance and repair time.
A significant benefit would also be realized by MLE Officers who would no longer be required to collect coins at the same fre quency (if at all) or
perform meter maintenance/repair work, allowing them to direct their efforts to more value-added activities.
For context, approximately twenty hours per week of MLE Officer time is currently dedicated to the collection of coins, count ing the coins collected,
and performing maintenance on parking meters. This represents approximately 880 hours per year of MLE Offi cer time that can be redirected to
more meaningful enforcement activities. This would account for an approximate productivity savings of $30,553.60 per year and could lead to an
increase in fine collection.
Staff in the Public Works Department are also routinely called upon to assist with the maintenance of the meters. Approximate ly 140 hours per year
are spent between two Light Equipment Operator II’s performing this maintenance, this would account for an ap proximate productivity savings of
$4,993.80 per year. Additional productivity would be seen in the winter during snow removal from the sidewalks, as meters wou ld no longer be an
obstacle.
There is also significant revenue that could be realized if the ability to pay was consistent for the entire meter fleet was operational.
The pay and display slips that are printed from the central meters would provide an advertising opportunity that could be ext ended to businesses in
the downtown area. Staff will discuss this with the BIA and their membership, should the funding be approved . It is anticipated that this could be
offered free of charge, as an opportunity to further support businesses in the downtown area.
Conclusion and Recommendation
It is recommended that the Municipality transition from coin parking meters to central pay stations, the potential benefits w ill make parking
downtown more convenient for all residents and visitors. While the initial investment in transitioning from coin p arking meters to central pay stations
involves upfront costs, the long-term benefits are likely to outweigh these expenses. The improved operational efficiency, reduced maintenance
costs, enhanced user experience, and environmental benefits make the transi tion a strategic move. Moreover, the data insights gained from the
central pay station enable better decision-making and optimized resource allocation. Staff will be consulting with the BIA on machines that accept
debit/credit or debit/credit/cash and brin g a report to Council for a decision.
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2024 Business Case: Bowmanville Library Renovation & Centralization of Cultural Heritage
Overview / Background
Clarington Library, Museums & Archives (CLMA) is requesting to centralize cultural heritage assets into and in proximity of t he Bowmanville Library.
The end state vision is for heritage services to operate out of the Bowmanville Library, maintaining the basement of the Sara h Jane Williams Heritage
Centre (SJWHC) as archival and artifact storage, and relocating the Clarke Schoolhouse to the grounds of t he Waverley Place and permit the
Schoolhouse to operate efficiently and effectively.
Project Description
Bowmanville Library Renovation
In 2019, the fulsome plan to renovate the Bowmanville Library was reframed in favour of an accessibility -focused renovation which was completed in
2020. The Bowmanville Library is the largest facility in our suite of buildings and has not been renovated fo r modern uses since the 2003 expansion,
twenty years ago.
The Bowmanville Library is home to a local history collection and digital heritage resources. The SJWHC is home to exhibits, research support and
the community archives, including Camp 30. The adjacency of these two operating facilities to each other, both under the auspices of the Library
Board, creates an opportunity to centralize and expand hours to access heritage services inside of the Bowmanville Library, a nd eliminates the need
to operate the SJWHC as a separate staffed location.
If approved, the renovation will be planned to include a café, MakerSpace, meeting rooms and rentable spaces, heritage exhibit space, ClaringTOWN,
and enriched support for local history and genealogy research.
It is anticipated the Bowmanville Library will operate out of the SJWHC until the renovation is completed.
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Clarke Schoolhouse Relocation
The Clarke Schoolhouse, located in Kirby, has the distinction of being the first designed heritage building in Clarington.
To effectively operate and create visibility of the Schoolhouse, it is recommended to be relocated to a site that has adjacen cies to other historical
sites, provide adequate safety and access to washroom facilities.
The Clarke Schoolhouse and its associated buildings have been closed to the public since 2020. Before the closure, the Schoolhouse had limited
visits:
2018 Visits: 13 2018 Visitors: 63
2019 Visits: 3 2019 Visitors: 84
The Schoolhouse is currently situated in a remote location that backs on to Highway 115, creating a safety risk to visitors a s the rear fence is in
constant need of repair. Below is a satellite view of the Schoolhouse.
Number of schools within 8 km radius of the Bowmanville Library: 29
Number of schools within 8 km radius of the Clake Schoolhouse: 3
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By relocating the Schoolhouse to the grounds of the SJWHC, it will provide a safer, more accessible, and richer experience fo r members of the
community to explore and learn. Although the relocation of the Schoolhouse may be unpopular to some residents, rel ocation, regardless, presents the
opportunity to fully program and provide access to the building to share our rich history.
Assembling heritage buildings together with the intent to promote cultural heritage has been a successful approach in other c ommunities.
• Pickering Pioneer Village
• Oshawa Museum
• Whitchuch Stouffville Museum and Community Centre
• Black Creek Pioneer Village
CLMA will permit the heritage space alongside the Waverley Place and the Camp 30 POW Shed for community events, wedding photo graphy.
Centralizing cultural assets creates a destination and opportunity for school visits to experience our rich community histo ry, the Waverley Place, the
Schoolhouse, Town Hall and tour the Bowmanville Library.
Stakeholders and Impacts
• Residents of Clarington including input from citizens in Ward 4 and Kirby (focus group meetings)
• Heritage Committee
• Municipality of Clarington (Operations/Community Services)
• Tourism Clarington and Economic development
Currently, the SJWHC is only open to the public 18 hours per week, is not open during weekends and has limited programming du e to a lack of staffing
resources.
In the CLMA’s 2023 Strategic Plan public survey, respondents shared their desire to see more exhibits, and 22 per cent expres sed interest to access to
local history education and genealogy. There is a lack of public awareness that the SJWHC exists, and by integrating the exhibits, collections, and
museum staff resources into the Bowmanville Library, this will create a more integrated and robust approach to serving the re sidents of Clarington.
Another key benefit of relocating museum services to the Bowmanville Library is a cost savings in staffing resources. Current ly there are 4 FTEs (full
time equivalent front-line staff) at the SJWHC, if co-located in the Library, the full-time staff will be efficiently utilized in providing both library and
museum services in a much more impactful and effective manner.
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The result of this project is to create a cultural destination of choice in Clarington. A fully modernized library and access ible local history experiences
that includes the Schoolhouse in proximity of walking distance to one another will be of great value to the downtown of Bowmanville and to the small
businesses.
Resource Requirements / Project Costs
Three-Year Funding and Consultation Plan:
Year Phase Cost Funding Source
2024 Phase 1: RFP for Architectural Services
2024 Phase 2: Design and Costing:
The design process includes consultation and stakeholder input. Once the optimal design
has been determined, the architects will provide a detailed (Class C, preliminary design)
cost assessment for CLMA’s 2025 budget request will include an accurate request for the
capital costs of completing the renovation.
$200,000 MOC-CLMA Reserve
*Note, the MOC-CLMA reserve maintains
unspent funds for the 2020 Bowmanville
Renovation
2025 Phase 3: Construction, Relocation and Remediation 2.1 million Combination of: Development Charges,
Contribution from CLMA Capital and Tax
Levy.
2026 Phase 4: Building Occupancy and Grand Re-Opening 10,000 CLMA Capital Reserve
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Relationship to Council’s Strategic Priorities
✓ Engage communities by enhancing the beautification, heritage and cultural buildings and grounds of CLMA, we will serve better serve the
residents of Clarington providing them with a rich opportunity to experience library and museum programs, services, and resources all within a
short walking distance. (Engaged Communities)
✓ Engage community by increasing access, inclusion, equity, and opportunity.
✓ Implement and enhance the Library and Museum’s role in environmental sustainability by reducing need for residents to travel far for library
and museum services (Goal: Environmental Sustainability)
Climate Change Considerations
The renovation of Bowmanville Library also offers unique opportunities to make changes to improve air quality, reduce water u sage, use energy
efficient lighting and other modernized elements that will aid in reducing our carbon footprint.
Comparative Analysis
In 2016, the Blue Mountains Public Library Board assumed operations of the local museum. The Library moved its archival colle ction to the museum
and created a community hub housing a museum, library, and archival services for the benefit of community and v isitors. This afforded the
Municipality the opportunity to centralize community heritage and culture under their Library Board.
Many comparator systems have recently undergone renovations of their library branches to enhance their resident library and h eritage experiences:
Richmond Hill Public Library, Aurora Public Library, Kingston Frontenac Public Library, Toronto Public Library , Meaford Public Library, and Oshawa
Public Libraries to name a few.
Analysis of Alternative Approaches
Alternative approaches were evaluated and ruled out.
• CPMA operating both the Bowmanville Library and the SJWHC is not the best use of financial and human resources. Both faciliti es are less
than 200 meters apart with both offering complementary services to each other. Many of the services can be seen as a du plication and now
that the two organizations have harmonized under the Library Board it makes good sense to merge the two facilities together t o achieve
savings and expand opportunities for the public to enjoy museum and library resources under one roof.
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• Maintaining the Schoolhouse in its current location keeps this important piece of local history hidden and inaccessible to th e public. Moving
the schoolhouse creates adjacencies to other facilities which are better equipped to promote and program our herit age assets.
Conclusion and Recommendation
Libraries and Museums are more than places that hold books and memories. They are inviting spaces for people to gather, that offer cultural,
heritage, and lifelong learning experiences for everyone. By moving forward with the Bowmanville Library renovation , to incorporate the SJWHC under
one roof and relocating the Kirby Schoolhouse, we will strengthen our community, position CLMA to be understood as a dynamic, innovative and
progressive culture and learning institution and improve our capacity to collabora te with community partners in a new modernized space.
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2024 Business Case: Minimum Staffing of On-duty Fire Fighters
Executive Summary
• This business case is a request that the CEFS minimum on -duty complement of firefighters be increased by one firefighter from three per truck
to four per truck each year for three consecutive years beginning in 2024. January of 2024, the minimum complement of firefighters on the
truck in Station #1 in Bowmanville would change from three to four. January of 2025, the minimum complement of firefighters o n the truck in
Station #4 in Courtice would change from three to four. January of 2026, the minimum complement of firefighters on the truck in Station #2
would change from three to four.
• This is not a request for additional staff. Overtime will be used to backfill absences to meet the new minimum complements.
• As per Section 2 (1) of the Fire Protection and Prevention Act, every municipality shall provide fire protection services as it determines may be
necessary in accordance with its needs and circumstances. The Council of Clarington has determined the fire pr otection services to be
delivered through Governing By-law 2023-032.
• Through ESD-016-11, and Council resolution #C-479-11, Council has set the minimum complement of CEFS full-time firefighters on duty to
deliver these fire protection services. In 2011 Council directed fire trucks to be staffed with a minimum of three firefi ghters per each of its two
front-run trucks, with an in-service crew total of not less than six. CEFS has since added an additional truck and Crew and continues with
Council’s minimum complement of three per truck for an in -service crew total of not less than nine.
• The Fire Services Emergency Response Review composed and presented by the Fire Chief and the CEFS Management team to Council in June
2023 recommended that the minimum staffing be increased from three full-time firefighters per fire truck to four firefighters per fire truck.
Risks to the Municipality and Other Departments
• Clarington is served by three full-time fire trucks, each staffed with five full -time firefighters for a total of 15 full-time firefighters on duty.
Depending upon scheduled and unscheduled absences, on -duty staffing is rarely at 15 firefighters, landing most often between nine and 12
firefighters.
• When on-duty staffing is between nine and 12 firefighters, Clarington cannot meet the National Fire Protection Association (NFPA) bes t
practice of 15 firefighters on scene in eight minutes. Conducting fire ground operations with fewer than 15 firefighters in eight minutes
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impacts the quality and effectiveness of the service being delivered and delays the types of operations that can be safely pe rformed until more
firefighters arrive.
• When on-duty staffing is at nine firefighters, all three trucks are each staffed with three firefighters. Having the first on -scene truck arrive with
three firefighters prevents Clarington from meeting the NFPA best practice of four firefighters on scene w ithin a four-minute travel time. This
minimum threshold of four firefighters has been established by NFPA so that important fire ground operations including offens ive interior fire
attack and occupant rescue can be performed.
• In the 2014 Dillon Fire Master Plan for Clarington, Dillon states “Current practice within the CEFS is to allow full -time staffed apparatus to be
reduced to a minimum of three firefighters on an apparatus. This practice is required within the current staff ing model to minimize overtime
costs based on the current total complement of full-time firefighters. Best practices with Ontario reflect that four firefighters arriving on the
initial apparatus is the preferred model in order to facilitate either a limite d rescue or limited firefighting. Recommendations to incrementally
increase the number of volunteer and full-time firefighters are provided to assist the CEFS in moving towards a consistent staffing of the initial
arriving apparatus with four firefighters at all times. In addition to being consistent with our understanding of current best practises within
Ontario this staffing model is consistent with the recommended apparatus staffing assignments of the NFPA 1710 standard”.
• In Fire Communique 2020-18, the Ontario Fire Marshal stated their position on minimum staffing:
• “An initial response, with four or more firefighters represents a self -sufficient unit able to perform a substantial number of tasks required at an
emergency response without additional resources. Anything less than four firefighters typically requires staf fing levels to be augmented to
safely perform all required functions based on circumstances.”
• “Deployment models of fewer than 4 staff members on an initial response apparatus is not necessarily a firefighter safety con cern, however
actions/capabilities and tasks they can perform will be limited. Local deployment models and procedures are required to establish adequate
resources to safely provide fire protection services as set out by the municipal Establishing & Regulating By -law. Therefore, the simultaneous
arrival of four firefighters on one apparatus is not required under the Act, regardless of full-time, volunteer or part-time.”
• “In the case of fire suppression calls, initial crews of less than four firefighters should not attempt interior suppression or rescue operations
except in very limited circumstances (such as a victim collapsed in close proximity to a window or exterior do orway, or where the fire is
confined to a very small, readily accessible area)”.
• CEFS is the only fire service among Durham lakeshore municipalities that has minimum staffing of three full -time staff on a pumper truck.
Pickering, Ajax, Whitby, and Oshawa each have minimum staffing of four firefighters per pumper.
• Appendix A to Clarington’s Fire Services Governing By -law 2023-033 states that Fire suppression response services shall be delivered in
both offensive and defensive modes and shall include, but not be limited to search and rescue operations, forcible entry , ventilation,
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exposure protection, and salvage and overhaul. Having minimum staffing of 4 firefighters per pumper truck supports a more rap id
deployment of offensive interior operations, including search and rescue of building occupants.
Timeline
No additional staffing is being requested as part of this business case. The change in service level would require overtime b e used to backfill
absences in a phased in approach over three years.
Position Summary
Firefighters respond to all emergency calls as approved by Council in the Governing by -law. Fires, medicals, hazardous materials, rescues, motor
vehicle collisions, etc.
Relationship to Council’s Strategic Priorities
P1. Support responsible growth and development
As Clarington continues to experience rapid growth, it is incumbent upon CEFS to be able to responsibly match this growth wit h a service level that
can safely and effectively provide emergency response that is required, and has been set by Council. An incr ease in population equates to an
increase in emergency call volume. Higher density builds, including high rise buildings requires more resources on scene to q uickly contain fires
before they spread.
S3. Demonstrate the effective and efficient use of municipal funds
This service level request is an effective use of municipal funds. Backfilling is only required on dates when multiple unplan ned absences occur
(bereavement leaves, parental leaves, non-occupational injuries, WSIB injuries, family emergencies, sick time). To increase staffing to meet this need
would require 12 additional staff at an annual cost of $1,680,000.
This request is also an efficient use of municipal funds. 100 per cent of the funding will be used to put resources directly onto the trucks serving our
community ensuring interior fire ground operations, including rescues can be safely and efficiently per formed.
V2. Embrace a diverse, equitable, and safe community
This principal driver of this service level request is safety; the safety of firefighters on the fireground to perform operat ions, the safety of those being
served to prevent fire spread from one building to the next, and the safety of those who may be in need of rescue from an fire involved structure.
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Climate Change Considerations
N/A
Comparative Analysis
Total f/t ff
complemen
t including
PC
Total first run
fully staffed
trucks in
service (not
jump trucks)
Total
minimum ff
complemen
t on duty
Minimum
staffing per
pumper
New hires
2023
New hires
2022
New hires
2021
New hires
2020
New hires
2019
New hires
2018
New hires
2017
Pickering 107 5 20 4 4 4 4 4 4 0 0
Ajax 104 5 20 4 0 10 10 0 0 0 0
Whitby 124 6 24 4 0 0 0 0 0 0 20
Oshawa 189 9 36 4 20 5 0 3 0 0 0
Clarington 64 3 9 3 0 0 4 0 0 0 0
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Analysis of Alternative Approaches
Options Four-Year Salary Costs Pros Cons
Full-time Hire Four firefighters per year for
three years at $560,000 per
year. Total operating cost in
year 4 and each subsequent
year of $1,680,000
Guaranteed minimum
complement 24/7 with over-
compliment staffing occurring
on a regular basis.
Costs are in excess of over $1,000,000
more than the proposed service level
overtime call back. This additional cost
provides overcompliment staffing
levels not required.
Contractor Not available None Not an option with existing contracting
out language in collective agreement.
Also, private service is not available.
Training Existing
Employees to fill
skill set gaps
Not available Existing employees are highly
trained to provide this service.
This request proposes using
existing employees who are off
duty
During a structure fire, all existing
employees are on scene, leaving no
existing employees to utilize.
Increased
Workload for
existing employees
Not available Not applicable During a structure fire, all existing
employees are on scene, leaving no
existing employees on shift to utilize
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Cost and Benefit Analysis
The compensation for the firefighter positions are outside of the Municipality’s position salary structure, and governed by the Fire collective agreement.
Funding for this recommendation would be taken from the annual OPG grant. Clarington has an agreement with Ontario Power Gene ration (OPG) to receive $250,000 annually.
Over the next four years, funds from OPG held in the Community Emergency Management Reserve Fund will be used to fund overtime. Overtime requirements will be reviewed
to consider operational efficiencies from the proposed new station. Overtime has been increased as follows:
• 2024 increase to $150,000 utilizing OPG annual funds (no tax impact).
• 2025 increase fire OT to $400,000 ($400,000 OPG)
• 2026 increase fire OT to $775,000 ($400,000 OPG + $375,000 tax supported reserve funds)
• 2027 increase fire OT to $775,000 ($400,000 OPG + 375,000 tax supported reserve funds)
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Glossary of Terms
The following terms are defined below:
Accrual Basis of Accounting – A method of accounting that recognizes revenue as earned and expenditures as incurred rather than waiting until
cash is exchanged.
Actual – Actual (as opposed to budget) revenues and expenditures for the fiscal year as indicated.
Amortization – The gradual reduction of the value of an asset or liability by some periodic amount. In the case of an asset, it involves exp ensing the
cost of the item over its useful life.
Assessment – The Municipal Property Assessment Corporation (MPAC) is responsible for placing an assessment value on all properties in Ontario. In
1998, the Province of Ontario reformed the property assessment and taxation system in Ontario with the implementation of Current Value
Assessment (CVA). The CVA of a property represents its estimated market value or the amount the property would sell for in an arm’s length, open
market sale between a willing buyer and willing seller.
Base Budget - In simple terms, a reflection of the budget resources (financial, human and other) required to maintain service levels at the level
provided in the previous year.
Budget - A financial plan for a given fiscal year showing revenues and expenditures for different funds of the Municipality.
Budgetary Basis - Refers to the basis of accounting used to estimate financing sources and uses in the budget. This generally takes three forms:
accrual, cash or modified accrual.
Business Improvement Area (BIA) - A Business Improvement Area (BIA) is an association of businesspeople within a specified district who join with
the official approval of the Municipality, in a self-help program aimed at stimulating business.
Capital Budget - The budget that provides for the funding of the Municipality’s expenditures on capital assets, i.e. assets that provide benefits to the
Town over several years.
Consumer Price Index (CPI) - A statistical description of price levels provided by Statistics Canada. The index is used to measure the increase in the
cost of living (i.e. economic inflation).
Current Value Assessment (CVA) – Property value set upon real estate under direction by the Province as a basis for levying property taxes.
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Debenture – A formal written obligation to repay specific sums on certain dates. Debentures are typically issued by the Region of Durham and are
unsecured.
Debt – Any obligation for the payment of money. Debt will normally consist of debentures as well as short -term notes or cash loans from financial
institutions or internal borrowing from reserves.
Deferral – The act of putting off until another time or postponing.
Deficit – The excess of liabilities over assets or expenditures over revenues.
Development Charges Act (DCA) – Provincial legislation provides guidelines on funding identified growth -related projects in the Municipality from
developers.
Expenditure - The disbursement of appropriated funds to purchase goods or services. Expenditures include current operating expenses that re quire
the current or future use of net current assets, debt service, and capital outlays. This term designates the cost of goods delivered or services
rendered, whether paid or unpaid, including expenses, provision for debt retirement not reported as a liability of the fund f rom which retired, and
capital outlays.
Fiscal Year - Any period of 12 consecutive months designated as the budget year. The Municipality’s budget year begins January 1st and ends
December 31st.
Fleet – The vehicles owned and operated by the Municipality.
Forecast – The projection of revenues and expenditures for future years.
Full-time Equivalent Position (FTE) – A measure of effective authorized positions, indicating the percentage of time a position or group of positions
is funded. FTE considers the number of hours per week and portion of the year the position is funded. FTE = (hours worked per week/total weekly
hours) x (months funded/12). A year-around full-time position has an FTE of 1.00. A full-time position funded for six months (1/2 year) has an FTE of
0.5.
Fund - A set of interrelated accounts to record revenues and expenditures associated with a specific purpose. A fund has its own rev enues,
expenditures, assets, liabilities, and equity (fund balance).
Fund Balance - A term used to express the equity (assets minus liabilities) of governmental fund types and trust funds. A fund balance is th e excess
of cumulative revenues and other sources of funds over cumulative expenditures and other uses of funds.
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Generally Accepted Accounting Principles (GAAP) - Nationally-recognized uniform principles, standards and guidelines for financial accounting and
reporting, governing the form and content of many financial statements of an entity. GAAP encompasses the conventions, rules, and procedures that
define accepted accounting principles at a time, including both broad guidelines and detailed practices and procedures.
Grant - A monetary contribution, typically from one level of government to another, to lend support to a specific service, program or function.
Inflation - A rise in price levels caused by general economic activity and growth.
Infrastructure - The public works system in the Municipality, consisting of immovable physical assets, which deliver an essential public service (e.g.
road network, water and sewer systems, and lighting).
Interest Income - Revenue associated with the Municipality’s cash management activities of investing cash balances.
Levy - The amount of property tax, in dollars, which is paid by the Municipality’s taxpayers. To determine the tax levy for a particular property, the
property’s assessment value is multiplied by the appropriate rate for the property’s tax class.
Liability – A financial obligation of the Municipality to others.
Long-term Debt – Debt which matures more than one year after it is issued.
Municipal Act - Passed by the legislature in December 2001, the Act is designed to allow municipal leaders the autonomy, power and flexibilit y they
need to chart their community’s future in a meaningful way and react quickly to change.
Official Plan - A document adopted by a municipal council pursuant to the Planning Act that contains goals, objectives and policies to manage and
direct physical change in the Municipality. Official Plans are generally set for a planning period of 20 years and must be renewed and updated every
five years.
One-time Item – An item only approved for the current budget which does not form part of the base budget.
Ontario Municipal Employees Retirement System (OMERS) – A defined benefit plan that provides pension benefits for the Municipality’s full -time
employees. Employees and employers make equal contributions to the plan.
Operating Budget – The budget provides the various departments with funding for their annual recurring operating costs (e.g. salaries, materials and
supplies, contracted services, utilities). Compared to the capital budget, items funded in the operating budget do not give rise to assets that are
expected to provide benefits over several years.
Supplemental Information Glossary of Terms A Plan for Growth: Clarington’s Proposed 2024-27 Budget
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Per Capita – A measurement of the proportion of some statistic to an individual resident determined by dividing the statistic by the current
population.
Property Tax – A value-based tax levied on real and personal property according to the property’s assessed valuation and the tax rate.
Public Sector Accounting Board (PSAB) – The independent body that issues recommendations and guidance with respect to matters of accounting
in the public sector. Its aim is to improve the financial and performance information reported by governments and other publi c sector entities for the
benefit of decision makers and other users of the information. The Board is independent of CPA Canada.
Reserve - An allocation of accumulated net revenue that is established by Council for a particular purpose. It has no reference to any specific asset
and does not require the physical segregation of money or assets as in the case of a reserve fund. Interest earned on the invested earnings is
reported as operating fund earnings and not accumulated in the reserve.
Reserve Fund - An allocation of accumulated net revenue, like a reserve. It differs from a reserve in that reserve fund assets are segregated and
restricted to meet a specific purpose. There are two types of reserve funds- obligatory and discretionary. Obligatory reserve funds are required under
provincial statute, while discretionary reserve funds are created by Council for a specified future use.
Revenue - Monies received from all sources (with exception of fund balances) that will be used to fund expenditures in a fiscal year.
Stakeholders - The person, group or organization that has direct or indirect stake in the Municipality because it can affect or be affected by the
Municipality’s actions, objectives and policies.
Surplus - The excess of assets over liabilities or revenues over expenditures.
Tangible Capital Asset (TCA) – Non-financial assets that have a lifespan that extends beyond an accounting period. Also known as “fixed assets.”
Tax Rate – A percentage rate that is used to determine the property tax levy to be paid by a taxpayer within the Municipality. The rate for a property
depends on its tax class, which in turn depends on the type of property (residential, commercial, industrial, etc.). The rate is multiplied by the
assessment to provide the tax levy. Rates are established by Council by-law.
User Fees and Service Charges - Fees paid by individuals or organizations to the Municipality for the use of Municipal facilities (e.g. recreation fees) or
for provision of municipal services (e.g. planning).
Vital Statistics Act – Responsible for matters such as maintenance of the municipal birth and death registry and issuance of death and burial
certificates
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Acronyms
AMP – Asset Management Plan
ARL – Annual Repayment Limit
ASC – Allan Strike Squash and Aquatic Centre
CAO – Chief Administrative Officer
CCBF – Canada Community-Building Fund
CCCAP – Clarington Corporate Climate Action Plan
CCC – Courtice Community Complex
CIP – Community Improvement Plan
CLOCA – Central Lake Ontario Conservation Authority
COLA – Cost of Living Allowance
CPA – Chartered Professional Accountants of Canada
CPI – Consumer Price Index
DC – Development Charge
DHRC – Diane Hamre Recreation Complex
DSC – Darlington Sports Complex
EA – Environmental Assessment
EDCM – Energy Conservation and Demand Management
EV – Electric Vehicles
FCM – Federation of Canadian Municipalities
FIR – Financial Information Return
FTE – Full-time Equivalent
GTHA – Greater Toronto and Hamilton Area
HR – Human Resources
HVAC – Heating, Ventilation, and Air Conditioning
IDEA – Inclusion, Diversity, Equity and Anti-Racism
LED – Light-emitting Diode
MAC – Municipal Administration Centre
MPAC – Municipal Property Assessment Corporation
MTO – Ministry of Transportation
OCIF – Ontario Community Infrastructure Fund
OMERS – Ontario Municipal Employee Retirement System
O Reg – Ontario Regulation
PSAB – Public Sector Accounting Board
RF – Reserve Fund
RRC – Garnet B. Rickard Recreation Centre
SBRC – South Bowmanville Recreation Centre
SCA – South Courtice Arena
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The Municipality of Clarington
40 Temperance Street
Bowmanville, ON L1C 3A6
T:905-623-3379
www.clarington.net