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10-17-2016
Final General Government Committee Agenda Date: October 17, 2016 Time: 9:30 AM Place: Council Chambers, 2nd Floor Municipal Administrative Centre 40 Temperance Street Bowmanville, Ontario Inquiries & Accommodations: For inquiries about this agenda, or to make arrangements for accessibility accommodations for persons attending, please contact: Michelle Chambers, Committee Coordinator, at 905-623-3379, ext. 2106 or by email at mchambers@clarington.net. Alternate Format: If this information is required in an alternate format, please contact the Accessibility Coordinator, at 905-623-3379 ext. 2131. Audio Record: The Municipality of Clarington makes an audio record of General Government Committee meetings. If you make a delegation or presentation at a General Government Committee meeting, the Municipality will be audio recording you and will make the recording public by publishing the recording on the Municipality’s website. Noon Recess: Please be advised that, as per the Municipality of Clarington’s Procedural By-law, this meeting will recess at 12:00 noon, for a one hour lunch break, unless otherwise determined by the Committee. Cell Phones: Please ensure all cell phones, mobile and other electronic devices are turned off or placed on non-audible mode during the meeting. Copies of Reports are available at www.clarington.net General Government Committee Agenda Date: October 17, 2016 Time: 9:30 AM Place: Council Chambers Page 2 1 Call to Order 2 New Business – Introduction 3 Adopt the Agenda 4 Declaration of Interest 5 Announcements 6 Adoption of Minutes of Previous Meeting 6.1 Minutes of a Regular Meeting of September 26, 2016 Page 5 7 Delegations 7.1 Sally Barrie, Director of Home Support and Deb Kalogris, Administrator of Home Support, Community Care Durham, Regarding an Update of Community Care Durham 8 Communications - Receive for Information 8.1 GRCA Minutes Minutes of the Ganaraska Region Conservation Authority dated September 15, 2016 Page 19 8.2 Ministry of Natural Resources and Forestry Kathryn McGarry, Minister of Natural Resources and Forestry – Introduction of Legislation to Amend the Aggregate Resources Act Page 23 9 Communications – Direction 9.1 AACC Brenda Metcalf, Agricultural Advisory Committee of Clarington – Request to Endorse Resolution of the Agricultural Advisory Committee (Motion to Endorse) Page 25 9.2 DREN Request for Funding Sandra Kranc, City Clerk, City of Oshawa – Seeking Emergency Financial Assistance in Order to Continue to Support the Economic Participation of Those Furthest from the Labour Market in Durham Region (Motion for Direction) Page 26 General Government Committee Agenda Date: October 17, 2016 Time: 9:30 AM Place: Council Chambers Page 3 9.3 AMO Municipal Fiscal Gap Lynn Dollin, President, Association of Municipalities of Ontario – Support for Closing the Municipal Fiscal Gap (Motion for Direction) Page 28 9.4 Blackbird Noise Exemption Gabriel Medel, Blackbird Constructors 407 GP – Highway 407 East Phase 2 Noise By-law Exemption Request (Motion to approve an exemption to the Municipality’s Noise By-law from mid October to November 30, 2016) 9.5 FCM Haiti Emergency Fund Clark Somerville, FCM President and Regional Councillor, Halton Hills – Request for Contribution to the Haiti Emergency Fund (Motion for Direction) 10 Presentations 10.1 Samantha Burdett, Policy Advisory, Diversity and Immigration, Regional Municipality of Durham Social Services Department, Regarding the Diversity and Immigration Community Report Card, Year Four 10.2 Mike Patrick, Founding President, Clarington Board of Trade (CBOT) & Owner of Bowmanville Foundry, Lawson Gay, President, CBOT & Owner of Gay Construction and Laura Sciore, Vice-President, CBOT & Owner The Cooperators/Sciore & Associates, Regarding the Presentation of Economic Development Plan 2021 11 Engineering Services Department 11.1 EGD-037-16 Ontario Community Infrastructure Fund - Execution of Agreement Page 30 12 Operations Department No Reports 13 Emergency and Fire Services Department No Reports 14 Community Services Department 14.1 CSD-014-16 Roof-Top Solar Projects – Feed-in-Tariff Program, Version 5.0 Page 79 General Government Committee Agenda Date: October 17, 2016 Time: 9:30 AM Place: Council Chambers Page 4 15 Municipal Clerk’s Department 15.1 CLD-028-16 Ban on Door-to-Door Sales of Home Services Sector Activities Page 88 15.2 CLD-030-16 Appointment to the Newcastle Arena Board Page 93 15.3 CLD-031-16 Appointment of Parking Officers Page 96 16 Corporate Services Department 16.1 COD-021-16 Co-operative Tender No. C2016-056 – Supply and Delivery of Winter Sand 17 Finance Department 17.1 FND-012-16 Acceptance of Letters of Credit from Credit Unions Page 100 17.2 FND-014-16 List of Applications for Cancellation, Reduction, Apportionments Page 109 17.3 FND-015-16 2016/2017 Insurance Program Page 118 18 Solicitor’s Department No Reports 19 Chief Administrative Office 19.1 CAO-004-16 Clarington Board of Trade Contract Renewal Page 129 19.2 CAO-005-16 Fall Tourism Update Page 140 20 New Business – Consideration 20.1 Motion Regarding Electronic Message Boards for Community Events in Courtice Page 176 21 Unfinished Business None 22 Confidential Reports No Reports 23 Adjournment General Government Committee Minutes September 26, 2016 - 1 - Minutes of a meeting of the General Government Committee held on Monday, September 26, 2016 at 9:30 AM in the Council Chambers. Present Were: Mayor A. Foster, Councillor S. Cooke, Councillor R. Hooper, Councillor J. Neal, Councillor C. Traill until 1:00 PM, Councillor W. Woo Regrets: Councillor W. Partner Staff Present: C. Clifford, R. Albright, A. Allison until 11:32 AM & returned at 2:33 PM, M. Berney, T. Cannella, J. Caruana, F. Horvath, F. Langmaid, M. Marano, N. Taylor, J. Gallagher, M. Chambers 1 Call to Order Mayor Foster called the meeting to order at 9:30 AM. 2 New Business – Introduction Councillor Cooke added a New Business item, regarding flag raisings, to the New Business – Consideration section of the agenda. Councillor Neal added a New Business item, regarding the 2017 Budget, to the New Business – Consideration section of the agenda. Councillor Neal added a New Business item, regarding the financial impacts of residential developments related to the Draft Official Plan, to the New Business – Consideration section of the agenda. 3 Adopt the Agenda Resolution #GG-464-16 Moved by Councillor Hooper, seconded by Councillor Cooke That the Agenda for the September 26, 2016 General Government Committee meeting be adopted as presented, with the addition of the following New Business items: • Flag raising • 2017 Budget • Financial impacts of residential developments related to the Draft Official Plan Carried 4 Declaration of Interest There were no declarations of interest stated at this meeting. 5 General Government Committee Minutes September 26, 2016 - 2 - 5 Announcements Members of Council announced upcoming community events and matters of community interest. 6 Adoption of Minutes of Previous Meeting Resolution #GG-465-16 Moved by Councillor Traill, seconded by Councillor Hooper That the minutes of the regular meeting of the General Government Committee meeting held on September 6, 2016, be approved. Carried 7 Delegations 7.1 Cameron Mountenay Regarding Report EGD-036-16, Mill Street South Pedestrian Facility Cameron Mountenay advised the Municipal Clerk’s Department, prior to the meeting, that he would be unable to attend as a delegation. 8 Communications - Receive for Information 8.1 Dolly Goyette, Director, Central Region, Ministry of the Environment and Climate Change – Response from the Ministry of the Environment and Climate Change Regarding Ambient Air Monitoring Resolution #GG-466-16 Moved by Councillor Neal, seconded by Councillor Traill That the Communication Item 8.1 from Dolly Goyette, Director, Central Region, Ministry of the Environment and Climate Change regarding a response from the Ministry of the Environment and Climate Change regarding Ambient Air Monitoring, be received; That a letter be send to Dolly Goyette to ask the following: • Was she, or her staff, aware that the Ambient Air Monitoring began in April, 2013 and not February, 2015? • Was she aware that there are a total of three monitoring stations? • Why her, or her staff, had not commented on the long range trends? Motion Lost 6 General Government Committee Minutes September 26, 2016 - 3 - Resolution #GG-467-16 Moved by Councillor Woo, seconded by Councillor Cooke That the Communication Item 8.1 from Dolly Goyette, Director, Central Region, Ministry of the Environment and Climate Change regarding a response from the Ministry of the Environment and Climate Change regarding Ambient Air Monitoring, be received for information. Motion Lost Resolution #GG-468-16 Moved by Councillor Neal, seconded by Councillor Woo That the Communication Item 8.1 from Dolly Goyette, Director, Central Region, Ministry of the Environment and Climate Change regarding a response from the Ministry of the Environment and Climate Change regarding Ambient Air Monitoring, be referred to Staff to prepare a report regarding the Ambient Air Monitoring in November, 2016. Carried 9 Communications – Direction 9.1 Garth Gilpin, Secretary-Treasurer, Bowmanville Business Improvement Area Board of Management – Purchase of Lamp Post Banners and the Installation and Removal of Lighted Winter Snowflakes Resolution #GG-469-16 Moved by Councillor Hooper, seconded by Councillor Cooke That Communication Item 9.1, the request from the Bowmanville Business Improvement Area Board of Management to be issued $5000 of funds held in trust for the Bowmanville BIA for the purchase of lamp post banners and the installation and removal of the lighted winter snowflakes, be approved. Carried 7 General Government Committee Minutes September 26, 2016 - 4 - 9.2 Deborah Allin Regarding a Request for a Lease Extension Until October 31, 2018 Closed Session Resolution #GG-470-16 Moved by Councillor Cooke, seconded by Councillor Woo That, in accordance with Section 239 (2) of the Municipal Act, 2001, as amended, the meeting be closed for the purpose of discussing a matter that deals with advice that is subject to solicitor-client privilege, including communications necessary for that purpose. Carried Rise and Report The meeting resumed in open session at 10:11 AM with Mayor Foster in the Chair. Mayor Foster advised that one item was discussed in “closed” session in accordance with Section 239(2) of the Municipal Act, 2001 and no resolutions were passed. Resolution #GG-471-16 Moved by Councillor Neal, seconded by Councillor Woo That the request for a lease extension for 25 Bennett Road, Bowmanville until October 31, 2017, be denied; and That Staff be directed to notify Deborah Allin of Council’s decision. Carried 9.3 Mary Masse, Clerk, Town of Lakeshore – Debt Incurred from the 2015 Pan Am and Parapan Am Games Resolution #GG-472-16 Moved by Councillor Neal, seconded by Councillor Woo That Communication Item 9.3 from Mary Masse, Clerk, Town of Lakeshore regarding the debt incurred from the 2015 Pan Am and Parapan Am Games, be received for information. Carried 8 General Government Committee Minutes September 26, 2016 - 5 - 9.4 Derrick McKay, President and Founder, Overdrive Race & Relay Series – Request for Permission to Fly a CC-130 Hercules Over Canadian Tire Motorsport Park Resolution #GG-473-16 Moved by Councillor Traill, seconded by Councillor Cooke That Correspondence Item 9.4 from Derrick McKay, President and Founder, Overdrive Race & Relay Series regarding a request for permission to fly a CC-130 Hercules over Canadian Tire Motorsport Park on October 30, 2016, be approved. Carried 9.5 Debi A. Wilcox, Regional Clerk/Director of Legislative Services, The Regional Municipality of Durham – By-law to Change the Composition of Regional Council Resolution #GG-474-16 Moved by Councillor Neal, seconded by Councillor Woo That The Regional Municipality of Durham By-law #40-2016, regarding the change of composition of Regional Council, be endorsed by the Municipality of Clarington. Carried 10 Presentations 10.1 Will McCrae, Partner, Senior Director, Infrastructure and Lisa Cullen, Senior Landscape Architect, Landscape Architecture, Infrastructure, CIMA Regarding Report EGD-036-16, Mill Street South Pedestrian Facility Will McCrae, Partner, Senior Director, Infrastructure and Lisa Cullen, Senior Landscape Architect, Landscape Architecture, Infrastructure, CIMA, were present regarding Report EGD-036-16, Mill Street South Pedestrian Facility. They made a verbal presentation to accompany an electronic presentation. Mr. McCrae advised the Committee that they been involved in the project since July, 2016 as a result of Council Resolution C-175-16. He reviewed the specifics of the resolution and Council’s request. Mr. McCrae highlighted the additional requirements to fulfill the requirements of the request. Ms. Cullen provided details of the tree inventory and assessment as well as the tree root investigation. She highlighted the various tree species and any potential related issues with respect to these trees. Ms. Cullen explained the size distribution of the existing trees and the recommendations for new planting, in addition to the recommendations for the path placement on the west side of Mill Street. 9 General Government Committee Minutes September 26, 2016 - 6 - Mr. McCrae continued by reviewing the Mill Street South Safety Review, which included noting the existing issues and the recommendations to remedy these concerns. He provided an overview of the design plan and profile which included where the walkway will be located along Mill Street. Mr. McCrae continued by highlighting the recommendations of the design which included constructing a meandering pedestrian facility, implementing traffic calming, tree management and planting. He highlighted specific areas of concern and photos for the proposed plans for 568 Mill Street South, 590 Mill Street South, 592 Mill Street South, 608 Mill Street South, 612 Mill Street South, 620 Mill Street South and 628 Mill Street South. Ron Albright, Assistant Director of Engineering Services provided details on the proposed winter maintenance, the recommendations, and the implementation and considerations for the snow removal. Mr. McCrae concluded by noting that it was a two phase project which includes the construction of a pedestrian facility and the second phase which involves expanding Mill Street South. He offered to answer any questions from the Committee. Councillor Neal chaired this portion of the meeting. 11 Engineering Services Department 11.1 EGD-036-16 Mill Street South Pedestrian Facility Resolution #GG-475-16 Moved by Councillor Traill, seconded by Councillor Cooke That Report EGD-036-16 be received; That a 1.5-metre-wide pedestrian facility be constructed on the west side of Mill Street South, as detailed in this report; That traffic calming measures and road safety improvements be implemented as noted in Section 1.3 of this report; That additional funding in the amount of $320,000 for these improvements be included in the 2017 Capital Budget; That staff budget approximately $5,250 annually for snow clearing on Mill Street South; and That all interested parties listed in Report EGD-036-16 and any delegations be advised of Council’s decision. Carried 10 General Government Committee Minutes September 26, 2016 - 7 - Suspend the Rules Resolution #GG-476-16 Moved by Councillor Traill, seconded by Councillor Woo That the Rules of Procedure be suspended to allow the Committee to extend the meeting until 1:00 PM. Carried Recess Resolution #GG-477-16 Moved by Councillor Traill, seconded by Councillor Woo That the Committee recess for 10 minutes. Carried The meeting reconvened at 12:16 PM with Mayor Foster in the Chair. 12 Operations Department Robert Genosko, Parks Supervisor, Operations Department, made a presentation regarding Report OPD-008-16, Emerald Ash Borer Update. He made a verbal presentation to accompany an electronic presentation. Mr. Genosko reviewed the two types of ash trees, adult borer, larva, life stages of borer, range of ash, adult feeding, and larval galleries. He concluded by showing a map of the ash trees that were inventoried within the Municipality of Clarington. Resolution #GG-478-16 Moved by Councillor Neal, seconded by Councillor Traill That the remainder of the Reports, listed in the Agenda, be approved, on consent with the exception of Reports OPD-009-16, OPD-010-16 and COD-019-16, as follows: 12.1 OPD-008-16 Emerald Ash Borer (EAB) Update That Report OPD-008-16 be received for information. 15.1 CLD-022-16 Poundkeeper Services and Remuneration That Report CLD-022-16 be received; 11 General Government Committee Minutes September 26, 2016 - 8 - That staff be authorized to seek a third party contractor to provide transport and housing of stray livestock, to replace the traditional process of appointing a Poundkeeper; and That all interested parties be advised of Council’s decision. 15.2 CLD-029-16 Appointment of Municipal Ombudsman Services That Report CLD-029-16 be received; That the proposal received from ADR Chambers Inc., being the municipal ombudsman for the Region of Durham, be awarded the contract by the Purchasing Manager for the provision of Ombudsman Services as detailed for the Municipality of Clarington for a term ending December 31, 2022; That the appointment by-law, being Attachment 3 to Report CLD-029-16, appointing ADR Chambers as Clarington's Ombudsman, and detailing the powers, duties and services of ADR Chambers Inc., be approved; and That the Mayor and Clerk be authorized to execute the necessary agreement; That all interested parties listed in Report CLD-029-16 and any delegations be advised of Council's decision. 16.2 COD-020-16 Bond Head Waterfront Park That Report COD-020-16 be received; That M&S Architectural Concrete Limited with a total bid amount of $436,138.99 (net H.S.T. Rebate), being the lowest compliant bidder meeting all terms, conditions and specifications of Tender CL2016-20 be awarded the contract for the Bond Head Waterfront Park project as required by the Engineering Services Department; That the funds required for this project in the amount of $499,846.00 (net HST Rebate) which include the construction cost of $436,138.99 (net HST Rebate) including other related costs such as survey, design, contract administration, utilities relocations, materials testing and contingencies of $63,707.01 (net HST Rebate) be drawn from the following accounts: Bond Head Waterfront Park 110-32-325-83440-7401 $499,846.00 That all interested parties listed in Report COD-020-16 and any delegations be advised of Council’s decision by the Purchasing Division. 17.1 FND-013-16 Financial Update as at June 30, 2016 That Report FND-013-16 be received for information. 12 General Government Committee Minutes September 26, 2016 - 9 - 18.1 LGL-004-16 Kawartha Pine Ridge District School Board – Ontario Street School Victoria St. (unopened road allowance) That Report LGL-004-16 be received; That Council pass the by-law attached to Report LGL-004-16 (Attachment 6) in order to close the unopened portion of Victoria Street described as Part 1 on 40R-29342; That Part 1 on 40R-29342 be conveyed to the Kawartha Pine Ridge District School Board for nominal consideration subject to the conditions set out in this Report; and That the Kawartha Pine Ridge District School Board be advised of the Municipality’s decision. 18.2 LGL-005-16 Port Granby Confidentiality Agreement That Report LGL-005-16 be received; and That Council authorize the Mayor and the Clerk to sign the Confidentiality Agreement attached to Report LGL-005-16 (Attachment 1). 12.2 OPD-009-16 Outdoor Community Skating Rinks Resolution #GG-479-16 Moved by Councillor Woo, seconded by Councillor Traill That Report OPD-009-16 be received; That staff of the Operations Department be requested to formalize an outdoor community skating rink standard operating procedure prior to this winter that will outline the application and approval process for volunteers, staff responsibilities, volunteer responsibilities, equipment to be supplied by the municipality and guidelines affecting liability and usage; and That staff include, in the 2017 current budget submission, an allocation of $1,500.00 for the set-up of one volunteer based community skating rink. Carried 13 General Government Committee Minutes September 26, 2016 - 10 - 12.3 OPD-010-16 Approval of Regional Municipality of Durham Owned Property Located at 1998 Regional Road 57, in the Municipality of Clarington, as the Preferred Site to Establish a Municipal Hazardous and Special Waste Facility Resolution #GG-480-16 Moved by Councillor Neal, seconded by Councillor Woo That Report OPD-010-16, Approval of Regional Municipality of Durham Owned Property Located at 1998 Regional Road 57, in the Municipality of Clarington, as the Preferred Site to Establish a Municipal Hazardous and Special Waste Facility, be referred back to Staff to look at other alternatives. Motion Withdrawn Resolution #GG-481-16 Moved by Councillor Hooper, seconded by Councillor Woo That Report OPD-010-16 be received; That all interested parties listed in Report OPD-010-16 and any delegations be advised of Council's decision. Motion Withdrawn Later in the meeting (See following motions) Resolution #GG-482-16 Moved by Councillor Neal, seconded by Councillor Hooper That the foregoing Resolution #GG-481-16 be amended by adding the following after the first paragraph: “That Durham Region Council be advised the Municipality of Clarington agrees to extend the Host Community Agreement, for a Municipal Hazardous Facility in Clarington, for up to a year, and That the Region be advised that the Municipality of Clarington’s highest priority is that the Municipal Hazardous Waste Facility be sited in an appropriate area and that there are concerns with the 1998 Highway 57 location.” Motion Withdrawn Later in the meeting (See following motions) 14 General Government Committee Minutes September 26, 2016 - 11 - Recess The Committee recessed at 1:00 PM for their one hour scheduled break as per the Procedural By-law. Councillor Traill left the meeting at 1:00 PM. The meeting reconvened at 2:00 PM with Mayor Foster in the Chair. The foregoing resolutions #GG-481-16 and #GG-482-16 were withdrawn by the movers. Resolution #GG-483-16 Moved by Councillor Neal, seconded by Councillor Hooper WHEREAS the Municipality of Clarington’s highest priority is that the municipal household hazardous waste facility be sited in an appropriate area; WHEREAS the Municipality of Clarington supports a waste management strategy that emphasizes reusing, reducing and recycling to minimize adverse impacts to the environment; WHEREAS Clarington is underserviced by the Region’s existing waste management facilities to support waste diversion; WHEREAS, in the view of the Municipality of Clarington, the proposed site is deficient for a variety of reasons; WHEREAS the Municipality of Clarington continues to believe that other sites and options in Clarington are available; NOW THEREFORE BE IT RESOLVED THAT Report OPD-010-16 be received; That the Municipality requests that the Region fulfill the following: • The Municipal Site Plan process for development of the MHSW site and any future amendments by adherence to the policies and urban design standards Including interior storage of materials for the MHSW; • The preparation of, maintenance and adherence to an Emergency Management Plan, approved by Clarington Emergency and Fire Services prior to commencement of site operations; AND, should traffic matters relating to operations become an issue, that site traffic management be revisited with Clarington Engineering Services; AND that the time limit for the establishment of the MHSW site in the Host Community Agreement be extended to October 1, 2017; and That all interested parties be notified of Council’s decision. Carried 15 General Government Committee Minutes September 26, 2016 - 12 - 13 Emergency and Fire Services Department No Reports for this section of the Agenda. 14 Community Services Department No Reports for this section of the Agenda. 15 Municipal Clerk’s Department The Municipal Clerk’s Department Reports were considered during the Operations Department portion of the agenda. 16 Corporate Services Department 16.1 CSD-019-16 By-law to Finalize the Fire Management Change in OMERS Resolution #GG-484-16 Moved by Councillor Woo, seconded by Councillor Cooke That Report COD-019-16 be received; That a by-law (Attachment #2 to Report COD-019-16) be approved to finalize the process of the OMERS conversion for Fire Management as approved through report COD-012-16 based on OMERS requirement, that a specific by-law is required; and That all interested parties listed in Report COD-019-16 and any delegations be advised of Council’s decision. Carried 17 Finance Department The Finance Department Reports were considered during the Operations Department portion of the agenda. 18 Solicitor’s Department The Solicitor’s Department Reports were considered during the Operations Department portion of the agenda. 19 Chief Administrative Office No Reports for this section of the Agenda. 16 General Government Committee Minutes September 26, 2016 - 13 - 20 New Business – Consideration 20.1 Flag Raising Resolution #GG-485-16 Moved by Councillor Cooke, seconded by Councillor Hooper Whereas Policy F105 provides for the raising of flag in the courtyard at the Municipal administrative Centre; And Whereas the policy, approved by Council, clearly states which flags shall not be approved; And Whereas the policy clearly states which flags may be approved by Council; And where as the approval for Proclamations was recently delegated to the Mayor for approval and action based on the criteria detailed in Policy F9 as approved by Council; And whereas requests are for flag raising and proclamations are often combined in a single request; And whereas scheduling of flag raising requests occasionally overlap; Now therefore be it resolved that: 1. Section 2 b) of Policy F105 be amended to delegate the authority of approval to the Mayor based on the criteria detailed in Section 2b); and 2. That Policy F105 be amended to provide the Mayor the discretion to limit the timeframe that a flag may be displayed to accommodate possible request. Carried 20.2 2017 Budget Resolution #GG-486-16 Moved by Councillor Neal, seconded by Councillor Cooke That Staff be directed to prepare the 2017 Budget based on a guideline levy increase of 2.75%; and That the outside Boards and Agencies be advised that, except in exceptional circumstances, their budget increases for 2017 are not to exceed 1.5%. Motion Lost 17 General Government Committee Minutes September 26, 2016 - 14 - 20.3 Financial Impacts of Residential Developments Related to the Draft Official Plan Resolution #GG-487-16 Moved by Councillor Neal, seconded by Councillor Cooke That Staff be directed to report to Council, prior to the October 24, 2016 Planning and Development Committee meeting, on the financial impacts, both positive and negative, of coterminous development taking place in the residential areas identified in the Draft Official Plan. Carried Suspend the Rules Resolution #GG-488-16 Moved by Councillor Neal, seconded by Councillor Cooke That the Rules of Procedure be suspended to allow for the addition of a New Business Item. Motion Lost 21 Unfinished Business There were no items considered under this section of the Agenda. 22 Confidential Reports There were no items considered under this section of the Agenda. 23 Adjournment Resolution #GG-489-16 Moved by Councillor Neal, seconded by Councillor Hooper That the meeting adjourn at 2:42 PM. Carried _____________________ _______________ Mayor Deputy Clerk 18 GANARASKA REGION CONSERVATION AUTHORITY MINUTES OF THE FULL AUTHORITY September 15, 2016 FA 05/16 1. Welcome and Call to Order The Chair called the Full Authority meeting to order at 7:18 p.m. MEMBERS PRESENT: Forrest Rowden, Chair - Town of Cobourg Wendy Partner, Vice-Chair - Municipality of Clarington Mark Lovshin - Township of Hamilton Brian Darling, Town of Cobourg Jeff Lees - Municipality of Port Hope Heather Stauble - City of Kawartha Lakes ALSO PRESENT: Linda Laliberte, CAO/Secretary-Treasurer Mark Peacock, Director, Watershed Services Greg Wells, Manager, Planning and Regulations Ian Jeffrey, GIS/Remote Sensing Specialist Steve McMullen, Forest Recreation Technician Cameron Abrams, President, Port Hope Kinsmen ABSENT WITH REGRETS: Louise Ferrie-Blecher - Municipality of Port Hope John Fallis - Township of Cavan Monaghan Willie Woo - Municipality of Clarington ALSO ABSENT: Raymond Benns - Township of Alnwick/Haldimand 2. Disclosure of Pecuniary Interest None 3. Minutes of Last Meeting FA 25/16 MOVED BY: Mark Lovshin SECONDED BY: Jeff Lees THAT the Full Authority approve the minutes of the June 16, 2016 meeting. CARRIED. 19 Minutes FA 05/16 Page 2 4. Adoption of the Agenda Wendy Partner brought forward two items. Under 12 a) Forest fees concern brought forward by John Windatt Under 13 a) Closing of the Wilcox Road parking lot as requested by adjacent landowner. This will be in camera as it is a legal issue. Heather Stauble brought forward an item. Under 12 b) An update on the environmental review tribunal regarding the Settlers Landing wind farm and updates on two other wind farm projects. FA 26/16 MOVED BY: Brian Darling SECONDED BY: Heather Stauble THAT the Full Authority adopt the agenda as presented. CARRIED. 5. Delegations None 6. Presentations a) Port Hope Kinsmen Club President, Cameron Abrams, presented a cheque to the Conservation Authority for $500.00. Cameron explained that the donation was as a result of a successful native plant sale held this past summer. The sale was a joint project of the GRCA and the Kinsmen Club. He further stated that the club was very happy with the sale and said that it was a great learning experience. b) GRCA Mapping and Flood Plain Management Research Mark Peacock and Ian Jeffrey presented an update on two of the research projects regarding mapping and flood plain management for the Province of Ontario. Members of the Board asked questions in regard to how the results of the projects will be articulated to the public. FA 27/16 MOVED BY: Heather Stauble SECONDED BY: Wendy Partner THAT the Full Authority receive presentation on Flood Plain Mapping and Flood Plain Program Research for information purposes. CARRIED. 7. Business Arising from Minutes None 8. Correspondence None 20 Minutes FA 05/16 Page 3 9. Applications under Ontario Regulation 168/06: Permits approved by Executive: FA 28/16 MOVED BY: Mark Lovshin SECONDED BY: Jeff Lees THAT the Full Authority receive the permits for information. CARRIED. Permit Application require Full Authority discussion: None 10. Committee Reports: None 11. New Business: a) 2017 Budget Criteria FA 29/16 MOVED BY: Wendy Partner SECONDED BY: Heather Stauble THAT the Full Authority direct staff to prepare the preliminary budget based on the criteria contained in the staff report prepared September 15, 2016 as reviewed by the Board of Directors. CARRIED. 12. Other Business a) Forest fees concern brought forward by John Windatt John Windatt, a Clarington resident, brought concerns forward to Wendy Partner in regards to the fees charged for hiking in the Ganaraska Forest. Steve McMullen, Forest Recreation Technician, explained the fee structure and permit fees for hiking in the Ganaraska Forest. The Board discussed the fact that the fees have been vetted through the Recreational Users Committee. FA 30/16 MOVED BY: Wendy Partner SECONDED BY: Heather Stauble THAT the Full Authority direct staff to send a letter to Mr. John Windatt explaining the fee structure and the fact that it had gone through much review by the Ganaraska Recreational Users Committee. CARRIED. 21 Minutes FA 05/16 Page 4 b) Heather Stauble reported on three wind turbine projects: Snowy Ridges, Sumac Ridge and Settlers Landing. 13. In Camera a) Closure of Wilcox Road Parking Lot update FA 31/16 MOVED BY: Wendy Partner SECONDED BY: Brian Darling THAT the Full Authority move in camera. CARRIED. FA 32/16 MOVED BY: Wendy Partner SECONDED BY: Mark Lovshin THAT the Full Authority move out of camera. CARRIED. 14. Adjourn The meeting adjourned at 8:50 p.m. on a motion by Jeff Lees. __________________________ ____________________________ CHAIR CAO/SECRETARY-TREASURER 22 23 24 for Brenda Metcalf Chair, AACC J:\REPORTS TO CLERKS\Electronic Reports\3 - Signed Reports = Agenda Ready\2016-10-17 GG Meeting\Council-Oct.7-16.docx Agricultural Advisory Committee of Clarington Meeting The following resolution was passed by the Agriculture Advisory Committee of Clarington at their meeting of October 4, 2016. They are asking that Council endorse the resolution and forward it to Lisa Thompson, MPP Huron-Bruce. Moved by Tom Barrie, seconded by Ted Watson: Whereas Ontario-grown corn, soybeans and wheat crops generate $9 billion in economic output and are responsible for over 40,000 jobs; Whereas Ontario farmers are stewards of the land and understand the importance of pollinators to our environment and ecosystems; Whereas the Ontario government is implementing changes to ON Reg 63/09 that would prevent any Certified Crop Advisor (CCA) from carrying out a pest assessment if they receive financial compensation from a manufacturer or retailer of a Class 12 pesticide; Whereas the reduction of CCAs would force corn and soybean farmers to terminate their relationships that they have built with experts that understand their unique crop requirements, soil types, and field conditions, placing undue delays on planting crops; Therefore, be it resolved that the Agricultural Advisory Committee of Clarington supports the efforts of the Member of Provincial Parliament for Huron-Bruce to eliminate barriers to employment opportunities for CCAs and allow Ontario farmers the freedom to engage in business with the expert of their choice; and That Clarington Council be advised of this resolution. “CARRIED” 25 Corporate Services Department City Clerk Services The Corporation of the City of Oshawa, 50 Centre Street South, Oshawa, Ontario L1H 3Z7 Phone 905∙436∙3311 1∙800∙667∙4292 Fax 905∙436∙5697 www.oshawa.ca File A-2100 September 29, 2016 Donna McAllister, Executive Director Durham Region Employment Network 60 Bond Street West, 8th Floor OSHAWA, ON L1G 1A5 Re: Seeking Emergency Financial Assistance in Order to Continue to Support the Economic Participation of Those Furthest from the Labour Market in Durham Region This is in response to your correspondence to Oshawa City Council on September 26, 2016 concerning the above-referenced matter. City Council considered the matter at its meeting of September 26, 2016 and adopted the following resolution: “Whereas the Durham Region Employment Network (D.R.E.N.) is a ‘grass roots’ organization that has built itself into an award-winning network. They are thirty-five community and employment sector organizations working together to ensure that employment is accessible to all in Durham Region; and, Whereas their focus is to increase the economic participation of those furthest from the labour market and they are a regional network that has been working in our community for the 23 years but has not had Regional or City funding; and, Whereas D.R.E.N.is co-located in the Canadian Mental Health Association Durham building which serves as a hub of services for persons with mental health disabilities; and, Whereas they have provided economic development offices with data on available job seekers by industry and have organized large-scale recruitments for companies moving to the area and they are a recognized leader in bringing together people and resources to support persons with barriers to employment; and, Whereas D.R.E.N. was recognized provincially by the Governor General of Ontario with the awarding of the David C. Onley Award for Leadership in Accessibility; and, Whereas in 23 years D.R.E.N. has successfully managed over 50 projects and millions of dollars in project funding; however, project funding is precarious and with no core funding the impact of even the smallest delays can be disastrous; and, 26 - 2 - Whereas their funds are so depleted from providing core services without project funding that they find themselves for the first time requesting emergency assistance in the amount of $25,000 to keep their doors open; Therefore let it be resolved that Council approve a one-time emergency bridging funding in the amount of $1,600 and that it be funded from the contingency fund. This fund can easily support this request because it has capacity; and further, That a request be sent to each area municipality in Durham Region to support a one-time emergency bridging funding in the amount of $1,600; and, That this request be sent to the Region of Durham where there will be a motion at Committee of the Whole on October 5, 2016. At that time Regional Councillors will be asked to support a one-time emergency funding of $12,500. If approved at the Regional level, this request will bring the total contribution locally and Regionally to $25,000, (as long as all municipalities participate). This funding is needed in order to keep D.R.E.N.'s doors open while they secure new funding sources.” Enclosed is a cheque in the amount of $1,600, as noted above. By copy of this letter, I am advising the Region of Durham and its area municipalities of Oshawa Council’s decision. If you need further assistance, please contact Stephanie Sinnott, Director, Finance Services / Treasurer at the address listed below, or by telephone at 905-436-3311. Sandra Kranc City Clerk /kb c: Region of Durham City of Pickering Town of Ajax Town of Whitby Township of Brock Township of Scugog Township of Uxbridge Municipality of Clarington 27 200 University Ave. Suite 801 www.amo.on.ca Tel416. 971.9856 Toll Free in Ontario Toronto, ON, M5H 3C6 amo@amo.on.ca Fax 416. 971.6191 877.426.6527 October 6, 2016 Dear Clerks: AMO Seeks Council Resolution On behalf of the AMO Board, I would ask you to place the attached resolution on council’s next agenda along with this letter. AMO wants every council to be involved in the What’s Next Ontario? project. There is a looming fiscal gap facing Ontario’s municipalities. What’s Next Ontario? is about recognizing the gap and seeking sector support for closing it. The response has been impressive, but there’s more to be done! We’ve boiled down the essence of the challenge we face in the next ten years to a one-page resolution. We urge every council in Ontario to adopt the resolution, and reply to AMO by December 1, 2016. What does it say? We know Ontarians see infrastructure as the number one challenge facing their community. We know that even if we raise property taxes and user fees by inflation (1.8%), we will still be $3.6 billion short to fix the infrastructure gap, every year for ten years. This is what we need to address. As elected officials, how do we deal with this challenge? What is the best approach? Ontarians already pay the highest property taxes in the country. How high is too high? We could finance this gap by increasing property taxes. It would require property tax revenue increases of 4.6% annually for 10 years, sector-wide. And, what happens if the federal or provincial governments pull back on future commitments? We know that could mean property tax revenue increases of up to 8.35% annually for 10 years, sector- wide. How might these numbers translate locally as an annual rate increase? The attached resolution is a starting point. Thank you for bringing this to your council’s attention. My e-mail address is on the resolution and I look forward to receiving council’s support. If you have questions, please contact Matthew Wilson, Senior Advisor, mwilson@amo.on.ca, 416-971-9856 Ext. 323. Yours sincerely, Lynn Dollin AMO President 28 2 WHAT’S NEXT ONTARIO? RESOLUTION WHEREAS recent polling, conducted on behalf of the Association of Municipalities of Ontario indicates 76% of Ontarians are concerned or somewhat concerned property taxes will not cover the cost of infrastructure while maintaining municipal services, and 90% agree maintaining safe infrastructure is an important priority for their communities; AND WHEREAS infrastructure and transit are identified by Ontarians as the biggest problems facing their municipal government; AND WHEREAS a ten-year projection (2016-2025) of municipal expenditures against inflationary property tax and user fee increases, shows there to be an unfunded average annual need of $3.6 billion to fix local infrastructure and provide for municipal operating needs; AND WHEREAS the $3.6 billion average annual need would equate to annual increases of 4.6% (including inflation) to province-wide property tax revenue for the next ten years; AND WHEREAS this gap calculation also presumes all existing and multi-year planned federal and provincial transfers to municipal governments are fulfilled; AND WHEREAS if future federal and provincial transfers are unfulfilled beyond 2015 levels, it would require annual province-wide property tax revenue increases of up to 8.35% for ten years; AND WHEREAS Ontarians already pay the highest property taxes in the country; AND WHEREAS each municipal government in Ontario faces unique issues, the fiscal health and needs are a challenge which unites all municipal governments, regardless of size; NOW THEREFORE BE IT RESOLVED that this Council supports the Association of Municipalities of Ontario in its work to close the fiscal gap; so that all municipalities can benefit from predictable and sustainable revenue, to finance the pressing infrastructure and municipal service needs faced by all municipal governments. Please forward your resolution by December 1, 2016 to: AMO President Lynn Dollin amopresident@amo.on.ca. 29 Engineering Services Report If this information is required in an alternate accessible format, please contact the Accessibility Coordinator at 905-623-3379 ext. 2131. Report To: General Government Committee Date of Meeting: October 17, 2016 Report Number: EGD-037-16 Resolution: File Number: By-law Number: Report Subject: Ontario Community Infrastructure Fund - Execution of Agreement Recommendations: 1.That Report EGD-037-16 be received; 2.That the Mayor and Clerk be authorized to execute the funding agreement between the Province and the Municipality of Clarington as attached to report EGD-037-16; 3.That the By-law attached to Report EGD-037-16 be approved; and 4.That all interested parties listed in Report EGD-037-16 and any delegations be advised of Council's decision. 30 Municipality of Clarington Report EGD-037-16 Page 2 Report Overview In response to consultation with Ontario communities the Province has launched the expanded Ontario Community Infrastructure Fund (OCIF) which will provide an increased stable and predictable formula-based funding program. In addition the Province has re- designed the application-based component of the funding to act as a “top-up” component in which smaller communities can submit proposals to address critical infrastructure and supplement the formula-based funding up to a combined funding total of $2 million over 2 years. A requirement of the formula-based funding is that a by-law be passed authorizing municipal representatives to enter into the OCIF formula-based agreement. This report provides that recommendation. 1. Background 1.1 The Ontario Community Infrastructure Fund (OCIF) The Province created the Ontario Community Infrastructure Fund to: a)Provide stable funding to help small communities address critical core infrastructure needs in relation to roads, bridges, water and wastewater; b)Further strengthen municipal asset management practices within small communities; and c)Help small communities use a broad range of financial tools to address critical infrastructure challenges and provide long-term financial support for the rehabilitation and repair of core infrastructure for those most in need. The Ontario Community Infrastructure Fund is composed of two components: 1)The Application-Based Component; and 2)The Formula-Based Component. The Formula Based Component of the Ontario Community Infrastructure Fund is based on a municipality’s local fiscal circumstances and its total core infrastructure assets with a minimum grant of fifty thousand dollars ($50,000.00). The Municipality of Clarington is eligible to receive funding under the Formula-Based Component of the Ontario Community Infrastructure Fund and is eligible for the Application-Based Component Funding, which staff will apply for. 31 Municipality of Clarington Report EGD-037-16 Page 3 2.Proposal 2.1 Entering Into the OCIF Formula-Based Agreement For 2015, and 2016 Clarington received $443,000 annually for rehabilitation of structures identified in the Municipality’s Asset Management Plan. With the new funding amounts of $819,996 in 2017, $1,162,894 in 2018 and $1,797,935 in 2019 the Municipality of Clarington will continue to invest in the rehabilitation of priority infrastructure identified in Clarington’s Asset Management Plan which is one of the key criteria in the OCIF requirements. For the coming three years the funds will be split between rehabilitation or replacement of structures (bridges and culverts) as well as roads within both the urban and rural areas. Based on the above formula-based funding amounts, Clarington is also eligible for $17,110 “top-up” funding through the new application-based funding program to bring our total for the coming two years to $2 million to match the goals of the funding program. The application-based funding is not guaranteed and Clarington will be competing with all other applicants for a limited amount of funds. A copy of the notification letter from the Ministry of Agriculture, Food and Rural Affairs outlining highlights of the OCIF program is provided as Attachment 1. The Allocation Notice for the OCIF program outlining the details of the formula-based funding is provided as Attachment 2, and the Ontario Community Infrastructure Fund Formula-Based Component Agreement is provided as Attachment 3. 3.Concurrence This report has been reviewed by the Director of Finance/Treasurer who concurs with the recommendations. 4.Conclusion It is respectfully recommended that the Mayor and Clerk be authorized to execute the funding agreement between the Province and the Municipality of Clarington as attached and that the By-law, provided as Attachment 4 to Report EGD-037-16 be approved. 32 Municipality of Clarington Report EGD-037-16 Page 4 5. Strategic Plan Application The recommendations contained in this report conform to the Strategic Plan. Submitted by: Reviewed by: Anthony S. Cannella, Curry Clifford, MPA, CMO Director of Engineering Services Interim CAO Staff Contact: Ron Albright, Assistant Director, Engineering Services, 905-623-3379, Ext. 2305 or ralbright@clarington.net Attachments: Attachment 1 - July 13, 2016 Notification letter from the Ministry of Agriculture, Food and Rural Affairs, outlining highlights of the OCIF program. Attachment 2 – Ontario Community Infrastructure Fund (OCIF) Formula-based Component Allocation Notice (July, 2016) Attachment 3 – Ontario Community Infrastructure Fund Formula-based Component Agreement Attachment 4 – Draft By-law to Report EGD-037-16 The following is a list of the interested parties to be notified of Council’s decision: Ministry of Infrastructure, Ministry of Agriculture, Food and Rural Affairs ASC/RA/jb 33 Ministry of Agriculture, Food and Rural Affairs Ministère de l’Agriculture, de l'Alimentation et des Affaires rurales 4th Floor 1 Stone Road West Guelph, Ontario N1G 4Y2 Tel: 1-877-424-1300 Fax: 519 826-3398 4e étage 1 Stone Road West Guelph (Ontario) N1G 4Y2 Tél. : 1-877-424-1300 Téléc. : 519 826-3398 July 13, 2016 Dear Chief Administrative Officer, Clerk or Treasurer: Ontario is investing more than $137 billion in public infrastructure over the next ten years. This will result in an overall investment in infrastructure of about $160 billion over 12 years, which started in 2014-15. This 12-year commitment includes $31.5 billion in dedicated funds through Moving Ontario Forward. About $15 billion will be dedicated to transit, transportation, and other priority infrastructure outside the Greater Toronto and Hamilton Area (GTHA). As a key step in implementing this plan, in the summer of 2015, the Province consulted with communities across Ontario to ensure local priorities inform further Moving Ontario Forward investments outside the GTHA. In response to consultation feedback and the progress municipalities have made on asset management planning, the Province is expanding the Ontario Community Infrastructure Fund (OCIF) and updating its design. The total Fund is increasing from $100 million per year to $300 million per year by 2018-19. On July 4, 2016, Ontario launched the expanded OCIF. As part of this launch, the Province continues to provide support for municipal infrastructure projects by: •Increasing the amount of stable, predictable formula-based funding from $50 million per year to approximately $95 million in 2017, $130 million in 2018 and $200 million per year in 2019 and thereafter. •Re-designing the application-based component to act as a “top-up” component allowing smaller municipalities with critical infrastructure projects to submit proposals to bring their total OCIF funding up to a maximum of $2 million over two years. About $50 million is available for the 2016 intake. In addition to enhanced funding being provided through the expanded OCIF, the Province has updated the program design based on feedback from municipalities: Attachment 1 to Municipality of Clarington Report EGD-037-16 34 - 2 - A. Highlights of the new formula-based component of the OCIF •Recipients may accumulate annual formula-based grants for up to five years to address larger priority infrastructure projects. Attached you will find a copy of your allocation notice. Please note this information should be kept confidential until such time as the government has had an opportunity to announce your funding allocation. •Eligible recipients are guaranteed to receive a minimum of $50,000 per year, starting in 2017. •Eligible expenditures have been expanded to include water and wastewater optimization activities, loan payments on new core infrastructure projects, and municipal staff time dedicated to asset management planning. •Eligible expenditures have been clarified to include the construction of new core infrastructure to address an existing health or safety issue (e.g., connecting existing households on septic systems to wastewater infrastructure). B. Highlights of the application-based, top-up component of the OCIF •Eligibility for the 2016 intake is being targeted to communities whose formula-based grants in 2017 and 2018 add up to less than $2 million and who did not receive funding under the last application-based intake. Eligible communities with critical infrastructure projects may submit proposals to bring their total OCIF funding up to $2 million over two years. Please refer to your formula-based allocation notice for details on your community’s eligibility. •A one-stage application process will be used to assess projects primarily in relation to the project’s critical health and safety aspects. The comprehensiveness of the applicant’s asset management plan will be a secondary factor. •The application-based top-up intake is now open for those municipalities eligible for the top up component. The 2016 intake will close on October 21, 2016. For more information about the expanded OCIF, including eligibility, please visit the Ministry of Infrastructure website at www.ontario.ca/municipalinfrastructure. The website includes program guidelines and a link to the application form as well as contact information should you or your staff have questions. Sincerely, Brent Kennedy Director, Rural Programs Branch Ministry of Agriculture, Food and Rural Affairs 35 Ontario Community Infrastructure Fund (OCIF) Formula-based Component Allocation Notice Ministry of Infrastructure Ministry of Agriculture, Food and Rural Affairs Municipality of Clarington July 2016 Disponible en français Attachment 2 to Municipality of Clarington Report EGD-037-16 36 Ontario Community Infrastructure Fund (OCIF) Formula-based Component: Allocation Notice Municipality of Clarington Table of Contents Page 3 Overview Page 4 Calculation of Adjusted Core Infrastructure Page 5 Calculation of Indicator 1 (ratio of core infrastructure to weighted property assessment) Page 6 Calculation of Indicator 2 (ratio of core infrastructure per household to median household income) Page 7 Calculation of Grant Please Note: Due to rounding, some calculations may vary from the results shown. Terms and Conditions Receipt of the formula allocations noted on page 3 are conditional upon: • Entering into a funding agreement with the Province on terms and conditions that are satisfactory to the Province. •Compliance with all of the terms and conditions of your existing OCIF formula-based funding agreement. The Province reserves the right to adjust or terminate without notice or consent, for any reason, any allocation or proposed allocation contained in this notice, including the proposed allocations in future years, to account for any changes in your situation, the Ontario Community Infrastructure Fund program guidelines or other parameters or administrative procedures. 37 Ontario Community Infrastructure Fund (OCIF) Formula-based Component: Allocation Notice Municipality of Clarington Overview 2017 formula allocation $819,996 2018 proposed formula allocation $1,162,894 2019 proposed formula allocation $1,797,935 Infrastructure Index 0.013 Percentage points away from median 3.4 Eligibility for 2016 top-up intake Eligible Top-up funding cap*$17,110 * Calculated by subtracting your community's combined 2017 and 2018 formula allocations from $2-million. Top-up funding The new top-up component will allow municipalities with critical infrastructure projects to submit proposals to bring their total OCIF funding up to $2 million over two years. Eligibility for the 2016 intake is targeted to communities whose formula grants in 2017 and 2018 add up to less than $2 million and who did not receive funding under the last application-based intake. If your community is eligible, you may apply for up to 90% of a project's eligible costs or the top-up funding cap noted in the table below (whichever is less). The top-up funding cap is based on the amount your community is receiving under the formula-based component. Formula-based funding Your community's formula-based allocation of funding (allocation) under the Ontario Community Infrastructure Fund for the next three years is as follows: Next allocation notice You will receive an updated allocation notice in 2017. It will advise you of your 2020 proposed formula-based allocation, as well as eligibility and maximum funding available, if any, to your community under the 2017 intake of the top-up component. Starting in January 2017, the Province proposes to make payments in accordance with the following schedule • Allocations of $150,000 or less will be provided in one payment; • Allocations greater than $150,000 but less than $1 million will be provided through 6 payments; and • Allocations greater than $1 million will be provided through 12 payments. 38 Ontario Community Infrastructure Fund (OCIF) Municipality of Clarington Adjusted Core Infrastructure Table 1 - Calculation of Adjusted Core Infrastructure A Adjusted Core Infrastructure: A1 + (A2 x A3)$996,874,252 1. Municipality's core infrastructure $447,125,184 2. Core infrastructure of upper tier $4,196,075,743 3. Weighted assessment ratio (% of upper tier)13.1015% Data Sources • Core infrastructure: assets valued at cost as reported in Schedule 51 of the Financial Information Return (FIR). The best of 2014 or 2015 FIR data is used - whichever yields a higher total core infrastructure value for the municipality. FIR Categories included are: Line Item 611 Roads - Paved 612 Roads - Unpaved 613 Roads - Bridges and Culverts 614 Roadways - Traffic Operations & Roadside Maintenance 621 Winter Control - except Sidewalks, Parking Lots 622 Winter Control - Sidewalks, Parking Lots only 650 Street Lighting 811 Wastewater Collection/Conveyance 812 Wastewater Treatment and Disposal 821 Urban Storm Sewer System 822 Rural Storm Sewer System 831 Water Treatment 832 Water Distribution/Transmission • Weighted property assessment: Measures the size of the municipality's tax base. Refers to the total assessment for a municipality weighted by the tax ratio for each class of property (including payments in lieu of property taxes (PILs) retained by the municipality). Data sources: 2015 returned roll and 2016 starting tax ratios (Municipal Property Assessment Corporation (MPAC) and municipal tax rate bylaws) and Municipal FIRs (2014 or 2013 for PILs). 39 Ontario Community Infrastructure Fund (OCIF) Municipality of Clarington Calculation of Indicators Table 2a - Indicator 1 (ratio of adjusted core infrastructure to weighted assessment) Indicator 1 Value for Municipality A Indicator 1 Value: (A1 ÷ A2) 0.085 1. Municipality's adjusted core infrastructure $996,874,252 2. Municipality's weighted property assessment $11,735,385,648 Indicator 1 of Eligible Municipalities: Median, Lowest, Highest Value B Lowest Value 0.002 * C Median Value 0.083 D Highest Value 0.302 Calculation of Re-weighted Indicator 1 E Difference between Indicator Value and Median (A - C) 0.002 F Difference between the Median and the Maximum Value (D - C) 0.219 G Re-weighted Indicator 1 (E ÷ F)0.011 Note Line F: Since the indicator is above the median, the difference between the median and the highest value is calculated (D - C) Line G: The re-weighted indicator is on a scale of -1 to +1. 40 Ontario Community Infrastructure Fund (OCIF) Municipality of Clarington Calculation of Indicators Table 2b - Indicator 2 (ratio of core infrastructure per household to median household income) Indicator 2 Value for Municipality A Indicator 2 Value: ((A1 ÷ A2) ÷ A3)0.369 1. Municipality's adjusted core infrastructure $996,874,252 2. Municipality's number of households 32,397 3. Municipality's median household income $83,439 Indicator 2 of Eligible Municipalities: Median, Lowest, Highest Value B Lowest Value 0.014 C Median Value 0.357 D Highest Value 1.141 Calculation of Re-weighted Indicator 2 E Difference between Indicator Value and Median (A - C)0.012 F Difference between Median and Maximum Value (D - C)0.784 G Re-weighted Indicator 2 (E ÷ F)0.015 Note Line F: Since the indicator is above the median, the difference between the median and the highest value is calculated (D - C) Line G: The re-weighted indicator is on a scale of -1 to +1. Data Sources Median household income: Statistics Canada’s measure of median income for all private households (2011). 41 Ontario Community Infrastructure Fund (OCIF) Municipality of Clarington Table 3 - Total Grant Infrastructure Index A Infrastructure Index: ((A1 + A2) ÷ 2)0.013 1. Re-weighted Indicator 1 0.011 2. Re-weighted Indicator 2 0.015 Calculation of Funding per $100,000 of Core Infrastructure B 2017 Funding per $100,000 Core Infrastructure: ($179 + $13 x (A – B1) ÷ 10%) $183.39 C 2018 Funding per $100,000 Core Infrastructure: ($254 + $18 x (A – C1) ÷ 10%) $260.08 D 2019 Funding per $100,000 Core Infrastructure: ($394 + $24 x (A – D1) ÷ 10%) $402.11 1. Median of Infrastructure Indices of all Eligible Municipalities -0.021 Calculation of Grant E 2017 Total Grant: Maximum of (B x E1 ÷ $100,000) or $50,000 (i.e. whichever is greater)$819,996 F 2018 Total Grant: Maximum of (C x F1 ÷ $100,000) or $50,000 (i.e. whichever is greater) $1,162,894 G 2019 Total Grant: Maximum of (D x G1 ÷ $100,000) or $50,000 (i.e. whichever is greater) $1,797,935 1. Municipality's total core infrastructure $447,125,184 Note Lines B, C and D: Since the index is above the median, the funding per $100,000 of core infrastructure is greater than $179 in 2017, $254 in 2018 and $394 in 2019. Please refer to the program guidelines for details on the minimum and maximum funding provided per $100,000 of core infrastructure. 42 File Number: OCIF FC-076 ONTARIO COMMUNITY INFRASTRUCTURE FUND FORMULA-BASED COMPONENT AGREEMENT BETWEEN: HER MAJESTY THE QUEEN IN RIGHT OF ONTARIO as represented by the Minister of Agriculture, Food and Rural Affairs (the “Province”) – and – The Corporation of the Municipality of Clarington (the “Recipient”) BACKGROUND The Province created the Ontario Community Infrastructure Fund to: (1) provide stable funding to help small communities address critical core infrastructure needs in relation to roads, bridges, water and wastewater; (2) further strengthen municipal asset management practices within small communities; and (3) help small communities use a broad range of financial tools to address critical infrastructure challenges and provide long-term financial support for the rehabilitation and repair of core infrastructure for those in most need. The Ontario Community Infrastructure Fund is composed of two components: (1) the Application- Based Component; and (2) the Formula-Based Component. The Formula-Based Component of the Ontario Community Infrastructure Fund is based on a municipality’s local fiscal circumstances and its total core infrastructure assets with a minimum grant of fifty thousand dollars ($50,000.00). The Recipient is eligible to receive funding under the Formula-Based Component of the Ontario Community Infrastructure Fund. CONSIDERATION In consideration of the mutual covenants and agreements contained in this Agreement and for other good and valuable consideration, the receipt and sufficiency of which is expressly acknowledged, the Parties agree as follows: 1.0 ENTIRE AGREEMENT 1.1 This Agreement, including: Schedule “A” – General Terms And Conditions, Schedule “B” – Additional Terms And Conditions, Schedule “C” – Operational Requirements Under The Agreement, Schedule “D” – Eligible Project Categories, Schedule “E” – Eligible And Ineligible Costs, Page 1 of 35 Attachment 3 to Municipality of Clarington Report EGD-037-16 43 File Number: OCIF FC-076 Schedule “F” – Financial Information, Schedule “G” – Aboriginal Consultation Requirements, Schedule “H” – Communications Protocol, and Schedule “I” – Reports, constitutes the entire agreement between the Parties with respect to the subject matter contained in this Agreement and supersedes all prior oral or written representations and agreements. 2.0 COUNTERPARTS 2.1 This Agreement may be executed in any number of counterparts, each of which will be deemed an original, but all of which together will constitute one and the same instrument. 3.0 AMENDING AGREEMENT 3.1 This Agreement may only be amended by a written agreement duly executed by the Parties. 4.0 ACKNOWLEDGEMENT 4.1 The Recipient acknowledges and agrees that: (a) By receiving Funds it may become subject to legislation applicable to organizations that receive funding from the Government of Ontario, including the BPSAA, the PSSDA and the AGA; (b) Her Majesty the Queen in Right of Ontario has issued expenses, perquisites and procurement directives and guidelines pursuant to the BPSAA that may be applicable to the Recipient; (c) The Funds are (i) To assist the Recipient to carry out the Project and not to provide goods or services to the Ontario Community Infrastructure Fund – Formula-Based Component, and (ii) Funding for the purposes of the PSSDA; and (d) The Province is not responsible for, nor does the Province have a managerial role in, the undertaking, implementation, completion, operation and/or maintenance of any Project to which Funds are directed. The Recipient will not seek to hold the Province responsible for the undertaking, implementation, completion, operation and/or maintenance of any Projects to which Funds are directed through recourse to a third party, arbitrator, tribunal or court. 5.0 IMPACT OF RECEIVING FUNDING UNDER THIS AGREEMENT ON ANY EXISTING ONTARIO COMMUNITY INFRASTRUCTURE FUND FUNDING COMPONENT AGREEMENT 5.1 The Recipient acknowledges and agrees that if the Recipient receives Funds under this Agreement, the Recipient will be ineligible to receive any additional funds under any existing Ontario Community Infrastructure Fund Formula-Based Component agreement that it may Page 2 of 3544 File Number: OCIF FC-076 have with the Province. By way of example only, if the Recipient has an existing Ontario Community Infrastructure Fund Formula-Based Component agreement with the Province and was eligible to receive Funds for 2017 under that existing Ontario Community Infrastructure Fund Formula-Based Component agreement and receives Funds for 2017 under this Agreement, the Recipient is not eligible to receive any Funds for 2017 under its existing Ontario Community Infrastructure Fund Formula-Based Component agreement. [REST OF PAGE INTENTIONALLY LEFT BLANK – SIGNATURE PAGE FOLLOWS] Page 3 of 3545 File Number: OCIF FC-076 IN WITNESS WHEREOF the Parties have executed this Agreement on the dates set out below. HER MAJESTY THE QUEEN IN RIGHT OF ONTARIO, as represented by the Minister of Agriculture, Food and Rural Affairs ______________________________________ ___________________ Name: Randy Jackiw Date Title: Assistant Deputy Minister I have the authority to bind the Crown pursuant to delegated authority. THE CORPORATION OF THE MUNICIPALITY OF CLARINGTON ______________________________________ ___________________ Name: Insert Name Date Title: Insert Position AFFIX CORPORATE SEAL ______________________________________ ___________________ Name: Insert Name Date Title: Insert Position I/We have the authority to bind the Recipient. [REST OF PAGE INTENTIONALLY LEFT BLANK – SCHEDULE “A” FOLLOWS] Page 4 of 3546 File Number: OCIF FC-076 SCHEDULE “A” GENERAL TERMS AND CONDITIONS ARTICLE A1 INTERPRETATION AND DEFINITIONS A1.1 Interpretation. For the purposes of interpreting this Agreement: (a) Words in the singular include the plural and vice versa; (b) Words in one gender include all genders; (c) The headings do not form part of this Agreement; they are for reference purposes only and will not affect the interpretation of the Agreement; (d) Any reference to dollars or currency will be in Canadian dollars and currency; (e) Any reference to a statute means a statute of the Province of Ontario, unless otherwise indicated; (f) Any reference to a statute is to that statute and to the regulations made pursuant to that statute as they may be amended from time to time and to any statute or regulations that may be passed that have the effect of supplanting or superseding that statute or regulation unless a provision of this Agreement provides otherwise; (g) All accounting terms will be interpreted in accordance with the Generally Accepted Accounting Principles and all calculations will be made and all financial data to be submitted will be prepared in accordance with the Generally Accepted Accounting Principles; and (h) The words “include”, “includes” and “including” denote that the subsequent list is not exhaustive. A1.2 Definitions. In this Agreement, the following terms will have the following meanings: “Aboriginal Group” includes the Indian, Inuit and Métis peoples of Canada or any other group holding Aboriginal or treaty rights under section 35 of the Constitution Act, 1982. “Additional Terms and Conditions” means the terms and conditions referred to in section A9.1 of Schedule “A” to this Agreement and specified in Schedule “B” of this Agreement. “AGA” means the Auditor General Act. “Agreement” means this agreement entered into between the Province and the Recipient and includes all of the Schedules listed in section 1.1 of this Agreement and any amending agreement entered into pursuant to section 3.1 of this Agreement. “Allocation Notice” means the notice that the Recipient received from the Province setting out the amount of Funds the Recipient is eligible to receive from the Province for the Funding Year in which the notice was issued. The “Allocation Notice” also includes the proposed allocation of Funds that the Recipient is eligible to receive for the following two Funding Years (although these proposed allocations are subject to change). “Annual Financial Report” means the report that the Province will provide, either in paper or electronically, to the Recipient pursuant to this Agreement. Page 5 of 3547 File Number: OCIF FC-076 “Arm’s Length” has the same meaning as set out in the Income Tax Act (Canada), as it read on the Effective Date of this Agreement, and as treated or defined under Generally Accepted Accounting Principles. “Auditor General” means the Auditor General of Ontario. “BPSAA” means the Broader Public Sector Accountability Act, 2010. “Business Day” means any working day, Monday to Friday inclusive, excluding statutory and other holidays, namely: New Year’s Day; Family Day; Good Friday; Easter Monday; Victoria Day; Canada Day; Civic Holiday; Labour Day; Thanksgiving Day; Remembrance Day; Christmas Day; Boxing Day; and any other day on which the Province is closed for business. “Communications Protocol” means the protocol set out under Schedule “H” of this Agreement. “Consultant” means any person the Recipient retains to do work related to this Agreement. “Conflict Of Interest” includes any circumstances where: (a) The Recipient; or (b) Any person who has the capacity to influence the Recipient’s decisions, has outside commitments, relationships or financial interests that could, or could be seen to, interfere with the Recipient’s objective, unbiased and impartial judgment relating to the Project, the use of the Funds or both. “Contract” means an agreement between the Recipient and a third-party whereby the third- party provides a good or service for the Project in return for financial consideration that may be submitted by the Recipient for the Province’s consideration as an Eligible Cost. “Effective Date” means the date on which this Agreement is effective, as set out under section C1.1 of Schedule “C” of this Agreement. “Eligible Costs” means those costs set out under section E1.1 of Schedule “E” of this Agreement. “Event of Default” has the meaning ascribed to it in section 15.1 of Schedule “A” this Agreement. “Expiry Date” means the date on which this Agreement will expire, as set out under section C1.2 of Schedule “C” of this Agreement unless amended or terminated prior to this date in accordance with the terms and conditions of this Agreement. “FAA” means the Financial Administration Act. “Failure” means a failure to comply with any term, condition, obligation under any other agreement that the Recipient has with Her Majesty the Queen in Right of Ontario or one of Her agencies. “FIPPA” means the Freedom of Information and Protection of Privacy Act, 1990. “First Nation” means a band, as defined under section 2(1) of the Indian Act (Canada). Page 6 of 3548 File Number: OCIF FC-076 “Funding Year” means the period commencing January 1st of one calendar year and ending December 31st of the same calendar year. “Funds” means the money the Province provides to the Recipient pursuant to this Agreement, as set out in an Allocation Notice or Revised Allocation Notice issued under this Agreement each Funding Year. “Indemnified Parties” means Her Majesty the Queen in Right of Ontario, Her Ministers, agents, appointees and employees. “Ineligible Costs” means those costs set out under section E2.1 of Schedule “E” of this Agreement. “Interest Earned” means the amount of money earned by the Recipient from placing the Funds in an interest bearing account as set out under section A3.4 of Schedule “A” of this Agreement. “Local Services Board” means a board established under the Northern Services Boards Act. “MA” means the Municipal Act, 2001. “Notice” means any communication given or required to be given pursuant to this Agreement. “Notice Period” means the period of time within which the Recipient is required to remedy an Event of Default, and includes any such period or periods of time by which the Province considers it reasonable to extend that time. “Parties” means the Province and the Recipient collectively. “Party” means either the Province or the Recipient. “Project” means the undertaking: (a) Described in the Project Information Form the Province provides to the Recipient pursuant to this Agreement; and (b) Approved by the Province. “Project Information Form” means the form that the Province will provide, either in paper or electronically, to the Recipient pursuant to this Agreement. “PSSDA” means the Public Sector Salary Disclosure Act, 1996. “Reports” means the reports set out under Schedule “I” of this Agreement. “Requirements of Law” means all applicable statutes, regulations, by-laws, ordinances, codes, official plans, rules, approvals, permits, licenses, authorizations, orders, decrees, injunctions, directions and agreements with all authorities that now or at any time hereafter may relate to the Recipient, the Project, the Funds and this Agreement. Without limiting the generality of the foregoing, if the Recipient is subject to the BPSAA, the PSSDA or any other type of broader public sector accountability legislative provisions, the BPSAA, the PSSDA Page 7 of 3549 File Number: OCIF FC-076 and those broader public sector accountability legislative provisions are deemed to be a Requirement of Law. “Revised Allocation Notice” means an Allocation Notice that the Province issues that alters an Allocation Notice that the Province previously issued. “Term” means the period of time beginning on the Effective Date of this Agreement and ending on the Expiry Date unless terminated earlier pursuant to Articles A13, A14 or A15 of this Agreement. A1.3 Conflict. Subject to section A9.1 of Schedule “A” of this Agreement, in the event of a conflict between the terms and conditions set out in this Schedule “A” of the Agreement and the terms or conditions set out in any other Schedule of this Agreement, the terms and conditions set out under this Schedule “A” of the Agreement will prevail. ARTICLE A2 REPRESENTATIONS, WARRANTIES AND COVENANTS A2.1 General. The Recipient represents, warrants and covenants that: (a) It is, and will continue to be for the Term of this Agreement, a validly existing legal entity with full power to fulfill its obligations under this Agreement; (b) It has, and will continue to have for the Term of this Agreement, the experience and expertise necessary to carry out the Project; (c) It has the financial resources necessary to carry out any Projects to which it directs any of the Funds being provided under this Agreement and is not indebted to any person to the extent that that indebtedness would undermine the Recipient’s ability to complete the Projects to which it directs the Funds; (d) It is in compliance with all Requirements of Law and will remain in compliance with all Requirements of Law related to any aspect of the Project, the Funds or both for the Term of this Agreement; and (e) Unless otherwise provided for in this Agreement, any information the Recipient provided to the Province in support of its request for Funds, including any information relating to any eligibility requirements, was true and complete at the time the Recipient provided it. A2.2 Execution Of Agreement. The Recipient represents and warrants that it has: (a) The full power and authority to enter into this Agreement; and (b) Taken all necessary actions to authorize the execution of this Agreement. A2.3 Governance. The Recipient represents, warrants and covenants that it has, and will maintain, in writing for the Term of this Agreement: (a) A code of conduct and ethical responsibilities for all persons at all levels of the Recipient’s organization; (b) Procedures to ensure the ongoing effective functioning of the Recipient; (c) Decision-making mechanisms for the Recipient; (d) Procedures to enable the Recipient to manage the Funds prudently and effectively; (e) Procedures to enable the Recipient to successfully complete the Project; (f) Procedures to enable the Recipient to, in a timely manner, identify risks to the completion of the Project and develop strategies to address those risks; Page 8 of 3550 File Number: OCIF FC-076 (g) Procedures to enable the preparation and delivery of all Reports required under this Agreement; and (h) Procedures to enable the Recipient to deal with such other matters as the Recipient considers necessary to ensure that the Recipient carries out its obligations under this Agreement. A2.4 Approvals, Licenses And Permits. The Recipient represents, warrants and covenants that it has or will apply for any approval, license, permit or similar authorization necessary to carry out the Project before carrying out the Project. For greater clarity, the Recipient acknowledges and agrees that the entering into this Agreement does not in any way obligate any regulatory authority established under an Act of the Ontario Legislature to issue any type of approval, license, permit or similar authorization that the Recipient may need or want in relation to undertaking any Project to which Funds are directed or to meet any other term or condition under this Agreement. A2.5 Supporting Documentation. Upon request, and within the time period indicated in the Notice, the Recipient will provide the Province with proof of the matters referred to in this Article A2 of this Agreement. A2.6 Additional Covenants. The Recipient undertakes to advise the Province within five (5) Business Days of: (a) Any changes that affect its representations, warranties and covenants under sections A2.1, A2.2, A2.3 or A2.4 of Schedule “A” of this Agreement during the Term of the Agreement; and (b) Any actions, suits or other proceedings which could or would reasonably prevent the Recipient from complying with the terms and conditions of this Agreement. ARTICLE A3 FUNDS AND CARRYING OUT THE PROJECT A3.1 Funds Provided. The Province will: (a) Provide the Recipient up to the amount of Funds set out in the Allocation Notice for each Funding Year during the Term of this Agreement for the sole purpose of carrying out one or more Projects; (b) Provide the Funds to the Recipient in accordance with Schedule “F” of this Agreement; (c) Deposit the Funds into an account designated by the Recipient, provided that account: (i) Resides at a Canadian financial institution, and (ii) Is in the name of the Recipient. A3.2 Limitation On Payment Of Funds. Despite section A3.1 of Schedule “A” of this Agreement: (a) The Province is not obligated to provide any Funds set out in an Allocation Notice or Revised Allocation Notice to the Recipient in any Funding Year until: (i) The Recipient provides the insurance certificate or other proof as the Province may request pursuant to section A12.2 of Schedule “A” of this Agreement, (ii) The Recipient has submitted to the Ministry of Municipal Affairs any outstanding financial information returns by December 31st of each calendar year, Page 9 of 3551 File Number: OCIF FC-076 (iii) The Recipient has submitted to the Ministry of Agriculture, Food and Rural Affairs all outstanding reporting under any other Ontario Community Infrastructure Fund contribution agreement, and (iv) The Recipient has submitted to the Ministry of Agriculture, Food and Rural Affairs a copy of their asset management plan and any subsequent updates by December 31st of each calendar year if not previously submitted; (b) The Province is not obligated to provide any instalments of Funds set out in an Allocation Notice to the Recipient in any Funding Year until the Province is satisfied with the progress of the Project; (c) The Province may, acting reasonably: (i) Adjust the amount of Funds set out in the Recipient’s Allocation Notice or Revised Allocation Notice, and/or (ii) Adjust the amount of Funds the Province actually provides to the Recipient in any Funding Year, and/or (iii) Hold all or a portion of the Funds set out in the Recipient’s Allocation Notice or Revised Allocation Notice based upon the Province’s assessment of the information provided by the Recipient pursuant to Article A7 of Schedule “A” of this Agreement; and (d) If, pursuant to the FAA, the Province does not receive the necessary appropriation from the Ontario Legislature for any payment under this Agreement, the Province is not obligated to make any such payment, and, as a consequence, the Province may: (i) Reduce the amount of Funds and, in consultation with the Recipient, change the Project without liability, penalty or costs; or (ii) Terminate the Agreement pursuant to section A14.1 of Schedule “A” of this Agreement. A3.3 Use Of Funds And Project. The Recipient will: (a) Only use the Funds being provided under this Agreement toward Projects that fall within the category of projects set out under section D1.1 of Schedule “D” of this Agreement; (b) Carry out and complete any Projects in accordance with the terms and conditions of this Agreement; (c) Use the Funds only for Eligible Costs that are necessary to carry out the Project; and (d) Not use the Funds for Ineligible Costs. A3.4 Interest Bearing Account. If the Province provides Funds to the Recipient before the Recipient’s immediate need for the Funds, the Recipient will place the Funds in an interest- bearing account in the name of the Recipient at a Canadian financial institution. The Recipient will hold the Funds plus the Interest Earned in trust for the Province until the Recipient needs the Funds for the Projects. A3.5 No Provincial Payment Of Interest. The Province is not required to pay interest on any Funds under this Agreement. For greater clarity, this includes interest on any Funds that the Province has withheld paying to the Recipient pursuant to a term or condition set out in this Agreement. A3.6 Funds For Funding Year Limited To Amount Set Out In Allocation Notice Or Revised Allocation Notice. The Recipient acknowledges and agrees that the Funds available to it for a Funding Year will not exceed the amount set out in the Recipient’s Allocation or Revised Allocation Notice for that Funding Year. Page 10 of 3552 File Number: OCIF FC-076 A3.7 Recipient May Save Funds From One Funding Year To Use In Later Funding Years. The Recipient may save any Funds that it receives in one Funding Year, including any interest earned thereon, for use in later Funding Years. Where the Recipient saves Funds from one Funding Year to use in later Funding Years, the Recipient will be deemed to have spent any Interest Earned first, followed by the principal. A3.8 Saved Funds From One Funding Year Must Be Spent Within Five Funding Years Of The Year The Funds Were Allocated. Despite anything else in this Agreement, the Recipient will spend any Funds, including any interest earned thereon, that it received and has saved within five (5) Funding Years in which those Funds were received. By way of example only, if a Recipient received Funds from the Province in 2017 and decided to save those Funds, the Recipient must spend those Funds, including any interest earned thereon, by December 31, 2021. In the event that the Recipient does not spend those saved Funds in accordance with the requirements set out in this section A3.8 of the Agreement, those saved Funds, including any Interest Earned thereon, will be returned to the Province. A3.9 Transfer Of Funds. The Recipient may transfer Funds provided under this Agreement to another entity provided the following is met: (a) The transfer of Funds is for a Project that is set out under section D1.1 of Schedule “D” of this Agreement; (b) The Project is in both the Recipient and the other entity’s asset management plan; and (c) The entity receiving the Recipient’s Funds must be eligible to receive those Funds. A3.10 Funds May Be Used For Projects Under Other Federal Or Provincial Funding Programs. The Recipient may use the Funds being provided under this Agreement for projects covered under other provincial or federal funding programs provided the following is met: (a) The project is also a Project that is set out under section D1.1 of Schedule “D” of this Agreement; and (b) The other provincial or federal funding program allows for Funds being provided under the Ontario Community Infrastructure Fund to be used toward a project under that other provincial or federal funding program. A3.11 Rebates, Credits and Refunds. The Recipient acknowledges and agrees that the amount of Funds available to it pursuant to this Agreement is based on the actual costs to the Recipient, less any costs, for which the Recipient has received, will receive or is eligible to receive, a rebate, credit or refund. ARTICLE A4 ABORIGINAL CONSULTATION A4.1 Provision Of Funds Dependent Upon The Province Meeting Its Duty To Consult Obligations. The Recipient acknowledges and agrees that the provision of any Funds under this Agreement is strictly conditional upon the Province satisfying any obligations it may have to consult with and, if appropriate, accommodate any Aboriginal Group with an interest in any Project in which Funds are directed in order for the Project to proceed. A4.2 Recipient Is The Province’s Delegate For Purposes Of Consultation With Aboriginal Groups. By entering into this Agreement, the Province delegates the procedural aspects of Page 11 of 3553 File Number: OCIF FC-076 any consultation obligations the Province may have with any Aboriginal Group in relation to any Project in which Funds are directed to the Recipient as set out in Schedule “G” of this Agreement. The Recipient, by signing this Agreement acknowledges that the Province has delegated the procedural aspects of any consultation obligations that the Province may have with any Aboriginal Group in relation to any Project in which Funds are directed and accepts said delegation and agrees to act diligently as the Province’s delegate so as to preserve the Honour of the Crown in relation to any consultation obligations that the Province may have in relation to any Project in which Funds are directed. A4.3 Recipients Obligations In Relation To Consultations. The Recipient will: (a) Be responsible for consulting with any Aboriginal Group that has an interest in any Project in which Funds are directed on behalf of the Province in accordance with Schedule “G” of this Agreement; (b) Take directions from the Province in relation to consulting with any Aboriginal Group with an interest in any Project in which Funds are directed as well as any other directions that the Province may issue in relation to consultations, including suspending or terminating any Project in which Funds are directed; and (c) Provide a detailed description of any actions it took in relation to consultation with any Aboriginal Group with an interest in any Project in which Funds are directed in its Reports. A4.4 Recipient Will Not Start Construction On Any Project Until Recipient Provides Evidence To The Province That Notice Of Project Has Been Given To Identified Aboriginal Groups. Despite anything else in this Agreement, the Recipient will not commence or allow a third party to commence construction on any aspect of any Project in which Funds are directed for forty-five (45) Business Days, or such other longer or shorter time as the Province may direct, after it has provided the Province with written evidence that the Recipient has sent notice about any Project in which Funds are directed to the Aboriginal Groups the Province has identified in accordance with Schedule “G” of this Agreement. ARTICLE A5 RECIPIENT’S ACQUISITION OF GOODS AND SERVICES AND DISPOSAL OF ASSETS A5.1 Acquisition Of Goods And Services In Competitive Procurement Process. The Recipient will acquire any goods and services for the Project through a transparent, competitive process that ensures the best value for any Funds expended and at no greater value than fair market value, after deducting trade discounts and/or other discounts available to the Recipient. Without limiting the generality of the foregoing, where the Recipient is a municipal entity to which the MA applies, the Recipient will follow its procurement policies required under the MA. Where the Recipient is a Local Services Board, the Recipient will obtain a minimum of three (3) written quotes for any goods or services which exceed twenty- five thousand dollars ($25,000.00), unless the Province provides its prior written approval to obtain such goods or services in another manner. The Province may waive the requirements of this section A5.1 of the Agreement if: (a) The goods or services the Recipient is purchasing are not readily available; or (b) The Recipient has researched the market for a similar purchase within the last two (2) years and knows prevailing market costs for those good or services being purchased. Page 12 of 3554 File Number: OCIF FC-076 A5.2 BPSAA. For greater clarity, if the Recipient is subject to the BPSAA and there is a conflict between the BPSAA and a requirement under this Article A5 of the Agreement, the BPSAA will apply and prevail to the extent of that conflict. A5.3 Contracts. The Recipient will ensure that all Contracts: (a) Are consistent with this Agreement; (b) Do not conflict with this Agreement; (c) Incorporate the relevant provisions of this Agreement to the fullest extent possible; (d) Require that any parties to those Contracts comply with all Requirements of Law; and (e) Authorize the Province to perform audits of the parties to those Contracts in relation to the Project or any Funds provided to those parties. A5.4 Use Of Consultants. The Province recognizes and acknowledges that the Recipient may engage one or more Consultants for the purposes of carrying out any Projects in which Funds are directed. The Recipient will have sole responsibility for hiring and terminating the employment of said Consultants. The Recipient further acknowledges and agrees that the Recipient will be responsible for all acts and actions of the Recipient’s Consultants and that all such acts and actions will be treated as acts and actions of the Recipient for the purposes of this Agreement. A5.5 Asset Retention. The Recipient will comply with section C1.3 of Schedule “C” of this Agreement as it relates to the retention of any assets purchased, built or rehabilitated with Funds being provided under this Agreement. A5.6 Trade Agreements. If the Recipient is subject to any provincial or federal trade agreements to which the Province is a party, the Recipient will comply with the applicable requirements of such trade agreements. In particular, and without limitation, if the Recipient is subject to Annex 502.4 of the Agreement on Internal Trade, the Recipient will comply with all applicable requirements of Annex 502.4. In the event of any conflict between any requirement under Annex 502.4 and a requirement under this Article A5 of the Agreement, Annex 502.4 will apply and prevail to the extent of that conflict. ARTICLE A6 CONFLICT OF INTEREST A6.1 No Conflict Of Interest. The Recipient will carry out the Project and use the Funds without an actual, potential or perceived Conflict of Interest. A6.2 Disclosure To The Province: The Recipient will: (a) Disclose to the Province, without delay, any situation that a reasonable person would interpret as an actual, potential or perceived Conflict Of Interest; and (b) Comply with any terms and conditions that the Province may impose as a result of the disclosure. ARTICLE A7 REPORTS, RECORDS, INSPECTION, AUDITS AND THE PROVISION OF INFORMATION A7.1 Preparation And Submission. The Recipient will: Page 13 of 3555 File Number: OCIF FC-076 (a) Submit to the Province at the address referred to in section C1.4 of Schedule “C” of this Agreement all Reports in accordance with the timelines and content requirements set out in Schedule “I” of this Agreement, or in a form as specified by the Province from time to time; (b) Ensure that all Reports are completed to the satisfaction of the Province; and (c) Ensure that all Reports are signed on behalf of the Recipient by an authorized signing officer and that the accompanying attestation has been completed. A7.2 Records Maintenance. The Recipient will keep and maintain: (a) All financial records, including invoices, relating to the Funds or otherwise to the Project in a manner consistent with generally acceptable accounting principles; and (b) All non-financial documents and records relating to the Funds or otherwise to the Project in a manner consistent with all Requirements of Law. A7.3 Inspection. The Province, its authorized representatives or an independent auditor identified by the Province may, at its own expense, upon twenty-four (24) hours’ Notice to the Recipient during normal business hours, enter the Recipient’s premises to review the progress of the Project and the Recipient’s allocation and expenditure of the Funds and, for these purposes, the Province, its authorized representatives or an independent auditor identified by the Province may take one or more of the following actions: (a) Inspect and copy the records and documents referred to in this section A7.2 of Schedule “A” of this Agreement; (b) Remove any copies made pursuant to section A7.3(a) of Schedule “A” of this Agreement from the Recipient’s premises; and (c) Conduct an audit or investigation of the Recipient in respect of the expenditure of the Funds, the Project or both. A7.4 Disclosure. To assist in respect of the rights set out under section A7.3 of Schedule “A” of this Agreement, the Recipient will disclose any information requested by the Province, its authorized representatives or an independent auditor identified by the Province and will do so in the form requested by the Province, its authorized representatives or an independent auditor identified by the Province, as the case may be. A7.5 No Control Of Records. No provision of this Agreement will be construed so as to give the Province any control whatsoever over the Recipient’s records. A7.6 Auditor General. For greater certainty, the Province’s rights under this Article of the Agreement are in addition to any rights provided to the Auditor General pursuant to section 9.1 of the AGA. A7.7 Provision Of Information. The Recipient will provide to the Province, within the time period set out in the Notice, such information in respect of this Agreement or any Project in which Funds are directed as the Province requests. ARTICLE A8 COMMUNICATIONS A8.1 Recipient To Follow Communications Protocol. The Recipient will follow the Communications Protocol set out under Schedule “H” of this Agreement. Page 14 of 3556 File Number: OCIF FC-076 A8.2 Publication By The Province. The Recipient agrees the Province may, in addition to any obligations the Province may have under FIPPA, publicly release information under this Agreement, including the Agreement itself, in hard copy or in electronic form, on the internet or otherwise. ARTICLE A9 ADDITIONAL TERMS AND CONDITIONS A9.1 Additional Terms and Conditions. The Recipient will comply with any Additional Terms and Conditions set out under Schedule “B” of this Agreement. In the event of a conflict or inconsistency between any of the requirements of the Additional Terms and Conditions and any requirements of this Schedule “A” of this Agreement, the Additional Terms and Conditions will prevail. ARTICLE A10 DISCLOSURE OF INFORMATION PROVIDED TO THE PROVINCE A10.1 FIPPA. The Recipient acknowledges that the Province is bound by the FIPPA. A10.2 Disclosure Of Information. Any information provided to the Province in connection with the Project or otherwise in connection with the Agreement may be subject to disclosure in accordance with FIPPA and any other Requirements of Law. ARTICLE A11 INDEMNITY, LIMITATION OF LIABILITY AND DUTY TO DEFEND A11.1 Indemnification. The Recipient hereby agrees to indemnify and hold harmless the Indemnified Parties from and against any and all direct or indirect liability, loss, costs, damages and expenses (including legal, expert and consultant fees), causes of action, actions, claims, demands, lawsuits or other proceedings, by whomever made, sustained, incurred, brought or prosecuted, in any way arising out of or in connection with the Project or otherwise in connection with this Agreement, unless solely caused by the gross negligence or wilful misconduct of the Province. A11.2 Exclusion Of Liability. The Recipient acknowledges and agrees that in no event will the Province be liable for any general, compensatory, incidental, special or consequential damages, or any loss of use, revenue or profit by the Recipient or the Recipient’s officers, servants, employees and agents arising out of or in any way related to this Agreement. A11.3 Recipient’s Participation. The Recipient will, at its expense, to the extent requested by the Province, participate in or conduct the defence of any proceeding against any Indemnified Parties and any negotiations for their settlement. A11.4 Province’s Election. The Province may elect to participate in or conduct the defence of any proceeding by providing Notice to the Recipient of such election without prejudice to any other rights or remedies of the Province under this Agreement, at law or in equity. Each Party participating in the defence will do so by actively participating with the other’s counsel. Page 15 of 3557 File Number: OCIF FC-076 A11.5 Settlement Authority. The Recipient will not enter into a settlement of any proceeding against any Indemnified Parties unless the Recipient has obtained the prior written approval of the Province. If the Recipient is requested by the Province to participate in or conduct the defence of any proceeding, the Province will co-operate with and assist the Recipient to the fullest extent possible in the proceeding and any related settlement negotiations. A11.6 Recipient’s Co-operation. If the Province conducts the defence of any proceedings, the Recipient will co-operate with and assist the Province to the fullest extent possible in the proceedings and any related settlement negotiations. ARTICLE A12 INSURANCE A12.1 Recipient’s Insurance. The Recipient represents and warrants that it has, and will maintain for each Project being funded under this Agreement for a period of ninety (90) days after the Recipient has submitted a Project Information Form attesting that the Project is complete , at its own cost and expense, with insurers having a secure A.M. Best rating of B+ or greater, or the equivalent, all necessary and appropriate insurance that a prudent person carrying out a project similar to the Project would maintain, including commercial general liability insurance on an occurrence basis for third party bodily injury, personal injury and property damage, to an inclusive limit of not less than the amount set out under section C1.5 of Schedule “C” of this Agreement per occurrence. The policy will include the following: (a) The Indemnified Parties as additional insureds with respect to liability arising in the course or performance of the Recipient’s obligations under, or otherwise in connection with, the Project or under this Agreement; (b) A cross-liability clause; (c) Contractual liability coverage; (d) Products and completed operations liability coverage; (e) Employer’s liability coverage; (f) Tenant’s legal liability coverage (for premises/building leases only); (g) Non-owned automobile coverage with blanket contractual and physical damage coverage for hired automobiles; and (h) A thirty (30) day written notice of cancellation provision. A12.2 Proof Of Insurance. The Recipient will provide the Province with certificates of insurance, or other proof as the Province may request within the time limit set out in that request, that confirms the insurance coverage as required under section A12.1 of Schedule “A” of this Agreement. A12.3 Right Of “First Call” On Insurance Proceeds. The Recipient will provide the Indemnified Parties with a right of “first call” or priority over any other person, including the Recipient, to use or enjoy the benefits of the proceeds from the insurance policy required under section A12.1 of Schedule “A” of this Agreement to pay any suits, judgments, claims, demands, expenses, actions, causes of action and losses (including without limitation, reasonable legal expenses and any claim for a lien made pursuant to the Construction Lien Act and for any and all liability, damages to property and injury to persons (including death)) that may be brought against the Indemnified Parties as a result of this Agreement. Page 16 of 3558 File Number: OCIF FC-076 ARTICLE A13 TERMINATION ON NOTICE A13.1 Termination On Notice. The Province may terminate this Agreement at any time without liability, penalty or costs upon giving at least thirty (30) days’ Notice to the Recipient. A13.2 Consequences Of Termination On Notice By The Province. If the Province terminates this Agreement pursuant to section A13.1 of Schedule “A” of this Agreement, the Province may take one or more of the following actions: (a) Direct that the Recipient does not incur any costs for the Project that are Eligible Costs under this Agreement without the Province’s prior written consent; (b) Cancel any further installments of the Funds; (c) Demand the repayment of any Funds remaining in the possession or under the control of the Recipient; and (d) Determine the reasonable costs for the Recipient to wind down the Project, and do either or both of the following: (i) Permit the Recipient to offset such costs against the amount owing pursuant to section A12.3(c) of Schedule “A” of this Agreement; and (ii) Subject to section A3.9 of Schedule “A” of this Agreement, provide Funds to the Recipient to cover such costs. ARTICLE A14 TERMINATION WHERE NO APPROPRIATION A14.1 Termination Where No Appropriation. If, as provided for in section A3.2(d) of Schedule “A” of this Agreement, the Province does not receive the necessary appropriation from the Ontario Legislature for any payment the Province is to make pursuant to this Agreement, the Province may terminate the Agreement immediately without liability, penalty or costs by giving Notice to the Recipient. A14.2 Consequences Of Termination Where No Appropriation. If the Province terminates this Agreement pursuant to section A14.1 of Schedule “A” of this Agreement, the Province may take one or more of the following actions: (a) Cancel any further installments of the Funds; (b) Demand the repayment of any Funds plus any Interest Earned on the unspent Funds remaining in the possession or under the control of the Recipient; and (c) Determine the reasonable costs for the Recipient to wind down the Project and permit the Recipient to offset such costs against the amount owing pursuant to section A14.2(b) of Schedule “A” of this Agreement. A14.3 No Additional Funds. For greater clarity, if the costs determined pursuant to section A14.2(c) of Schedule “A” of this Agreement exceed the Funds remaining in the possession or under the control of the Recipient, the Province will not provide additional Funds to the Recipient. Page 17 of 3559 File Number: OCIF FC-076 ARTICLE A15 EVENT OF DEFAULT, CORRECTIVE ACTION AND TERMINATION FOR DEFAULT A15.1 Events Of Default. Each of the following events will constitute an Event of Default: (a) In the opinion of the Province, the Recipient breaches any representation, warranty, covenant or other term of the Agreement, including failing to do any of the following in accordance with the terms and conditions of this Agreement: (i) Carry out the Project, (ii) Use or spend the Funds, (iii) Provide any Reports required under this Agreement, or (iv) The Recipient fails to follow any directions that the Province provides under this Agreement; (b) The Recipient has provided false or misleading information to the Province; (c) The Recipient is unable to continue any Project in which Funds are directed or the Recipient is likely to discontinue any Project in which Funds are directed; (d) The Recipient’s operations, or its organizational structure, changes such that it no longer meets one or more of the eligibility requirements of the program under which the Province provides the Funds; (e) The Recipient makes an assignment, proposal, compromise, or arrangement for the benefit of creditors, or a creditor makes an application or an order adjudging the Recipient bankrupt, or applies for the appointment of a receiver; or (f) The Recipient ceases to operate. A15.2 Consequences Of Events Of Default And Corrective Action. If an Event of Default occurs, the Province may, at any time, take one or more of the following actions: (a) Initiate any action the Province considers necessary in order to facilitate the successful continuation or completion of the Project; (b) Provide the Recipient with an opportunity to remedy the Event of Default; (c) Suspend the payment of Funds for such a period as the Province determines appropriate; (d) Reduce the amount of Funds; (e) Cancel any further installments of the Funds; (f) Demand the repayment of any Funds remaining in the possession or under the control of the Recipient; (g) Demand the repayment of an amount equal to any Funds the Recipient used, but did not use in accordance with the terms and conditions of this Agreement; (h) Demand the repayment of an amount equal to any Funds the Province provided to the Recipient, even though the Project is partially completed; and (i) Terminate this Agreement at any time, including immediately, without liability, penalty or costs to the Province upon giving Notice to the Recipient. A15.3 Opportunity To Remedy. If, in accordance with section A15.2(b) of Schedule “A” of this Agreement, the Province provides the Recipient with an opportunity to remedy the Event of Default, the Province will provide Notice to the Recipient of: (a) The particulars of the Event of Default; and (b) The Notice Period. A15.4 Recipient Not Remedying. If the Province has provided the Recipient with an opportunity to remedy the Event of Default pursuant to section A15.2(b) of Schedule “A” of this Agreement, and; (a) The Recipient does not remedy the Event of Default within the Notice Period; Page 18 of 3560 File Number: OCIF FC-076 (b) It becomes apparent to the Province that the Recipient cannot completely remedy the Event of Default within the Notice Period; or (c) The Recipient is not proceeding to remedy the Event of Default in a way that is satisfactory to the Province, the Province may extend the Notice Period, or initiate any one or more of the actions provided for in sections A15.2(b), (c), (d), (e), (f), (g), (h) and (i) of Schedule “A” of this Agreement. A15.5 When Termination Effective. Termination under this Article A15 of Schedule “A” of this Agreement will take effect as set out in the Notice. ARTICLE A16 LOBBYISTS AND AGENT FEES A16.1 Lobbyists And Agent Fees. The Recipient represents and warrants: (a) Any person hired by the Recipient to speak or correspond with any employee or other person representing the Province concerning any matter relating to any Funds under this Agreement or any benefit hereunder is registered, if required to register, pursuant to the Lobbyists Registration Act, 1998; (b) It has not and will not make a payment or other compensation to any other legal entity that is contingent upon or is calculated upon the provision of any Funds hereunder or negotiating the whole or any part of the terms or conditions of this Agreement; and (c) No money from the Province was used or will be used to lobby or otherwise secure the provision of any Funds in relation to this Agreement. ARTICLE A17 FUNDS UPON EXPIRY A17.1 Funds Upon Expiry. The Recipient will, upon the expiry of the Agreement, return to the Province any unspent Funds remaining in its possession or under its control plus any Interest Earned on the unspent Funds. ARTICLE A18 REPAYMENT A18.1 Repayment Of Overpayment Or Unspent Saved Funds. If at any time during the Term of this Agreement the Province provides Funds in excess of the amount to which the Recipient is eligible to receive under this Agreement or the Recipient does not spend any Funds that it has saved in accordance with section A3.8 of this Agreement, the Province may: (a) Deduct an amount equal to the excess or saved Funds plus Interest Earned from any further installments of the Funds; or (b) Demand that the Recipient pay an amount equal to the excess or saved Funds plus Interest Earned to the Province. A18.2 Debt Due. If, pursuant to this Agreement: (a) The Province demands the payment of any Funds or an amount equal to any Funds from the Recipient; or (b) The Recipient owes any Funds or an amount equal to any Funds to the Province, whether or not their return or repayment has been demanded by the Province, Page 19 of 3561 File Number: OCIF FC-076 such Funds or other amount will be deemed to be a debt due and owing to the Province by the Recipient and the Recipient will pay or return the amount to the Province immediately, unless the Province directs otherwise. For greater clarity, in the event that the Recipient makes an assignment, proposal, compromise or arrangement for the benefit of creditors or a creditor makes an application for an order adjudging the Recipient bankrupt or applies for the appointment of a receiver, this section A18.2 of Schedule “A” of this Agreement will not affect any Funds that the Recipient is holding in trust for the Province under section A3.4 of Schedule “A” of this Agreement. A18.3 Interest Rate. The Province may charge the Recipient interest on any money owing by the Recipient at the then current interest rate charged by the Province of Ontario on accounts receivable. A18.4 Payment Of Money To Province. If the Province requires the Recipient to repay any Funds or Interest Earned to the Province, the Recipient will pay any money owing to the Province by cheque payable to the “Ontario Minister of Finance” and delivered to the Province at the address referred to in section A19.1 of Schedule “A” of this Agreement. A18.5 Repayment. Without limiting the application of section 43 of the FAA, if the Recipient does not repay any amount owing under this Agreement, Her Majesty the Queen in Right of Ontario may set off any unpaid amount from any money payable to the Recipient by Her Majesty the Queen in Right of Ontario. A18.6 Funds Are Part Of A Social Or Economic Program. The Recipient acknowledges and agrees that any Funds provided under this Agreement are for the administration of social or economic programs or the provision of direct or indirect support to members of the public in connection with social or economic policy. ARTICLE A19 NOTICE A19.1 Notice In Writing And Addressed. Notice will be in writing and will be delivered by email, postage-paid mail, personal delivery or fax and will be addressed to the Province and the Recipient respectively as set out in section C1.6 of Schedule “C” of this Agreement or as either Party later designates to the other by written Notice. A19.2 Notice Given. Notice will be deemed to have been given: (a) In the case of postage-paid mail, five (5) Business Days after the Notice is mailed; or (b) In the case of email, personal delivery or fax, one (1) Business Day after the Notice is delivered. A19.3 Postal Disruption. Despite section A19.2(a) of Schedule “A” of this Agreement, in the event of a postal disruption, (a) Notice by postage-paid mail will not be deemed to be received; and (b) The Party giving Notice will provide Notice by email, personal delivery or fax. ARTICLE A20 CONSENT BY PROVINCE AND COMPLIANCE BY RECIPIENT Page 20 of 3562 File Number: OCIF FC-076 A20.1 Consent. When the Province provides its consent pursuant to this Agreement, that consent will not be considered valid unless that consent is in writing and the person providing the consent indicates in the consent that that person has the specific authority to provide that consent. The Province may also impose any terms and conditions on the consent and the Recipient will comply with such terms and conditions. ARTICLE A21 SEVERABILITY OF PROVISIONS A21.1 Invalidity Or Unenforceability Of Any Provision. The invalidity or unenforceability of any provision in this Agreement will not affect the validity or enforceability of any other provision of this Agreement. Any invalid or unenforceable provision will be deemed to be severed. ARTICLE A22 WAIVER A22.1 Waivers In Writing. If a Party fails to comply with any term or condition of this Agreement that Party may only rely on a waiver of the other Party if the other Party has provided a written waiver in accordance with the Notice provisions in Article A19 of Schedule “A” of this Agreement. Any waiver must refer to a specific failure to comply and will not have the effect of waiving any subsequent failures to comply. For greater clarity, where the Province chooses to waive a term or condition of this Agreement, such waiver will only be binding if provided by a person who indicates in writing that he or she has the specific authority to provide the waiver. ARTICLE A23 INDEPENDENT PARTIES A23.1 Parties Independent. The Recipient acknowledges and agrees that it is not an agent, joint venturer, partner or employee of the Province and the Recipient will not represent itself in any way that might be taken by a reasonable person to suggest that it is or take any actions that could establish or imply such a relationship. ARTICLE A24 ASSIGNMENT OF AGREEMENT OR FUNDS A24.1 No Assignment. The Recipient will not, without the prior written consent of the Province, assign any of its rights or obligations under this Agreement. A24.2 Agreement Binding. All rights and obligations contained in this Agreement will extend to and be binding on the Parties’ respective heirs, executors, administrators, successors and permitted assigns. ARTICLE A25 GOVERNING LAW Page 21 of 3563 File Number: OCIF FC-076 A25.1 Governing Law. This Agreement and the rights, obligations and relations of the Parties will be governed by and construed in accordance with the laws of the Province of Ontario and the applicable federal laws of Canada. Any actions or proceedings arising in connection with this Agreement will be conducted in the Courts of Ontario, which will have exclusive jurisdiction over such proceedings. ARTICLE A26 FURTHER ASSURANCES A26.1 Agreement Into Effect. The Recipient will provide such further assurances as the Province may request from time to time with respect to any matter to which the Agreement pertains and will otherwise do or cause to be done all acts or things necessary to implement and carry into effect the terms and conditions of this Agreement to their full extent. ARTICLE A27 JOINT AND SEVERAL LIABILITY A27.1 Joint And Several Liability. Where the Recipient is comprised of more than one entity, all such entities will be jointly and severally liable to the Province for the fulfillment of the obligations of the Recipient under this Agreement. ARTICLE A28 RIGHTS AND REMEDIES CUMULATIVE A28.1 Rights And Remedies Cumulative. The rights and remedies of the Province under this Agreement are cumulative and are in addition to, and not in substitution of, any of its rights and remedies provided by law or in equity. ARTICLE A29 JOINT AUTHORSHIP A29.1 Joint Authorship Of Agreement. The Parties will be considered joint authors of this Agreement and no provision herein will be interpreted against one Party by the other Party because of authorship. No Party will seek to avoid a provision herein because of its authorship through recourse to a third party, court, tribunal or arbitrator. ARTICLE A30 FAILURE TO COMPLY WITH OTHER AGREEMENT A30.1 Other Agreements. If the Recipient: (a) Has committed a Failure; (b) Has been provided with notice of such Failure in accordance with the requirements of such other agreement; (c) Has, if applicable, failed to rectify such Failure in accordance with the requirements of such other agreement; and (d) Such Failure is continuing, Page 22 of 3564 File Number: OCIF FC-076 the Province may suspend the payment of Funds under this Agreement without liability, penalty or costs for such period as the Province determines appropriate. ARTICLE A31 SURVIVAL A31.1 Survival. The provisions of this Agreement that by their nature survive the expiration or early termination of this Agreement will so survive for a period of seven (7) years from the Expiry Date expiry or date of termination. Without limiting the generality of the foregoing, the following Articles and sections, and all applicable cross-referenced sections and schedules will continue in full force and effect for a period of seven (7) years from the Expiry Date or the date of termination: Article A1 and any other applicable definitions, sections A3.2(d), A3.5, section 4.2, section A7.1 (to the extent that the Recipient has not provided the Reports to the satisfaction of the Province), section A6.2 , Article A7, Article A11, section A13.2, sections A14.2 and A14.3, sections A15.1, A15.2(d), (e), (f), (g) and (h), Article A17, Article A18, Article A19, Article A21, section A24.2, Article A25, Article A27, Article A28, Article A29, Article A30 and this Article A31. A31.2 Survival After Creation. Despite section A31.1 of this Agreement, section A7.2 of this Agreement, including all cross-referenced provisions and Schedules, will continue in full force and effect for a period of seven (7) years from the date in which that document or record referred to in section A7.2 of this Agreement was created. [REST OF PAGE INTENTIONALLY LEFT BLANK – SCHEDULE “B” FOLLOWS] Page 23 of 3565 File Number: OCIF FC-076 SCHEDULE “B” ADDITIONAL TERMS AND CONDITIONS B1.1 No Additional Terms And Conditions: There are no additional terms or conditions for this Agreement. [REST OF PAGE INTENTIONALLY LEFT BLANK – SCHEDULE “C” FOLLOWS] Page 24 of 3566 File Number: OCIF FC-076 SCHEDULE “C” OPERATIONAL REQUIREMENTS UNDER THE AGREEMENT C1.1 Effective Date. The Effective Date of this Agreement is as of the date that the Province signs it. C1.2 Expiry Date. The Expiry Date of this Agreement is March 31, 2027. C1.3 Disposal Of Assets. The Recipient will retain any assets purchased, rehabilitated or built with the Funds under this Agreement for a period of five (5) years from the date that the Project is completed. Within this five (5) year period, the Recipient may ask for the Province’s consent to dispose of any assets purchased, rehabilitated or built with the Funds under this Agreement. The Province may impose any reasonable conditions, including requesting the return of Funds from the Recipient, in return for its consent. C1.4 Submission Of Reports. All Reports under this Agreement will be submitted to the Province using the address supplied under section C1.6 of this Schedule “C” of the Agreement or any other person identified by the Province in writing. C1.5 Insurance Amount. The amount of insurance the Recipient will have for the purposes of section A12.1 of Schedule “A” of this Agreement is no less than two million dollars ($2,000,000.00) in general commercial liability insurance per occurrence. C1.6 Providing Notice. All Notices under this Agreement will be provided to: TO THE PROVINCE TO THE RECIPIENT Ministry of Agriculture, Food and Rural Affairs Rural Programs Branch 1 Stone Road West, 4NW Guelph, Ontario N1G 4Y2 Attention: Manager, Infrastructure Renewal Programs Fax: 519-826-3398 Email: OCIF@ontario.ca The Corporation of the Municipality of Clarington 40 Temperance Street Bowmanville, Ontario L1C 3A6 Attention: Franklin Wu Fax: Email: fwu@clarington.net or any other person identified by the Parties in writing. [REST OF PAGE INTENTIONALLY LEFT BLANK – SCHEDULE “D” FOLLOWS] Page 25 of 3567 File Number: OCIF FC-076 SCHEDULE “D” ELIGIBLE PROJECT CATEGORIES D1.1 Eligible Project. Eligible Projects include: (a) The development and implementation of asset management plans (e.g. software, training, inspections) and the implementation of Composite Correction Program recommendations. (b) Capital projects and capital maintenance for the renewal, rehabilitation and replacement of core infrastructure assets or capital construction of new core infrastructure that addresses an existing health or safety issue, including: (i) Water: a. Water treatment, and b. Water distribution/transmission. (ii) Wastewater: a. Wastewater treatment and disposal, b. Sanitary sewer systems, and c. Storm sewer systems (urban and rural). (iii) Roads: a. Paved roads, b. Unpaved roads, c. Bus-only lanes, d. Street lighting may be included as an eligible item when part of a road project, and e. Sidewalks and/or cycling lanes located along an existing road. (iv) Bridges and Culverts: a. Sidewalks and/or cycling lanes located along an existing road. Without limiting the foregoing, the Project must be part of the Recipient’s asset management plan in order to be eligible. A Recipient may transfer its yearly allocation to another recipient in the furtherance of a joint project, provided: (a) The joint project is listed as a priority in the asset management plans for the Recipient and other recipients; (b) The Recipient and other recipients inform the Province in writing that they are undertaking a joint project prior to implementation; and (c) The Recipient and other recipients have an agreement in place governing the joint project, including how the joint project is being funded. D2.1 Ineligible Projects. Ineligible projects are any project not part of the Recipient’s Asset Management Plan, and also include: (a) Projects that are routine upgrades or improvements to storm water infrastructure and drainage (Note: an eligible project must eliminate or significantly reduce the potential for serious damages to adjacent critical infrastructure (e.g. roads, bridges, etc.)); (b) Growth-related expansion projects (e.g. new subdivision infrastructure); (c) Infrastructure expansion projects to accommodate future employment or residential development on greenfield sites; and (d) Recreational trail projects. Page 26 of 3568 File Number: OCIF FC-076 SCHEDULE “E” ELIGIBLE AND INELIGIBLE COSTS E1.1 Eligible Costs. Subject to the terms and conditions of this Agreement and section E.2 of this Schedule “E” of the Agreement, Eligible Costs shall only include all direct and incremental costs that are attributable to the development and implementation of the Project and are in the Province’s sole and absolute discretion, properly and reasonably incurred as well as necessary for the Project. Eligible Costs must also be actual, verifiable cash outlays that are documented through invoices, receipts or other records that is acceptable to the Province. Without limiting the generality of the foregoing, Eligible Costs shall only include the following: (a) The capital costs of constructing, rehabilitating, replacing or improving, in whole or in part, a tangible core infrastructure asset; (b) Development and implementation of asset management plans (e.g. software, training third-party condition assessments), including Consultant costs; (c) Activities that improve the performance or increase the capacity of existing water and wastewater infrastructure under the Composite Correction Program including third- party comprehensive performance evaluations and third-party comprehensive technical assistance; (d) Up to 40% of the annual Funds allocation to a maximum of eighty thousand dollars ($80,000.00) per year for Recipient staff members whose responsibilities include asset management and/or Composite Correction Program implementation while receiving third-party comprehensive technical assistance; (e) All capital planning and assessment costs, such as the costs of environmental planning, surveying, engineering, architectural supervision, testing and management consulting services; (f) The costs for permits, approvals, licences and other authorizing documents, as well as inspections and other fees directly attributable to obtaining a permit, approval, licence or other authorizing document, provided those costs are directly attributable to the construction and implementation of Project; (g) Loan payments and interest charges on eligible core infrastructure activities started after January 1, 2017 that the Recipient has obtained financing to complete; (h) The costs for consulting with an Aboriginal Group, including the Recipient’s legal fees, provided they are reasonable, on matters pertaining to the Project, including the translation of documents into languages spoken by the affected Aboriginal Group, but does not include any capacity-building funding unless specifically approved by the Province in writing prior to being incurred; (i) The costs of Project-related signage, lighting, Project markings and utility adjustments; (j) The costs of joint communication activities, such as press releases, press conferences, translation and road signage recognition, as described in Schedule “H” of this Agreement; and (k) Other costs that are, in the Province’s sole and absolute discretion, direct, incremental and necessary for the successful implementation of the Project, provided those costs have been approved by the Province in writing prior to being incurred. E2.1 Ineligible Costs. The following costs are Ineligible Costs and are therefore ineligible to be paid from the Funds being provided under this Agreement: (a) Costs incurred which are not in accordance with section A5.1 of Schedule “A” of this Agreement; Page 27 of 3569 File Number: OCIF FC-076 (b) Any costs related to any ineligible projects set out under section D2.1 of Schedule “D” of this Agreement; (c) Costs associated with the acquisition or leasing of: (i) Land, (ii) Buildings, (iii) Equipment, (iv) Other facilities, and (v) Obtaining easements, including costs or expenses for surveys, and includes real estate fees and other related costs; (d) Costs associated with moveable / transitory assets (e.g. portable generators, etc.) or rolling stock (e.g. trucks, graders, etc.); (e) Costs related to recreational trails; (f) Legal fees, other than those association with consultation with Aboriginal Groups (provided such legal fees are reasonable), as well as loan and interest payments that do not comply with section E1.1(g) of Schedule “E” of this Agreement; (g) Taxes, regardless of any rebate eligibility; (h) The value of any goods and services which are received through donations or in kind; (i) Employee wages and benefits, overhead costs as well as other direct or indirect operating, maintenance and administrative costs incurred by the Recipient for the Project, and more specifically, but without limiting the generality of the foregoing, costs relating to services delivered directly by permanent employees of the Recipient; (j) Meal, hospitality or incidental costs or expenses of Consultants; (k) Costs associated with completing Expressions of Interest and/or applications for the Ontario Community Infrastructure Fund or the Building Canada Fund – Small Communities Fund; (l) Costs of accommodation for any Aboriginal Group; and (m) Costs incurred contrary to section A16.1 of Schedule “A” of this Agreement. E2.2 Costs Of Non-Arm’s Length Parties. The costs or expenses of goods or services acquired from parties that are not Arm’s Length from the Recipient must be valued at the cost of the supplying entity and shall not include any mark up for profit, return on investment or overhead costs and shall not exceed fair market value. The Province may not consider the eligibility of any of these costs unless access is provided to the relevant records of the supplying entity. [REST OF PAGE INTENTIONALLY LEFT BLANK – SCHEDULE “F” FOLLOWS] Page 28 of 3570 File Number: OCIF FC-076 SCHEDULE “F” FINANCIAL INFORMATION F1.1 Allocation Notices Form Part Of Schedule “F” Upon Being Issued. The Parties agree that when the Province issues an Allocation Notice to the Recipient for a Funding Year, that Allocation Notice will become part of this Schedule “F” of the Agreement upon being issued by the Province and is enforceable under this Agreement. F1.2 Revised Allocation Notices Form Part Of Schedule “F” Upon Being Issued. The Parties agree that in the event that the Province issues a Revised Allocation Notice for whatever reason, that Revised Allocation Notice will revoke and replace the Allocation Notice for which the Revised Allocation Notice was issued and that Revised Allocation Notice will become part of this Schedule “F” of the Agreement upon being issued by the Province and will be enforceable under this Agreement. F1.3 No Amending Agreement Needed To Have Allocation Notice Or Revised Allocation Notice Become Part Of Schedule “F” Of Agreement. For greater clarity, and despite section 3.1 of the Agreement, the Parties agree that this Schedule “F” may be altered by the issuance of an Allocation Notice or a Revised Allocation Notice without having to amend this Agreement. F2.1 Payment Of Funds. Subject to the terms and conditions of this Agreement, the Province will provide any Funds pursuant to this Agreement in accordance with the following: (a) Where the Funds are less than one hundred fifty thousand dollars ($150,000.00), the Province will make one (1) payment to the Recipient by March 31 of the allocation year; (b) Where the Funds are more than one hundred fifty thousand dollars ($150,000.00), but less than one million dollars ($1,000,000.00), the Province will make six (6) payments to the Recipient over the calendar year; and (c) Where the Funds are more than one million dollars ($1,000,000.00), the Province will make twelve (12) payments to the Recipient over the calendar year. [REST OF PAGE INTENTIONALLY LEFT BLANK – SCHEDULE “G” FOLLOWS] Page 29 of 3571 File Number: OCIF FC-076 SCHEDULE “G” ABORIGINAL CONSULTATION REQUIREMENTS G1.1 Purpose. This Schedule sets out the responsibilities of the Province and the Recipient in relation to consultation with Aboriginal Groups on the Project, and to delegate procedural aspects of consultation from the Province to the Recipient. G1.2 Definitions. For the purposes of this Schedule: “Section 35 Duty” means any duty the Province may have to consult and, if required, accommodate Aboriginal Groups in relation to the Project flowing from section 35 of the Constitution Act, 1982. G2.1 The Province’s Responsibilities. The Province is responsible for: (a) Determining the Aboriginal Groups to be consulted in relation to the Project, if any, and advising the Recipient of same; (b) The preliminary and ongoing assessment of the depth of consultation required with the Aboriginal Groups; (c) Delegating, at its discretion, procedural aspects of consultation to the Recipient pursuant to this Schedule; (d) Directing the Recipient to take such actions, including without limitation suspension as well as termination of the Project, as the Province may require; (e) Satisfying itself, where it is necessary to do so, that the consultation process in relation to the Project has been adequate and the Recipient is in compliance with this Schedule; and (f) Satisfying itself, where any Aboriginal or treaty rights and asserted rights of Aboriginal Groups require accommodation, that Aboriginal Groups are appropriately accommodated in relation to the Project. G3.1 Recipient’s Responsibilities. The Recipient is responsible for: (a) Giving notice to the Aboriginal Groups regarding the Project as directed by the Province, if such notice has not already been given by the Recipient or the Province; (b) Immediately notifying the Province of contact by any Aboriginal Groups regarding the Project and advising of the details of the same; (c) Informing the Aboriginal Groups about the Project and providing to the Aboriginal Groups a full description of the Project unless such description has been previously provided to them; (d) Following up with the Aboriginal Groups in an appropriate manner to ensure that Aboriginal Groups are aware of the opportunity to express comments and concerns about the Project, including any concerns regarding adverse impacts on hunting, trapping, fishing, plant harvesting or on burial grounds or archaeological sites of cultural significance to the Aboriginal Groups, and immediately advising the Province of the details of the same; (e) Informing the Aboriginal Groups of the regulatory and approval processes that apply to the Project of which the Recipient is aware after reasonable inquiry; (f) Maintaining the Aboriginal Groups on the Recipient’s mailing lists of interested parties for environmental assessment and other purposes and providing to the Aboriginal Groups all notices and communications that the Recipient provides to interested parties and any notice of completion; Page 30 of 3572 File Number: OCIF FC-076 (g) Making all reasonable efforts to build a positive relationship with the Aboriginal Groups in relation to the Project; (h) Providing the Aboriginal Groups with reasonable opportunities to meet with appropriate representatives of the Recipient and meeting with the Aboriginal Groups to discuss the Project, if requested; (i) If appropriate, providing reasonable financial assistance to Aboriginal Groups to permit effective participation in consultation processes for the Project, but only after consulting with the Province; (j) Considering comments provided by the Aboriginal Groups regarding the potential impacts of the Project on Aboriginal or treaty rights or asserted rights, including adverse impacts on hunting, trapping, fishing, plant harvesting or on burial grounds or archaeological sites of cultural significance to an Aboriginal Group, or on other interests, or any other concerns or issues regarding the Project; (k) Answering any reasonable questions to the extent of the Recipient’s ability and receiving comments from the Aboriginal Groups, notifying the Province of the nature of the questions or comments received and maintaining a chart showing the issues raised by the Aboriginal Groups and any responses the Recipient has provided; (l) Where an Aboriginal Group asks questions regarding the Project directly of the Province, providing the Province with the information reasonably necessary to answer the inquiry, upon the Province’s request; (m) Subject to section G3.1(o) of this Schedule “G” of the Agreement, where appropriate, discussing with the Aboriginal Groups potential accommodation, including mitigation of potential impacts on Aboriginal or treaty rights, asserted rights or associated interests regarding the Project and reporting to the Province any comments or questions from the Aboriginal Groups that relate to potential accommodation or mitigation of potential impacts; (n) Consulting regularly with the Province during all discussions with Aboriginal Groups regarding accommodation measures, if applicable, and presenting to the Province the results of such discussions prior to implementing any applicable accommodation measures; (o) Complying with the Province’s direction to take any actions, including without limitation, suspension or termination of the Project, as the Province may require; and (p) Providing in any contracts with Third Parties for the Recipient’s right and ability to respond to direction from the Province as the Province may provide. G3.2 Acknowledgement By Recipient. The Recipient hereby acknowledges that, notwithstanding section A4.2 of Schedule “A” of this Agreement, the Province, any provincial ministry having an approval role in relation to the Project, or any responsible regulatory body, official, or provincial decision-maker, may participate in the matters and processes enumerated therein as they deem necessary. G3.3 Recipient Shall Keep Records And Share Information. The Recipient shall carry out the following functions in relation to record keeping, information sharing and reporting to the Province: (a) Provide to the Province, upon request, complete and accurate copies of all documents provided to the Aboriginal Groups in relation to the Project; (b) Keep reasonable business records of all its activities in relation to consultation and provide the Province with complete and accurate copies of such records upon request; (c) Provide the Province with timely notice of any Recipient mailings to, or Recipient meetings with, the representatives of any Aboriginal Group in relation to the Project; Page 31 of 3573 File Number: OCIF FC-076 (d) Immediately notify the Province of any contact by any Aboriginal Groups regarding the Project and provide copies to the Province of any documentation received from Aboriginal Groups; (e) Advise the Province in a timely manner of any potential adverse impact of the Project on Aboriginal or treaty rights or asserted rights of which it becomes aware; (f) Immediately notify the Province if any Aboriginal archaeological resources are discovered in the course of the Project; (g) Provide the Province with summary reports or briefings on all of its activities in relation to consultation with Aboriginal Groups, as may be requested by the Province; and (h) If applicable, advise the Province if the Recipient and an Aboriginal Group propose to enter into an agreement directed at mitigating or compensating for any impacts of the Project on Aboriginal or treaty rights or asserted rights. G3.4 Recipient Shall Assist The Province. The Recipient shall, upon request lend assistance to the Province by filing records and other appropriate evidence of the activities undertaken both by the Province and by the Recipient in consulting with Aboriginal Groups in relation to the Project, attending any regulatory or other hearings, and making both written and oral submissions, as appropriate, regarding the fulfillment of Aboriginal consultation responsibilities by the Province and by the Recipient, to the relevant regulatory or judicial decision-makers. G4.1 No Acknowledgment Of Duty To Consult Obligations. Nothing in this Schedule shall be construed as an admission, acknowledgment, agreement or concession by the Province or the Recipient, that a Section 35 Duty applies in relation to the Project, nor that any responsibility set out herein is, under the Constitution of Canada, necessarily a mandatory aspect or requirement of any Section 35 Duty, nor that a particular aspect of consultation referred to in subsection G2.1 hereof is an aspect of the Section 35 Duty that could not have lawfully been delegated to the Recipient had the Parties so agreed. G5.1 No Substitution. This Schedule shall be construed consistently with but does not substitute for any requirements or procedures in relation to Aboriginal consultation or the Section 35 Duty that may be imposed by a ministry, board, agency or other regulatory decision-maker acting pursuant to laws and regulations. Such decision-makers may have additional obligations or requirements. Nonetheless, the intent of the Province is to promote coordination among provincial ministries, boards and agencies with roles in consulting with Aboriginal Groups so that the responsibilities outlined in this Agreement may be fulfilled efficiently and in a manner that avoids, to the extent possible, duplication of effort by Aboriginal Groups, the Recipient, the Province, and provincial ministries, boards, agencies and other regulatory decision-makers. G6.1 Notices In Relation To Schedule. All notices to the Province pertaining to this Schedule shall be in writing and shall be given sent to the person identified under section C1.6 of Schedule “C” of this Agreement. [REST OF PAGE INTENTIONALLY LEFT BLANK – SCHEDULE “H” FOLLOWS] Page 32 of 3574 File Number: OCIF FC-076 SCHEDULE “H” COMMUNICATIONS PROTOCOL H1.1 Application Of Protocol. This Protocol applies to all communications activities related to any funding the Recipient receives under this Agreement. Communications activities may include, but are not limited to: (a) Project signage; (b) Media events and announcements, including news conferences, public announcements, official events or ceremonies, news releases; (c) Printed materials; (d) Websites; (e) Photo compilations; (f) Award programs; or (g) Awareness campaigns. H2.1 Project Signage. The Province may require that a sign be installed at the site of the Project. If the Recipient installs a sign at the site of a Project, the Recipient shall, at the Province’s request, provide acknowledgement of the provincial contribution to the Project. Sign design, content and installation guidelines will be provided by the Province. Where the Recipient decides to install a permanent plaque or other suitable marker with respect to a Project, it must recognize the provincial contribution to the Project and be approved by the Province prior to installation. The Recipient is responsible for the production and installation of Project signage, unless otherwise agreed upon in writing prior to the installation of the signage. H3.1 Media Events. The Province or the Recipient may request a media event, announcement or recognition of key milestones related to Project. In requesting a media event or an announcement, the Party requesting the event will provide at least twenty-one (21) Business Days’ notice to the other Party of its intention to undertake such an event. The event will take place at a date and location that is mutually agreed to by the Parties. The Parties will have the opportunity to participate in such events through a designed representative. Each participant will choose its designated representative. All joint communications material related to media events and announcements must be approved by the Province and recognize the funding provided by the Province. Media events and announcements include but are not limited to: (a) News conferences; (b) Public announcements; (c) Official events or ceremonies; or (d) News releases. H4.1 Awareness Of Project. The Recipient may include messaging in its own communications products and activities with regards to the Project. When undertaking such activities, the Recipient will provide the opportunity for the Province to participate and will recognize the funding provided by the Province. Page 33 of 3575 File Number: OCIF FC-076 H5.1 Issues Management. The Recipient will share information promptly with the Province should significant emerging media, Project or stakeholder issues relating to a Project arise. The Province will advise the Recipient, when appropriate, about media inquiries concerning the Project. H6.1 Communicating Success Stories. The Recipient agrees to communicate with the Province for the purposes of collaborating on communications activities and products including but not limited to success stories and features relating to the Project. The Recipient acknowledges and agrees that the Province may publicize information about the Project. The Province agrees it will use reasonable efforts to consult with the Recipient about the Province’s publication about the Project prior to making it. H7.1 Disclaimer. If the Recipient publishes any material of any kind relating to the Project or the Ontario Community Infrastructure Fund, the Recipient will indicate in the material that the views expressed in the material are the views of the Recipient and do not necessarily reflect the Province’s views. [REST OF PAGE INTENTIONALLY LEFT BLANK – SCHEDULE “I” FOLLOWS] Page 34 of 3576 File Number: OCIF FC-076 SCHEDULE “I” REPORTS I1.1 Reports. The Recipient will submit the following Reports in accordance with the reasonable directions provided by the Province by the date indicated in the chart immediately below. The Province will provide the contents of the Report at a later date. NAME OF REPORT DUE DATE Annual Financial Report See section I2.1 of this Schedule. Project Information Report See section I2.1 of this Schedule. Other Reports Within the time period set out in the written request from the Province. I2.1 Timing Of Reports. The Recipient will provide to the Province the following Reports at the times noted below: (a) By January 15th of each year: (i) Project Information Report Project Status and Financial Update for all Projects For Asset Management Planning or Composite Correction Program, Implementation Staff Time Attestations (as appropriate) Completed Project Being Debt Financed – Yearly Update (as appropriate) (ii) Annual Financial Report from the previous year (Interest Earned must be reported for the previous calendar year) (b) By April 15th of each year: (i) Project Information Report – Proposed Project Information for any new or revised Project (reminder – a Duty to Consult assessment must be completed by the Province for each Project forty-five (45) Business Days prior to the start of construction of that Project) (c) Within forty-five (45) Business Days of Project or construction completion or no later than January 15th of the year following completion of the Project (i) Project Information Report – Completed Project information Page 35 of 3577 The Corporation of the Municipality of Clarington BY-LAW NO. 2016-XXX Being a By-law to authorize an agreement between the Corporation of the Municipality of Clarington and the Province to enter into the Ontario Community Infrastructure Fund Formula- Based Component Agreement NOW THEREFORE the Council of the Corporation of the Municipality of Clarington hereby enacts as follows: 1.That the Mayor and Clerk are hereby authorized, on behalf of the Corporation of the Municipality of Clarington, and seal with the Corporation seal, an agreement between the Province and the Corporation of the Municipality of Clarington. 2.That this agreement attached hereto as Schedule “A” form part of this By-law. This By-law shall come into effect on the date of passing. BY-LAW passed in open session this 31st day of October, 2016. ____________________________ Adrian Foster, Mayor ______________________________ C. Anne Greentree, Municipal Clerk Attachment 4 to Municipality of Clarington Report EGD-037-16 78 Community Services Report If this information is required in an alternate accessible format, please contact the Municipal Clerk at 905-623-3379 ext. 2102. Report To: General Government Committee Date of Meeting: October 17, 2016 Report Number: CSD-014-16 Resolution: File Number: N/A By-law Number: Report Subject: Roof-Top Solar Projects – Feed-in-Tariff Program, Version 5.0 Recommendations: 1.That Report CSD-014-16 be received; 2.That Council indicate its support for the construction and operation of roof-top solar projects anywhere in the Municipality by passing the resolution attached to this Report (Attachment 1); 3.That the Mayor and Clerk be authorized to execute a Roof-top Solar Panel Lease Agreement for the three specific projects, provided such Agreement is acceptable to the Municipal Solicitor; and 4.That Veridian Connections and Solera Sustainable Energies Company be advised of Council’s decision. 79 Municipality of Clarington Report CSD-014-16 Page 2 Report Overview The Community Services Department is seeking approval to lease roof-top space for the purposes of construction and operation of roof-top solar systems under the Province’s Feed-in- Tariff (FIT) Program, Version 5.0. 1. Background In Report CSD-009-15 (Attachment 2) Council granted approval for the Municipality to enter into roof lease agreements with Veridian Connections Inc. and Solera Sustainable Energies Company Ltd for roof-top solar projects at three recreation facilities, under the Feed-in-Tariff (FIT) Program, Version 4.0. On October 5, 2015 Veridian submitted applications to the Independent Electricity System Operator (IESO) for the three roof-top projects. We were advised in May 2016 that we were unsuccessful in obtaining contracts for these projects. Subsequent discussions with Veridian and Solera indicated that all FIT roof-top solar contracts were awarded to applications with more Priority Points. As our projects were located on municipal property, our applications were awarded 1 Priority Point each as a “Municipal Site Host”. Recently staff met with Veridian and Solera to discuss submitting the same three projects for the FIT Program, Version 5.0. Although the rates being offered by the IESO for FIT 5.0 have decreased, the majority of the work necessary for the applications remains in place and the roof leases still provide a financial benefit to the Municipality. To facilitate the FIT application, staff is again recommending Council’s authorization to enter into a lease agreement for the specific projects. 2. Project Details Subject to Council agreeing to enter into roof-top leases, Veridian Connections and Solera Sustainable Energies Company will be submitting to the IESO individual project applications for the three roof-top solar systems. The window for accepting FIT applications will open October 31, 2016 at 11:00 am and will close November 18, 2016 at 11:59 pm. It is their intention to have all required documentation ready to submit immediately after the application window opens. The Municipal Council Blanket Support Resolution that is being recommended in this report indicates Council’s support for the construction and operation of roof-top solar projects anywhere in the Municipality. The sole purpose of the municipal resolution is to enable applicants to the FIT Program to receive Priority Points. The approval of a blanket resolution would result in our three projects receiving two Priority Points. These points in 80 Municipality of Clarington Report CSD-014-16 Page 3 addition to the Municipal Site Host point should greatly improve our chances at securing FIT contracts. The blanket resolution will remain in effect for twelve months after Council adoption and would be available for all other third party FIT Program roof-top solar applications located in Clarington. The three proposed projects are: South Courtice Arena – 354 kWp solar array located on the roof of arena pad B. Annual Roof Lease - $4,250.00 Newcastle & District Recreation Complex – 242 kWp solar arrays located on the roof of both the swimming pool and the gymnasium. Annual Roof Lease - $3,625.00 Bowmanville Indoor Soccer – 182 kWp solar array located on the roof of the indoor field. Annual Roof Lease – $2,740.00 3. Financial Considerations The proposed roof-top lease agreements will generate for the Municipality a total revenue of $212,300.00 over the 20 year term of the lease. Additionally, at the end of the 20 year lease, the Municipality has the opportunity to retain the roof solar systems and make modifications to redirect the power generated into the facility thus reducing purchased hydro consumption at each location. 4. Other Considerations Planning Services typically reviews requests for municipal resolutions for FIT Program projects to determine their impact on surrounding residences and uses, natural heritage features and other land use matters. To date they have received some inquiries for FIT Program Version 5.0 from other third party applicants. Given the applications that have been received for earlier FIT Program intakes, Planning Services has no concerns with the blanket Council approval for roof-top solar projects. 5.Concurrence This report has been reviewed by Andrew Allison, Municipal Solicitor, David Crome, Director of Planning Services and Nancy Taylor, Director of Finance who concur with the recommendations. 81 Municipality of Clarington Report CSD-014-16 Page 4 6.Conclusion It is respectfully recommended that the necessary recommendations be approved and that staff provide all necessary documentation to Veridian Connections for the FIT applications. As indicated in the report the Municipal Council Support Resolution will be required to move forward with these FIT Program applications. 7. Strategic Plan Application The recommendations contained in this report conform to the Strategic Plan. Submitted by: Reviewed by: Joseph P. Caruana, Curry Clifford, MPA, CMO Director of Community Services Interim CAO Staff Contact: George Acorn, Manager of Facilities, 905-623-3379 ext. 2503 or gacorn@clarington.net Attachments: Attachment 1 – Municipal Council Support Resolution Attachment 2 – Report CSD-009-15 The following is a list of interested parties to be notified of Council’s decision: Mark Turney, Vice President – Operations, Veridian Connections Leonard Allen, President, Solera Sustainable Energies Company Ltd. JPC/GA/WG 82 Attachment 1 to Municipality of Clarington Report CSD-014-16 Resolution number: _____________________ FIT Reference Number: ____________ Date resolution was passed: October 17, 2016 WHEREAS capitalized terms not defined herein have the meanings ascribed to them in the FIT Rules, Version 5.0. AND WHEREAS the Province’s FIT Program encourages the construction and operation of Rooftop Solar generation projects (the “Projects”); AND WHEREAS one or more projects may be constructed and operated in the Municipality of Clarington; AND WHEREAS pursuant to the FIT Rules, Version 5.0, Applications whose projects receive the formal support of Local Municipalities will be awarded Priority Points, which may result in the Applicant being offered a FIT Contract prior to other Persons applying for FIT Contracts; NOW THEREFORE BE IT RESOLVED THAT Council of the Municipality of Clarington supports the construction and operation of the Projects anywhere in the Municipality of Clarington. This resolution’s sole purpose is to enable the participants in the FIT Program to receive Priority Points under the FIT Program and may not be used for the purpose of any other form of municipal approval in relation to the Application or Projects, or for any other purpose. This resolution shall expire twelve (12) months after its adoption by Council. Signed: _________________________ Signed: ____________________________ Title: ___Mayor Adrian Foster______ Title: __Anne Greentree, Municipal Clerk Date: ___October 17, 2016_________ Date: __October 17, 2016____________ 83 Staff Report #1 clkwington Community Services Report If this information is required in an alternate accessible format, please contact the Municipal Clerk at 905-623-3379 ext. 2102. Report To: Council Date of Meeting: June 29, 2015 Report Number: CSD-009-15 Resolution: File Number: N/A By-law Number: Report Subject: Roof-Top Solar PV Installations Recommendations: 1. That Report CSD-009-15 be received; 2. That Council indicate its support for the construction and operation for the three specific projects described in this Report by passing the resolution attached to this Report Attachment 1); 3. That the Mayor and Clerk be authorized to execute a Roof-top Solar Panel Lease Agreement for the three specific projects, provided such Agreement is acceptable to the Municipal Solicitor; and 4. That Veridian Connections and Solera Sustainable Energies Company be advised of Council's decision. Attachment 2 to Report CSD-014-16 84 Municipality of Clarington Report CSD-009-15 Page 2 Report Overview The Community Services Department is seeking approval to lease roof-top space for the purposes of construction and operation of roof-top solar systems. 1 . Background In Report CSD-011-14 staff identified that the Province of Ontario's Green Energy Act has provided municipalities with a better understanding of their energy consumption, greenhouse gas emissions and renewable energy opportunities. As a shareholder in Veridian Connections, the Municipality has ongoing discussions on a variety of related programs. As part of these discussions, Veridian approached the Municipality seeking Clarington's intent to partner in a project that would see roof-mounted solar panels installed on various municipal facilities through the former Ontario Power Authority (OPA) Feed-in- Tariff (FIT) program, now administered by the Independent Electricity System Operator IESO.) On June 30, 2014 Council resolved "That staff be authorized to negotiate with Veridian Connections and their partner Solera Sustainable Energies Company." Subsequently, structural investigations were completed on all municipal recreation facilities and it was determined that the Newcastle & District Recreation Complex, Bowmanville Indoor Soccer and South Courtice Arena were suitable to host these projects. To facilitate the FIT application, staff is recommending Council's authorization to enter into a lease agreement for the specific facilities. 2. Project Details Subject to Council agreeing to enter into roof-top leases, Veridian Connections and Solera Sustainable Energies Company will be submitting to the IESO individual project applications for the three roof-top solar systems. Although not confirmed at this time, it is anticipated that the window for accepting FIT applications will open in early July for a two to three week time period. As the opportunity to apply is very short and the applications are time stamped when received it is their intention to have all required documentation ready to submit immediately after the application window opens. The three proposed projects are: South Courtice Arena — 340 kWp solar array located on the roof of arena pad B. 85 Municipality of Clarington Report CSD-009-15 Page 3 Newcastle & District Recreation Complex — 233 kWp solar arrays located on the roof of both the swimming pool and the gymnasium. Bowmanville Indoor Soccer— 175 kWp solar array located on the roof of the indoor field. 3. Financial Considerations The proposed roof-top lease agreement will generate for the Municipality a minimum total revenue of$300,000.00 over the twenty year term of the lease. 4. Concurrence This report has been reviewed by Andrew Allison, Municipal Solicitor and Nancy Taylor, Director of Finance who concur with the recommendations. 5. Conclusion It is respectfully recommended that the necessary recommendations be approved and that staff provide all necessary documentation to Veridian Connections for the FIT applications. 6. Strategic Plan Application The recommendations contained in this report conform to the Strategic Plan. Fp°" Fs F p tr y Submitted by: Reviewed by:l tr bseph P. Caruana, Franklin Wu, Director of Community Services Chief Administrative Officer Staff Contact: George Acorn, Manager of Facilities, 905-623-3379 ext. 2503 or gacorn(c clarington.net JPC/GAM/G 86 Attachment 1 to Municipality of Clarington Report CSD-009-15 Resolution number: FIT Reference Number: Date resolution was passed: June 29, 2015 WHEREAS capitalized terms not defined herein have the meanings ascribed to them in the FIT Rules, Version 4. 0. WHEREAS Veridian Connections and Solera Sustainable Energies Company (the applicants"), propose to construct and operate Roof-top Solar Projects on 1595 Prestonvale Road, 1780 Rudell Road and 2375 Baseline Road (the "Lands") in the Municipality of Clarington under the province's FIT Program; AND WHEREAS that applicants have requested that Council of The Municipality of Clarington indicate by resolution Council's support for the construction and operation of the Projects on the Property. AND WHEREAS pursuant to the FIT Rules, Version 4.0, Applications whose Projects receive the formal support of Local Municipalities will be awarded Priority Points, which may result in the Applicants being offered a FIT Contract prior to other Persons applying for FIT Contracts; NOW THEREFORE BE IT RESOLVED THAT Council of the Municipality of Clarington supports the construction and operation of the Projects on the Lands. This resolution's sole purpose is to enable the Applicants to receive Priority Points under the FIT Program and may not be used for the purpose of any other form of municipal approval in relation to the Applications or Projects or for any other purpose. Signed: Signed: Title: Mayor Adrian Foster Title:Anne Greentree, Municipal Clerk Date; June 29 2015 Date:June 29 2015 87 Clerk's Report If this information is required in an alternate accessible format, please contact the Accessibility Coordinator at 905-623-3379 ext. 2131. Report To: General Government Committee Date of Meeting: October 17, 2016 Report Number: CLD-028-16 Resolution: File Number: By-law Number: Report Subject: Ban on Door-to-Door Sales of Home Services Sector Activities Recommendations: 1.That Report CLD-028-16 be received; 2.That the City of Markham's Resolution of May 3, 2016 requesting a Ban on Door-to- Door Sales of Home Service Sector activities be endorsed (Attachment 1 to Report CLD-028-16); and 3.That all interested parties listed in Report CLD-028-16 and any delegations be advised of Council's decision by the Department. 88 Municipality of Clarington Report CLD-028-16 Page 2 Report Overview Several municipalities throughout the Province have expressed concerns regarding unsolicited, aggressive and misleading sales tactics with door-to-door sales of in home service sector activities. This report is intended to provide Council with information regarding Clarington’s door-to-door sales. 1. Background On May 30, 2016, Council passed the following resolution in response to several items of correspondence from various municipalities requesting Council to endorse a resolution concerning door-to-door sales activities of in home service sector activities: That Communication Item 9.4 from Kimberley Kitteringham, City Clerk, The Corporation of the City of Markham, Communication Item 9.5 from Township of Wellington North, and Communication Item 9.6 from Debbie Shields, City Clerk, City of Pickering, regarding a ban on door-to-door sales activities, be referred to Staff for a report. The resolution from the City of Markham is included as Attachment 1 to this Report. 2. Discussion 2.1 Door to Door sales in Clarington Dating back to 1960, Clarington (formerly Village of Newcastle, Townships of Darlington and Clarke) has regulated door-to-door sale of merchandise through the Peddler By-law. The current Peddler By-law 2005-206 was passed on October 24, 2005. Within this By-law, Peddler is defined as “any person who goes from place to place or to a specific place with goods, wares, or merchandise for sale, or who carries and exposes samples, patterns or specimens of any goods, wares or merchandise which are to be delivered in the Municipality of Clarington. The By-law does not govern the sale of services nor did earlier versions. The purpose of the Peddler By-law is to regulate peddlers within the municipality to: •protect and promote the health and safety of its residents •protect consumers by regulating the goods and merchandise sold, the manner in which those items are sold and the locations from which they are sold •protect the residents from potential nuisance problems by regulating the hours of operation and requiring compliance with the provisions of the by-law. Over the past 5 years, we have issued 16 permits. 89 Municipality of Clarington Report CLD-028-16 Page 3 As Council is aware, historically Animal Licences were sold door-to-door. As of April, 2015 this traditional sales approach was discontinued primarily due to an increasing number of complaints from residents who were opposed to door-to-door sales. The sales model, while once very successful, was no longer palatable by our community. As this business is not one which is regulated by the Municipality, any calls concerning complaints would be forwarded to external agencies. As such, it is difficult to determine how problematic these activities are in our community. In writing this report, staff contacted the local MPP office and MP office to determine if they have any statistics on the significance of this issue in Clarington. MP O’Toole’s Office receives the odd complaint, and MPP Anderson’s Office reported that they generally receive calls sporadically, in that they can receive 2-3 calls per week and then nothing for months. As well, they added that it seems to be more seasonal and concerns are mostly raised by our senior population. 2.2 Consumer Protection Legislation The Consumer Protection Act (CPA) governs most common consumer transactions in the marketplace and home. If a transaction is not covered under the CPA, it may be covered by other consumer protection acts. In the Spring of 2016, Yvan Baker, MPP Etobicoke Centre introduced Bill 193 to ban door-to-door sales of specific consumer products that have been the subject of aggressive and coercive sales tactics. The Bill was debated on June 9, 2016 and passed Second Reading. Bill 193 then died on the Order Paper in September. MPP Baker reintroduced this legislation, now known as Bill 14, which he believes is a necessary effort to protect Ontarians from aggressive sales tactics at the door. This Bill received first reading on September 15, 2016. The ban would prevent air conditioners, water heaters, furnaces, and water treatment devices from being sold, leased or rented by contract at a consumer’s home. 3.Concurrence Not Applicable. 4.Conclusion The aggressive and misleading sales tactics are reportedly experienced by several municipalities across the province, including in the Municipality of Clarington. The intent of the resolution is consistent with the reasons why Clarington regulates peddling of merchandise and wares in Clarington’s Peddler By-law and is supportive of Bill 14. As such, it is recommended that Council endorse the resolution of the City of Markham (Attachment 1). 90 Municipality of Clarington Report CLD-028-16 Page 4 It is respectfully recommended that Council endorse the recommendation from the City of Markham. 5. Strategic Plan Application Not applicable. Submitted by: Reviewed by: Anne Greentree, Curry Clifford, Municipal Clerk Interim CAO Staff Contact: Anne Greentree, Municipal Clerk, 905-623-3379 ext. 2102 or agreentree@clarington.net: Attachment 1 – City of Markham Resolution Interested Parties: Erin O’Toole, MP Durham Granville Anderson, MPP Durham Yvan Baker, MPP Etobicoke Centre Kimberley Kitteringham, City Clerk, City of Markham 91 Attachment 1 to Municipality of Clarington Report CLD-028-16 City of Markham Resolution Regarding Door-to-Door Sales Whereas the Provincial Government implemented the Stronger Protection for Ontario Consumers Act in April 2015 to address, among other things, aggressive and misleading door-to-door sales tactics; Whereas Ontarians over the last twelve months continue to experience unsolicited, aggressive and misleading sales tactics at their door from companies seeking to sell home energy products, despite this provincial legislation; Whereas the door to door agents acting on behalf of these companies misrepresent their purpose and/or identity, often posing as utility inspectors and government agents needing to gain access to the homes of Ontarians, Whereas people across Ontario, and in particular Markham residents, have been targeted by these door to door misrepresentations and misleading sales tactics; Whereas one such company has been recently charged with 142 breaches of the Consumer Protection Act due to this fraudulent and misleading sales conduct, previous attempts by the Province to protect Ontarians have failed; Whereas the province has implemented a ban on door-to-door sales for electricity and natural gas contracts by passing the Strengthening Consumer Protection and Electricity system Oversight Act, 2015; Now therefore be it resolved that Council: 1) Urge the Provincial Government to ban all door-to-door sales in the home services sector(more specifically the sale or lease of HVAC equipment, water heaters,water filtration systems and other related home energy products and services by door-to-door sales agents) as soon as possible, and before the spring session of the Ontario legislature concludes; 2) Issue an Alert via News Release and other forms of communication to Markham residents to warn them about ongoing door-to-door sales activities, and encourage Markham residents to sign the online petition at Change.org; 3) Encourage other GTA municipalities to join with Markham in calling on the Province to act; 4) That staff be authorized and directed to do all things necessary to give effect to this resolution. 92 Clerk's Report If this information is required in an alternate accessible format, please contact the Accessibility Coordinator at 905-623-3379 ext. 2131. Report To: General Government Committee Date of Meeting: October 17, 2016 Report Number: Report CLD-030-16 Resolution: File Number: C12.NE By-law Number: Report Subject: Appointment to the Newcastle Arena Board Recommendations: 1.That Report CLD-030-16 be received; 2.That the vote be conducted to appoint one citizen representative for a term ending December 31, 2018 or until a successor is appointed, to the Newcastle Arena Board for the Municipality of Clarington, in accordance with the Appointments to Boards and Committees Policy; and 3.That all interested parties listed in Report CLD-030-16 and any delegations be advised of Council's decision. 93 Municipality of Clarington Report CLD-030-16 Page 2 Report Overview This report is intended to provide background information, regarding a vacancy on the Newcastle Arena Board. 1. Background 1.1 Newcastle Arena Board The Newcastle Arena Board is a volunteer Municipal Service Board established by the Municipality of Clarington Council in accordance with the provisions of the Municipal Act, 2001, as amended. The goal of the Newcastle Arena Board is to operate the Newcastle Memorial Arena. The composition of the Board is as follows: 9 persons, 2 of whom shall be members of Council Committee members are ultimately responsible to the Municipality of Clarington Council and are bound by By-law 2008-037, appointing the Newcastle Arena Board. Meetings are held the second Tuesday of each month, at 7:00 p.m. 2. Newcastle Arena Board Vacancy Gord Blaker was appointed to Newcastle Arena Board in March, 2015 for a term ending in in December 31, 2018 or until a successor is appointed. On June 28, 2016 the Municipal Clerk’s Department received notification of his resignation. Following Council’s appointments in March 2015, all unsuccessful candidates were advised that their applications would remain on file for consideration should a vacancy occur. Accordingly, the Municipal Clerk’s Department contacted previous applicants (and any additional applications received since the appointments were made) to determine whether they wish to put forward their name for consideration. Additionally, notice of the opportunity for appointment was published on the Website and in the local newspapers. Notice of the opportunity for appointment was published on the Website and in the local newspaper. One application was received from Todd Taylor. At the September 6, 2016 General Government Committee meeting Report CLD-027-16 was considered and the following Resolution #GG-454-16 was passed: That Report CLD-027-16 be received; That Gord Blaker be thanked for his contribution to the Newcastle Arena Board; That the Municipal Clerk’s Department be directed to re-advertise for the vacancy on the Newcastle Arena Board; and That all interested parties listed in Report CLD-027-16 and any delegations be advised of Council's decision. 94 Municipality of Clarington Report CLD-030-16 Page 3 Accordingly, the Municipal Clerk’s Department re-advertised for the vacancy on the Website and in the local newspapers. The following individuals have put forward an application for consideration: • Todd Taylor • Peter Kennedy Applications have been circulated under separate cover (Attachment 1) as they contain personal information. 3. Concurrence Not Applicable 4. Conclusion In order to fulfill the requirements of the Board, it is recommended that one of the following be appointed to the Newcastle Arena Board for a term ending December 31, 2018 or until a successor is appointed: • Todd Taylor • Peter Kennedy 5. Strategic Plan Application Not applicable. Submitted by: Reviewed by: Anne Greentree, Curry Clifford, MPA, CMO Municipal Clerk Interim CAO Staff Contact: Michelle Chambers, Committee Coordinator, 905-623-3379 ext. 2106 or mchambers@clarington.net Attachment 1: Newcastle Arena Board Confidential Applications (Distributed Separately) The following is a list of the interested parties to be notified of Council's decision: Todd Taylor Peter Kennedy Bryan Wiltshire, Newcastle Arena Manager 95 Clerk's Report If this information is required in an alternate accessible format, please contact the Accessibility Coordinator at 905-623-3379 ext. 2131. Report To: General Government Committee Date of Meeting: October 17, 2016 Report Number: CLD-031-16 Resolution: File Number: By-law Number: Report Subject: Appointment of Parking Officers Recommendations: 1.That Report CLD-031-16 be received; 2.That the By-law attached to Report CLD-031-16, as Attachment 1, to appoint CLOCA as Private Parking Enforcement Officers for private property under the ownership and jurisdiction of CLOCA; and 3.That all interested parties listed in Report CLD-031-16 and any delegations be advised of Council's decision. 96 Municipality of Clarington Report CLD-031-16 Page 2 Report Overview To appoint designated staff as parking officers to eliminate the requirement for Council to appoint officers with each staffing change. 1. Background In the summer of 2016, Staff were approached by Dan Hope, Central Lake Ontario Conservation Authority Land Management & Operations Supervisor. Central Lake Ontario Conservation Authority (CLOCA), had been enforcing the Municipality of Clarington’s Traffic By-law on all properties owned or controlled by the Conservation Authority. In order to be able to perform the enforcement duties, Section 15(1) of the Police Services Act, RSO 1990, c. P.15 requires that Central Lake Ontario Conservation Authority staff to be appointed by the Municipality. 2. Proposal In the past, CLOCA has approached Council to have individual staff appointed as Parking Officers for all lands under CLOCA’s authority, the most recent being in 2008, where By-law 2008-181 was approved as per Report CLD-026-08. CLOCA has been enforcing parking by- laws on their own properties over several years. CLOCA staff are designated as Provincial Offences Officers by Designation of the Minister of Natural Resources. In 2010, Council endorsed the Protocol for the Authority Designation of a Provincial Offences Officer the objective is to maintain a standard of professionalism in carrying out their duties. Criteria has also been set by CLOCA for any future Enforcement Officers as following: 1. The officer shall provide proof of a clean criminal record check; 2. The officer shall be adequately trained* in the legislation they are to enforce (i.e. Conservation Authorities Act, Provincial Offences Act, Trespass to Property Act). *Provincial Regulatory Compliance Foundations Training (or equivalent training) is the most familiar option that has been utilized by Conservation Authorities. A general appointment of CLOCA Designated Provincial Offences Officers staff will alleviate the requirement to bring the individual appointments of staff to Council for each new member. (This is a similar approach to recent appointments of private parking authorities.) Municipal staff are confident with the previous history of CLOCA’s Enforcement staff and new qualifying criteria introduced in 2010 for CLOCA Enforcement candidates to carry out the duties as Parking Officers. 97 Municipality of Clarington Report CLD-031-16 Page 3 3. Concurrence Not Applicable 4. Conclusion It is respectfully recommended that the proposed by-law be approved which will appoint the employees of CLOCA with a Class Designation as set by Minister of Natural Resources, to carry out the parking enforcement duties at all lands under the authority of CLOCA. 5. Strategic Plan Application Not applicable. Submitted by: Reviewed by: Anne Greentree, Curry Clifford, MPA, CMO Municipal Clerk Interim CAO Staff Contact: Duncan Anderson, Acting Manager Municipal Law Enforcement, 905-623-3391 ext. 2110 or danderson@gmail.com Attachments: Attachment 1 - By-law to amend By-law 2007-216, being a By-law to appoint individuals as Parking Enforcement Officers for Private Property Interested Parties: Dan Hope, Land Management & Operations Supervisor, Central Lake Ontario Conservation Authority 98 Attachment 1 to Municipality of Clarington CLD-031-16 THE CORPORATION OF THE MUNICIPALITY OF CLARINGTON BY-LAW xxx-16 Being a By-law to appoint Private Parking Enforcement Officers WHEREAS subsection (1) of section 15 of the Police Services Act, R.S.O. 1990, c. P.15, provides that, "A municipal council may appoint persons to enforce the by-laws of the municipality"; AND WHEREAS the Central Lake Ontario Conservation Authority has requested that those Officers listed in By-law 2007-216 be allowed to enforce the provisions of the Traffic By-law of the Municipality of Clarington on all properties owned or controlled by the Conservation AND WHEREAS Council deems it desirable to appoint CLOCA to act as private property parking enforcement officers on all property under the ownership and jurisdiction of Central lake Ontario conservation Authority located within the Municipality of Clarington; NOW THEREFORE the Council of the Corporation of the Municipality of Clarington hereby enacts as follows: 1.Any employee of the Central Lake Ontario Conservation Authority (CLOCA) with a Class Designation as a Provincial Offences Officer, as set out by the Minister of Natural Resources, to carry out the parking enforcement duties on all lands under the authority of CLOCA are hereby appointed as Parking Enforcement Officers for the sole purpose of enforcing the Traffic By-law of the Municipality of Clarington on all property under the ownership and jurisdiction of the Central Lake Ontario Conservation Authority located within the Municipality of Clarington. 2.This By-law shall come into full force and effective immediately on the day of Final passing by Council. 3.This appointment as a Parking Enforcement Officers shall remain in effect for so long as the Designation of Provincial Offences Officer remains in place. 4.That By-law 2007-216 be repealed. This By-law was passed in open session this 31st day of October, 2016. _____________________________________ Adrian Foster, Mayor _____________________________________ C. Anne Greentree, Municipal Clerk 99 Finance Department Report If this information is required in an alternate accessible format, please contact the Municipal Clerk at 905-623-3379 ext. 2102. Report To: General Government Committee Date of Meeting: October 17, 2016 Report Number: FND-012-16 Resolution: File Number: By-law Number: Report Subject: Acceptance of Letters of Credit from Credit Unions Recommendations: 1.That Report FND-012-16 be received; and 2.That letters of credit be accepted from Credit Unions provided that they comply with the required terms established satisfactory to the Municipal Treasurer or Municipal Solicitor, as listed below: a)The Credit Union is a member of the Central 1 Credit Union; b)The Central 1 rating from Dominion Bond Rating Service for medium and long term senior notes and Deposits is A (High) or better and short term notes is R-1 (middle) or better; c)The Credit Union is listed on the annual and quarterly reports list for the largest 100 Credit Unions based on asset size issued by Canadian Credit Union Association; and d)The developer or other company posting the letter of credit is responsible for supplying (or arranging to supply) to Clarington documented proof of the Credit Union’s standing. 100 Municipality of Clarington Report FND-012-16 Page 2 Report Overview The purpose of this report is to update the Municipality of Clarington’s policy on Letters of Credit to accept Letters of Credit from Credit Unions. 1. Background 1.1 In 1993, Council approved a Treasury report TR-3-93, for Credit Union Services that restricted the credit unions from doing business with the Municipality in the following areas: banking services, letters of credit and the Municipality’s investment policy. This was established at the time based on differing financial risks and legal structure of Credit Unions that have since been changed. 1.2 The Municipality of Clarington has been approached by a Credit Union to accept Letters of Credit to improve customer service to Developers and Investors in the Municipality. 1.3 The Municipality of Clarington currently accepts letters of credit from Schedule 1 banks under the Bank Act. Schedule 1 banks are Canadian owned and include the Royal Bank of Canada, Toronto Dominion Bank, Scotiabank, Bank of Montreal, Canadian Imperial Bank of Commerce, known as the Big Five Banks. 1.4 Credit Unions fall under the Schedule 2 bank category and are regulated by the Credit Unions and Caisses Populaires Act, 1994. Credit unions are locally owned and invest their profits in the communities where they operate; where their members live and work. Credit unions are autonomous. Each one has its own brand identity, management and Board of Directors and they are united through provincial centrals. 1.5 Central 1 provides liquidity management, payments, internet and trade association services to its member credit unions in British Columbia and Ontario. Member credit unions of Central 1 are required to enter into a Liquidity Agreement and under this agreement the member credit unions must maintain deposits with Central 1 of at least 6% of assets. 1.6 Central 1’s liquidity management is designed to ensure that reliable and cost effective funding sources are available to satisfy current and prospective commitments of Central 1 and its member credit unions. The liquidity management main component is the maintenance of unencumbered high quality liquid securities that can readily be converted to cash. 1.7 Credit unions that are not members of the Central 1 are required to adhere to a “prudent person” approach to maintaining adequate liquidity. 101 Municipality of Clarington Report FND-012-16 Page 3 2. Additional Comments 2.1 A survey was done of various lower and upper tier municipalities to see if they accepted letters of credit from Credit Unions for building and planning purposes. Please see below chart for survey results. Municipality Name Accept Letters of Credit from Credit Unions Yes No Town of Fort Erie X City of Niagara Falls X City of St. Catherines X Towns of Blue Mountain X Regional Municipality of Peel X Regional Municipality of York X Town of Newmarket X Town of Richmond Hill X City of Toronto X City of Markham X City of Pickering X Town of Ajax X Town of Whitby X City of Oshawa (1) X Regional Municipality of Durham X Note (1) Depending on the project and concurrence of the solicitor and the related department head, the City of Oshawa accepts letters of credit from Credit Unions. 2.2 In August 2016, the Municipality accepted letters of credit from Meridian Credit Union based on requests by a major developer, upon consultation with the Director of Finance/Treasurer and the Solicitor. 3. Concurrence This report has been reviewed by Andrew Allison, Solicitor, who concurs with the recommendations. 102 Municipality of Clarington Report FND-012-16 Page 4 4. Conclusion It is respectfully recommended that letters of credit be accepted from Credit Unions providing the following conditions are met: a) The Credit Union is a member of the Central 1 Credit Union; b) The Central 1 rating from Dominion Bond Rating Service for medium and long term senior notes and Deposits is A (High) or better and short term notes is R-1 (middle) or better (current rating attached); c) The Credit Union is listed on the annual and quarterly reports list for the largest 100 Credit Unions based on asset size issued by Canadian Credit Union Association; and d) The developer or other company posting the letter of credit is responsible for supplying (or arranging to supply) to Clarington documented proof of the Credit Union’s standing. A current listing of the largest 100 is attached for Council’s information. 5. Strategic Plan Application The recommendations contained in this report conform to the Strategic Plan. Submitted by: Reviewed by: Nancy Taylor, BA, CA, CPA, Curry Clifford, MPA, CMO Director of Finance/Treasurer Interim CAO Staff Contact: Lori Gordon, Deputy Treasurer, 905-623-3379 ext. 2604 or lgordon@clarington.net There are no interested parties to be notified of Council’s decision. NT/LG/hjl Attachments: Attachment #1 – Largest 100 Credit Unions Attachment #2 – DBRS Central 1 Rating 103 104 105 106 107 108 Finance Department Report If this information is required in an alternate accessible format, please contact the Municipal Clerk at 905-623-3379 ext. 2102. Report To: General Government Committee Date of Meeting: October 17, 2016 Report Number: FND-014-16 Resolution: File Number: By-law Number: Report Subject: List of Applications for Cancellation, Reduction, Apportionments or Refund of Taxes Recommendations: It is respectfully recommended that the General Government Committee recommend to Council the following: 1.That Report FND-014-16 be received; 2.That the list of applications, attached to Report FND-014-16 as Attachment 1, for cancellation, reduction, apportionments or refund of taxes be approved; 3.That Council’s authority pursuant to Sections 356 (Division into parcels), 357 (Cancellation, reduction, refund of taxes), 358 (Overcharges) and 359 (Increase of Taxes) of the Municipal Act, 2001, be delegated to the Treasurer as authorized under Section 23.2 of the Municipal Act, 2001; and 4.That a By-law be passed delegating Council’s authority under Sections 356, 357, 358 and 359 of the Municipal Act, 2001 to the Treasurer. 109 Municipality of Clarington Report FND-014-16 Page 2 Report Overview The purpose of this report is to obtain Council authorization for cancellation, reduction, apportionments or refunds of taxes pursuant to the applicable sections of the Municipal Act and to delegate authority to staff to undertake certain actions related to the apportionment of taxes under Sections 356, and the cancellation, refund, reduction or increase of taxes under Sections 357, 358, and 359 of the Municipal Act, 2001. 1.0 Background 1.1 Pursuant to Sections 354, 356, 357, 358 and 359 of the Municipal Act, 2001, C25, a list of applications for cancellation, reduction, apportionments, increase or refund of taxes is presented to Committee for its review and approval. 1.2 Section 357(3 & 4) indicates that the Council shall hear and dispose of every application not later than the 30th day of April in the year following the year in respect of which the application is made. The last day for making application for the previous year’s tax reduction is the 28th day of February in the following year. 1.3 Section 357(5) indicates on or before September 30 of the year following the year in respect of which the application is made, council shall, (a) hold a meeting at which the applicants may make representations to council; (b) notify the applicants of the meeting by mail sent at least 14 days before the meeting; and (c) make its decision. 1.4 More specifically, under Section 354, the Treasurer shall recommend to Council that outstanding taxes be stricken from the roll. To strike taxes from the roll it must be by reason of a decision under Section 357 or 358, deemed to be uncollectable following an unsuccessful tax sale, or of a decision of a judge of any court that the taxes are uncollectable. 1.5 An application for a cancellation, reduction or refund may be made for one of the following reasons: •Ceased to be liable to be taxed at rate it was; •Real property becomes exempt; •Razed by fire, demolition or otherwise; •Damaged by fire, demolition or otherwise (substantially unusable); •Removal of a mobile unit; 110 Municipality of Clarington Report FND-014-16 Page 3 • Sickness or extreme poverty; • Gross or manifest clerical error; and • Repairs/renovations preventing normal use of period of 3 months. 1.6 The 357 and the 358 process begins when an application is prepared by either the Regional Assessment Office or the Tax Department. The neighbourhood assessor will perform an on-site inspection of the property. The assessor will verify the reason for the application, the period of time for which the tax relief is claimed, and the amount and type of assessment that is affected. The application is then sent back to the Tax Department where the actual tax adjustment is calculated and the taxpayer’s account adjusted. 1.7 Section 356, deals with severances or divisions into parcels. These parcels of land were taxed in blocks in the year(s) prior to severance/consolidation. Taxes are being apportioned to the individual properties which are now severed/consolidated. Therefore, tax amounts are removed from one roll number and applied to another roll number as determined by MPAC. 1.8 Section 359 is for an increase of taxes by way of an application made by the treasurer of the local municipality. A local municipality may increase the taxes levied on land in the year in respect of which the application is made as a result of any undercharge caused by a gross or manifest error in calculating the assessment. The error must be a clerical or factual error, not an error in judgement in assessing the land. 1.9 Pursuant to Section 23.1 (Delegation of Powers and Duties) the Act permits Council to delegate its authority for the purposes of approving tax adjustment applications under tax adjustment sections of the Act to individuals appointed by council. Specifically, Section 23.5(2) authorizes. “…a municipality to delegate to a person or body described in that subsection the power or duty to hold a hearing or provide an opportunity to be heard before the decision is made or the step is taken.” 1.10 Further, Section 23.2 authorizes “a municipality to delegate legislative and quasi-judicial powers … to an individual who is an officer, employee or agent of the municipality.” 2.0 Recommendation 2.1 Staff recommends that Council approves the apportionment of taxes and taxes being written off under Sections 356, 357 and 358 from January 1, to August 31, 2016 as shown in this report. The total Municipality’s share is $8,149.95. 2.2 Staff recommends that Council delegate its authority under Section 23 of the Municipal Act, 2001 to the Treasurer to hold hearings and approve any tax reductions, increases or 111 Municipality of Clarington Report FND-014-16 Page 4 apportionments pursuant to Sections 354, 356, 357, 358 and 359 of the Municipal Act, 2001. This will enable the municipality to provide better customer service to property owners and deal with the applications on a case-by-case basis. Should the property owners not agree with the new assessed value provided by MPAC, they will continue to have the option to appeal to the Assessment Review Board. 3.0 Concurrence This report has been reviewed by Andrew Allison, Solicitor, who concurs with the recommendations. 4.0 Conclusion The total amount of taxes to be written off for January 1 to August 31, 2016 as shown in this report total $8,149.95. This total represents the Municipality’s share only. For comparison, the municipal portion of taxes written off under Section 357 and 358 at August 31, 2015 was $15,627.43 and $20,243.90 at December 31, 2015 for the 2015 year. Strategic Plan Application The recommendations contained in this report conform to the Strategic Plan. Submitted by: Reviewed by: Nancy Taylor, BBA, CPA, CA Curry Clifford, MPA, CMO Director of Finance/Treasurer Interim CAO NT/BV/JJ/hjl Staff Contact: Nancy Taylor, Director of Finance/Treasurer, 905-623-3379 ext. 2602 or ntaylor@clarington.net Attachments: Attachment 1 – Attachment 1 - Write-off Report January 1 to August 31, 2016 Attachment 2 – Bylaw – Delegation of Powers and Duties 112 Write-Off Report 2016 Attachment 1 For the Period of - January 1 - August 2016 to FND-014-16 Residential Date Roll Number Address Adj/WTX Commercial Farm Year Reason Claimed by Ref. No.Industrial etc Managed Forest Adjusted Applicant Number Municipal Municipal For 1 Aug-16 010.010.06000 2911 HIGHWAY 2 WTX846 2.45 2015 Severence 2 Mar-16 010.020.09400 926 MAPLE GROVE RD WTX831/8 1071.95 2015-2016 Exempt 3 Aug-16 010.020.11496 152 MCBRIDE AVE STX0183 -247.83 2016 Severence 4 Aug-16 010.020.11498 144 MCBRIDE AVE STX0183 -254.47 2016 Severence 5 Aug-16 010.020.11538 148 MCBRIDE AVE STX0183 254.47 2016 Severence 6 Aug-16 010.020.11540 156 MCBRIDE AVE STX0183 247.83 2016 Severence 7 Aug-16 010.020.17617 32 BONATHON CRES STX0183 305.37 2016 Severence 8 Aug-16 010.020.17619 4 CONNORS CRT STX0183 303.84 2016 Severence 9 Aug-16 010.020.17620 8 CONNORS CRT STX0183 318.00 2016 Severence 10 Aug-16 010.020.17622 11 CONNORS CRT STX0183 334.31 2016 Severence 11 Aug-16 010.020.17623 7 CONNORS CRT STX0183 339.15 2016 Severence 12 Aug-16 010.020.17624 3 CONNORS CRT STX0183 336.28 2016 Severence 13 Aug-16 010.020.17630 6 CONNORS CRT STX0183 -303.84 2016 Severence 14 Aug-16 010.020.17632 10 CONNORS CRT STX0183 -318 2016 Severence 15 Aug-16 010.020.17635 34 BONATHON CRES STX0183 -305.37 2016 Severence 16 Aug-16 010.020.17672 9 CONNORS CRT STX0183 -334.31 2016 Severence 17 Aug-16 010.020.17675 5 CONNORS CRT STX0183 -339.15 2016 Severence 18 Aug-16 010.020.17678 1 CONNORS CRT STX0183 -336.28 2016 Severence 19 May-16 010.030.15400 2176 HIGHWAY 2 WTX831/4 277.90 2015-2016 Substantially unusable 20 Aug-16 010.050.00365 0 BROKEN FRONT CONC WTX852 1.60 2015 Exempt 21 Jul-16 010.050.00380 0 BROKEN FRONT CONC WTX842-52 24.69 2015-2016 Exempt 22 Aug-16 010.050.00390 0 BROKEN FRONT CONC WTX852 137.80 2015 Exempt 23 Jul-16 010.050.13460 0 HIGHWAY 2 WTX838 0.00 2016 Exempt 24 Jul-16 010.050.23000 1679 HIGHWAY 2 WTX838 920.52 2016 Exempt 25 Aug-16 010.070.10000 26 VARCOE RD WTX845 550.49 2016 Fire 26 Aug-16 010.070.16230 1402 GORD VINSON AVE WTX845 1346.54 -928.64 2016 Ceased to be taxed at rate 27 Jul-16 010.080.19400 4497 GREEN RD WTX838 995.18 2016 Fire 28 Aug-16 010.090.25277 128 ELMER ADAMS DR STX0182 488.74 2015-2016 Severence Total Page 1 of 3 2,557.89 2,331.33 113 Write-Off Report 2016 Attachment 1 For the Period of - January 1 - August 2016 to FND-014-16 Residential Date Roll Number Address Adj/WTX Commercial Farm Year Reason Claimed by Ref. No.Industrial etc Managed Forest Adjusted Applicant Number Municipal Municipal For Balance Forward from Page 1 2,557.89 2,331.33 29 Aug-16 010.090.25279 124 ELMER ADAMS DR STX0182 -488.74 2015-2016 Severence 30 Aug-16 010.090.25292 161 ELMER ADAMS DR STX0183 241.19 2016 Severence 31 Aug-16 010.090.25294 157 ELMER ADAMS DR STX0183 -241.19 2016 Severence 32 Aug-16 010.090.25298 173 ELMER ADAMS DR STX0183 473.36 2015-2016 Severence 33 Aug-16 010.090.25300 177 ELMER ADAMS DR STX0183 -473.36 2015-2016 Severence 34 Aug-16 010.090.25301 181 ELMER ADAMS DR STX0183 241.19 2016 Severence 35 Aug-16 010.090.25303 185 ELMER ADAMS DR STX0183 -241.19 2016 Severence 36 Aug-16 010.090.25304 189 ELMER ADAMS DR STX0183 286.74 2016 Severence 37 Aug-16 010.090.25306 193 ELMER ADAMS DR STX0183 -286.74 2016 Severence 38 Aug-16 010.090.25307 1 ARTHUR TREWIN ST STX0183 494.34 2015-2016 Severence 39 Aug-16 010.090.25309 7 ARTHUR TREWIN ST STX0183 -494.34 2015-2016 Severence 40 Aug-16 010.090.25316 27 ARTHUR TREWIN ST STX0183 473.36 2015-2016 Severence 41 Aug-16 010.090.25318 31 ARTHUR TREWIN ST STX0183 -473.36 2015-2016 Severence 42 Aug-16 010.090.25428 34 ARTHUR TREWIN ST STX0183 196.79 2015-2016 Severence 43 Jul-16 010.090.25441 1 HOLYROD DR WTX838 1783.14 -1,229.76 2016 Ceased to be taxed at rate 44 Aug-16 010.090.25453 38 ARTHUR TREWIN ST STX0183 -196.79 2015-2016 Severence 45 May-16 010.100.05908 0 TOOLEY RD WTX831 1,116.56 2013-2014 Exempt 46 Aug-16 010.100.06363 2 PAGE PL STX0183 544.4 2016 Severence 47 Aug-16 010.100.06397 4 PAGE PL STX0183 -262.91 2016 Severence 48 Aug-16 010.100.06398 6 PAGE PL STX0183 -281.48 2016 Severence 49 Mar-16 010.110.00600 0 COLE RD WTX827 1,281.27 2013-2015 Overcharge 50 May-16 010.110.05700 6546 BETHESDA RD WTX833/4 770.64 2015-2016 Overcharge 51 Aug-16 010.150.03300 10 ELLA MAE LANE WTX844 2,093.26 2014-2016 Fire 52 Aug-16 010.150.18700 2412 REGIONAL RD 20 WTX845 121.92 -61.96 2016 Ceased to be taxed at rate 53 Jul-16 010.160.02900 5170 ENFIELD RD WTX838 579.75 2016 Exempt 54 Jul-16 020.020.14950 81 GIMBLETT ST WTX838 1608.79 -1,109.51 2016 Ceased to be taxed at rate 55 Mar-16 020.060.05620 15 SCOTTSDALE DR WTX825/7 417 2014-2015 Overcharge Total Page 2 of 3 6,071.74 5,699.85 114 Write-Off Report 2016 Attachment 1 For the Period of - January 1 - August 2016 to FND-014-16 Residential Date Roll Number Address Adj/WTX Commercial Farm Year Reason Claimed by Ref. No.Industrial etc Managed Forest Adjusted Applicant Number Municipal Municipal For Balance Forward from Page 2 6,071.74 5,699.85 56 Aug-16 020.060.08900 3 ST GEORGE ST WTX847 26.95 2016 Severence 57 Aug-16 020.060.09000 5 ST GEORGE ST WTX847 22.46 2016 Severence 58 Aug-16 020.060.09100 7 ST GEORGE ST WTX847 26.95 2016 Severence 59 Aug-16 020.080.04900 2 ST GEORGE ST WTX847 17.97 2016 Severence 60 Jul-16 020.090.14501 105 QUEEN ST WTX830-8 -5740.8 2015-2016 Demolition 61 Aug-16 020.120.03000 151 LIBERTY ST S WTX846/7 188.11 2015-2016 Severence 62 Mar-16 030.060.08800 3342 CONCESSION RD 7 WTX825 0.00 2013 Demolition 63 Jul-16 030.080.02000 3455 STEWART RD WTX830-8 989.12 2015-2016 Fire 64 Aug-16 030.100.14300 5414 MAIN ST WTX846/7 178.05 26.07 2015-2016 Severence 65 Jul-16 030.110.02444 167 BROOKHOUSE DR WTX838 571.34 2016 Fire 66 Aug-16 030.120.17857 30 KEATING DR STX0183 478.61 2016 Severence 67 Aug-16 030.120.17858 22 KEATING DR STX0183 477.96 2016 Severence 68 Aug-16 030.120.17862 193 MILLIGAN ST STX0183 475.75 2016 Severence 69 Aug-16 030.120.17863 185 MILLIGAN ST STX0183 475.75 2016 Severence 70 Aug-16 030.120.17864 177 MILLIGAN ST STX0183 475.75 2016 Severence 71 Aug-16 030.120.17865 169 MILLIGAN ST STX0183 444.77 2016 Severence 72 Aug-16 030.120.17906 26 KEATING DR STX0183 -478.61 2016 Severence 73 Aug-16 030.120.17908 18 KEATING DR STX0183 -477.96 2016 Severence 74 Aug-16 030.120.17910 173 MILLIGAN ST STX0183 -475.75 2016 Severence 75 Aug-16 030.120.17912 165 MILLIGAN ST STX0183 -444.77 2016 Severence 76 Aug-16 030.120.17915 189 MILLIGAN ST STX0183 -475.75 2016 Severence 77 Aug-16 030.120.17920 181 MILLIGAN ST STX0183 -475.75 2016 Severence 78 Jul-16 030.130.10740 0 GRADY DR WTX838 72.14 2016 Exempt Total Page 3 of 3 791.43 7,358.52 Grand Total To Be Written Off Not Including Minutes of Settlements, or ARB Decisions For the Period of January 1st, 2016 to August 31, 2016 $8,149.95 115 Attachment 2 to FND-014-16 THE CORPORATION OF THE MUNICIPALITY OF CLARINGTON BY-LAW 2016-____ being a by-law to delegate authority to make decisions and hold meetings under sections 356, 357, 358 and 359 of the Municipal Act, 2001 WHEREAS pursuant to subsection 356(1) of the Municipal Act, 2001, a local municipality may (a) divide land which is assessed in one block into two or more parcels if each parcel is one that can be legally conveyed under the Planning Act; (b) apportion the unpaid taxes on the land among the parcels; and (c) direct what proportion of any part payment of taxes on the land is to be applied to each; and WHEREAS pursuant to subsection 357(1) of the Municipal Act, 2001, a local municipality may cancel, reduce or refund all or part of taxes levied on land in specified circumstances; and WHEREAS pursuant to subsection 358(1) of the Municipal Act, 2001, a local municipality may cancel, reduce or refund all or part of the taxes levied on land in one or both of the two years preceding the year in which the application is made for any overcharge caused by a gross or manifest error in the preparation of the assessment roll that is clerical or factual in nature, including the transposition of figures, a typographical error or similar errors, but not an error in judgment in assessing the property; and WHEREAS pursuant to subsection 359(1) of the Municipal Act, 2001, a local municipality may increase the taxes levied on land in the year in respect of which the application is made to the extent of any undercharge caused by a gross or manifest error that is a clerical or factual error, including the transposition of figures, a typographical error or similar error, but not an error in judgement in assessing the land; and WHEREAS prior to making any decision under subsections 356(1), 357(1), 358(1) and 359(1) of the Municipal Act, 2001, the council of the local municipality is required to (a) hold a meeting at which an applicant or the person in respect of whom the application is made may make representations to council; and (b) notify the applicant or the person in respect of whom the application is made of the meeting. WHEREAS pursuant to section 23.1 of the Municipal Act, 2001, a local municipality may delegate to a person certain of its powers under the Municipal Act, 2001; and WHEREAS pursuant to section 23.5 of the Municipal Act, 2001, a local municipality may delegate to a person the duty to hold meetings; and WHEREAS the Council of the Corporation of the Municipality of Clarington deems it appropriate to enact this by-law for the purpose of delegating such duty. 116 NOW THEREFORE the Council of the Corporation of the Municipality of Clarington enacts as follows: 1.The Treasurer is hereby delegated the power to make decisions under subsections 356(1), 357(1), 358(1) and 359(1) of the Municipal Act, 2001. 2.The Treasurer is hereby delegated the duty to hold meetings under the subsections 356(4), 357(5), 358(9) and 359(3) of the Municipal Act, 2001. 3.This By-law shall come into force on the date that it is passed. By-law passed in open session this 31st day of October, 2016. Adrian Foster, Mayor C. Anne Greentree, Clerk 117 Finance Department Public Meeting Report If this information is required in an alternate accessible format, please contact the Accessibility Coordinator at 905-623-3379 ext. 2131. Report To: General Government Committee Date of Meeting: October 17, 2016 Report Number: FND-015-16 Resolution: File Number: By-law Number: Report Subject: 2016/2017 Insurance Program Recommendations: 1.That Report FND-015-16 be received; 2.That the general insurance placement, in conjunction with the other member municipalities of the Durham Municipal Insurance Pool, with the Frank Cowan Company for an integrated pooling arrangement that includes integrated insurance coverages and common self-retention deductible levels for the period July 1, 2016 to June 30, 2017, at an approximate cost to Clarington of $943,554 be confirmed; and 3.That Clarington’s share of the $1.7 million surplus funds, amounting to $223,550 be utilized for risk management and claims prevention projects as identified. 118 Municipality of Clarington Report FND-015-16 Page 2 Report Overview 2016/2017 has been another successful year for the Durham Municipal Insurance Pool and Clarington has benefitted strongly through a very minor 0.6% premium increase. This report is primarily an update to Council on the status of the DMIP and current initiatives being undertaken. 1.Background 1.1 The purpose of this report is to provide an update to the General Government Committee regarding the status of the Municipality’s insurance program. 1.2 This report also includes a review and update of the Durham Municipal Insurance Pool, which is now entering its sixteenth year of successful operations. 1.3 Clarington is a founding member of the Durham Municipal Insurance Pool which was established to achieve financial savings by co-operatively purchasing insurance coverages with local and pool level deductibles and by implementing common risk management practices. The pool protects participating municipalities from increasing insurance premium costs through an alternative risk-financing program with a higher single deductible and collectively self-insuring claims within that deductible. Clarington has held the position of Chair of the Board of the Durham Municipal Insurance Pool since its inception. 1.4 The Durham Municipal Insurance Pool was launched in July 2000 with the participation of the Town of Ajax, Town of Whiby, Municipality of Clarington, Township of Brock, Township of Scugog, Township of Uxbridge and the Region of Durham. 1.5 Member municipalities are provided with coverage in the areas of general liability, errors and omissions, auto liability and property insurance. The Durham Municipal Insurance Pool provides municipal specific resources such as loss prevention programs, site audits and training. 2.2016/2017 Insurance Contract Renew al 2.1. Within the terms of the subscriber’s agreement, the Durham Municipal Insurance Pool members agree to make a contribution sufficient enough to pay administration costs, expenses (including actuarial and audit), premiums and a claim funding amount that is supported by full actuarial projections and analyses. 119 Municipality of Clarington Report FND-015-16 Page 3 2.2. The Durham Municipal Insurance Pool has been able to position itself to minimize the impact of increases in insurance premiums paid to insurance companies related to property, casualty and liability coverages. 2.3. Annually, the Durham Municipal Insurance Pool allocates the cost of the program to its members in the form of member contributions. It is their objective that annual contributions are sufficient to cover the total cost of the insurance premium, the payments for all self-insured claims, the administration costs and the risk management costs (including actuarial and audit services) for each year. The actuaries for the DMIP have allocated costs across the municipalities on an actuarially determined basis, utilizing considerations for current exposures, claim frequency and claim severity. The Board of Directors approves this levy allocation methodology every three years. Clarington’s allocation for 2016/2017 is 12.8%. 2.4. When the cost of purchasing the insurance coverages for 2016/2017 is combined with the amount of funds that must be set aside for self-insured claims and the investment income anticipated for the 2016/2017 period, the total increase will be 0.6%. 2.5. The Board of Directors of the Durham Municipal Insurance Pool (of which Clarington sits as Chair), has placed coverage with the Frank Cowan Company for an integrated pooling arrangement. 3.Benefits of an Insurance Pool 3.1 The main components of the structure of the Durham Municipal Insurance Pool arrangements are summarized as follows: •Each municipality retains their respective current deductibles ranging from $5,000 to $100,000 (Clarington’s deductibles are primarily $25,000); •The pool self-insures losses between these local deductibles and a per claim limit of $500,000 (on a group basis) for integrated coverages; •Under this structure, local municipalities are responsible for funding losses from $0 to their individual deductible amounts; •Between these local municipal deductibles and the pooled retention limit of $500,000, the seven members share the cost on a collective basis; and 120 Municipality of Clarington Report FND-015-16 Page 4 • Excess of a $500,000 per claim loss, the members purchase insurance from municipal insurers for protection on a collective basis against catastrophic claim losses. 3.2 During its sixteen years of existence, this innovative risk financing venture continues to be a highly effective method by which the municipalities have enjoyed: • Broader insurance coverage; • Control over the costs of insurance claims below the $500,000 deductible; • Pro-active, comprehensive and coordinated risk management services to reduce property and liability exposures; • Increased investment income on the retained portion of the pre-funded claims loss reserve; and • Accumulated savings from reduced premium costs. 4. Durham Municipal Insurance Pool Surplus Distribution 4.1 The Durham Municipal Insurance Pool continues to be financially stable. Any surplus for the Pool that is generated due to investment income and better than expected claims experience is to ensure that the Pool has sufficient resources for unexpected or adverse development of claims. 4.2 Upon consultation with the DMIP’s actuaries and based on DMIP’s financially stable and fiscally sound results, the following resolution has been unanimously approved the DMIP Board of Directors directing the payment of a $1,700,000 dividend to the Pool members. “The Board of Directors of the Durham Municipal Insurance Pool (DMIP) agree to distribute $1.7 million in surplus funds to the founding subscribers as stated in the executed Subscribers Agreement as follows: DMIP Member Amount ($) Ajax 248,030 Brock 57,970 Clarington 223,550 Durham 746,470 Scugog 78,540 Uxbridge 72,250 Whitby 273,190 Total 1,700,000 121 Municipality of Clarington Report FND-015-16 Page 5 The Board of Directors further agrees to recommend that each members’ share be re- invested into their local Insurance and Risk Management Reserve Fund to provide for future program costs related to their insurance and risk management requirements.” 4.3 The 2016/2017 renewal for DMIP has been proven successful strategically and financially. Continued positive claims experience and stable investment income resulted in DMIP’s ability to return its second dividend within the last 3 years. 4.4 Clarington’s share of the Durham Municipal Insurance Pool surplus distribution in the amount of $223,550 was deposited into Self Insured Losses Reserve, to be used for risk management initiatives. In consultation with Department Heads, funds have been allocated for continued road safety audit work, sidewalk repair, roadside shoulder repair to comply with minimum standards, cyber security training, an IT strategic plan to aid in business continuity, facility repairs and playground inspector certifications. 5 Automobile Insurance Reform in Ontario 5.1 Attached is the Regional Municipality of Durham’s report 2016-COW-17 (marked Attachment #1), on Automobile Insurance Reform in Ontario, for information. Every driver should be aware of the changes to their coverage that came into effect June 1, 2016. 6 Status of Insurance Claims 6.1 Each department in the Municipality has a role to play in risk management practices to reduce claims, as well as claims handling practices to reduce exposure when claims are received. Ongoing training occurs, both as components of annual departmental training programs, as well as specific risk management or claims handling seminars co-ordinated or hosted through the finance department. 6.2 Clarington has incurred 514 claims over the past ten years that have resulted in approximately $3.8 million in net payments to date. Currently, there are approximately 51 outstanding claims with an estimated financial impact of $3.1 million. As referenced above, Clarington pays the deductible and the balance of the costs are covered through the DMIP and the Frank Cowan Company. This forms part of the annual municipal insurance budget. 6.3 The bulk of the claims relate to slips, trips and falls on municipal sidewalks and motor vehicle accidents. 122 Municipality of Clarington Report FND-015-16 Page 6 7 Risk Management 7.1 As Council is aware, the Frank Cowan Company presented the Municipality of Clarington with the inaugural $10,000 Excellence in Municipal Risk Management Award at the Federation of Canadian Municipalities Sustainable Communities Conference Award Ceremony on February 1, 2015. This is an example of the dedication of the municipal staff towards risk management initiatives and reflects a cross-departmental effort to improve business practices. 7.2 Clarington is participating in the AVL/GPS Protocols project through the DMIP and a independent external resource. This is now a standard defence tool in legal proceedings. By collecting information from municipal equipment such as speed, location and the status of plows or spreaders, a municipality can provide evidence that it properly maintained the road to a minimum standard and met expected patrol service level requirements. 7.3 Clarington’s practices are being reviewed with respect to our use of AVL/GPS including what data is collected and how that data is stored and recommendations will be provided relating to the adequacy and appropriateness of information being gathered for insurance defense purposes. 7.4 Cyber risk continues to be a concern among DMIP member municipalities. Municipalities rely on technology and the safe processing and storage of data to conduct business on a daily basis. Ensuring the security of data information is becoming an increasingly difficult task, especially considering changing regulations. A failure in technology or data breach can have significant consequences. Clarington is working towards the necessary requirements to obtain cyber liability coverage. 8 Concurrence – not applicable 9 Conclusion 9.1 Risk pooling is a long-term management strategy. It is not a “quick fix” for insurance pricing problems. The full benefits of participation in a risk pool are not fully realized for several years. The Durham Municipal Insurance Pool has not been in existence for a sufficient period of time that these benefits are being realized on an annual basis. The DMIP has been in place for 16 years and is an outstanding achievement in alternative service delivery. 9.2 For the 2016/2017 year, the Durham Municipal Insurance Pool has been successful in obtaining a favourable insurance placement with minimal cost increases and expanded coverages. Participation in the Durham Municipal Insurance Pool has provided a 123 Municipality of Clarington Report FND-015-16 Page 7 successful mechanism both to control insurance costs as well as promote risk management practices to reduce claims and protect against lawsuits. Therefore, Clarington proceeded with the insurance placement in conjunction with the Durham Municipal Insurance Pool with the Frank Cowan Company, pursuant to our subscribers’ agreement. 10 Strategic Plan Application The recommendations contained in this report conform to the Strategic Plan. Submitted by: Reviewed by: Nancy Taylor, BBA, CPA, CA, Curry Clifford, MPA, CMO Director of Finance/Treasurer Interim CAO Staff Contact: Nancy Taylor, Director of Finance/Treasurer, 905-623-3379 ext 2602 or ntaylor@clarington.net There are no interested parties to be notified of Council's decision. Attachment #1 Regional Municipality of Durham report 2016-COW -17 124 125 126 127 128 Chief Administrative Office Report If this information is required in an alternate accessible format, please contact the Municipal Clerk at 905-623-3379 ext. 2102. Report To: General Government Committee Date of Meeting: October 17, 2016 Report Number: CAO-004-16 Resolution: File Number: By-law Number: Report Subject: Clarington Board of Trade Contract Renewal Recommendations: 1.That Report CAO-004-16 be received; 2.That Council approve, conditional on the accountability measures set out in this report, the renewal of the contract with the Clarington Board of Trade for the delivery of economic development services for a period of five years (2017- 2021 inclusive) for a graduated fee based on increases in service offered as described by the CBOT in its proposal to Council starting at $330,000 in 2017, moving, conditional on substantial completion of the 2017 workplan as summarized in Attachment 1 of this report, to $443,000 in 2018, $456,000 in 2019, $470,000 in 2020 and $484,000 in 2021 3.That the 2017 allocation of $330,000 be a preapproved amount in the 2017 budget; and 4.That the Mayor and the Clerk be authorized to execute an agreement with the Board of Trade; and 5.That all interested parties listed in Report CAO-004-16 and any delegations be advised of Council’s decision. 129 Municipality of Clarington Report CAO-004-16 Report Overview Clarington faces unprecedented opportunity for jobs and investment. This is its top Strategic Plan priority. To realize the highest possible local benefits of this opportunity, the Municipality will need to significantly increase its investment in this service to a level comparable to other municipalities and comparable to other Clarington services. CBOT has developed a robust business plan based on leading practices in this service that can deliver these benefits at a competitive and graduated cost. Key options for delivering this service are analyzed against the criteria most relevant to this decision. The report concludes that contracting with CBOT offers the best value for money and minimal reputational risk and recommends additional accountability measures. 1.Background 1.1. “Facilitate the creation of jobs, attraction of new businesses and expansion of existing businesses” is the first of six priorities that Council has established for its term in the Municipality’s 2015-2018 Strategic Plan. A key means to deliver on this priority is a strong economic development service. This service has been delivered under contract for the last 16 years by the Clarington Board of Trade. 1.2. The current contract expires on December 31, 2016 and would require a decision of Council to continue the contractual arrangement and determine the costs to continue or expand the services provided. The current contract provides for an annual fee of $225,000. The Board has discussed with the Interim Chief Administrative Officer its Business Plan which contains a proposal for a five (5) year contact renewal to reflect a graduated fee structure based on increases in service offered starting at $330,000 in 2017, moving to $443,000 in 2018, $456,000 in 2019, $470,000 in 2020 and $484,000 in 2021. See Attachment 1 and additional information, including the Business Plan, which will be distributed by CBOT to Council under separate cover. 1.3. Since assuming the responsibility of economic development in 1999, the Board of Trade has gradually evolved into an umbrella organization of all local business groups and associations. Working in concert with those economic development partners, the Board has taken on many economic development and promotional activities, spoken on behalf of all businesses in Clarington and worked closely with municipal staff to facilitate new business development. The Board has established a strong presence within the Greater Toronto Area economic development community and nationally in the nuclear industry. 1.4 The CBOT has evolved to a point that community minded leaders in the diversity of Clarington’s economy – from manufacturing to agriculture to tourism to finance, insurance and professional services to nuclear to retail to residential and commercial 130 Municipality of Clarington Report CAO-004-16 Page 3 development to post secondary - are actively engaged in the leadership of Clarington’s economic development. These business people offer Clarington their skills in business development, their orientation to solving business problems and seizing business opportunities and their considerable network to work with professional economic development staff employed by them as a Board. In municipal terms in Ontario this is rare to have this depth of engagement. It means that businesses that are considering expanding or locating in Clarington are met with this business orientation. And it means that instead of conflict with the business community, as is seen in some other communities, the Municipality of Clarington experiences collaboration. 1.5. The Interim Chief Administrative Officer has had the privilege of working closely with the Board staff over most of the term of the current contract. He has experienced how their initiative, experience and strategic orientation has helped Clarington gain: a $12.5 investment in nuclear refurbishment; a commitment from the Premier that can realize 21,000 jobs around the hubs of an extended GO Train service; the expansion of businesses in Clarington’s innovative agriculture sector, emerging health sciences sector, revitalized tourism sector, niche manufacturing sector and in the nuclear supply chain. 1.6. Clarington is now home to three of the top 100 infrastructure projects in the whole of Canada. The Interim CAO has seen how the CBOT needs to, and is willing to “up its game” - to undertake its own transformation - in order to optimize for the community the benefits of the transformational economic change that is before Clarington. 1.7. While the costs as proposed by the CBOT are projected to increase over time, so will the service offering and the service needs to be significantly enhanced if Clarington is to recognize: - the priority that the Municipality has attached to economic development - its key financial structural challenge of a 90/10 split in residential/commercial & industrial assessment - the very significant opportunity before Clarington to realize jobs for residents and investment in local businesses if it can optimize the advantage to local businesses of the tremendous level of external investment it is about to experience. The current underfunding risks the community’s ability to address these key challenges and opportunities. 131 Municipality of Clarington Report CAO-004-16 Page 4 2. Policy Analysis Key criteria for decision-making on service delivery: 2.1. From a service delivery perspective, the Municipality needs to satisfy itself that how it chooses to deliver any service, including economic development, will meet a number of criteria. These criteria have been established through municipal sector experience over many years and continue to evolve and have been highlighted for Council in other contexts. In the context of this service there are three key criteria: - value for money - accountability - reputational risk. Key options for service delivery: 2.2. There are a range of options for how to deliver this service. The key ones are: a. In-house service delivery b. Creating a special purpose body for this service along the lines of what Kingston and Peterborough have done c. Contract with the CBOT for service delivery 2.3 Option analysis a. In-house service delivery Pros: - offers strong accountability to Council as Council can define the service outcomes, the broad means by which they will be achieved and can adjust resources each year based on results achieved rather than another body determining these matters - permits direct management of reputational risk as the Municipality can impose its corporate and public policy directions and financial controllership policies and directly monitor and adjust its practices. 132 Municipality of Clarington Report CAO-004-16 Page 5 Cons: - unlikely to provide the value for money of other options as the costs (both base and per unit costs, including salaries and wages, benefits, pension, accommodation) are likely to be higher. As well, considerable business expertise would be unlikely to continue to be provided without charge. At the same time, the benefits would likely be lower as the Municipality could not easily acquire the local business expertise and orientation and willingness of investors to share candid information that comes with businesses serving business with the contract arrangement - nimbleness to respond to reputational risk may be reduced as municipal governments need to respond to a wider range of (sometimes competing) objectives and make decisions in a more complex and regulated accountability framework. b. Creating a special purpose body for this service Pros: - opportunity for the benefits part of value for money to be strong as the organization is focussed on only one key public objective – economic development – and does not have competing public objectives. Cons: - accountability has long been recognized as a key weakness of special purpose bodies: they don’t tend to need to compete internally with a wide range of other public priorities nor compete in the marketplace so natural accountability incentives are absent. Accountability is that much more difficult in the economic development area regardless of who delivers this service because, as it has been well recognized, there are so many variables that effect outcomes. Added to the difficulty is that special purpose bodies in this service are generally governed by multi stakeholder organizations and the executive can easily serve as delegates of these organizations rather than as trustees representing the best interests of the organization they are governing. - Arresting risks to the reputation of the Municipality can be more difficult to quickly address in this more complex and less accountable environment. 133 Municipality of Clarington Report CAO-004-16 Page 6 - costs can be significant both because a new body would need to be created and because the incentives for clear accountability are not inherent. The consequent expenditure control that comes with that accountability arrangement is more difficult to muster. Moreover, the in-kind contribution of volunteers as experienced with the expertise brought by the CBOT membership to the operation of the service is unlikely to be as prominent where they are not directly responsible for delivering the service c. Contract with the CBOT for service delivery Pros: - strong value for money – both on the cost and benefit side. On the cost side, as is illustrated in Attachment 1, the costs are very competitive as against both other municipalities’ costs of delivering this service and as against other services of the Municipality. Even with the increases proposed, Clarington would remain on the low end of per capita spend of neighbouring municipalities and economic development would remain at less than $1 of the $100 Clarington portion of the tax bill and less, as an example, than the comparative share of Animal Services. On the benefit side, CBOT has developed a strong program and business plan based on a very useful framework developed by the province from best practices in the delivery of this service. From creating a common portal for employers and those seeking work, to enhancing site locator information to strengthening partnerships with industry associations, post secondary and the Municipality itself (from procurement, to the development approval process, to government relations), the critical bases will now be covered as the service is enhanced through a graduated approach. - Reputational risk for the Municipality with this option is limited as the contractor has a built in incentive to protect the reputation of the Municipality as success in the other side of its services – services to members and potential members – depends on this. Moreover, the CBOT is not providing services in other communities so cannot spread its risks over a wider base so is further motivated to manage this carefully. 134 Municipality of Clarington Report CAO-004-16 Page 7 Cons: - Accountability will never be as direct as it would be with direct service delivery and that is a trade-off when contracting for any service. It can continue to be mitigated however through regular reporting to Council, involvement of Council and senior staff in CBOT events and the participation of senior staff – currently the Interim CAO - on the Board of Directors of CBOT as the Municipal Advisor. - Reputational risk for the Municipality can never be completely eliminated in any option. Better information sharing between the Municipality and the CBOT and vice versa has started and this will go some way to managing this risk. Enhancing Accountability 2.4 The analysis indicates that on balance Clarington would be best served by contracting for economic development services from the CBOT. At the same time, the CBOT’s proposal represents a significant increase in the investment in this service – and paragraph 1.7 above illustrates why this level of increase is necessary. At the same time, the accountability for this service could be stronger. To address both issues, it is proposed that the Municipality make it a condition that: • before moving to the funding level of $443,000 proposed by CBOT for 2018, that the CBOT demonstrate to the Municipality substantial completion of the 2017 workplan as summarized in Attachment 1 of this report • that generally accepted performance measures for economic development service be established and written into the service contract, including as examples: number of jobs attracted; business expansion investment facilitated by CBOT action; increase in commercial and industrial assessment base; cost savings for businesses assisted as a result of CBOT programs; active investment prospects in the pipeline; percentage of business leads that choose to locate in Clarington. 2.5. Concurrence Not Applicable 135 Municipality of Clarington Report CAO-004-16 Page 8 3.Conclusion Economic development is the Municipality’s top priority. Clarington faces unprecedented opportunity for jobs and investment. To realize the highest possible local benefits of this opportunity, the Municipality will need to significantly increase its investment in this service to a level comparable to other municipalities and comparable to other Clarington services. CBOT has developed a robust business plan based on leading practices and the input from business in this service that can deliver these benefits at a competitive and graduated cost. Compared against other feasible options, contracting with CBOT offers the best value for money and minimal reputational risk for the Municipality. Additional means to enhance accountability will, combined with these benefits, provide Clarington the opportunity for a prosperous future. 4.Strategic Plan Application The recommendations contained in this report conform to the Strategic Plan. Submitted by: Curry Clifford, MPA, CMO Interim CAO Attachments: Attachment 1- Summary chart of proposed business plan, comparative table showing economic development costs per capita and graph showing economic development share of tax bill Note: Additional material to be distributed by CBOT to Council under separate cover The following is a list of the interested parties to be notified of Council’s decision: Board of Directors, Clarington Board of Trade 136 2017 Continue and expand current programming Adjust Structure Identify appropriate office location 1 New Hire Identify Project Priorities Implement top 3 new initiatives Launch new tracking system Planning for employment portal Participate in top 3 conference, tradeshow/advertising as identified Expand efforts for Hospital revitalization project Research models for Incubator/Accelerator Office Space –identify our model and begin planning 2018 Continue and expand existing programming Settled in identified location Structure for incubator in place Equip the incubator 1 New Hire Identify remaining priority projects and implement Expand conference/tradeshow and advertising activities Develop and Launch new employment Portal 2019 Continue and expand existing programming Implementation of ¾ of programs identified in 2017- 2021 plan will be completed Begin process for economic strategic plan 2022-2027 2020 Continue and expand existing programming Implementation of ¾ of programs identified in 2017- 2021 plan will be completed continue process for economic strategic plan 2022-2027 2021 Continue and expand existing programming Implementation of ¾ of programs identified in 2017- 2021 plan will be completed continue process for economic strategic plan 2022-2027 $330,000 $443,000 $456,290 $469,978.70 $484,078.06 Attachment #1 to Report CAO-004-16 137 0.00 2.00 4.00 6.00 8.00 10.00 12.00 14.00 16.00 18.00 20.00 $ -in dollarsPer Capita 2016 Estimated Population Pickering Ajax Whitby Oshawa Clarington Port Hope Cobourg Peterborough Milton 138 Your taxes pay for many Municipal services. Here’s a breakdown of how each $100 of the Clarington portion of your tax bill is spent. $0.05 $0.17 $0.39 $0.50 $0.57 $0.70 $0.97 $1.10 $1.31 $1.51 $2.73 $3.63 $4.07 $5.25 $10.28 $10.81 $14.53 $20.19 $21.24 BUILDING INSPECTION COMMUNITY GRANTS ECONOMIC DEVELOPMENT TOURISM DEBT SERVICING CROSSING GUARDS ANIMAL SERVICES MUNICIPAL LAW AND PARKING ENFORCEMENT COMMUNICATIONS CULTURE ENGINEERING SERVICES WINTER MAINTENANCE COMMUNITY PLANNING LIBRARY RECREATION FACILITIES AND PROGRAMS CAPITAL FINANCING CORPORATE SUPPORT FIRE SERVICES OPERATIONS* * INCLUDES ROADS, PARKS, CEMETERIES, BUILDINGS, STREETLIGHTS & SIDEWALK MAINTENANCE ETC. 139 Chief Administrative Office Report If this information is required in an alternate accessible format, please contact the Accessibility Coordinator at 905-623-3379 ext. 2131. Report To: General Government Committee Date of Meeting: October 17, 2016 Report Number: CAO-005-16 Resolution: File Number: By-law Number: Report Subject: Fall Tourism Update Recommendations: 1.That Report CAO-005-16 be received for information. 140 Municipality of Clarington Report CAO-005-16 Page 2 Report Overview This report provides a review of Clarington Tourism initiatives and actions taken to date in 2016. It provides a comprehensive, detailed look at the Summer Tourism season and includes all advertising and branding initiatives, as well as a snapshot of Tourism statistics that have been gathered from stakeholders and by staff working at various events and festivals. 1.Background Clarington Tourism has had an extremely busy Summer Tourism Season. Council last examined the Tourism update, strategy and metrics report during the General Government Committee of May 9, 2016. That report discussed the Clarington Tourism Stakeholder’s Forum held on April 4, 2016. The goal of the forum was to work on a refreshed strategy for Clarington Tourism. The Clarington Community Tourism Plan Refresh is now complete and can be found attached to this report. It was distributed to all stakeholders in June. It lays out an action plan and objectives for Clarington Tourism. It also outlines actions achieved to date. During the May 9 General Government Committee Meeting, Council also requested regular updates on Clarington Tourism initiatives and activities. This report is designed to provide a comprehensive progress update. 1.1 Statistics The Tourism Division has worked diligently this summer season to gather viable statistics from tourism stakeholders, local businesses, residents and visitors to obtain a snapshot of the size and impact of tourism-based activities. 1.2 Event Participation Clarington Tourism staff have been participating in many of Clarington’s events and festivals. Tourism staff are present at all major events and festivals. Staff have worked alongside members of the Clarington Tourism and Marketing Board, who volunteered their time to assist in promotion and other event-related activities. On any given weekend in the summer, there are multiple events happening; staff work in partnership with Tourism stakeholders to ensure that promotional materials, brochures, and information about Clarington are readily available. Staff usually have a very visible tent, and booth set up, including samples of local produce donated by partners and interactive materials for children. This year, staff have also developed short promotional videos that are posted on social media to assist in event promotion. This summer staff attended the following 24 events: 9th Annual Orono Antique Street Festival 22nd Annual Wooden Boat Festival A Country Path – Spring Open House A Gift of Art – Newcastle’s Arts Show & Sale Bacon, Beer & Cider Festival 141 Municipality of Clarington Report CAO-005-16 Page 3 BluesBERRY Festival Bowmanville Rotary Rockin’ Ribs & Brews Canadian Historic Grand Prix Castrol Presents the Victoria Day SpeedFest Weekend Clarington Craft Beer Fest Clarington Heritage Week Doors Open Clarington Maple Fest and All That Jazz Mobil 1 SportsCar Grand Prix Newcastle Canada Day Celebration 2016 Newcastle Home & Lifestyle Show Ontario County Kennel Dog Show Orono Fair Picasso’s Picnic Spartan Race Summer Corn Festival and Jamboree Summerfest and Food Truck Friday Superbike Double Header Weekend Weekend of WREAKAGE Picasso’s Picnic Picasso’s Picnic 142 Municipality of Clarington Report CAO-005-16 Page 4 Mobil 1 Sports Car Grand Prix Orono Fair Maple Fest Bowmanville Rockin’ Rotary Ribs & Brews Weekend of Wreak age Silverado 250 143 Municipality of Clarington Report CAO-005-16 Page 5 1.3 Entrance/Exit Surveys This year, Clarington Tourism has partnered with Central Counties Tourism/York Durham Headwater, the provincial/regional tourism organizations also known as RT06, in conducting entrance/exit surveys at various events. Staff engaged eventgoers by asking 19 standardized industry questions to garner feedback and knowledge about where visitors come from, how they found out about the event, how much money they planned to spend, where they stayed as well as other visitor characteristics and preferences. This data is useful to assist in creating a visitor profile and developing more targeted advertising and marketing. Below are some statistics gathered from Rockin’ Rotary Ribs & Brews. Results from Ribs & Brews survey include: 36.8% of respondents planned to spend $75 or more. When asked, where did you hear about this festival/event? (Respondents could choose multiple answers). The majority of respondents heard about the event via a free method of advertising: 47.6% word of mouth 47.6% signage 42.1% online Fewer respondents recall hearing about the event via paid advertising: Newspaper (21.4%) TV (7.9%) Mail (4.8%) 0 10 20 30 40 50 60 70 80 Ajax Clarington Guelph Halton Region Northumberland County Oshawa Ottawa Peel Region Pickering Scugog Toronto Whitby York Region Unknown Ribs & Brews -Attendee Travel (Distance) 144 Municipality of Clarington Report CAO-005-16 Page 6 The results indicate that traditional promotional activities such as advertising in the newspaper, TV and radio are not optimal for this event. Targeted social media and internet advertising are a better promotional resource. The chart above also shows opportunities to use social media and target a wider geographic area in advertising including neighbouring Oshawa, Whitby, Ajax and Toronto. This is the first year that staff have conducted formalized surveys. Tourism staff will work on refining the surveys to include questions and information clearly focused on Clarington to determine information that will help inform and enhance future tourism activities and initiatives. 1.4 Tourism Stakeholder Statistics The table below was compiled based on statistics gathered from Tourism partners. Staff have engaged Tourism partners and event organizers to share their visitor statistics throughout the year. This is not a complete list, it provides a snapshot of numbers that have been provided to the Tourism office. Also to note, Canadian Tire Motorsport Park hosted five major race weekends. Attendance numbers have not been released to the public, however Tourism partners noted a successful turnout at all events. Once number are released to the public the Tourism Office will include those numbers in future reports. Event Date 2016 Attendees Maple Fest May 7 20,000 Newcastle Home & Lifestyle Show May 14 to 15 800 Bowmanville Rockin' Rotary Ribs & Brews June 10 to 12 40,000 Summerfest (Downtown Bowmanville) June 3 to 4 15,000 Spartan Race July 2 to 3 10,000 Newcastle Art Show & Sale (A Gift of Art) July 9 to 10 1,400 Wooden Boat Festival July 23 1,000 Picasso’s Picnic August 20 1,500 Clarington Craft Beer Fest August 20 500 Bluesberry Festival August 20 15,000 Bacon, Beer & Cider Festival August 27 500 Orono Fair September 8 to 11 40,000 1.5 Clarington Restaurants In mid-August, Clarington Tourism staff reached out to the restaurant sector to see what impact summer tourism has had on local restaurants. During the process, 110 businesses were phoned and asked information about sales, as well as if large events tend to draw more visitors to restaurants. It was difficult for the businesses to provide concrete numbers, as many do not track these kinds of statistics. However, helpful anecdotal data 145 Municipality of Clarington Report CAO-005-16 Page 7 was collected; this is useful for Tourism in marketing and promotion plann ing. Here’s some of the feedback gathered: The majority of tourist patrons are anglers who are visiting Port Darlington and area from Chanterelle Bistro. Highway 407 traffic has resulted in an increase of tourists/visitors to our business from Enniskillen General Store. Seeing an increase of patrons who are visiting Canadian Tire Motorsport Park; especially from the United States from Tetra Kitchen and Vines. Majority, approximately 80 per cent, of our business is from visitors/tourists in the area from Fire Hall Bistro. Seeing an increase of customers on weekends. Nothing recorded but is greatly noticed from Toasted Walnut. An increase of people stopping by on their way through town from Three-Six Kitchen & Lounge. *Clarington Tourism recognizes a lack of tracking measures for visitors and tourists within this critical restaurant sector. During the Central Counties Tourism Annual General Meeting this was also identified. Clarington Tourism has begun researching and working with partners in the sector to develop a comprehensive visitor tracking system that could be used by all restaurants. 1.6 Ontario Tourism Statistics Clarington Tourism is very engaged in identifying trends in the Tourism sector both provincially and nationally. Below are current statistics as shown on the Ontario Ministry of Tourism, Culture and Sport website. They show an increase in Tourism traffic coming from the U.S. This generally has been attributed to Canada’s low dollar. June 2016 % Change* Jan to Jun 2016 % Change* Total Inbound 1,783,528 8.6% 6,564,080 10.6% From the U.S. 1,473,464 7.9% 5,523,474 11.1% From overseas 310,064 12.0% 1,040,606 8.2% Total Outbound 1,922,737 -4.6% 12,632,485 -6.5% To the U.S. 1,539,833 -6.7% 9,333,092 -11.1% To overseas 382,904 4.5% 3,299,393 9.9% *Source Ministry of Tourism, Culture & Sport - http://www.mtc.gov.on.ca/en/research/performance/performance.shtml 146 Municipality of Clarington Report CAO-005-16 Page 8 1.7 Visitor’s Centre Statistics The Clarington Visitor’s Centre is open Monday to Saturday from 10 a.m. to 5 p.m. This year, Clarington Tourism partnered with the Clarington Public Library, Bowmanville branch. Tourism now displays local information and resources at the Bowmanville branch to help visitors looking for information outside of regular office hours. There is also an outdoor box installed at the Visitor Centre to hold Visitor Guides and Ontario Road Maps. Clarington Tourism is also working with our municipal recreation centres to further help with our distribution of material and reach of visitors by placing tourism materials in our facilities. Due to ongoing advertising and promotional initiatives, the Tourism Office has seen a substantial increase in visitors to the office. Staff have been very busy dealing with visitor inquiries and helping people plan activities over the summer. Clarington Visitor Centre Walk-in Stats Month 2015 Walk Ins 2016 Walk Ins Total Difference May 165 274 109 (+ 66%) June 229 359 130 (+ 56%) July 327 523 196 (+ 59%) August 322 537 215 (+ 66%) Total Difference 721 1693 972 (+ 134%) 2.Advertising and Marketing 2.1 GO Transit Advertising In June 2016, Clarington Tourism ran a six-week campaign at the Oshawa GO Station, promoting ‘Summer in Clarington.’ Clarington Tourism ads were featured on the transit shelters along the platform; 12 3ft x 6ft posters were installed. The monthly circulation of ridership through the Oshawa Station is approximately 166,700; over the six weeks our potential reach was roughly 250,000. 147 Municipality of Clarington Report CAO-005-16 Page 9 In an attempt to measure the impact and success of the above campaign, staff tracked traffic at the Tourism office as well as any increase in interest through social media. As shown below, walk-in traffic during the six-week campaign at the Tourism office increased significantly. Facebook statistics also show an 89 per cent increase in post impressions, or the number of times a post is seen. Statistics also show an 18 per cent increase in engagement from the Oshawa area. Visitor Centre Walk-in Traffic Stats During GO Campaign 2015 2016 Increase % May 6 - June 12 290 384 94 32.41% June 13 -July 20 373 652 279 74.80% Total Difference 28.62% 69.79% Facebook Stats During GO Campaign May 6 to June 12 June 13 to July 20 (38 days) # Difference % Impressions 74,932 142,078 67,146 89.61% Engagement from Oshawa Area 345 407 62 18% As GO ridership continues to rise Clarington Tourism hopes to repeat this campaign next summer, pending budget considerations. In conjunction with the ad campaign, staff have reached out to Metrolinx and have been granted permission to display promotional materials next summer and engage riders in person. This initiative was not allowed this year due to concerns over safety while construction at the Oshawa GO Station continues. 2.2 E-ttractions Explore Boards In May of 2016, Clarington Tourism launched our partnership with E-ttractions Explore Boards visitor marketing platform. These touch-screen, virtual boards enable visitors to explore local tourism information, and are located in Downtown Toronto hotels and all Ontario Travel Centres. Our profile features local information and photos, what to do and where to stay. The statistics below show a total return on investment of $9,126 with an estimated 195 visitors who came to Clarington as a result of seeing this profile from May through to July. While this has been a useful tool to try, the ROI does not support a continued investment beyond the current commitment signed until the end of the year. 148 Municipality of Clarington Report CAO-005-16 Page 10 May through July 2.3 Local Marketing & Advertising Clarington Tourism has also focused its advertising and promotional efforts locally to try and inform our residents about the many events and attractions to explore, discover and enjoy throughout Clarington. As the community grows, new residents are always looking for information. Residents also act as great ambassadors for the community and help spread the word about local attractions, events and festivals. Throughout the summer months, Clarington Tourism has advertised in local publications including: -Your Town Bowmanville; Your Town Newcastle - What’s Up Clarington 149 Municipality of Clarington Report CAO-005-16 Page 11 - Metroland Community Guide 3.Working with partners Clarington Tourism is continually working with regional, provincial and federal tourism partners to ensure that all tourism activities align with overarching shared goals. Clarington Tourism has partnered with Central Counties Tourism in developing a Trail Tourism Strategy. Municipalities in Central Counties are partnering to develop a region- wide trails strategy and a consumer “app” that can be customized to highlight individual municipal trails, regional trails, as well as trails across Central Counties. Participating municipalities will receive their own trails strategy that feeds into the regional and pan- regional strategies. Each individual strategy can be used to guide future decisions regarding infrastructure, signage and marketing. Clarington Tourism is working on a comprehensive inventory of our trails to help inform this strategy. Once developed, Clarington Tourism will present to Council the strategy with a promotional plan. This initiative supports Council’s Strategic Plan, specifically the promotion of Clarington’s trail network. Clarington Tourism also partnered with Central Counties Tourism and Durham Region on the Meetings, Conventions and Incentive Travel (MC&IT) Sports Tourism Program. Clarington Tourism engaged tourism partners to participate in a coupon program. Local businesses were asked to register coupons for a specific sports event that would be handed out to participants. These coupons are a tool to drive traffic from these large sporting events to our local businesses. The coupon program was featured at the Spartan Race and Ontario Lacrosse Festival. The trial program will continue in 2017, with added promotion. Clarington Tourism is also a member of the New Sport Durham Advisory Committee. The Committee was established in 2013, to provide oversight and advise for the strategic direction of Sport in Durham Region. The Committee recently expanded, adding members from all eight Durham Region Municipalites. Clarington’s Tourism Manager and Tourism Coordinator also participated in the Central Counties AGM (annual general meeting). Clarington Tourism also worked closely with Central Counties and the Clarington Tourism and Marketing Board on a new pilot project that provides Tourism E-Learning Webinar Sessions. These sessions provide information and education on a variety of topics that will assist the Tourism industry and individual businesses to learn about best practices and new strategies. The project was a success and the webinars are now widely accessible to all tourism stakeholders. 150 Municipality of Clarington Report CAO-005-16 Page 12 Clarington Tourism has joined forces with our Community Services Department to apply for the Ontario150 funding for a community event to mark and celebrate Canada’s 150 Birthday. This November, Clarington Tourism will also host a Tourism Workshop/Open House. Clarington Tourism is partnering with the Clarington Board of Trade in this joint initiative. The workshop will provide stakeholders with one-on-one assistance from our staff on website development, social media messaging as well as assistance with advertising and marketing. This is a pilot event. It will capitalize on the unique, specialized skill set that staff have, in order to assist tourism businesses and provide practical hand-on advice. Clarington Tourism is also working with Ontario Power Generation and the Clarington Board of Trade to develop content, messaging and clear information for the visiting workforce that will be working on the Darlington Nuclear Refurbishment. This initiative is meant to develop a welcome package for the new workers with in-depth information about Clarington. In early summer, Clarington Tourism began to work with Blackbird Construction, the Ministry of Transportation and the Clarington Tourism Marketing Board (CTMB) to address the changes and detours to Clarington’s rural roads due to the extension and construction of Highway 407, and its effects on tourism and agriculture business. Together at a meeting organized by CTMB, that also included the Clarington Board of Trade and Clarington Engineering Department, wayfinding and communications strategies were established and maps created. This will assist and inform future plans for additional tourism wayfinding in Clarington. Clarington Tourism is working closely with Canadian Tire Motorsport Park to assist in event promotion. Tourism staff have met with CTMP officials on several occasions to identify areas of collaboration. Tourism staff have attended several race weekends and have been active through advertising and marketing to assist in ongoing event promotion. Tourism staff are looking at ways to engage race teams and media outlets that attend race weekends to encourage them to explore Clarington off the track and in between races. 4.Web and Social Media This summer on August 5, Clarington Tourism launched a new accessible and mobile optimized website. It was a soft launch as staff continue to work and develop content and iron out any technical hiccups. The website also has a blog attached to it, a function that allows for a more relaxed, two-way communication with the community. The new website will be the focal point of all online promotion. The website includes four major sections: Explore, Eat & Drink, Plan your Stay, and Events & Festivals. It also provides easy access to tourism stakeholders, partner opportunities, seasonal itineraries and themed Clarington vacations. It can be found here: www.claringtontourism.net. The official 151 Municipality of Clarington Report CAO-005-16 Page 13 launch and promotion of the new website will take place in late fall 2017 with a focus on Clarington winter product. The tourism division has been very busy and active on social media with a considerable growth in followers. From January 1, 2016 to August 31, 2016 Clarington Tourism’s Twitter account gained 451 new followers. Clarington Tourism sent out 262 tweets. The graph below shows the increase of follower engagement from January to August. From January 1, 2016 to August 31, 2016 Clarington Tourism staff sent out 422 posts to Clarington Tourism’s Facebook page, including 198 photos and 8 videos. 152 Municipality of Clarington Report CAO-005-16 Page 14 5.Filming Clarington Tourism also works on assisting film productions and guiding film companies through Clarington’s permitting process. This summer, Clarington welcomed many filming productions to the community. Clarington is developing the reputation as a ‘film friendly’ municipality, a sentiment that has been shared amongst the filming industry throughout the GTA. Popular film locations include Historical Downtown Orono, rural roads/farmland, conservation areas and the Darlington Waterfront. The new Durham Region Film Office has also assisted in promoting Clarington as a great filming location. Since April 2016, Clarington has hosted over 12 filming days, not including pre or post production. This does not include small-scale productions. Clarington Tourism is exploring the potential economic opportunity for local businesses to work with these productions while they are in town. Some larger-scale productions require equipment rentals, food services and accomodations. Clarington Tourism is exploring this opportunity to connect local busineses with these productions. 153 Municipality of Clarington Report CAO-005-16 Page 15 6.Future Opportunities The tourism division is looking to partner with Central Counties Tourism to develop a much needed image library and a promotional tourism video. Pending budgetary considerations for 2017, Clarington Tourism is looking to apply for Central Counties Tourism - Content Development funding. Under the terms of the agreement Central Counties would pay two-thirds of the overall cost and assist in creating high-quality video and photo content for tourism marketing and promotion in the 2017 season. 7.Concurrence Not Applicable 8.Conclusion Clarington Tourism has had a very busy summer. Between festival and event participation and the launch of a brand new accessible, mobile optimized website, staff have been busy working on the goals and strategic vision as set out in the Clarington Communit y Tourism Plan Refresh. Clarington Tourism has been engaged and working alongside key partners, including members of the Clarington Tourism Marketing Board, Central Counties Tourism and Durham Tourism to further promote Clarington as an optimal place for tourism. Clarington Tourism has been aggressively promoting the community, an initiative that has seen a rise in visits to the Tourism Centre and an increase in social media engagement. Tourism staff continue to build on key partnerships to help enhance and support the Tourism Plan Refresh. While the summer has ended, Clarington Tourism staff have launched a new campaign “Fall for Clarington,” and will begin a new marketing initiative to help promote the new Tourism website. Staff continue to work on Tourism promotion for this year, while gearing up for another successful 2017 season. 9.Strategic Plan Application This report and tourism initiatives outline conform to the goals as set out in the 2015-2018 Strategic Plan. Submitted by: Curry Clifford, MPA, CMO Interim CAO 154 Municipality of Clarington Report CAO-005-16 Page 16 Staff Contact: Basia Radomski, Corporate Communications Manager, 905-623-3379, ext., 2214 or bradomski@clarington.net There are no interested parties to be notified of Council's decision. Attachment: Attachment 1 – Clarington Community Tourism Plan Refresh 2016 CC/br/gj 155 4 2016 Municipality of Clarington, Communications & Tourism Central Counties Tourism June 2016 Clarington Community Tourism Plan Refresh Clarington Community Tourism Plan Refresh | June 2016 1 Introduction Clarington Tourism is excited to bring to you a refreshed Clarington Community Tourism Plan. This document is a direct result of discussions held on April 2016, at the Clarington Tourism Stakeholders Forum. The forum was an opportunity for all Tourism stakeholders to meet, network and renew the priorities and goals set out in the original Clarington Three-Year Community Tourism Plan. That Plan was completed in August 2014 by the Municipality of Clarington, Central Counties Tourism and prepared by Brain Trust Marketing and Communications. Clarington Tourism has undergone some changes in the past two years. Clarington Council has earmarked Tourism as a priority in its 2015-2018 Strategic Plan. As a result, the Communications and Tourism Division has welcomed Laura Knox, our new Tourism Coordinator, to our team. Along with Manager Basia Radomski, Director Marie Marano, the Tourism team is excited to present to you a refreshed vision for Clarington Tourism. The goals and action plan set out will guide Clarington Tourism as it works on this critical and growing economic sector. Clarington Tourism will work closely with all its partners including CCT; Durham Region Tourism; the Clarington Board of Trade & Office of Economic Development; and the Clarington Tourism Marketing Board to implement the Clarington Community Tourism Plan Refresh. Goals Clarington Tourism will maintain the five goals that were outlined in the 2014 Plan, as they remain timely and important to stakeholders and the community. The objectives for these goals have been updated to reflect partnerships, additional resources and feedback from the April 2016 Forum. Clarington Tourism Goals are: 1. Promote Clarington as a top of mind destination 2. Increase the length of time visitors spend in Clarington 3. Increase the number of return visits 4. Inform and educate Tourism partners 5. Improve way finding Legend & Reference AODA – Accessibility for Ontarians with Disabilities Act CBOT – Clarington Board of Trade & Office of Economic Development CCT – Central Counties Tourism OTMPC – Ontario Tourism Marketing Partnership Corporation TMAC – Tourism Media Association of Canada TODS – Tourism-Oriented Directional Signage (eg. Hwy 401 blue signage) Clarington Community Tourism Plan Refresh | June 2016 2 To realize these overarching goals Clarington Tourism has refreshed the objectives based on discussions and themes that were developed at the Tourism Forum. Key additions from stakeholder feedback focus on sector-based tourism, tourism way finding strategy, enhanced networking and educational programs, consistent communication and statistic tracking, increased partnerships with regional and provincial organizations, and market-ready programs for stakeholders. Action Plan Through feedback from stakeholders who attended the forum, it was clear that the objectives of the 2014 Plan remained important and relevant. As a result, the action plan has been reorganized to outline how each objective will be met with updated resources, timeline, partners, and importance. Building on actions taken to date, the priority objectives were updated to reflect stakeholder feedback and current resources. The objectives remain, with key highlights: 1. Experience Development/Networking & Industry Engagement a. Utilize partners who currently offer educational opportunities such as CCT and CBOT, and also create Clarington Tourism specific events and networking; b. Visitor & Event Statistics Tracking. 2. Marketing & Promotion a. Strengthen tourism brand and awareness. Clarington Tourism will rebrand and explore new and innovated ways to advertise as a top-of-mind tourism destination. Unique opportunities such as Go Transit advertising, advertising in Ettraction Exploreboards located in Ontario Travel Centres and major attractions in Toronto, and targeted social media advertising to maximize a growing online audience will be utilized; b. New Clarington Tourism website to be launched in 2016; c. Target sector specific tourism: Agri-tourism, Sport Tourism, Family, Outdoor Adventure, Festivals & Events. 3. Sense of Place a. Consistent branding with ‘Only in Clarington’ and ‘Take a Bite;’ b. Expand and grow Clarington Visitor Guide; c. Clarington all-inclusive asset map; d. Market to new residents and new visiting labour force. 4. Ambassador Program a. Tourism Familiarization Tours; b. Tourism Office Open House, to include one-on-one coaching; c. Customer Service training, best practices and more. 5. Way Finding a. Way finding strategy with CCT inclusive of downtown cores, rural road, attractions, etc; Clarington Community Tourism Plan Refresh | June 2016 3 b. Explore implementing local Tourism-Orientated Destination Signage program; c. Communication surrounding new roads infrastructure, including Highway 407, Metrolinx, etc. These objectives will continue to grow and expand as new ideas and potential funding opportunities arise. Clarington Tourism proposes to host future Stakeholder Forums to revisit this action plan and ensure it is aligned with the growing needs of the tourism industry and Clarington’s local needs. 4 Clarington Tourism Goals GOAL OBJECTIVE FOCUS ACTIONS PLANNED (2016 & Onward)- Remove? Accomplishments or Status 1) Promote Clarington as a top of mind destination a) Create a collective vision of Clarington’s tourism assets. Sense of Place -Continue with annual Clarington Visitor & Relocation Guide - look to expand information to increase inclusivity - launch every March - explore how it can be updated. -New Clarington Map for tourism assets and wayfinding - 2016/2017. -New Clarington Tourism Website (mobile accessible & user friendly) - launch Summer 2016. -Annual Visitor Guide - addition of Relocation information -Clarington Tourism Mobile APP -Clarington Tourism website and blog b) Create and establish a brand strategy that targets both residents and visitors. Sense of Place & Ambassadors -Continue to grow on existing 'Take A Bite' and 'Only in Clarington' brand strategy - creating a consistent brand and image. -Expand social media promotion and advertising to access target markets as visitors and residents. -‘Take a Bite’ and ‘Only in Clarington’ marketing campaign -Expanded Advertising – Attractions Ontario, GO Transit, Facebook, Ettractions Exploreboards, PATH - Toronto's Downtown Underground Pedestrian Walkway. -New Tourism website under development for 2016 c) Revise current marketing tools to include brand while continuing to seek innovative marketing tools. Marketing -Develop and promote new Clarington Tourism logo. -New Tourism website will push new brand image. -Expand advertising through Ontario (Ettractions Exploreboards, GO Transit advertising, etc.). -Build Clarington photo database to use for marketing and promotions that tell the story of Clarington (unique, original images). - Expanded advertising into different markets (Downtown Toronto, etc) - Developing new logo/branding to coincide with new website - New Tourism website, mobile friendly - Ensure all Tourism material and soaicl media promotion is AODA compliant Clarington Community Tourism Plan Refresh | June 2016 5 -Tourism Team to attend community events and stakeholder events throughout Clarington to promote community and upcoming tourism season events and experiences to visitors while encouraging return visits. -Maintain and update existing materials - Between Games, Cycling Map, Fishing Map, and Visitor Guide. d) Host a “Celebrate Clarington” event. Marketing & Ambassadors -Explore opportunity to host 'Welcome Summer' event with local attractions and stakeholders at the Clarington Tourism office (pending permissions planning for event May/June 2017). - Ongoing investigation e) Tweak current marketing efforts to leverage Ontario Tourism Marketing Partnership Corporations’ new market segmentation insights. Marketing -Continue to market based on OTMPC's current segments, while also pushing our unique Tourism Sector experiences (Agri-Tourism, Sport Tourism, Events & Festivals, etc.). - Added focus put on Clarington’s top segments - Family Memory Builders, Sports Lovers, Mellow Vacationers, Solitaires & Nature Lovers 2) Increase the length of time visitors spend in Clarington a) Enhance tools to assist visitors, including first-hand knowledge and experiences through education/ambassa dor outings. Expand Super Host Program. Ambassadors -Customer Service training for stakeholders. -Partner with CBOT, Durham Region & Central Counties to host eLearning Webinar sessions with stakeholders. -Host a Stakeholder Open House at strategic intervals, take two to three business days to book a one-on-one - Partnership with CCT to host Customer Service workshop during Pan Am Games Clarington Community Tourism Plan Refresh | June 2016 6 coaching sessions with Tourism staff on marketing tools (Community Calendars, Facebook, Eventbrite, Trip Advisor, etc.). -Plan Tourism Familiarization Tours for business to explore and learn from neighbouring business attractions. b) Establish opportunities for tourism businesses to network and create partnerships, encouraging cross promotions and referrals. Industry Engagement & Networking -Host industry engagement sessions annually in partnership with CBOT to bring business together. -Provide the networking and best practices to encourage and facilitate partnerships and cross-promotion. - Stakeholder Brochure Exchange (last in 2014) - Planned next event in 2017 c) Provide opportunities for key tourism asset clusters to enhance their current tourism offerings through product and experience development. Experience Development Partnering -Clarington Tourism to develop and promote Experience Packages for seasonal and sector based tourism. This will help create experience development and encourage partnerships between stakeholders. - Clarington Coupons issued at Spartan Race in partnership with Durham Tourism and CCT - Continued follow-up on up take and response to promotions issued in 2016 d) Create marketing campaigns specific to season, week/ or events, providing maps, itineraries and packages. Marketing -Continue to market existing campaigns to gain brand recognition (March Break Smiles, 62 Things to Do, Fall Harvest, Embrace the Frost). -Leverage existing attractions to create Tourism sector-based itineraries (Agri-Tourism, Festivals & Events, Adventure, Family Fun, Sport Tourism, Welcome Race Fans and Seasonal). - Current campaigns established in 2015 - March Break Smiles, 62 Things to Do (Summer), Fall Harvest, Embrace the Frost Clarington Community Tourism Plan Refresh | June 2016 7 e) Create a map that staff can use to provide directions to other places. W ay finding -New Clarington Map for tourism assets and wayfinding - 2016/2017. - Clarington Visitor & Relocation Guide map - Tourism mobile app 3) Increase the number of return visits a) Ensure attractions, accommodations, sports venues and major touch points (contact between buyers and sellers) have tools in place to promote the area attractions (brochures and maps). Marketing -Distribution of Tourism material (Visitor Guides, Between Games, Asset Map) will take place every March/April to prepare the business for Summer/Fall Tourism season. Maximize electronic distribution of materials. -Host networking events in partnership with Central Counties, Durham Region & CBOT every Spring/Fall for stakeholders to learn and engage - cross promotion opportunities. - Distribution of Clarington Visitors Guides to business and major attractions (annually in March) b) Promote internal education of staff front-line workers with the knowledge and provide tools to assist visitors. Ambassadors -Customer Service training for stakeholders and staff. -Partner with CBOT & Central Counties to host eLearning Webinar sessions with stakeholders. -Utilize Open House and Tour opportunities to increase and promote knowledge and experience of staff c) Expand Marketing Strategy and plan Media Relations Campaign. Marketing -Re-engage relationships with TMAC and OMTPC to look at hosting more Industry Media Tours - plan one annually and have media writers from throughout the GTA explore and tour different aspects of tourism in Clarington – 2017. - New for 2016 Clarington Community Tourism Plan Refresh | June 2016 8 d) Expand “Between Games” brochure and increase distribution. Marketing -Completed for 2016, will review annually. -Explore how Tourism can expand reach - partner with local sport and team organizations and provide electronic copies for them to share with teams/tournament organizers. - Revised and updated in 2016 e) Develop Strategy on obtaining accurate local Tourism Stats. Marketing -Partner with Central Counties Tourism to launch Clarington Entry/Exit Event Surveys - completed at all major events in Clarington throughout 2016. -Provide stakeholders with Stats Tracking information for the business - distributed by Clarington to obtain consistent data from each business which will be tracked and reviewed regularly. - New to 2016 plan f) Provide opportunities for key tourism asset clusters to enhance their current tourism offerings through product and experience development. Experience Development & Partnering -Leverage existing attractions to create Tourism sector-based itineraries (Agri-Tourism, Festivals & Events, Adventure, Family Fun, Sport Tourism, Welcome Race Fans and Seasonal). -Promote these itineraries on our new Tourism Website and look to business for partnership opportunities to expand packages. -Through the promotion of the package, create a Coupon Book/Online Tool - visitors can download business coupons to encourage extended or return visits - launch test with Website in Summer 2016 and fully in 2017. - Clarington Coupons issued at Spartan Race in July 2016, and investigation into success and further opportunities Clarington Community Tourism Plan Refresh | June 2016 9 4) Inform and educate tourism partners a) Expand Super Host (customer service training) program. Industry Engagement -Customer Service training for stakeholders and the front-line staff -Partner with CBOT & Central Counties to host eLearning Webinar sessions with stakeholders -Build on information collected and received through Stakeholder Open House and Familiarization Tours - Partnership with CCT to host Customer Service workshop during Pan Am Games b) Improve communication with tourism stakeholders to ensure they are aware of networking, packaging and experience development opportunities. Share best practices. Industry Engagement -Produce Industry News Update - an email newsletter containing pertinent information on upcoming events, news, tourism goals and potential funding opportunities. -Tourism Forums. -Create a 'Stat Tracking' process for stakeholders to track their annual visitors - something distributed by Clarington that will gage consistent data from each business which will be tracked regularly reviewed. - Developed Industry Newsletters emailed out to Clarington stakeholders, Community Calendar, Corporate Calls 5) Improve tourism way finding a) Develop a signage strategy that provides a sense of place. W ay finding & Sense of Place -Explore CCT Wayfinding sign Funding Program. -Work with Municipal and Regional departments to look at partnerships on expanding our current wayfinding signage throughout Clarington. -Prepare Sign Strategy – 2017. - Ongoing for review, appropriate implementation action and timing Clarington Community Tourism Plan Refresh | June 2016 10 b) Expand signage to outlying areas. W ay finding -Prepare Sign Strategy and explore funding/grant opportunities. -Explore Local TODS Program for local roads. -Work with major infrastructure such as Hwy 407 for timelines and signage needs - update current TODD signage – 2018. - Looking forward to 2017 opportunities c) Create map as a customer service tool. (Relates to goal 2) Marketing & Way finding Budgeted for 2016 to develop complete asset map of Clarington for 2017. - Budgeted for 2016 Clarington Community Tourism Plan Refresh | June 2016 11 Action Plan & Objectives To achieve the five goals, Clarington Tourism has combined the objectives and planned outcomes with concrete actions that will be followed over a set timeline with budget consideration. Please find the complete plan below. Activity Priority - High, Med, Low Timing Short (6-8 months), Med (8-12 months), Long (1 year+) UPDATES & ACTIONS Experience Development/ Partnering/ Networking & Industry Engagement** Host Product and Experience Development Workshops (by experience cluster). High Ongoing – first session help in April 2016 -Host industry engagement sessions in partnership with CBOT to bring business together. Identify topics of interest and deliver two to three workshops per year to tourism stakeholders, also to bring new tourism stakeholders into the fold, expand Customer Service program. High Med - Spring 2017 -Provide networking and best practices to encourage and facilitate partnerships and cross-promotion. -Work with Central Counties, Durham Region and CBOT to deliver customer service training for stakeholders and their staff on current needs and topics (including new eLearning Webinars from Central Counties). Clarington Community Tourism Plan Refresh | June 2016 12 Share best practice and stories with tourism industry stakeholders. Med Med -Clarington Tourism to develop and promote Experience Packages for seasonal and sector-based tourism. This will help develop ‘experience’ tours and encourage partnerships between stakeholders with Clarington Tourism helping to facilitate. -Host Familiarization Tours with the Sector to highlight and inform stakeholders about local attractions. -Develop and distribute monthly Tourism Industry eNewsletter to stakeholders with local information, upcoming events and tourism sector news. -Host a Stakeholder Open House, setting aside two to three business days to be able to book a one-on-one coaching session with Tourism staff on marketing tools (Community Calendars, Facebook, Eventbrite, Trip Advisor, etc.) Explore tourism awards program. Low Med - Early 2017 -Approach CBOT to support Tourism Business Awards at the AGM & Clarington Business Awards every April Marketing and Promotion Create a list of key events to create marketing campaigns specific to season/week/events, providing maps, itineraries and packages. High Ongoing -Tourism Team to attend community events and stakeholder events throughout Clarington (and GTA with Durham Region Tourism). Continue to promote community and upcoming tourism events and experiences to visitors (encouraging return visits). Clarington Community Tourism Plan Refresh | June 2016 13 Expand “Between Games” brochure and place in key target markets and local kiosks. High Short -Completed for 2016, will review success based on stats and feedback. -Explore how Tourism can expand its reach and network. Partner with local sport and team organizations and provide electronic copies for them to share with teams/tournament organizers. Produce a map of tourism assets with community involvement that can be used to assist visitors who are already in the area. High Med/Long -Create Clarington Asset Map, highlighting all of Clarington with stakeholders and attractions, project underway in 2016 with a version found inside Visitors Guide. Complete asset map of Clarington budgeted for 2016, for release in 2017. Enhance storytelling abilities, and effectively use the tourism blog to share stories and experiences. Med Med/Long -Build Clarington photo database to use for marketing and promotions that tells the story of Clarington (unique, original images). -Professional photographer to help produce and develop Clarington image gallery. -Build video library of Clarington attractions – initiated video clips at Mayor’s Golf Classic 2016 and major events in 2016. Identify Clarington’s high traffic business areas leverage partnerships to develop Tourism promotional corner, to include ‘must visit’ attractions. High Med -Distribution of Tourism material (Visitor Guides, Between Games, Asset Map, etc.) will take place every March/April to prepare for Summer/Fall Tourism season. -Expand promotion into all municipal Recreation Complex and Libraries with designated Tourism space for promotional materials - started in 2016. Clarington Community Tourism Plan Refresh | June 2016 14 Utilize OTMPC’s new market segmentation insights to plan content and marketing efforts that can be delivered to the top markets (family memory builders, sports lovers, mellow vacationers, solitaires and nature lovers). Med Med/Long -Continue to market based on OTMPC's current segments, while also pushing our unique Tourism Sector experiences (Agri- Tourism, Sport Tourism, Events & Festivals, etc.). -Re-engage relationships with TMAC and OMTPC to look at hosting more Industry Media Tours, have media writers from throughout the GTA explore and tour different aspects of tourism in Clarington – 2017. Strengthen Tourism Branding and Awareness through new Tourism website and expanded advertising efforts/investment. High Short - Summer 2016 -Develop and promote new Clarington Tourism logo -New Clarington Tourism Website (mobile & user friendly) - launch 2016 -New Tourism website will push new brand image - 2016 -Expand advertising through Ontario (Ettractions Exploreboards, GO Transit advertising, etc.). Maintain current promotional production - Visitor Guide, Cycling Map, Fishing Map, Between Games High Ongoing -Maintain and update existing materials - Between Games Brochure, Cycling Map, Fishing Map, Visitor Guide -Between Games updated in 2016 (completed), Fishing Map to be updated in 2016, Cycling Map updated in 2017, Visitor Guide updated annually. Create and maintain marketing campaigns specific to season/week/events. Provide maps, itineraries and packages. High Short - to launch with new website -Continue to market existing established campaigns to gain brand recognition (March Break Smiles, 62 Things to Do, Fall Harvest, Embrace the Frost). -Leverage existing attractions to create Tourism sector based itineraries/experiences (Agri-Tourism, Festivals & Events, Adventure, Family Fun, Sport Tourism, Welcome Race Fans and Seasonal) - promote through new Tourism website. Clarington Community Tourism Plan Refresh | June 2016 15 Develop strategy and process to collect accurate local Tourism and Visitor Statistic information. High Short - started in 2016, into 2017 -Partner with Central Counties Tourism to launch Clarington Event Entry/Exit Surveys - completed at all major events in Clarington throughout 2016. -Provide stakeholders with Stats Tracking information for their business. Distributed by Clarington to obtain consistent data from each business, which will be tracked and reviewed to form database. Sense of Place Explore the opportunity to complete a branding exercise to determine the collective identity of Clarington’s tourism assets. Med Med -Review and update Tourism Stakeholder Database with up to date information and services. -New Clarington Map for tourism assets and wayfinding - 2016/2017. Focus on small towns within Clarington – Small Town Feeling Med Ongoing -Continue to grow on existing 'Take A Bite' and 'Only in Clarington' brand strategy - creating a consistent brand and image. -Focus on 'What is Clarington' messaging and branding. Create collective vision of Clarington's Tourism assets. High Short -Continue with annual Clarington Visitor & Relocation Guide - look to expand information to increase inclusivity. -New Clarington Tourism Website (mobile accessible & user friendly) - launch 2016. -New asset map of Clarington. -Market directly to new residents and the visiting labour force. Clarington Community Tourism Plan Refresh | June 2016 16 Wayfinding Expand the current community gateway signage to include way-finding to area attractions. High Long -Work with Municipal and Regional departments to look at partnerships on expanding our current wayfinding signage throughout Clarington. -Update existing TODDs Signage along Hwy 401, and explore options with Hwy 407 - planned for 2018. Identify Clarington – Maps, GPS. Med Long -Explore how to align Google Map and GPS with local and rural roads. Signage/Wayfinding Strategy Med Med/Long -Prepare Sign Strategy and explore funding opportunities. -Explore Local TODS Program for local roads. -Work with major infrastructure such as Hwy 407 for timelines and signage needs - update current TODD signage – 2018. MUNICIPALITY OF CLARINGTON General Government Committee Meeting RESOLUTION #_________________ DATE: October 17, 2016 MOVED BY Councillor Neal SECONDED BY That Staff be directed to provide a report on the cost and potential locations of an electronic message board for community events in Courtice. 176 Agenda Addendum Items October 11, 2016 Change your language | View email in your browser FCM seeks members’ help for our Haitian partner municipalities severely damaged by Hurricane Matthew Since 2011, with funding from the Government of Canada and in cooperation with the City of Montréal and the Union des municipalités du Québec, FCM has partnered with the Haitian municipalities of Grand-Goâve, Petit-Goâve, Gressier and Léogane. The four municipalities were hit hard by the hurricane and hundreds of homes have been destroyed, crops lost and roads severely damaged. FCM and its staff in Haiti are already helping our municipal partners deal with the challenges of rebuilding. With FCM’s support, each of the four municipalities is compiling a more complete report of damage and aid priorities. Municipalities throughout Canada are invited to contribute to the Haiti Emergency Fund. The Fund will help rebuild culverts, bridges and public markets; strengthen protective dikes; clean out surface runoff canals; and replace roofing on public and community buildings. Please send your donation by cheque payable to FCM – Haiti Fund directly to FCM at 24 Clarence Street, Ottawa, K1N 5P3. Municipalities that make a donation will receive a detailed report on how the funds were used. Thank you in advance for your generous help for our municipal partners and friends in Haiti. Clark Somerville FCM President and Regional Councillor, Halton Hills This is a publication of the Federation of Canadian Municipalities ©2014. 24 Clarence Street, Ottawa, Ontario K1N 5P3 • T. 613-241-5221 • F. 613-241-7440 This newsletter was sent to cao@clarington.net. To opt-out, follow this link: Unsubscribe | Privacy Policy Corporate Services Report If this information is required in an alternate accessible format, please contact the Municipal Clerk at 905-623-3379 ext. 2102. Report To: General Government Committee Date of Meeting: October 17, 2016 Report Number: COD-021-16 Resolution: File Number: C2016-056 By-law Number: Report Subject: Co-operative Tender No. C2016-056 – Supply and Delivery of Winter Sand Recommendations: 1.That Report COD-021-16 be received; 2.That Vicdom Sand & Gravel (Ontario) Limited with a total bid amount of $205,504.32 (net H.S.T. Rebate) for the Municipality of Clarington’s requirements of winter sand being the lowest responsible bidder meeting all terms, conditions and specifications of Tender C2016- 056 be awarded the contract to supply approximately 17,500 tonnes of winter sand, as required by the Municipality of Clarington’s Operations Department; 3.That pending satisfactory pricing and service and approval by the Durham Purchasing Co-operative, the Purchasing Manager be given authority to extend the contract two additional one year terms; and 4.That the funds expended be drawn from the Operations Department Winter Control/Sanding/Salting Miscellaneous Operating Supplies Account 100-36-383-10300- 7112. Municipality of Clarington Report COD-021-16 Page 2 Report Overview To request authorization from Council to award the contract for the Supply and delivery of Winter Sand as required by the Municipality of Clarington’s Operations Department. 1. Background A tender for the Supply and Delivery of Winter Sand was issued on a co-operative basis with the Municipality of Clarington, the City of Oshawa, the City of Pickering, the Town of Ajax, and the Town of Whitby participating. The host agency for the tender call was the City of Oshawa. The tender was advertised on the Ontario Public Buyer’s Association website and posted on the City of Oshawa’s website. Six vendors registered as downloading the document. The Tender closed Thursday, August 5, 2016. 2.Analysis Four bids were received in response to the tender call. Bids were reviewed and tabulated by the City of Oshawa’s Purchasing staff (see Attachment 1). Multiple samples of Winter Sand from TBG were tested to verify compliance with the specification and all samples failed to meet specifications, therefore TBG was disqualified from further consideration. All other submissions were deemed to be compliant. The lowest compliant bid was submitted by Vicdom Sand & Gravel (Ontario) Limited for all Co-op members. Samples of Winter Sand provided by Vicdom were tested by Clarington and Oshawa. All tests confirmed that the winter sand from Vicdom complied with the specifications. 3.Concurrence This report has been reviewed by Fred Horvath, Director of Operations, who concurs with the recommendations. 4.Conclusion It is respectfully recommended that Vicdom Sand & Gravel (Ontario) Limited with the lowest compliant bid of $205,504.32 (net H.S.T. Rebate) be awarded the contract for the Supply and Delivery of Winter Sand as per Tender C2016-056. 5. Strategic Plan Application The recommendations contained in this report conform to the Strategic Plan. Municipality of Clarington Report COD-021-16 Page 3 Submitted by: Reviewed by: Marie Marano, H.B.Sc., C.M.O. Curry Clifford MPA, CMO, Interim CAO Director of Corporate Services Chief Administrative Officer Staff Contact: David Ferguson, Purchasing Manager, 905.623.3379 Ext 2209 or dferguson@clarington.net Attachments: Attachment 1 – Tabulation of Bid Summary MM/DF/jm Municipality of Clarington Attachment 1 to Report COD-021-16 Municipality of Clarington SUMMARY OF BID RESULTS Tender C2016-056 SUPPLY AND DELIVERY OF WINTER SAND Bidder Total Bid (with HST included) Total Bid (net HST Rebate) TBG Environmental Inc. Disqualified Disqualified Vicdom Sand and Gravel (Ontario) $228,203.50 $205,504.32 LaFarge Canada $252,131.25 $227,052.00 John Eek & Son Ltd $261,030.00 $235,065.60 Handouts/Circulations General Government Committee Meeting Durham Diversity and Immigration Community Plan Municipality of Clarington October 17, 2016 Demographics Highlights 2011-2015 100% of municipalities have contributed data to the Report Card each year 50% of municipalities employ a diversity lens on external communications (none were explicitly doing this in 2012) 75% of municipalities provide service in languages other than English (up from 62.5% but importantly an increase in quality of the service provided) 5 municipalities have a committee that addresses issues of diversity/inclusion, up from just one in 2012 75% of municipalities provide “how do I…” type of orientation to their programs and services –and each year, half report new orientation programs Highlights 2011-2015 100% of municipalities link to the Durham Immigration Portal, up from 62.5% in 2012 40% increase in visits to the Durham Immigration Portal over last year 33 agencies and organizations provide services through the Welcome Centres an increase of nearly 50% over 2012 70%+ of mentees (internationally trained professionals) participating in The Mentoring Partnership Program find employment in their field or a related field within six months of participating in the program. Priority Area 1: Create a Culture of inclusion Priority Area 2: Support labour market attachment of newcomers Priority Area 3: Engage employers in attracting and retaining a diverse workforce Priority Area 4: Support two-way integration of diverse populations . LDIPC: Supporting Excellence Employer Engagement Best Practices Forum Diversity Champion Awards Funders Forum Funding Opportunities Update Citizen Newsletter Durham Immigration Portal For more information, please email ldipc@durham.ca Growing our Community Together…. “I am pleased and proud to have been a member and leader in the CBOT over the past 17 years. The model works! CBOT has consistently attracted leaders to its board because there is a real job to do”. Paul Halliday, Past President 18 years experience specializing in resourceful economic development respected responsive, efficient and accountable …your information is top notch compared to other municipalities, makes our job easier. Much appreciated, Warren D’Sousa Avison Young Commercial Real Estate Thanks to our volunteers Over 3000 volunteer hours donated by local business leaders “CBOT’s developers roundtables have provided a forum for constructive dialogue between development and the Municipality to identify areas of mutual concern and facilitate problem-solving… providing significant benefits? Jeff Goldman, Durham Custom Homes New investment sources: •Existing business 76%; •Business Attraction 15% •New small business 9% Source: Blane Canada Ltd. “After learning we had lost a large contract, I reached out to CBOT to assist in coordinating a seminar to promote our business. CBOT's team directly contacted Clarington companies to attend, ensuring it's success. Greeley now has alternative work from local Clarington companies as a DIRECT result of CBOT's connections.We cannot thank the team of CBOT enough for their dedication and hard work to ensure Greeley remains a success and retains it's valuable workforce.” Brenda Kelly, VP Greeley “The Contractors Breakfasts have proven very valuable to us, allowing us to meet people who are directly involved in local projects. Hosting more than one breakfast is also beneficial as we are given the opportunity to build on these new relationships. For small companies, buried in our day- to-day activities, we are made to feel part of a bigger world, if we want to.” Francine Nesbitt, Safe and Sound Manufacturing “I would like to congratulate and commend CBOT for their proactive approach in reaching out to investor groups. I was completely impressed with their presentation when I attended the “Invest Clarington” half day tour in May of this year. This gave us great confidence in our upcoming mixed use development project in Clarington”. Satish Thakkar, President Excelsior Financial Group “I am constantly on the phone with Economic Development offices throughout the Golden Horseshoe and your team ranks in my top 2 or 3 for service provided in an accurate and timely manner.There are times I wait for days or weeks to get returned phone calls, but you and your team respond within hours which in my business saves me time at my end also.The accuracy of the information provided by your office both technical and general is also tremendous.” Steve Connell, Senior Vice President Cushman Wakefield “The only way we can continue to be successful is to cultivate and inspire our youth about the exciting opportunities in agriculture. The technological advances of recent years has made agriculture the most sustainable segment of industry, which contributes greatly to increased health of our citizens.” Kirk Kemp, Algoma Orchards “Our Students have been engaged in a variety of activities offered by the Board including tours of local manufacturing facilities such as St Marys Cement, Canada Rubber Group, and Algoma Orchards. We have had several students obtain paid positions in these facilities following the tours.” Fiona McComb, Co-op Education Teacher Bowmanville High School 407 Extension Darlington Refurbishment Port Granby Project GO Train Extension Connecting to Projects Agri-Business, Energy, Manufacturing, Professional Services, Life Science and Retail Service Collaborative business centre Clarington Portal Increased Marketing Expansion of BR+E Investment Inquires Business support Business attraction efforts Market Research Impact of CBOT events and programming 25 15 62 0 50 100 2015 (Jan - Dec)2015 (Jan - Aug)2016 (Jan - Aug) 0.00 2.00 4.00 6.00 8.00 10.00 12.00 14.00 16.00 18.00 20.00 1 Per Capita all 2016 est pop Pickering Ajax Whitby Oshawa Clarington Port Hope Cobourg Peterborough Milton Resourceful, Respected, Responsible, Cost Efficient, Accountable Value of Relationships, Trust and Respect cannot be under estimated PLAN 2021 Clarington Board of Tr ade and O ce of Economic Development Looking Forward to TABLE OF CONTENTS CLARINGTON PLAN 2021 CLARINGTON PLAN 2021 .................................................................................................. 1 FINANCIALS 5 Year Financial Plan ........................................................................................... 21 Community Comparison ....................................................................................... 22 Municipal Services Comparison ........................................................................... 23 WORKPLAN Economic Development Activity Matrix ................................................................. 24 Proposed 2017-2021 Activities ............................................................................. 36 REFERENCE MATERIALS Economy Overview ............................................................................................. 1.1 Clarington Growth Summit Highlights .................................................................. 2.1 Purpose and Impact of Sector Focus Groups ...................................................... 3.1 Testimonials ........................................................................................................ 4.1 1 Clarington Plan 2021 Introduction This report will serve as the strategic plan for the delivery of Clarington’s Economic Development services by the Clarington Board of Trade (CBOT) from 2017 to 2021. This phase of economic development builds on the strong and effective delivery model that CBOT and the Municipality of Clarington developed in 1998 and has strengthened over time. By the year 2021, a ‘New Clarington’ will have emerged, fueled by a variety of major infrastructure projects, rivalling the economic impact experienced in this Municipality when Darlington Nuclear was originally built. The main objective of CBOT’s plan will be to build upon this infrastructure momentum to achieve a significant and sustained return on these investments. In other words, this plan delivers on Clarington Council’s first priority from its Strategic Plan: Quality of delivery is the back-bone of this plan. To meet this criterion three guiding principles have been and will continue to be the foundation for every initiative undertaken by the Clarington Board of Trade. Value – strong return on investment of time, resources and money Optimization – allows Clarington to capitalize on opportunities Sustainability – promotes the community and is sustainable over the long term “Facilitate the creation of jobs, attraction of new business and expansion of existing businesses” and “to work with CBOT to update our Economic Development Strategy…” 2 CBOT Philosophy The Clarington Board of Trade was founded on the principle that business best understands what business needs for expansion, growth and relocation decisions. The flexibility of the unique model between CBOT and the Municipality of Clarington allows CBOT to respond to client needs in a manner that is ideal for business. CBOT will continue to provide the platform to support and strengthen the voice of business in Clarington. A strong engagement strategy encourages greater business sector involvement. The Clarington business community knows that their input is valued. CBOT has created a foundation for discussing tools and strategies to support business growth. CBOT actively engages experienced leaders within our business community to assist in guiding and advising on local economic development issues. CBOT’s programs and initiatives are all grounded in a philosophy to ensure that gainful employment is available to Clarington residents, by fostering business connections and partnerships that allow local businesses to collaborate and support each other’s growth and that local business have opportunities to connect to new businesses and projects and diversify into new markets. CBOT will continue to bridge ideas to provide business insight for community projects to enhance business growth. 3 The Impact of Hands-On Relationship Building: A Review of CBOT’s Accomplishments over the Past Four Years The cornerstone of The Clarington Board of Trade’s approach to Economic Development can best be described as hands-on relationship building. In every aspect of our work from business attraction, to responding to leads, to supporting and assisting existing business’ growth, it is the development and nurturing of relationships that has been the catalyst for the success of this organization. Not only has this approach positively impacted businesses across the Municipality, many local businesses have even adopted similar models and have built a highly interconnected network of businesses supporting each other. Relationships are built through hosting meetings and events. They are built through working with community partners to create proposals for investment inquiries. They are built through attending trade shows and conferences. And they are built through onsite visits. The following are just a few examples of Board of Trade initiatives and the impact that they have had specifically when utilizing this relationship building approach. Corporate Calling Program The Corporate Calling Program provides an opportunity to gain key perspectives on current business trends and individual business plans. The calling program reinforces to business that CBOT is their business resource, their advocacy voice. By building a trusting one-on-one relationship, mutual respect is established and we ensure our existing businesses have the tools for growth. Through this program we connect, listen, educate and support a wide cross-section of Clarington businesses. Impact: -It was through discussions at corporate calling meetings that the idea of sector videos was, planned and produced (for example. ‘Clarington Shaping Your Every Day’ video tells the story about manufacturing in Clarington). These videos are now shared with students and existing and future businesses). They promote the region, build pride in our community, highlight the diversity of our business base and help to encourage youth to remain in our community. -This program allowed us to organize and implement business familiarization tours over the last 5 years. Over 15 businesses opened their doors to CBOT, and stakeholders to visit, learn and connect. -The program identified the need for business sector specific directories (i.e. Industrial/Manufacturing Directory, Agriculture Directory). These initiatives were implemented by CBOT. -Corporate calling participants are more engaged in the business community, leading to higher CBOT membership growth. As a result of increased corporate calling in the manufacturing sector, we have welcomed 16 manufacturers to our membership. 4 It has facilitated expansion processes. - It has facilitated partnerships. - Overall, through this program CBOT and the municipality gain a greater understanding of business issues and concerns. These issues are typically addressed sooner and more proactively. Trends among businesses are identified quicker and opportunities can be capitalized upon. All of this leads to greater business satisfaction with their host community. Outreach to the Real Estate Community We consistently engage members of the commercial real estate community within Durham Region and beyond in order to educate them on the growth, development, projects and investment opportunities in Clarington. We also familiarize them with the function of CBOT and how we can all benefit by working together to attract business. Impact: - We have engaged with over 200 realtors in the GTA West through office visits and presentations to key Realty companies such as CBRE and Cushman Wakefield. - We have had dozens of realtors from outside of Durham Region join us for our Invest Clarington Tours; with several bringing clients to us and are now working on development opportunities. - There has been an expansion of the number of commercial realtors that truly understand the benefits and potential for business growth in Clarington and are contacting us directly for re-location support. - Our commercial realtor database has grown by over 100. During a corporate call a local manufacturer shared their interest to expand space. We were able to work with them from the beginning through to the completion of their 2700 sq. ft. expansion. A manufacturer identified that they were looking for processing improvements in their plant. We connected them with a local business in the IT sector that is a leader in process improvements and they have been working together since. “I congratulate and commend CBOT for their proactive approach in reaching out to investors groups, showcasing business opportunities available….and sharing key intelligence to make an informed decision…….. I have been interacting with various Boards of Trades, I must say that I have rarely come across one with such a welcoming, friendly and supportive approach.” Satish President, Excelsior Financial Group 5 The Contractors’ Breakfasts hosted by CBOT have proven valuable to us in being able to meet people who are directly involved in local projects. Hosting more than one breakfast is also beneficial as we are given the opportunity to build on these new relationships. For small companies, buried in our day-to-day activities, we are made to feel part of a bigger world, if we want to… Francine Nesbitt, Safe and Sound Manufacturing Youth Engagement The youth engagement program is designed to expose Clarington area high school students to the diversity of Clarington based businesses and encourage students to explore local employment opportunities. The program includes classroom visits, sharing sector videos and plant tours for students. Impact: - There has been a significant increase in awareness of co-op opportunities for students - Many students now see concrete employment opportunities in the community they call home. - Local businesses have been able to provide direct advice and guidance to students to encourage them to receive the employment skills business requires. - CBOT has been invited to participate in a Kawartha Pine Ridge District School Board Strategic Plan Session to share the success of this program with the Board’s planning committee. Contractors’ Breakfasts With many large scale infrastructure projects underway in Clarington, Contractor Breakfasts have been set up as a way to introduce local businesses to project managers who are seeking bids from local contractors to provide products and services in support of these projects. These meetings are effective ways to establish relationships between smaller and larger businesses. It enables local businesses to gain an in-depth understanding of products and services required and helps build an understanding of how to best navigate through the proposal process. Impact: - Five Contractor Breakfasts have been held in support of the following projects, Durham York Energy Centre, Port Granby and the 407 - Nearly 300 businesses have attended these sessions - It is estimated that approximately 20 local businesses have secured contracts. For example, it was through a Contractor Breakfast that Safe & Sound Manufacturing received a contract to supply all safety products for the duration of the Port Granby project. “Our students have been engaged in a variety of activities offered by CBOT including tours to St Marys Cement, Canada Rubber and Algoma Orchards. We have had several students obtain paid positions in these facilities following the tours.” Fiona McCombe, Co-operative Ed. Teacher Bowmanville High School. 6 Sector Round-Table Discussions Businesses need a venue where issues, challenges and best practices can be discussed among peers. That was the motivation behind establishing Sector Round-Table Discussions. Round-Table meetings involve members of the business community from various sectors or geographic locations, discussing challenges, opportunities, successes in the area they operate their business and most importantly how to improve the functionality of their business or industry whether it be in safety, transportation, internet access, servicing, or development charges. Impact: -We have strengthened communication between the business community and all levels of government by hosting over 20 roundtables since 2011. These focus groups provide specific feedback that CBOT acts on, that strengthens the Clarington business environment. -Through these meetings we have been able to influence change on many fronts including the extension of Lake Road, snow clearing timing, sidewalk construction, the need for public transportation in our industrial areas to name a few. We brought the business voice to the development charge review with great success seeking incentives to match the current business climate. Custom Investment Packages With room to grow, access to Canada’s largest markets and excellent shipping/transportation access, Clarington was at one time considered the GTA’s best kept business development secret. That is no longer the case. This is partially due to the Board of Trade’s Custom Investment Package program where we are able to put together an impressive and comprehensive community investment package specifically designed for each investor’s interests and requirements. These packages usually contain community profile information, cost of doing business in Clarington, custom property fact sheets, maps and development projections. Through our partners we are working towards bridging the linguistic gap with foreign investors by growing our inventory of the community profile in different languages. We currently have our community profile summary in Mandarin which we have used several times. We also strive to communicate the more abstract notion of community and belonging, that is so pervasive within Clarington. Impact: -Strengthening of Clarington’s brand. Clients are impressed with the personalized detail to our lead follow up, our strong partnership with Clarington Planning and Engineering allows us to provide detailed site information in a professional and branded package. Potential investors have a more comprehensive understanding of Clarington and what it has to offer their organization and their employees. “The Lake Road extension will be a benefit to all of the businesses in this area. Thanks for your efforts on your end.” Cargowall “your information is top notch compared to other municipalities, makes our job easier. Much appreciated” Warren D’Souza, Avis & Young Real Estate 7 Support for Small Business Perhaps the most rewarding aspect of working at the Board of Trade is the one-on-one support we provide businesses in our community. This includes working with startups or companies seeking to expand, connecting businesses with complementary skill sets and requirements, brainstorming about marketing and branding, and reaching out to develop business mentor relationships throughout the business community. Support can take place at formal meetings, informally at networking and other CBOT events, or even during chance meetings on the street. Impact: - Nearly twenty years of providing business support has produced an impressive array of stories and testimonials. For example: CBOT connected two complimentary businesses sixteen years ago, and to this day, they are still partnering to provide Canada’s nuclear industry with specialized services that no other company in this country is qualified to provide. - Meeting at a developer roundtable in 2010, a local builder and local developer forged a strong partnership and have worked together on several projects. - These support services are one of the main reasons why businesses join and maintain their membership in the Board of Trade. - These services have also helped grow that special sense of community that is so prevalent in Clarington today. Communication Initiatives The story behind the numbers, the initiatives and the people are what really matter. The Clarington Board of Trade has honed its communication strategy to not only report the facts but provide context and the back story in a compelling way. This includes newsletters, videos, and tweets that go beyond reporting the dry facts. Our communication strategy is designed to connect our readers/viewers in a personal way along with providing key facts that can be quickly accessed and utilized. Reaching out to our local businesses and educating them on the opportunities, encouraging their participation in partnership programming has proven to help foster business growth. Yet our communication and education approach goes far beyond our borders. A key component of our communication’s strategy is to spread Clarington’s success story, across the GTA, the province, the country, the continent and around the world. Impact: - Since 2011, we have participated in over 20 advertising and editorial opportunities. - Our bi-weekly e-bulletins reach over 550 readers, our economic development bulletin has over 1000 readers. We produce two mail out publications per year, each with a distribution reach of over 400 individuals/businesses. - Advertising in targeted sector specific publications between 2012 and 2016, has a collective readership of well over 600,000. - Our communications strategies have proactively built Clarington’s brand within the community and within targeted sectors sharing our business success stories and connecting opportunities for work with large infrastructure projects, municipal and institutional projects is an important step in growing our economy. Targeted messages are delivered on a regular rotation to Real Estate, Energy, Life Science and Food Processing organizations. 8 CBOT’s personal touch approach is the common thread among each of the examples that were highlighted above. Over the past four years it has led to significant achievements for Clarington’s largest infrastructure projects. CBOT Programs in Action The “New Clarington” is emerging fueled by key major infrastructure projects. To truly achieve our guiding principles of delivering value, optimization and sustainability, The Clarington Board of Trade has been an active partner in each of these projects, incorporating that personal touch approach to establish a strong connection with each project and in doing so has produced an impressive array of accomplishments. Port Granby The Port Granby Project is tasked with relocating approximately 450,000 cubic metres of low-level radioactive waste and marginally contaminated soil to a new above ground long term management facility. This $270-million-dollar federal project is currently amongst Canada’s top 100 infrastructure projects. -CBOT’s strategy has been to identify potential opportunities for Clarington based businesses. We help facilitate business communications/interactions between identified businesses and the Port Granby project management team. -This facilitation is done through individual communications as well as contractor breakfasts with Port Hope and the Port Hope Area Initiative office. -Our Stats: o Number business attendees: +200 o Number of Clarington based businesses who have successfully procured contacts with Port Granby: approximately half a dozen direct contracts have been let to date to local business of varying size. Highway 407 Extension to Highway 35/115: The 407 phase 2a and 2b, will bring the 407 to Highway 35/115 by 2019. This is a $1.2 Billion provincial and federal project and is one of Canada’s top 100 infrastructure projects. -CBOT’s main emphasis has been to highlight potential opportunities for Clarington based businesses. We facilitate business communications and interactions between the 407 project management team and local business in order to address skill set and procurement needs. -This facilitation has been done through individual communications as well as through pre-arranged contractor breakfast networking sessions with the 407 project management team -The Stats: o Number business attendees: +50 o Number of Clarington based businesses who have successfully procured contacts directly or indirectly working on the development of the 407 to date: this project is still at the beginning stages and approximately 5 local businesses are currently working with this project. 9 OPG Darlington Refurbishment: The Darlington Refurbishment Project will see the complete refurbishment of the Darlington Nuclear Reactor units and extend the life of the plant for an additional 30 years, providing Ontario with clean, reliable and cost reliant baseload energy. This is a $12.8 billion provincial project and is one of Canada’s top 100 infrastructure projects. -Our strategy with all nuclear projects is to demonstrate that Clarington is a nuclear supportive community. We have a large work force with a high level of nuclear related expertise. The business community continues to deliver both direct and indirect support for this sector. -Now in our 8th year, the Clarington Energy Summit provides a platform for local businesses to connect with the many contractors working on the Darlington Refurbishment along with other significant infrastructure projects. We provide education on trends and project timelines in hopes of matching business to business. In addition, we have partnered with the UOIT and Durham College to bring students to this event and match their skills with these employers and educate them on the opportunities in Clarington. Over the last 5 years we have hosted over 600 attendees to this growing event. -Through extended efforts we have built real and lasting relationships with Nuclear Supply Chain companies who have been located in the west end of the GTA. Over the past 5 years Clarington has welcomed 3 new companies to Clarington Crosby Dewar, Worley Parsons and Black and McDonald. Collectively these companies have brought over 135 professional jobs to Clarington. In fact, Black and McDonald moved to the Clarington Energy Park in 2013, and this year have moved their Power Generation Division Headquarters and all staff to Courtice. In addition to these companies, CBOT is working closely with 8 companies that have expressed interest and are looking for options once the Refurb project gets running. GO Train Extension East Line to Bowmanville The Province of Ontario has announced approval and funding for the extension of the GO Train, East Extension to Bowmanville. CBOT supported Clarington, Oshawa and private sector stakeholders as strong and collaborative advocates. This announcement has drawn additional attention to Clarington and contributed to the increase in leads in the CBOT office. Nuclear New Build: The Ontario New Nuclear Project is embedded in the Province’s Long Term Energy Plan and the Darlington Site remains well positioned to be the host site with licensing to prepare the site already in place. The Long Term Energy Plan is scheduled for review in 2016 and we are already working and advocating with the Ministry of Energy to ensure we are connected and a vocal piece of this process. 10 Life Sciences: Clarington is home to a growing number of very successful Life Science companies; in the past 4 years we have watched this sector grow from one business to 5 businesses. In addition, we have amazing assets in our local and regional hospital systems and with UOIT and Durham College. We have brought together a round table team of sector experts representing the above and identified synergistic work flow in cancer diagnostics, research, genetics, pain management and care. Together we are working to identify next steps for this sector’s growth. Higher Education Task Force: Although this team conducted a great deal of research into campus opportunities in its infancy, given public policy and funding models this does not seem a likely opportunity in the short term. This being said, we continue to work with influencers in this field to explore synergies and new opportunities. We were able to strengthen our connections with UOIT and Durham College and participate in curriculum development and promotion in UOIT’s first Agriculture focused program - Agriculture Management - and connect the college and UOIT to our local agri-businesses to start conversations on opportunities to capitalize on our agriculture strengths We also continue to forge strong relationships with both Durham College and the University of Ontario Institute of Technology (UOIT). In fact, UOIT is currently represented on our Board of Directors. Agriculture: Clarington is home to over 400 working farms. Agriculture is a very important file for CBOT and we have worked hard to build a strong business relationship with the farming community. Over the past 4 years we have held 3 Agriculture Summits (new programming) providing education on new programs and innovative opportunities in this sector. We have hosted 2 Agriculture Fam Tours with a 3rd planned for Fall 2016, designed to educate our public leaders and business communities of the economic value in these long standing Clarington businesses. The importance of relationship between Agriculture and the Board of Trade is also reflected in strong representative on our Board of Directors from the start of the organization. Retail: Clarington has over 400 retail/service businesses. In the past 4 years we have hosted 2 Retail Boot Camp workshops, conducted a Business Retention and Expansion Survey for this sector and offered online shop local advertising during the holiday season. We have worked closely with small startup businesses in this sector and realtors to ensure a low vacancy rate in our downtown cores. Each BIA (including Courtice) have a representative on our Board of Directors. 11 What is Economic Development? It is clear that CBOT has been active and successful in a wide variety of initiatives related to the economic advancement of our community. But it is important to recognize that even though the CBOT approach is regarded as unique and innovative, our advancements fit well within the established economic development domain. And furthermore the CBOT approach is consistent with guidelines established by provincial agencies responsible for economic development. Economic development encompasses a broad range of activities. It is about increasing the flow of wealth into a community (new businesses, new jobs, new product lines, etc.). Sometimes Economic Development is the attraction of new businesses and organizations; the majority of the time this is growing existing businesses within the community. Economic development is about the encouragement and promotion of entrepreneurial business, innovation and youth development. It is about building local human capital so that a community has the skilled labour force business needs. Economic development is about developing and promoting a community’s brand – locally, regionally, nationally and internationally. The Ontario Ministry of Agriculture, Food and Rural Affairs (OMAFRA) developed a framework of activities that represent economic development. These activities can be broken down into nine main categories: 1. Business Development 2. Community Revitalization 3. Human Capital and Workforce Development 4. Investment Attraction 5. Marketing and Communications 6. Planning and Infrastructure Development 7. Research and Information Management 8. Focused Sector Development 9. Other: Specific activities Key Components for Economic Development Municipal Infrastructure – Including sewer/water; electrical grid servicing; and electrical supply Broadband Access – Fibre optic and wireless 3G and 4G networks Labour Force – skilled and dedicated workforce to get the job done Regional Cooperation – cohesive and collaborative process for time and cost efficiencies A high level of Investor Servicing – strong relationships and trust Theory and Practice of Economic Development, Matthew Fisher and Associates, June 2015 12 Within these nine categories, OMAFRA has identified 61 unique activities. Each of these activities help to build a comprehensive Economic Development Strategy within a community. Using the OMAFRA framework, the Clarington Board of Trade currently leads or participates in 44 of these individual activities. Details on some of these activities are described in the Impact of Hands on Relationship Building section of this document. A full listing of CBOT current and proposed initiatives is provided in OMAFRA’s list of activities for economic development will become the framework CBOT measures itself against moving forward. Plan 2021 proposes the continuation, enhancement and addition of activities to strategically advanced Clarington’s growth in the coming years. Table 1: OMAFRA Economic Development Activities Business Development Community/Downtown Revitalization Human Capital and Workforce Development Business retention and expansion Business counselling Business incubator Mentorship programs Professional development workshops Access to capital Buy local initiatives Export and Trade development Business Networking Business recognition Business resources Downtown Revitalization Downtown Promotions and Events Downtown Business and Recruitment Environmental and Greening Activities First Impressions Community Workforce and Labour Force Development Training, Education and Apprenticeships Youth Engagement and Retention Newcomer/Resident Attraction and Retention Healthcare Recruitment and Retention Creative Economy Job Fairs/Employment support Investment Attraction Marketing and Communications Planning and Infrastructure Development Lead Generation – Cold Calls Lead Generation – Trade shows Connecting with Business Development Staff Responding to Site Selector Inquiries Hosting Familiarization Tours Site Certification Community Image and Brand Development Marketing Material Development Web site and Social Media Media Relations Land use Planning – Industrial Commercial Brownfield Redevelopment Community Improvement Plans Business/Industrial Park Development Infrastructure Development Residential Development Open for Business Approach (cut red tape) Municipal Cultural Planning Research and Information Management Focused Sector Development Other: Specific Activities Analyst Tool Foundations for Economic Development Training Regional Economic Development Advisory Business Profile Business and/or Producer Directory Land and/or Property Inventory Activity Performance Measures Program Newcomer and Youth Community Indicators Tourism Agriculture Manufacturing Retail Life Sciences Energy Fundraising Issues Management and Advocacy Participate in Regional Economic Development Activities Economic Development Training/Certificate Organization Development – Leadership Development Connections with Key Stakeholders 13 Plan 2021 Plan 2021 builds upon the success and growth of the past 18 years while recognizing where strategically placed enhancements will help elevate the Clarington Board of Trade’s economic development work among the leaders in the GTA and across the province. Given that the Clarington Board of Trade’s economic development activities line up with the nine key categories of the OMAFRA framework, Plan 2021 is organized along the same structure. This approach enables us to highlight the fact that our plan is comprehensive and provides benchmarks to help us assess the progress we make over the next five years. 1.Business Development: With refurbishment underway this fall, it ushers in a decade of unprecedented economic momentum. According to the Conference Board of Canada Report on Darlington Refurbishment, from 2015 until the time refurbishment is completed in 2026, 11,800 construction jobs will be created per year. Adding to this already busy period is the Port Granby Project and the construction and opening of Highway 407 which is slated to be completed in 2019. More people than ever will be working in Clarington, travelling to Clarington, looking for accommodations in Clarington, eating in Clarington and shopping in Clarington. In the coming years we can look forward to the GO Train extension to Bowmanville the potential resurrection of New Build at Darlington, and Lakeridge Health is working towards a large investment project for the Bowmanville site. This economic infrastructure wave in Clarington will extend well beyond the next decade. With all this economic activity, Clarington will be on the radar of more businesses looking to locate in the eastern part of the GTA. The goal of the Board of Trade will be to highlight the benefits of locating in Clarington such as affordable land, proximity to the 401 and the soon to be 407 extension. Convenient access to markets in the North and East, a skilled labour force, a community with strong ties to Universities and Colleges, that offers a perfect urban/rural mix. But in the highly competitive area of business attraction, all your strengths can be nullified or muted by any negatives whether real or perceived. In other words, we cannot assume just because all this economic activity is occurring in the area, companies automatically will start relocating here. A sound business case must be made highlighting why Clarington is the best location option around. That is why it is more important than ever for the Board of Trade to ramp up its efforts to identify partners, solutions and maximize on these opportunities. CBOT will continue with our roundtables and Growth Summit to bring a strong business perspective to community development. 14 Local Issues to be addressed in the next five years: Office Space Inventory - CBOT’s advocacy with suppliers to establish Clarington offices has translated into a number of inquiries for space. It will be a matter of timing and encouraging development and/or redevelopment to ensure we have appropriate spaces to satisfy our leads for expansion and new investment. Serviced land - Lack of serviced land in Clarington is significantly limiting new business growth. Broadband - We have witnessed investment walk away because of inadequate broadband. Internet speed and reliability is important to all business in all areas and sectors. Broadband is as important as water and sewer. Red tape - Clarington/Durham is perceived by some businesses as a red tape jurisdiction – longer wait times, bureaucratic, too many steps/procedures. By tracking all business inquiries and tracking outcomes we will be able to assess this issue and where necessary advocate for streamlined processes. Deep water port - Water access would contribute to the type and scale of business which could take place in Clarington. Other jurisdictions such as Hamilton, have positively benefitted from such an asset. Clarington needs to seriously examine the feasibility of a deep water port with St. Marys Cement to act as the gateway port to the eastern GTA and areas north. Development Charges - Ongoing review and comparison of development charges to encourage and accelerate growth in Clarington. Plan 2021 will see CBOT continue its contractor breakfasts to connect local suppliers with large infrastructure projects, sector roundtable discussions, its professional development workshops, its buy local initiatives and agriculture/farm familiarization tours. It will continue to support export and trade development workshops, as well as business networking and recognition programs. New/enhanced CBOT activities will also include: Enhancing its highly successful corporate calling program which forges stronger relationships between the Board of Trade, the Municipality and business community through a greater understanding of business issues and concerns, the earlier identification and addressing of issues, challenges, trends and opportunities. This proactive approach leads to greater business satisfaction with our community. Enhancing its business retention and development program to analyze different sectors and geographies on a rotating basis. Engaging with business and the municipality to address issues, gaps and challenges identified through the process. Strengthening business counselling functions by enhancing its partnership with the Business Advisory Council of Durham and explore business coaching opportunities 15 Creating an incubator/accelerator space within Clarington for small startup and home based businesses to accelerate their growth and connections within the community. Exploring a mentorship program for peer-to-peer interactions and support. Developing a business resource centre within the office. 2. Community/Downtown Revitalization According to the Ontario Ministry of Agriculture, Food and Rural Affairs in collaboration with the Ministry of Economic Development and Employment the "four-point approach" to Community /Downtown Revitalization includes: 1. Economic Development - Assist merchants in targeting new customer/market segments and identify new businesses opportunities that could complement the downtown mix. 2. Leadership and Management - Engage all downtown stakeholders in the enhancement and improvement of all aspects of the downtown's operation by ensuring the coordination of efforts and that the implementation of the strategy developed is managed to maximize the downtown's revitalization opportunities. 3. Marketing and Promotion - Ensure the identity and positive image of the downtown is communicated and that activities enhance the downtown. 4. Physical Improvements - Restore facades, street scaping, parking, safe and walkable communities. For Plan 2021, CBOT will continue to act on the results from the 2016 Main Street Business Retention Survey (Courtice, Bowmanville, Newcastle and Orono). It will continue to facilitate workshops and professional development sessions on topics such as: Retail Boot Camp, Succession Planning, Marketing and more. CBOT will continue to participate in the Community Improvement Plan and BIA Events. New activities include: Creating a marketing piece to showcase the benefits of locating downtown Producing a quarterly report on available and newly occupied space 3. Human Capital and Workforce Development Human capital refers to the stock of knowledge, habits, social and personality attributes, including creativity, embodied in the labour force to produce economic value. Source: Theory and Practice of Economic Development, Matthew Fisher and Associates, June 2015 “CBOT's team directly contacted Clarington companies to attend a session in our building, ensuring its success. Greeley now has alternative work from local Clarington companies as a DIRECT result of CBOT's connections. We cannot thank the team of CBOT enough for their dedication and hard work to ensure Greeley remains a success and retains its valuable workforce.” Brenda Kelly, Greeley Containment 16 Clarington has a great advantage in understanding our Human Capital assets through our robust and continued conversations with our job creators. This said, we also have great opportunity to learn more by engaging with our expanding population and reaching out to home based business and the indeterminate (business that file corporate income tax and HST, but do not generate T4 reports to CPP and tax remitances). This critical population has a great deal to offer our efforts. Plan 2021 will see CBOT continue to work with local employment agencies to promote job opportunities in Clarington and support our Soft Landing program. We will continue our highly successful physician recruitment program given Clarington’s expected population growth over the coming five years. Lakeridge Health Bowmanville can count on our continued support and advocacy for their revitalization program. Our Life Sciences roundtable work will also carry on. New initiatives will include: Creating a Clarington portal to match workforce with employment opportunities and small businesses to local projects. This tool will steward success of local projects and development by connecting business and workforce to opportunity, address needs to optimize their experience in Clarington and promote sustainability and strengthen the economy. Reestablishing a working group /roundtable to increase communication between post- secondary and industry. Organizing a skilled trades fair Collaborating with local schools to develop a high school entrepreneurship pitch competition Expanding recent youth engagement activities through collaboration with high schools, career fairs and plant tours. 4.Investment Attraction Business attraction is often the most assumed activity associated with economic development, however it only accounts for a small portion of programming as it is very expensive and time consuming. Blane Canada estimates that only 15% of new investments come from business attraction. 76% of a community’s new investment comes from existing businesses. To create an effective Investment Attraction program requires advertising and marketing dollars as well as travel, tradeshow and conference fees. Repetitive exposure is needed to build a brand and relationships. These activities can consume a budget quickly. New investment sources: Existing business 76%; Business Attraction 15% New small business 9% Source: Blane Canada Ltd 17 The competition in this activity is very high. It is imperative that if we are going to focus efforts here, we need to take all necessary steps to make Clarington investment ready. This will require public (with private sector support) investment in serviced lands, a streamlined process, available office space, appropriate broadband etc. In Plan 2021, CBOT will continue to foster business attraction by showcasing the benefits and opportunities of locating in Clarington through Real Estate/Site Selectors groups, sector focused events and marketing initiatives. New and enhanced activities include: Expanding participation in Real Estate trade shows and conferences Dedicating staff to corporate calls with top Ontario employers in key sectors Expanding Clarington’s outreach and advertising effort in targeted publications (see next section) Continue to work with key stakeholders to advocate for strategic infrastructure development 5.Marketing and Communications Marketing and Communication is the backbone for Economic Development. The ability to convey our story to sector focused business and site selectors both within and outside of the Clarington/Durham border, is vital to attracting new investment. Equally important is our ability to share business success stories with our existing businesses. Already in our toolbox CBOT has developed: a community profile, customized investment package, an online community data tool, a property search tool, an industrial directory, agriculture directory, a real estate representative data base (commercial/industrial), and a Co-Star – Real Estate Marketing/Research Tool and Analyst (statistics data source from OMAFRA). Creating excitement about the growth and expansion of our existing businesses, infrastructure, quality of life and skilled workforce is priceless. Getting our business community, policy leaders, and general public to share this enthusiasm about the opportunities and strengths of Clarington is also important. Plan 2021 will continue to take advantage of print advertising, media releases, social media and physical presence at specifically targeted trade shows and conferences to help us build relationships and build the Clarington brand. New initiatives include: Expanding Clarington’s outreach and advertising efforts in target market publications. Building a brand and a reputation requires repeated exposure. Developing a Clarington portal to match workforce with employment opportunities and small business with local projects. While this is primarily a human capital resource initiative, the availability of this online resource will build brand awareness within the community and beyond. 18 6.Planning and Infrastructure Development Planning and Infrastructure Development are regulatory and process driven by nature. In a two-tiered municipal system, the level and complexity of these processes and regulations is increased. Regulatory elements are important to ensure the general public and natural environment are protected. Business growth and attraction decisions are not made lightly. A relocation or expansion has many facets from cost of land, professional services, construction costs, development costs, potential impact for human resources and lost time of production. With finite budgets and time considerations respective to above, communities that are ready for investment will receive most of the attention. Clarington is at the footing of major investments in our community. We need to have serious conversations and action plans about the impact of these infrastructure investments and streamlining of process delivery that will allow us to handle the new workload coming our way. Plan 2021 will continue building on our activities to bridge the gap between needed process and business viability for projects. We will continue to participate in pre-consultations and enhance our already robust corporate calling program. This way we can really listen to what business needs to grow. We will continue to advocate for serviced land and appropriate broadband with our policy makers. 7.Research and Information Management It has long been recognized that success in economic development is influenced by many different factors interacting together to make the Municipality an attractive environment for businesses to flourish. The Board of Trade obviously plays a big part in this, yet it would certainly be overstating our role if the function and influence of Municipal departments and staff, the Region, province and the federal government, along with the ever changing state of economic conditions, were not also considered in Clarington’s economic development mix. Recognizing these limitations, there is value in placing greater focus on metrics and statistics when it comes to economic development in Clarington if only to benchmark the impact of our own initiatives within the community. Having key statistics available will enable the Board of Trade to lead the economic development discussion in an enhanced, objective and authoritative manner. It provides the basis to enable us to provide critical insight when considering adjustments to changing circumstances and to speak with authority when it comes to files that impact the economic health of the Municipality. New initiatives include: Job tracking through existing and new statistical data sources such as OMAFRA and enhanced corporate calling and business engagement Enhance tracking of business inquires and outcomes received directly through the CBOT office. In addition, we will strengthen communication with Municipal and Regional staff to better monitor inquires that go directly through them to provide a more inclusive picture Implement a program to monitor the impact of our events and programs; track business connections and partners and those that relate to increased prosperity for Clarington. 19 -As indicated under Business Development, CBOT will expand the Business Retention and Expansion project. Collection and analysis of data gathered from this process will enhance program and policy directions for CBOT -Creation of a Clarington portal. While primarily a human capital and workforce development initiative, analytics from this site will provide insights. -Enhancement of the Regional Business Counts initiative to identify businesses in non-commercial premises. 8.Focused Sector Development Clarington has a diverse business mix given its four downtown cores and its urban/rural mix. That being said, Clarington has concentrated business sectors including Energy, Agriculture, Life Science, Manufacturing and Tourism. Key for continued business attraction is the need to focus resources in these strategic sectors. Plan 2021 will see CBOT continue our sector roundtables, the ongoing development and promotion of the Energy and Agriculture Summits. New initiatives will include: Creation of three new sector videos to highlight core business sectors Expanded sector focused programming. CBOT has been successful in creating the Clarington Energy Summit and the Clarington Agriculture Summit. We would like to expand this by growing our Young Entrepreneurs group and implementing Life Science, manufacturing and professional services events. Bringing these groups together helps us lead change and growth for each industry. 9.Other Specific Activities Fundraising, issues management, economic development training and professional development and participation in regional economic development activities all fall under this final category. CBOT will continue all of its activities in this area to ensure we continue to advocate on behalf of our businesses and our community and improve the quality of service we deliver to our stakeholders. 20 In summary Plan 2021 is a blue print for economic development activities that is organized along the 9 OMAFRA categories. The majority of the plan consists of existing initiatives that are being refined to meet the next set of challenges that our existing projects will be encountering. This will keep momentum building to optimize their success. But interspersed within Plan 2021 are entirely new initiatives designed to help take our projects to even higher levels of success. These projects include: 1.Additional Sector Videos (3 in 5 years) 2.Increase attendance at tradeshow/conferences (in strategic sectors) 3.Enhance market research capabilities to better understand growth trends; real estate trends and track demographic data 4.Expand outreach/advertising efforts in target market publications 5.Create a Clarington Portal to match workforce with employment opportunities and small business to projects 6.Expand sector focused programming 7.Expand the Business, Retention and Expansion Survey Program to other sectors and implement recommendations 8.Create an Incubator – Accelerator or Touchdown Office environment to encourage small business growth 9.Expand youth engagement through high schools, career fairs, plant tours 10.Increase tracking and measuring of business growth and investment activities In Conclusion: Plan 2021 – Value, Optimization & Sustainability Quality of delivery is the back-bone of Plan 2021. It reflects our three guiding principles that have been the foundation for every initiative undertaken by the Clarington Board of Trade from the start. Value - Strong return on investment of time, resources and money: Plan 2021 builds on successes of the past. It introduces new ways to measure and assess success and in doing so provides guidance to ensure that resources are allocated in the best way possible. Optimization – allows Clarington to capitalize on opportunities: We cannot assume just because large economic activity is occurring in the area, companies automatically will start relocating here, nor can we assume that our local businesses will be awarded associated work. CBOT has established a respectful relationship with business and stakeholders to ensure continuity of partnerships flourish. Plan 2021 provides a blue print that is already showing signs of success for Clarington to make the most of these opportunities that are taking place across our Municipality. Sustainability – promotes the community and is sustainable over the long term. By creating Plan 2021 to match the OMAFRA framework we have constructed a comprehensive and credible blueprint to carry us forward well beyond the next 5 years. The continuity that continues in Plan 2021 is indicative of how effective the Clarington Board of Trade has been in planning and carrying out a sustainable economic development strategy. 2017 Continue and expand current programming Adjust Structure Identify appropriate office location 1 New Hire Identify Project Priorities Implement top 3 new initiatives Launch new tracking system Planning for employment portal Participate in top 3 conference, tradeshow/advertising as identified Expand efforts for Hospital revitalization project Research models for Incubator/Accelerator Office Space –identify our model and begin planning 2018 Continue and expand existing programming Settled in identified location Structure for incubator in place Equip the incubator 1 New Hire Identify remaining priority projects and implement Expand conference/tradeshow and advertising activities Develop and Launch new employment Portal 2019 Continue and expand existing programming Implementation of ¾ of programs identified in 2017- 2021 plan will be completed Begin process for economic strategic plan 2022-2027 2020 Continue and expand existing programming Implementation of ¾ of programs identified in 2017- 2021 plan will be completed continue process for economic strategic plan 2022-2027 2021 Continue and expand existing programming Implementation of ¾ of programs identified in 2017- 2021 plan will be completed continue process for economic strategic plan 2022-2027 $330,000 $443,000 $456,290 $469,978.70 $484,078.06 21 0.00 2.00 4.00 6.00 8.00 10.00 12.00 14.00 16.00 18.00 20.00 $ -in dollarsPer Capita 2016 Estimated Population Pickering Ajax Whitby Oshawa Clarington Port Hope Cobourg Peterborough Milton 22 Your taxes pay for many Municipal services. Here’s a breakdown of how each $100 of the Clarington portion of your tax bill is spent. $0.05 $0.17 $0.39 $0.50 $0.57 $0.70 $0.97 $1.10 $1.31 $1.51 $2.73 $3.63 $4.07 $5.25 $10.28 $10.81 $14.53 $20.19 $21.24 BUILDING INSPECTION COMMUNITY GRANTS ECONOMIC DEVELOPMENT TOURISM DEBT SERVICING CROSSING GUARDS ANIMAL SERVICES MUNICIPAL LAW AND PARKING ENFORCEMENT COMMUNICATIONS CULTURE ENGINEERING SERVICES WINTER MAINTENANCE COMMUNITY PLANNING LIBRARY RECREATION FACILITIES AND PROGRAMS CAPITAL FINANCING CORPORATE SUPPORT FIRE SERVICES OPERATIONS* * INCLUDES ROADS, PARKS, CEMETERIES, BUILDINGS, STREETLIGHTS & SIDEWALK MAINTENANCE ETC. 23 Economic Development Activity Matrix will expand existing program new initiative Top 10 Business Development Activity Lead Org. Supporting Org.Current Actions Future Actions to Enhance Programming Resources required Estimated Cost Business Retention and Expansion CBOT Volunteers/ business Corporate Calling Expand and continue corporate calling program Business Sector Round Tables Integrate feedback from business community into programming (ie. Business Watch) and solution based initiatives (ie. broadband) MoC Pre-consultation increase presence at Pre-consultation meetings Business Contractors Breakfasts/Vendor Fairs Continue to provide platform for project contractors and business to connect and maximize opportunity and document successes CBOT business/MoC Main street BR+E completed expand BR+E to Manufacturing, Agriculture and Tourism Business Counselling CBOT BACD One-on-one support Promote and support businesses experiencing growth gaps (ie. how to market your business); and enhance partnership with BACD; explore 'business coaching' element and re-implement Business Incubator Spark CBOT identify small start up and home based business and provide growth support through CBOT Office. staff/office space/office equipment Mentorship Programs CBOT Business Explore and implement effective business to business matching and support to achieve goals and growth staff/volunteers Professional Development workshops CBOT business experts Educational programming Continue to provide tailored learning sessions based on need of businesses (ie. Succession planning) Access to Capital CBOT Spark; Gov; Financial institutions Connect with Angel investor groups; financial round tables; Funding Forum staff Buy Local Initiatives (local food)CBOT OMAFRA/Ag & Business Promote Local Food Week Continue to promote CBOT Business Ag/Farm Familiarization Tours Continue to promote local products and support partnerships Export and Trade Development EMC / OCC / OMCIIT CBOT Going Global Workshops Continue to engage and educate industry about export opportunities, funding, partnerships; enhance relationships with supporting organizations. 24 Business Networking CBOT CBOT Vendor Fairs, networking events, Young Entrepreneurs & Professionals Organize customized networking opportunities to maximize effective partnerships Business Recognition CBOT CBOT AGM (Awards) continue to celebrate business success and share with media outlets Business Resources CBOT Various one-on-one consultations Assign space in office as resource centre (ie business support publications) as well act as a bridge to other resources space 25 will expand existing program new initiative Top 10 Community Revitalization Activity Lead Org. Supporting Org.Current Actions Future Actions to Enhance Programming Resources cost Downtown Revitalization:Clarington CBOT Promote CIPs Continue support Downtown Promotions & Events BIA's Clarington/C BOT Promote Continue support Downtown Business Recruitment Real Estate CBOT Promote vacancies Increase attraction efforts Track vacancies Produce quarterly reports on available and newly occupied space staff Attract future users Create marketing piece to showcase benefits of locating downtown Environmental and Greening Activities Clarington Continue support First Impressions Community Clarington n/a 26 Activity Lead Org.Supporting Org.Current Actions Future Actions to enhance programming Workforce or Labour-force development CBOT/College/ University DWA/Region Identifying gaps in skills through round tables - share with post secondary Create working group/round table including post secondary and industry. CBOT Lead resource for DWA in development of their strategic initiatives and resource to ag and life science Dedicate staff time to capture and create attraction program from research data Create Clarington Portal to match workforce with Employment CBOT CBOT Employment Board Work with Indeed and local employment agencies to showcase and promote job opportunities in Clarington Training Education and Apprenticeships College/ University/Unions CBOT Work on programming with union halls Youth Engagement and Retention CBOT school board Outreach/education (high schools)Organize a 'skilled trades' fair CBOT Plant tours for high schools Expand into agriculture and life science CBOT/Spark school board High school entrepreneur pitch competition Newcomer/Resident Attraction and Retention Region/Spark CBOT Soft Landing program continue to support Healthcare Recruitment and Retention CBOT CBOT/Lakeridge /Doc's Physician recruitment continue to support attraction efforts of family docs CBOT Participation in development of Lakeridge Health Bowmanville Advocate and support revitalization program for Bowmanville Hospital CBOT Life Science round tables Increase outreach into sector CBOT Create and share marketing piece showcasing assets 27 Creative Economy CBOT identify small start up and home based business and provide growth support through CBOT Office. Create environment for 'maker garden' Organize collaborative working sessions to foster innovation job fairs / employment support CBOT Post secondary/ employment agencies assistance in job placement for displaced workers (for closing businesses)continue 28 will expand existing program new initiative Top 10 Investment Attraction Activity Lead Org. Supporting Org.Current Actions Future Actions to enhance programming Resources cost Lead Generation - Cold Calls Region/ Province CBOT FDI Initiatives (China, Germany, Brazil) dedicated CBOT staff to engage with Ontario's top employers in our key sectors to start relationship building CBOT Engagement with Real Estate organizations across the GTA increase outreach; engagement Lead Generation - Trade shows CBOT/Region CBOT Participate in GTA Real estate trade shows dedicated CBOT staff and resources ($) to attend sector and real estate trade shows/conferences staff and program $ Connecting with Business Development Staff CBOT corporate call program enhance or corporate call program and track results better building relationships at trade shows and industry events attend more activities and track results staff and program $ Responding to Site Selector Inquiries CBOT responding and follow up to an increasing number of inquiries coming from site selectors, realtors, province, region, current clients, GTMA… continue to respond in a timely manner, follow up and enhance tracking capabilities Hosting Familiarization Tours CBOT Hosting sector focused Fam Tours for site selectors/realtors, council, municipal staff, CBOT Board of Directors in Manufacturing and Agriculture.expand on existing programs staff and program $ Site Certification CBOT working on Lake Road Parcel with property owner and province finalize process for Lake Road Property and look for next opportunity 29 will expand existing program new initiative Top 10 Marketing and Communications Activity Lead Org. Supporting Org.Current Actions Future Actions to enhance programming Resources cost Community Image or Brand Development Clarington CBOT various advertising increase exposure in additional identified sector publications staff and programming Sector Videos (3 in 5 years) staff + hire production $6500. x 3 Marketing Material Development CBOT Clarington individual pieces continue Website and Social Media CBOT Facebook, LinkedIn, Twitter, continue Media Relations CBOT respond to media requests and submit media realeases continue 30 will expand existing program new initiative Top 10 Planning and Infrastructure Activity Lead Org. Supporting Org.Current Actions Future Actions to enhance programming Resources cost Land Use Planning -Industrial Commercial MoC CBOT input to Official Plan and Zoning Bylaw Review continued input Brownfield Redevelopment MoC CBOT watch for potential sites explore funding support for redevelopment Community Improvement Plans MoC CBOT promote continue to promote Business/Industrial Park Development MoC CBOT Site selection recommendations explore Clarington CIP for business parks Infrastructure Development Region Clarington/ CBOT provide voice to need for infrastructure develop business case for infrastructure development staff Residential Development MoC very limited; support of industry watch impact on commercial and industrial growth, continue to support industry Open for Business Approach (cutting red tape)MoC CBOT/ Region/ON advocacy for business voice continue Municipal Cultural Planning MoC CBOT advocacy for business voice continue 31 will expand existing program new initiative Top 10 Research and information Management Activity Lead Org. Supporting Org.Current Actions Future Actions to enhance programming Resources cost Analyst Tool CBOT Omafra obtained a temp license to explore assign human resource time for research staff Foundations for Regional Ec Dev Training CBOT Omafra participate in workshops continue to participate in workshops Regional Ec Dev Branch Advisory Omafra CBOT work with our branch advisors for programming funding and research work closer for more market research and food sector trends Business Profile CBOT Business some research assign human resource time for research staff Business and/or Producer Directory CBOT Business we do this as sector directories and membership directory more professional approach material costs Land and/or Property Inventory CBOT Real Estate done on our website, live feed from MLS or manual entry have new Co-Star real estate tool, need resources to take advantage of it.staff Activity Performance Measure Program Omafra CBOT have used for large projects would add strategic value, time is the challenge staff Newcomer and Youth Community Indicators DWA CBOT Support work of Durham Workforce Authority continue to support DWA Track and measure of business Growth and investment activities CBOT Tracking leads and real estate inventory Increase tracking to include impacts of programmin track trends to guide our programming 32 Business/ MoC will expand existing program new initiative Top 10 Focused Sector Development Activity Lead Org. Supporting Org.Current Actions Future Actions to enhance programming Resources cost Tourism Clarington CBOT support Clarington Tourism for promotion; search investment for hotels and restaurants continue Agriculture Ag Committee CBOT food processing attraction, understanding of existing assets, trends and challenges for infrastructure; local food week and sector directory expand research and outreach Manufacturing CBOT business robust corporate call and sector roundtables. Attraction of new investment and support for existing growth; sector directory enhance participation in tradeshows and conferences to explore investment opportunities. Enhance retention and growth activities staff and programming $ Retail CBOT business Support with shop local campaigns, attraction for downtowns, BR+E Survey, land and building inventory implement recommendations from BR+E, continue to promote and support staff and programming $ 33 Life Science CBOT business Life Science Roundtables, introduction to hospital and university/college need to promote our value proposition in this sector, attend shows/conferences to gain intelligence on sector trends. staff and marketing $ Energy CBOT business Nuclear supply chain engagement an relations ships, marketing and attendance at sector specific audiences explore Solar as a next step staff Newcomer and Youth Community Indicators DWA CBOT support DWA Support DWA 34 will expand existing program new initiative Top 10 Other Activity Lead Org. Supporting Org.Current Actions Future Actions to enhance programming Resources cost Fundraising (i.e accessing grants) events and membership continue, and explore provincial and federal funding both for CBOT and business growth staff Issues Management and Advocacy CBOT business/ clarington Broadband, Transportation, sewer/water infrastructure, red tape, local operational changes, and support of Ontario Chamber of Commerce initiatives continue with current work, add support for Hospital system staff Participate in Regional Ec Dev activities CBOT through Durham Region Economic Development Partnership strengthen communication through staff, more education on assets in Clarington Ec Dev Training/certificate CBOT n/a no resources for this training $ Organization Development - leadership development CBOT business various workshops and programs for growth expand on education for staff to grow CBOT $ Connections with key stakeholders CBOT business connections from the business community, Municipality, Region, Province, Federal Government and various organization continue to grow partnerships 35 Proposed 2017-2021 Activities Initiative Business Development Community Revitalization Impact Human Capital and Workforce Development Cost per year Investment Attraction Human Investment (hrs)Marketing and Communications Quantity Planning and Infrastructure Development Example of Success Research and Information Management Focused Sector Development Other: Specific activities Initiative Impact Cost per year Human Investment (hrs) Quantity Example of Success First Sector video 'Clarington Shaping Your Every Day' video released April 2014 featuring products and services produced by local manufacturers - shared with more than 120 high school students; 600 local business, potential investors; government; received 577 views on YouTube Sector Videos Promote local business, showcase local assets, talent, innovation of various businesses representing various sectors. 5-7 minute video will be shared with local business, future investors, education piece for youth; exposure for video participants and Clarington as a whole. 1,000+ views on YouTube; 150+ local High School students will view per year; $6,500 per video (average $3900 per year) 250 3 videos (over 5 years) Business Attraction Increase attendance at key sector tradeshows/conferences to build and strengthen relationships with industry leaders for the purpose of raising the profile of Clarington and opportunities for growth ie. Life Science (MedEdge, Pharma Market), Manufacturing (CMTS), Retail (Franchise Show; Cenrailia - Lead generation), Agriculture (Food & Drink Summit), Real Estate (CoreNet Toronto, TREB, DRAR), Energy (CNA Conference; Solar), IT etc. To educate, build relationships with and attract future industries and employees to Clarington. Build and maintain contact database. Connect with more than 400 contacts within various shows within 5 years. $8,000 160 4 per yearSince 2008, CBOT has built and strengthend relationships within the Nuclear sector by attending 5 Since 2008, CBOT has built and strengthened relationships within the Nuclear sector by attending 5 Canadian Nuclear Association Conferences and over 8 Suppliers Day trade shows and events. Respect for Clarington and related support for their needs has been achieved and a comprehension of this industry has been achieved. 3 nuclear supply chain companies have located to Clarington between 2013 and 2015 presently representing over 100 employees and growing. Conversations are on going with several supply chain companies pertaining to their interest in locating in Clarington. 36 Business Development Initiative Community Revitalization Human Capital and Workforce Development Impact Investment Attraction Cost per year Marketing and Communications Human Investment (hrs)Planning and Infrastructure Development Quantity Research and Information Management Example of Success Focused Sector Development Other: Specific activities Initiative Impact Cost per year Human Investment (hrs) Quantity Example of Success Research/Marketing Tools Increase and maximize use of commercial/industrial real estate marketing tool (CoStar), workforce statistics data tool (Analyst), demographics/population/site selection tool (ED Tools), Property search tool and Municipality of Clarington Building Permit Reports. To gain an accurate understanding of development and growth trends, real estate transactions, lease and vacancy rates, building inventory, traffic count info, track job growth. Use this data to attract investment, generate reports, track activities and document trends. $6,700 500 (10 hrs/week) 5 tools/resources Searching for available land and buildings through the custom property search tool on www.cbot.ca has proved to be second to none - not only for CBOT staff but for businesses looking for options in Clarington. Our current demographic tool is always up-to-date and valuable information for potential investors. CBOT has received frequent, consistent positive comments from businesses and REALTORS over the years on being able to easily access this current data. Advertising Outreach Expand outreach and increase frequency of advertising efforts in target market publications. Measure and document marketing efforts. Promote Clarington, branding and attract investment. Target site selectors, realtors, architects, engineers, developers, construction, sector specific publications. Depending on each publication. Each ad to reach over 8000-150,000 subscribers. $12,000 30 5-10 per year We currently run 1 ad in 3 separate publications a year - Ag (Perspective Mag), engineering (ReNew), construction (Ontario Construction Report) . Increasing the frequency and industry reach will create increased awareness. 37 Initiative Impact Cost per year Human Investment (hrs) Quantity Example of Success Initiative Impact Cost per year Human Investment (hrs) Quantity Example of Success Clarington Portal Resource that we will offer to existing and new business/contractors, existing and new workforce access to information about: rental housing/accommodation, employment opportunities, business directories, local tenders/bids, and commercial/industrial properties and tourism information. Stewards success of local projects and development by connecting business and workforce to opportunity, address needs to optimize their experience in Clarington and promote sustainability and strengthen the economy. $20,000 (one time cost) average $5000. per year 200 (to develop initially - 100 hrs/year to maintain) N/A New Program Sector Programming To serve and promote the diverse economic base, programming will be increased and broaden to address sector growth and partnerships. Ie. Life Science Summit; IT Summit; Specialized events addressing Manufacturing Month and Small Business week. Etc. Raises profile of growing sectors, promotes partnerships, educates business/stakeholders, attracts new business. Attendees to be surveyed subsequent to each event to gage value and continued partnerships and industry feedback. Goal is to have 50-100 attendees per event. $7,000 200 3 between 2017-2021 The Clarington Energy Summit is going into its 8th year and is now at capacity pertaining to attendees. Since 2009 there have been 870 attendees to the Summit. The event was at capacity in 2015 with 145 attendees. With 8 local Project Vendor booths (Refurbishment) interacting with local business and post secondary students. Positive feedback from attendees pertaining to building relationships with Vendors and local business. 38 Initiative Impact Cost per year Human Investment (hrs) Quantity Example of Success Initiative Impact Cost per year Human Investment (hrs) Quantity Example of Success Business Retention & Expansion Program Action Plan Analyze data from BR&E surveys, identify gaps, formulate an action plan to implement solutions and highlight successes. Add BR+E Survey to Manufacturing, Agriculture and Tourism (1 per year) Promotes sustainable and collaborative downtown cores. $1,200 300 hours 1 per year Gained insight from business community to be communicated to our community leaders. Incubator/Touchdown Office Provide a temporary collaborative working space for entrepreneurs and start ups. Facilitates growth, collaboration, innovation and partnerships. Undetermined - (need to look for additional funding options) 1000 - CBOT has received more than 10 inquiries in the last 2 years from small business looking for temporary space. Spark Centre. 39 Initiative Impact Cost per year Human Investment (hrs) Quantity Example of Success Initiative Impact Cost per year Human Investment (hrs) Quantity Example of Success Initiative Impact Cost per year Human Investment (hrs) Quantity Example of Success Youth Engagement Increase efforts to engage High School Students and educate them on the diversity of the Clarington Business community and opportunities therein. Expand efforts to include Trades/ Career Fair at the host school and increase plant tours. Engage 200+ students/year $500 15 4 presentations a year; 1 Trades Fair a year We have conducted 6 presentations to over 150 students in the last 2 years and 3 plant tours of manufacturers with over 40 students. Students were engaged and very inquisitive and many want to participate in coop programs with businesses they visited on the plant tours. Tracking Track event successes to gage impact; track business inquiries (leads and source), business support efforts, business attraction efforts and awarded bids from MoC. Identifies trends, gaps, successes. Produce report quarterly. - 260 (5 hrs/week) - Lead tracking since 2011 identifies several variables such as total square feet, uses, options forwarded, active, closed and fulfilled leads. Easy to produce a report on any variable(s) identifying strengths/gaps. Special Projects : ONGOING Broadband, Servicing, Lakeridge share the business voice on impact to local economy for public projects 600 various GO Train, Lake Road Extension 40 Initiative Impact Cost per year Human Investment (hrs) Quantity Example of Success 40 Business Engagement: ONGOING Continue and increase frequency of corporate calls across sector. Hold Sector round tables to continue engagement. To gather business sector intelligence for industry trends, local growth projections, employment 35 41 OMAFRA | Economic Modeling Specialists International 1.1 Economy Overview Clarington Emsi Q3 2016 Data Set October 2016 OMAFRA Parameters Regions: Code Description 3518017 Clarington Timeframe: 2011 - 2015 OMAFRA | Economic Modeling Specialists International 1.2 Jobs by Industry 25,702 Total Jobs (2015) NAICS Industry 2015 Jobs X0 Unclassified 326 11 Agriculture, forestry, fishing and hunting 720 21 Mining, quarrying, and oil and gas extraction <10 22 Utilities 2,794 23 Construction 2,925 31-33 Manufacturing 1,324 41 Wholesale trade 908 44-45 Retail trade 3,043 48-49 Transportation and warehousing 650 51 Information and cultural industries 201 52 Finance and insurance 652 53 Real estate and rental and leasing 681 54 Professional, scientific and technical services 1,430 55 Management of companies and enterprises 23 56 Administrative and support, waste management and remediation services 999 61 Educational services 1,664 62 Health care and social assistance 2,704 71 Arts, entertainment and recreation 603 72 Accommodation and food services 2,228 81 Other services (except public administration) 841 91 Public administration 976 OMAFRA | Economic Modeling Specialists International 1.3 Regional Trends Region 2011 Jobs 2015 Jobs Change % Change ● Region 24,006 25,702 1,696 7.1% ● Uxbridge 8,474 9,552 1,078 12.7% ● Ajax 33,131 34,958 1,827 5.5% ● Pickering 39,337 40,163 826 2.1% ● Oshawa 64,257 65,561 1,304 2.0% ● Whitby 46,288 50,925 4,637 10.0% ● Scugog 8,255 9,306 1,051 12.7% Business Location Size Distribution Category December 2013 Locations December 2014 Locations December 2015 Locations June 2016 Locations 1-4 Employees 911 905 972 976 5-9 Employees 336 351 337 346 10-19 Employees 213 207 220 211 20-49 Employees 122 111 119 112 50-99 Employees 32 41 41 52 100-199 Employees 14 13 11 13 OMAFRA | Economic Modeling Specialists International 1.4 Category December 2013 Locations December 2014 Locations December 2015 Locations June 2016 Locations 200-499 Employees 5 6 8 9 500+ Employees 2 1 1 1 Indeterminate 2,462 4,068 4,364 4,463 Total 4,097 5,703 6,073 6,183 Labour Flows (based upon 2011 NHS data) NAICS Code Description Employed in Region Resident in Region Net Import 22 Utilities 3,055 2,165 890 44-45 Retail trade 2,470 5,105 -2,635 62 Health care and social assistance 2,125 5,110 -2,985 72 Accommodation and food services 1,555 2,090 -535 61 Educational services 1,530 3,225 -1,695 31-33 Manufacturing 1,265 5,030 -3,765 54 Professional, scientific and technical services 1,035 2,310 -1,275 23 Construction 1,000 3,165 -2,165 91 Public administration 795 3,150 -2,355 81 Other services (except public administration) 755 1,765 -1,010 Growing & Declining Occupations Occupation Change in Jobs (2011-2015) Food and beverage servers 117 Light duty cleaners 115 Secondary and elementary school teachers and educational counsellors, n.e.c. 95 Unclassified -59 Power system electricians -81 Accounting and related clerks -86 OMAFRA | Economic Modeling Specialists International 1.5 Growing & Declining Industries Industry Change in Jobs (2011-2015) Full-service restaurants and limited-service eating places 401 Building equipment contractors 129 Other financial investment activities 110 Accounting, tax preparation, bookkeeping and payroll services -44 Unclassified -59 Electric power generation, transmission and distribution -219 Clarington Growth Summit Proceedings June 8, 2016 2.1 CLARINGTON GROWTH SUMMIT SESSION HIGHLIGHTS JUNE 8, 2016 REVISION O Participants: See participant list In Association with: Queen’s University Executive Decision Centre Facilitator: Erik Lockhart Ph#: 613 533-6681 E-mail: elockhart@business.queensu.ca Clarington Idea Summit Proceedings June 8, 2016 2.2 Executive Summary Below are proceedings from the Clarington Growth Summit held on June 8, 2016 in Bowmanville. The purpose of the Summit was to gain a business perspective for Clarington’s Economic Development Strategy for the next 5 years that will reflect the trends and direction business growth is projecting in Clarington and Ontario. The group was asked to define a desired future state of success for Clarington (section 1). The group conducted a current state analysis by identifying internal strengths and weaknesses (section 2). Based on this, the group developed five key priorities (section 3). Participants were invited to volunteer to work on one of the five priorities (section 4). Some next steps were agreed on. Below are the highlights. Vision (by 2021, the following elements would be in place:) 1.Underlying infrastructure is in place: serviced employment lands, expanded water and sewer across the Municipality and improved transportation infrastructure (GO Train- east - west connectivity; 407 etc) 2.There is robust high speed internet access throughout community 3.Maintained commercial and business growth in a balanced small town charm, community feel. This includes a vibrant downtown with extended hours 4.Strong tourism sector: year round tourist attraction; convention centre 5.Leverage experience in Agriculture and Energy industries, foster innovation and education (proposal of additional post-secondary located in Clarington) -> Clarington the central location for nuclear industry in Ontario 6.Expanded waterfront area for business/residential attraction 7.Enhanced quality of life: Maintain our wonderful natural environment, top-notch community facilities 8.Diverse employment opportunities: 10,000 new jobs and 120,000 population 9.Improved attitude and cooperation: Better co-ordination between CBOT and Municipality Priorities in 2016-2018 1.Prepare a marketing and promotion plan that states our key message: "Clarington is open for business" to get the word out 2.Focus on the broadband problem to help retain and attract business - compare other communities, what are the roadblocks, what worked, how did they get it. 3.Coordinate efforts on infrastructure improvements - our greatest roadblock to growth - and better understand the decision making process and how we as the business community can advocate and be part of the solution. Members of business (CBOT members) put pressure on Region for infrastructure and services 4.Create a focused "customer service culture" at the municipal level allowing for a timely application process and contract a business planning project liaison to facilitate the "pushing forward" of projects reporting directly to the Mayor ... Work with regional and municipal governments to address policies and practices that discourage business growth and expansion 5.A solid business retention and support plan... Take the results of the ongoing Business, Retention and Expansion Surveys and ensure that it is heard, followed and implemented Clarington Idea Summit Proceedings June 8, 2016 2.3 Current State Assessment Strengths Gaps and Barriers •Large energy / agricultural / tourism sectors that can be built upon •Potential for growth utilizing our large geographical footprint •Undeveloped waterfront, potential to develop both community-focused parkland and business-focused deep water port •Oakridge’s Moraine •Entertainment hub: Mosport, arts centre, agri-tainment •Great place to live - Quality of life, natural environment, bike paths etc. excellent with full potential yet to be realized. •Accessibility to Toronto -> Lack of promotion and recognition of Clarington identity what are we? Lack of employment service lands - Municipal and Regional planning policies create obstacles for growth. too hard to establish a new business in Clarington – Lack of collaboration/communication - need more pooling of resources, knowledge to better capitalize on opportunities Lack of broadband Shift and change in attitude/policy at the municipal planning level to allow for better timing on project completion Durham Region neglected provincially and federally Public Transit connectivity Clarington Idea Summit Proceedings June 8, 2016 2.4 A – Process Overview The Summit was conducted using an electronic meeting system (EMS), an innovative facilitation process developed from research at the Queen’s School of Business. The Queen’s EMS, called “the Decision Centre”, combines expert facilitation with a state of the art group decision support system to enable groups to rapidly accelerate idea generation and consensus building. This facility consists of a network of laptops accessing software designed to support idea generation, idea consolidation, idea evaluation and planning. The tool supports, but does not replace, verbal interaction; typically, 25% of interaction takes place on the computers. Feedback from groups who have used the Executive Decision Centre process includes: meeting times can be cut in half; participation goes way up; better idea generation and alternative evaluation; a more structured process; and automatic documentation of deliberations. Over 500 organizations around North America use the Centre for meetings such as: strategic planning, visioning, annual planning, focus groups, team building, budgeting, program review, project planning, risk assessment, job profiling, 360-degree feedback, alternative evaluation, new product development and a variety of other meeting types. In the session, participants were asked, for example, “What are our make or break issues in the next 2 years?” Participants typed in ideas on the laptops all of which appeared on a public screen at the front of the room. These ideas were then discussed and categorized into common themes. The group was then asked “if we could only address five of these in the next year, which ones are most critical? What about years 2-3?” Individuals selected his/her top 5 and the overall results were then displayed to the group and further discussed. For more information on this process, please contact: Erik Lockhart lockhare@queensu.ca B – Sector Participation A cross section of 70 business leaders was invited to participate in this strategy session. Invitees represented business from across the municipality and across all sectors and size. Of the 70 invited 27 participated in our half day session. The sector diversity included: Agriculture, Construction, Education, Food Service, Government Relations, Life Science, Manufacturing, Personal Service, Professional Service, Retail, Tourism, web/IT and Utilities. Purpose & Impact of Sector Focus Groups Area Items Discussed Impact/Challenge Action Result South Bowmanville Industrial Park Snow removal Late snow removal affects shift changes and promotes unsafe traffic flow Recommend early snow clearing to the Municipality - talked to operations about implications of snow removal later in the day Timing for snow clearing were adjusted Promote safe traffic flow and facilitates safe shift changes Single entrance/exit to area Inhibits traffic safety; deters investment Extension of Lake Rd east by Municipality of Clarington - talked to Engineering/Planning about benefits of extending Lake Rd. Increase in traffic using east extension - promoting safety; increases visibility of business area; increase in interest for investment signage Lack of signage creates challenge in navigation and location identification Gateway signage and wayfinding signage implemented - talked to Planning at Municipality of Clarington about benefits of signage Creates identity for Industrial Park and directional signage assists with navigation. 3 wayfinding signs have been installed in Bowmanville industrial areas. Transportation Difficult to retain & attract employees and co-op students if no public transit in area Strong participation with Durham Region Transit long-term transit plan discussions; CBOT surveys to businesses who indicating issues with employee retention/attraction - shared with DRT First transit stop implemented on Lake Rd/Butler Ct. 2016. Extension of GO Train to Bowmanville will facilitate proximity and accessibility; discussions continue with DRT re: Long term Transit Plan in business areas Broadband Poor connectivity and internet speed affects business function and efficiency Several surveys and phone calls to affected businesses implemented; working with partners in the Durham Region CBOT is part of a Regional leadership group for a home-grown plan to provide efficient broadband service to the business community; we have directly connected several individual properties with Bell to identify site specific solutions. Newcastle Industrial Park Wayfinding signage Clients and delivery trucks experiencing difficulty in finding businesses on Toronto St. Gateway signage and wayfinding signage implemented - talked to Planning at Municipality of Clarington about benefits of signage 3 wayfinding signs have been installed Newcastle Industrial area. Creates identity for Industrial Park and directional signage assists with navigation. Broadband Since 2010 CBOT has hosted several sector based round table sessions to foster specific conversation and provide a platform t o express best practices, build partnerships and identify challenges and solutions to create a healthy business environment to ensure their growth and prosperity. With business owners at the table, topics of these meetings ranged from the value of partnership and collaboration, business resources, programs, services, accessibility to skilled trades, funding programs and marketability. The goal was to identify and discuss recommendations for reviewing services and infrastructure needed for these businesses to function effectively -and to create solutions. 3.1 Area Items Discussed Impact/Challenge Action Result Courtice Industrial Business Group Broadband Poor connectivity and internet speed affects business function and efficiency Several surveys and phone calls to affected businesses implemented; working with partners in the Durham Region CBOT is part of a Regional leadership group for a home-grown plan to provide efficient broadband service to the business community; we have directly connected several individual properties with Bell to identify site specific solutions. Servicing Growth/expansions are a challenge without sewer/water/gas Connection with Region consistent; invite MPP Granville Anderson to round table to discuss challenges and impacts to growth; CBOT collected letters to affected businesses MPP office increased involvement with MTO, Blackbird, Region in moving project to extend Courtice trunk forward; ongoing. Transportation Difficult to retain & attract employees and co-op students if no public transit in area Strong participation with Durham Region Transit long-term transit plan discussions; CBOT surveys to businesses who indicating issues with employee retention/attraction - shared with DRT Continued conversations with DRT; Extension of GO Train to Courtice will facilitate proximity and accessibility Amenities No nearby amenities to serve South Courtice business area Work with Municipality, GO Transit and developer community on devising plan for development surrounding future Courtice GO Station ongoing; Future GO Train station in Courtice will attract development Security Theft issues with various business in the area Encourage business community to increase communication with each other and awareness of suspicious activity; implement Safety Watch ongoing Skilled Trades Challenge with finding skilled labour Connect businesses with post- secondary, employment agencies; educate youth on opportunities Increase awareness about opportunities in manufacturing sector within High Schools; Plant tours - increase skilled trades needs awareness East Bowmanville Industrial Park Safety No sidewalk increases risk for pedestrians going to/from work. Construction of sidewalk from Simpson to Mearns 2013 - Discussion with Clarington's Engineering Dept about benefits of sidewalk system Encourages pedestrian safety and promotes healthy living Signage Lack of signage creates challenge in navigation and location identification Gateway signage and wayfinding signage implemented - talked to Planning at Municipality of Clarington about benefits of signage Creates identity for Industrial Park and directional signage assists with navigation 3.2 Area Items Discussed Impact/Challenge Action Result Life Science Round Table Marketability Low awareness of strength of LS sector in Clarington CBOT to create an asset map marketing piece Promote strength, talents and skills to grow and increase investment in LS sector Skilled Trades Challenge in attracting well trained lab techs Work with post secondary and partners to promote opportunities ongoing Growth Expansion required but no space to grow CBOT acquiring feedback from LS Sector outlining need for growth; also reaching out to land owners of Tech Park ongoing 3.3 4.1 I’m pleased and proud to have been a member and leader in the Carrington Board of Trade over the past 17 years. The model works. I have seen what has been accomplished in getting the business community to work together both for our own benefit and for the greater good. One of the key benefits has been the establishment of a strong institution which helps knit together a very large, diverse, and still very new municipality. Not least is its contribution to leadership. In two senses, it has consistently attracted leaders to its board (not least because there is a real job to do), and it has served as a launching pad for leaders who have gone on to contribute to the community in other leadership roles. Paul Halliday, Past President 4.2 16 September 2016 To Whom it May Concern We have finally arrived! It took a few extra months than we expected but we are here now and I would like to take this opportunity to personally thank all the staff at CBOT for helping us along our journey. It all began in December 2015 when I visited Bonnie to share and discuss our vision to open a new branch in Bowmanville. It was obvious at that first meeting that Global would have all the support they needed to make this happen and this would be the beginning of a wonderful partnership with Bonnie and her colleagues at CBOT. In no time, we were showered with information on the community, available premises, networking events and businesses who might need our services. So much relevant information that enabled us to immerse into the business community quickly. We participated in numerous networking events and meetings to meet as many of the members as possible and it worked! And we had lots of fun along the way! On Monday 12 September we opened our office at 36B King Street East. Thank you again CBOT for all your help along the way and continued support in the future! Lynne Brown Branch Manager Global Human Resource Centre 4.3 4.4 September 14, 2016 To Whom It May Concern RE: Clarington Board of Trade & Office of Economic Development Role in Attracting Investment to The Region Dear Sir/Madam I take this opportunity to congratulate and commend Clarington Board of Trade & Office of Economic Development for their proactive approach in reaching out to investor groups, showcasing business opportunities available in the region and sharing key intelligence to make an informed decision. I was completely impressed with their presentation when I attended “Invest Clarington’’ a half day tour on May 31st of this year with them. I got an invitation to join at the session and since we are planning to develop a project in Courtice, I thought it worthwhile to go from Toronto and spend some time to learn about the region, certainly time was very well spent. CBoT was able to share with us the key demographics, population growth, City’s growth plan and certain opportunity available for development. A bus tour to visit local business and target areas of growth was very helpful. It gave us a huge confidence in our upcoming mixed development project in Courtice. I am a practicing FCPA, FCGA, run a boutique consulting firm in the area of business advisory and also have been involved in Real estate development, I have been interacting with various Board of Trades, I must say that I have rarely come across with such a welcoming, friendly and supportive approach. I would like to sincerely admire Ms. Sheila Hall, Ms. Bonnie Wrightman and their team for their dedication and commitment to economic growth for the region. I look forward to working closely with them for this project and many more to come. Sincerely, Satish Thakkar, FCPA,FCGA President Past President-Indo Canada Chamber of Commerce Excelsior Financial Group | 7001 Steeles Avenue West, #18, Toronto, Ontario M9W 0A2 Canada Tel : +1.416.798.3228 (416.798.FACT) | Fax : +1.416.798.1948 E-mail : info@efgcanada.ca Web : www.efgcanada.ca 4.5 Bonnie: I just wanted to take the time to thank you and your team for all your help on the site search I am doing for my International client that is looking to build a 300,000 sq. ft. PDC building in Durham Region. I have been doing this type of Industrial Commercial business for 35 years and dealing with Municipalities all over southern Ontario. I am constantly on the phone with Economic Development offices throughout the Golden Horseshoe and your team ranks in my top 2 or 3 for service provided in an accurate and timely manner. There are times I wait for days or weeks to get returned phone calls, but you and your team respond within hours which in my business saves me time at my end also. The accuracy of the information provided by your office both technical and general is also tremendous. This is key in my business because my information then gets passed to the client and accuracy is very important to them. Communication between communities and the brokerage community is also very important and Clarington does it very well. Again, thank you for all your hard work. It is greatly appreciated . Regards Stephen Connell Sr. Vice President, Commercial Sales and Leasing Direct: +1 416 756 5445 Mobile: +1 416 721 1018 Fax: +1 416 494 9444 stephen.connell@ca.cushwake.com | view my online profile 3100 Steeles Avenue East, Suite 1100 Markham, ON L3R 8T3 | CANADA cushmanwakefield.com 4.6 86 EMILY STREET WEST NEWCASTLE, ONTARIO L1B 1H1 Bus. 905-987-3211 Fax 905-987-3083 1-866-987-3211 Toll Free 1-866-987-3211 www.syvan.com September 21, 2016 The CEO of Municipality of Clarington The Municipality of Clarington 40 Temperance Street Bowmanville, ON L1C 3A6 TO WHOM IT MAY CONCERN: RE: Clarington Board of Trade I am a past president of the Clarington Board of Trade, however, in this case I am speaking as someone who has been active in the real estate and development industry in Clarington for over 40 years. I have always felt that the Municipality and the development community are well served by having the economic development function performed through the Clarington Board of Trade. Whenever I was working on a development I often contacted the Board of Trade for direction and assistance. I have represented many prospective businesses wishing to establish themselves east of Toronto and always felt that by referring them to the Economic Development Office with the Clarington Board of Trade that they would be encouraged to locate in our Municipality. I think also that having the economic development done within the Board of Trade also gets the Board of Directors, Executive, and staff of the Board of Trade involved in economic development, both while they are serving, and after their terms. This is witnessed by the fact that myself (after 18 years) and many other Past Presidents and Directors still are involved with the Board and have an interest in Economic Development long after their terms are completed. I also really believe it is helpful that there is some separation between the Economic Development role and the Planning and Works Department at the Municipality. Having someone who is not an employee of the Municipality give information and perhaps advocate on your behalf is, I believe, very beneficial when making decisions on locating, relocating or expanding a business. I hope this is helpful in your consideration of the future of Economic Development in Clarington. Yours truly, Syvan Developments Limited Edmond Vanhaverbeke edmond@syvan.com P:\general\all\Clarington Board Trade.ltr 4.7