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Report To: Special General Government Committee
Date of Meeting: February 19, 2019
Report Number: FND-004-19 Resolution:
File Number: By-law Number:
Report Subject: 2019 Operating and Capital Budget
Recommendations:
1.That Report FND-004-19 be received;
2.That Council approve the 2019 Operating and Capital Budget "Base Level
Requirements" as outlined in Attachment #1, at an estimated tax levy impact of 1.05%
(exclusive of tax policy impacts), as directed in FND-004-19;
3.That Council approve the 2019 Operating and Capital Budget “Service Level Changes”
as outlined in Attachment #1, at an estimated tax levy impact of 2.95%;
4.That Council approve the 2019 Operating and Capital Budget “External Agency” as
outlined in Attachment #1, at an estimated tax levy impact of 1.05%;
5.That the external agencies, referred to in Attachment #1, be advised of Council’s
decision regarding their grant requests and be thanked for their delegations on February
15, 2019, as appropriate;
6.That Reserve and Reserve Fund contributions and new Reserve / Reserve Funds be
approved as shown in the 2019 Draft Budget binder;
7.That the financing of capital projects, as outlined in the attached documents be
approved;
8.That any cash flow shortfall in the Development Charges Reserve Funds be interim
financed from the Municipal Capital Works Reserve Fund and General Municipal
Reserve Fund, to be repaid with interest as cash flow permits;
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9.That Report FND-004-19 be adopted by resolution in accordance with provisions of
Ontario Regulation 284/09 of the Municipal Act, 2001; and
10.That the appropriate By-laws to levy the 2019 tax requirement for Municipal, Regional
and Education purposes be forwarded to Council for approval, once final tax policy
information is available.
11.That the proceeds from the Mayor’s Golf Tournament be directed as follows:
2019 – Mayor’s bursary for post-secondary education for students pursuing studies in
agriculture, forestry or environmental sciences
2020 – Community Care Durham
2021 – Clarington Hospice
2022 - Bowmanville Hospital Foundation
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1. Overview
1.1 The 2019 Budget is outlined in detail in the Draft Budget documents circulated in
conjunction with this report with important information summarized in the attachments to
the report. The approximate 2019 base requirements are detailed in Attachment #1,
attached hereto and provides a summary of the contents of the Draft Budget binder. To
the best extent possible, all documents have been provided in an accessible format.
1.2 The Chief Administrative Officer and the Director of Finance/Treasurer have worked
diligently with all departments to review all areas and identify savings.
1.3 The base requirement impact of 1.05% is after assessment growth (growth is estimated
at 3.20%). Every 1% increase in the Budget results in a tax increase of approximately
$14.14 for the average residential taxpayer, for the local portion of the tax bill based on
an average value of $367,632 (2018 - $348,700). A 1% increase also translates to
$567,600 in total additional tax revenue for the municipality. This does not include the
impact of tax policy changes determined by the Region of Durham.
1.4 Based on the 2019 returned roll, Clarington’s taxable assessment splits sit at 91% for
residential, farm and multi-residential and 9% for commercial and industrial properties.
The total taxable assessment is $14,353,852,283.
1.5 Clarington continues to rely on Reserves and Reserve Funds to alleviate tax levy impacts
for Capital and Operating as a long term strategy. Surpluses in a given year are
transferred into the Rate Stabilization Reserve Fund and then used in subsequent years
to offset the levy. Contributions are made annually into Reserve Funds for future capital
replacement and then drawn upon in those future years. For 2019, the draw on Reserves
Report Overview
The purpose of this report is to provide necessary information to Council in order to approve
the 2019 Capital and Operating Budgets. The report includes a number of important
components and the detailed Budget binder provides specific details. There are significant
capital considerations for 2019 that further enhance the municipality’s capital infrastructure.
On the operating side, Council has put important long term plans in place in 2016, including
a new Official Plan, a first ever Transportation Master Plan and an Enhanced Economic
Development Service along with receiving an Asset Management Plan in 2017. The Budget
is continuing to carry out the principles and objectives of these important Council priorities.
The 2020 Capital and Operating Budget will consider these items, along with a new Strategic
Plan to be adopted later this year.
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and Reserve Funds is approximately $23.7 million (2018 - $22.7 million) including
$600,000 drawn from the Rate Stabilization Reserve Fund to offset the tax levy (2018 -
$800,000). This includes Capital and Operating. The summaries for the Reserves and
Reserve Funds are included in the back section of the 2019 Draft Budget binder.
1.6 In our continued efforts to enhance public understanding and assist Council in their
communications efforts regarding budget changes, starting in 2019, a Budget narrative
document was placed on the Municipal website which summarizes the proposed Budget.
This document includes information regarding the fiscal health of the Municipality,
Operating Budget summaries and Capital Budget summaries.
1.7 Once approved a revised version of the Budget document, including summary
information on the breakdown of how funds are spent, will be added to the website.
1.8 The slide presentation from the January 18, 2019 Budget workshop is available on the
Municipality’s website through the January 18, 2019 Meeting Agenda.
2. Tax Rate Stabilization
2.1 Historically, Clarington has drawn on our Rate Stabilization Reserve Fund approximately
$800,000 per year. This is proposed to change in 2019.
2.2 It is proposed that the draw to offset the tax increase be decreased by $200,000. This
will continue to be reduced until such time that the draw to fund recurring budgets is $0.
It is not prudent practice to fund recurring expenditures from the Tax Rate Stabilization
Reserve Fund without annual contributions. This could eventually result in the Reserve
Fund being depleted and compresses the actual funding required from the tax levy.
2.3 In the future, we will see specific funding coming from the Tax Rate Stabilization
Reserve to better reflect that the funding is being used to smooth fluctuations rather
than fund recurring expenditures.
2.4 Consistent with this approved, the 2019 Budget is proposing a draw of $385,000 to
offset a one-time expenditure request from Operations, to deal with urban / rural trees
(accelerated replacement of trees affected by Emerald Ash Borer). It is a prudent use
of the tax rate stabilization Reserve Fund to be used to smooth out one-time or unusual
operating expenditures, so that it does not significantly impact a given tax year. As this
project would have multiple year impacts, it is reasonable to use the Reserve Fund in
this manner.
2.5 We have had stable financial results so the Rate Stabilization Reserve Fund supports this
practice. It is too early to determine final financial results for 2018.
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3. Tax Policy Changes
3.1 A long term strategic tax policy plan was initially approved in 2002 by the Region of
Durham (who has legislative authority over tax policy), that may have an impact on final
tax rates. The 2019 update is anticipated to be presented to Regional Council in March
2019. Any tax ratio changes impact upon the relative share of the total taxes that each
property class pays. A copy of the Region’s report will be circulated once it is available.
In 2018 topics included multi-residential properties, capping changes and vacancy
rebates due to recent Provincial announcements in these areas. It is anticipated that the
2019 report will include a decision on the implementation of a reduced tax rate for the first
$50,000 of assessment on small-scale value-added commercial activities on farms, which
was announced by the Province in 2018.
3.2 Additionally, Clarington is affected by tax policy decisions made on the education side by
the Province of Ontario. This stems from municipalities retaining the education portion of
eligible payment in lieu (PIL) properties such as Ontario Power Generation. In the 2008
Provincial Budget, a provincially mandated reduction in the industrial education rate was
announced. The rate has not been announced for 2019. This could result in tax policy
impacts of lost revenue to Clarington which will be incorporated into the final tax rate by-
law. In 2018, the impact was approximately $96,000.
4. Staffing
4.1 The Municipality has been experiencing significant growth. This trend will likely continue
for the foreseeable future. Any staffing decisions of Council need to have regard to the
challenges and opportunities that come with this growth. Specifically, Council should
consider investing in staff in order to maintain, restore or increase existing levels of
services or where there is a business case that demonstrates greater efficiencies,
increased revenues and / or reduced costs.
4.2 This year, Department Heads requested that a total of 16 new staff positions be added to
the 2019 Operating Budget. The request breaks down as follows: 9 full time, 1
permanent part-time, 3 temporary full time, 2 seasonal full time and one 18 month
contract position. In addition, Tourism is requesting that 2 part time positions be merged
to create 1 full time position at nominal cost. Community Services, Finance and Legal
have not requested any additional staff for 2019.
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4.3 The Treasurer’s presentation at the Special Council meeting on January 18, 2019
included the CAO’s recommendation that the following positions to be included in the
2019 budget: 1 Full Time Traffic Technician (Engineering Services); 1 Full Time
Development & Utility Technician (Engineering Services); 3 Temporary Workers
(Operations); 2 Seasonal Workers (Operations); 1 Full Time Contract Planner 2
(Planning); and 1 permanent part time Animal Care Attendant (Clerks). The specific
rationale for recommending that these new positions be included in the 2019 budget and
their cost is set out in Attachment 2 to this Report. The rationale for not recommending
the other 7 positions (all full time) is also set out in Attachment 2.
4.4 The total compensation (salary and benefits) of the recommended new staffing positions
in 2019 including the levy portion ($27,100) of the Climate Change Coordinator position
approved by Council on January 14, 2019 and the estimated salary ($87,500) for the
Corporate Policy Analyst approved by Council on February 4, 2019 would be
approximately $480,000. If Council approves all of the positions recommended by staff,
the net impact on the 2019 levy would be approximately $430,000 because Planning
Services budget includes $50,568 for the extension of the contract position described in
Attachment 2 which Council has not yet approved. The recommended $125,000
contribution to the staffing reserve is not included in this amount. $480,000 represents a
1.1% increase to the overall cost of staffing as compared to 2018 (compared to an
increase of 3.2% assessment growth).
5. Capital Budget Commentary
5.1 The recommended impact on the tax base of the proposed Capital Budget is $1,118,781
and is included partially in the Base Requirements in Attachment #1 and partially in
Service Level Changes in Attachment #1. It falls under the various categories due to the
criticality of some of the individual capital items that make up the increase for 2019. The
overall increase translates to a 2.0% tax levy impact, this could be reduced if Council
utilizes some of the alternatives proposed below. These recommendations reflect the
importance of capital funding that will is reinforced through our Asset Management Plan
work. Of the total budget increase including all Capital and Operating options of 5.05%,
approximately 40% of the recommended increase is devoted to capital.
5.2 The Capital recommendations are incorporated into the detailed Budget pages and
details of capital projects, by department, are found in the Draft Budget binder.
5.3 Federal gas tax proceeds have been incorporated into the Draft Capital Budget at
$2,791,328. Interest earned in the Reserve Fund due to timing differences in the receipt
of funds versus invoice payments have also been incorporated into the Budget. Formula
based funding under the Ontario Community Infrastructure Fund has been incorporated
under the Engineering section of the Capital Budget in the amount of $1,797,935.
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5.4 The Capital Budget is presented to Council for consideration and approval. The financing
for most of the projects is a combination of Reserves, Reserve Funds, Development
Charges and tax levy.
6. Operating Budget Impacts
6.1 Consistent with any other major employer, as well as all other municipalities, Clarington is
experiencing cost increases in areas such as wage increases, statutory benefit costs and
maintenance of our significant asset base.
6.2 During Council Budget deliberations in the 2017 budget, Council commenced contributing
$125,000 into a Reserve Fund for future staffing. In 2018, Council directed that these
funds be used for future firefighters. In the proposed 2019 Budget, under “Service Level
Changes”, Council has the option to expand the contribution to $250,000 to the Reserve
Fund. This in essence builds the second firefighter into the base. It is projected that four
firefighters could be hired in 2020 as long as Council follows the approach of increasing
the contribution by $125,000 per year.
6.3 Staff have endeavoured to find offsetting revenue increases and expense decreases to
alleviate the tax levy impact. These efforts are reflected in Attachment #1. User fees in
Planning and interest income in Finance reflect significant areas of increased revenue,
while still being conservative to ensure that the budget is flexible.
6.4 Several items have been referred to the 2019 Budget during the latter part of 2018.
These are reflected on Attachment #1 include:
• Whistle Cessation ($150,000)
• Rainbow crosswalk – included in increase to road painting
• Lakeridge Hospital expansion - $250,000 is included to create a Reserve Fund
• Grandview Children’s Centre - $20,000 (each year for 5 years)
• Hope of Durham - $5,000 (each year for 4 years)
6.5 Consistent with prior years, interest revenue from the Strategic Capital Funds were
factored in so as to mitigate the tax levy in the amount of $230,000. Investment income
is also showing strong signs of improvement due to interest rate increases and
Council’s decision to participate in the High Interest Savings Account (HISA) through
the One Fund sponsored by AMO and MFOA. In 2018, the Municipality used the HISA
as a savings vehicle transferring over $30,000,000 into this account. Revenue increases
for many departments, where possible, have been factored in and are reflected in
Attachment #1.
6.6 For 2019, the Budget is reflecting no change to the Veridian dividends.
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6.7 Throughout the organization repairs and maintenance expenses have been increased
to reflect ongoing maintenance of aging infrastructure. Where appropriate repairs and
preventative maintenance are performed to optimize the time an asset is available to
provide service to the public. In particular, repairs for buildings (Operations) and
facilities (Community Services) has been increased to reflect aging buildings.
6.8 Winter control has been increased by $338,000 to reflect the increased cost of winter
maintenance in part due to climate change. Over the past several years, the winter
control costs have been over budget, this change is to reflect the actual cost of
providing that service.
6.9 Operations is proposing to increase funding to rural/urban trees in an effort to address the
impact of the Emerald Ash Borer tree removal. These costs will be funded through the
Tax Rate Stabilization Reserve Fund as they are one-time expenditures.
7. Debt Status
7.1 Current projected annual debt repayment obligations for 2019 Budget purposes total
$2,839,715. This is comprised of debentures issued for Bowmanville Indoor Soccer,
Garnet B. Rickard Recreation Complex, Community Care Durham space, Green Road
Grade Separation, Courtice Branch Library, the Newcastle and District Recreation
Complex, as well as the retrofits/renovations required for the Municipal Administrative
Centre and Pad A of the Garnet B. Rickard Recreation Complex.
7.2 In 2018, two debenture projects were funded internally and will be repaid through
transfers between Reserve Funds. The Garnet B. Rickard Recreation Complex parking
lot refurbishment will be repaid through a portion of the annual contribution to the Parking
Lot Rehabilitation Reserve Fund. The LED light retrofit will be repaid through savings in
electricity and maintenance costs for streetlights.
7.3 The total principal amount outstanding at January 1, 2019 is $16,376,579. Anticipated
new debentures in the course of 2019 based on Council approval would be an additional
$0. There is an alternative, see Section 12, which could result in approximately
$1,000,000 in debentures being issued this year for the Bowmanville Library and the
Orono Town Hall. Currently these would be funded from internal borrowing. This is well
below the Municipality’s debt limit prescribed by the Ministry of Municipal Affairs.
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7.4 As Council is aware, annual growth is required to maintain the debenture repayment
obligations where they are funded from Development Charges. As previously reported,
due to limited growth numbers during the economic downturn, there remains interim
borrowing from prior years that will need to be repaid from Development Charges
collections in conjunction with maintaining annual debt repayments. 2017 was the last
year for debenture payments for the South Courtice Arena. This will then create the
needed funding envelope to repay the balance of the interim borrowing starting in 2018
and lead to future indoor recreation opportunities as discussed with Council.
8. Municipal Grant and Sponsorship Programs
8.1 The Municipal Grant program and the Municipal Sponsorship Programs are administered
through the Community Services Department. The Budget presented via this report
includes $60,000 for the municipal grant program and $35,000 for the municipal
sponsorship program. The funds are allocated based on Council direction when the
appropriate reports are brought forward in compliance with the approved policies for the
two programs.
9. Reserve and Reserve Fund Contributions
9.1 Consistent with past practice, increases in reserve fund contributions are at times
deemed appropriate to bolster balances in depleting reserve funds or to begin to put
aside funds for an identified need. This is an important part of our Asset Management
strategies. For 2019, there are several increases to the contributions that are
recommended in Attachment #1 including:
• Increase transfer to Municipal Elections Reserve, includes future ward boundary
study - $90,000
• Increase contribution to Fire Equipment Reserve Fund - $25,000
• Increase contribution to Facilities / Parks Maintenance Reserve Fund - $25,000
• Increase contribution to Community Services Capital Reserve Fund - $25,000
• Increase contribution to Future Staffing Reserve Fund (firefighters) - $125,000
9.2 Further policy work will be forthcoming with respect to Reserve and Reserve Fund
requirements.
10. External Agencies
10.1 The requests from the external agencies, including the Clarington Museum, Clarington
Library, Visual Arts Centre, Bowmanville Older Adults Association, etc. are detailed in the
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External Agencies section of the Draft Operating Budget for Council to consider their
requests, on an individual basis.
10.2 The increase in Budget requests for external agencies total $322,189 for 2019 which is a
0.57% total municipal levy increase. Individual percentages vary widely from the 2018
approved grants. The agencies will be provided the opportunity to address Council on
their 2019 requests on Friday, February 15, 2019.
10.3 The largest increase relates to the John Howard Society / Firehouse Youth. In 2019, the
requested increase is for $211,531 (0.37% tax levy increase) and relates to the increase
in service from one youth centre (Bowmanville) to three youth centres (Courtice and
Newcastle). In 2018, Council approved two pilot projects which provide funding for six
months for the two new centres. This request continues the operations from the end of
that pilot program to December 31, 2019.
11. 2019 Accrual Based Budget for PSAB per Ontario Regulation
284/09
11.1 Public Sector Accounting Board annual reporting requirements for municipal Budgets
require that certain accrual based items be reported to Council in conjunction with the
Budget for 2011 onwards.
11.2 Accrual based expenses that are excluded from the 2019 tax based budget include post-
employment benefits and amortization of capital assets. Other items to transfer to a
PSAB Budget include tangible capital asset acquisitions and accounting treatment of debt
principal payments.
11.3 There is no immediate financial impact of these PSAB additions or reductions since the
tax based budget approves necessary funds to provide municipal services for 2019, but
there are longer term implications.
11.4 The estimated change to the accumulated surplus at the end of 2019 resulting from the
above items is as follows:
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11.4.1 PSAB Additions to the 2019 Budget
Adjustment 2019 Dollar Amount
Tangible Capital Asset Amortization $19,948,880
Post-employment Benefit Estimate 550,000
Total PSAB Additions $20,498,880
11.4.2 PSAB Reductions to the 2019 Budget
Adjustment 2019 Dollar Amount
Tangible Capital Asset Acquisitions $(28,138,369)
Debt Principal Payments (2,393,930)
Total PSAB Reductions $(30,532,299)
11.4.3 Total PSAB Impact
Adjustment 2019 Dollar Amount
(Increase) / Decrease in Accumulated Surplus $(10,033,419)
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12. Council Options
12.1 The proposed Budget includes all items which previously would have been known as the
“A” list and “B” list. In the past items were voted off of the “A” list, and into the Budget
from the “B” list. This can be seen to be inequitable and also lowers the perceived
importance of the items in the “B” list. Any item making it to the Budget is important to
furthering the strategic goals of the Municipality, if it wasn’t important, it would not be
proposed to be included.
12.2 The 2019 Budget was prepared under the assumptions in place in the proposed Budget
Policy which has been deferred to May 2019. The proposed Budget is within the target
guidelines in this policy. Notwithstanding this, it is noted that there is a desire by
Council to keep tax increases reasonable. The following section outlines proposed
amendments which could be considered.
Alternatives for Council Consideration
12.3 Just prior to the finalization of the draft capital budget, based on Council direction,
Operations provided a request for additional funding to remediate several playgrounds.
This request totalled $130,000 and for the proposed budget presented to Council was
included in the tax levy. An alternative would be to fund this from the Facilities / Parks
Maintenance Reserve Fund. The annual contribution into the fund is approximately
$328,000 and in the following three years estimated draws are $155,000. The
estimated ending 2019 balance of approximately $539,000 does provide flexibility to
utilize this reserve fund.
12.4 Accessibility upgrades to the Orono Town Hall were also added after the preliminary
Capital Budget was completed. These costs, net of potential external funding, would be
approximately $207,000. This request is currently being funded from the tax levy. An
alternative would be to fund this from the Facilities / Parks Maintenance Reserve Fund.
As noted above the annual estimated needs over the next five years is below the annual
contribution, however it would bring the estimated balance to $202,000 which is
approximately one year’s requirements. This could result in tax levy impact in the future
or deferred parks or facilities projects.
12.5 A secondary alternative for the Orono Town Hall would be to include it, with a proposed
internal borrowing debenture, with the Bowmanville Library request of approximately
$730,000. This would bring the required debt borrowing to $937,000 which may be
borrowed long-term from internal sources or from external debt.
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12.6 Upgrades to the Council Chambers to re-align the two front desks to provide for the
much needed improved functionality for the Municipal Clerk and Recording Secretary at
the front of the Chambers were added after the preliminary Capital Budget was
completed. If Council wishes to remove the renovation from the tax levy, it could be
funded from part of an internal borrowing debenture with the Orono Town Hall and
Bowmanville branch of the Clarington Public Library or from the Tax Rate Stabilization
Reserve Fund.
12.7 Lakeridge Health has approached Council with a request for funding a future capital
expansion. Included in the budget is a contribution to create a Reserve Fund specific
for future funding of a $5,000,000 request towards this expansion. An alternative would
be to provide the funding of $5,000,000 in the future (approximately seven years) from
the Strategic Capital Reserve Fund. This Reserve Fund is used for economic
development activities. If this is followed I would suggest that the Reserve Fund be
repaid to build it back up for potential future economic development activities, or to be
used as a source of internal borrowing for other projects. This approach would provide
inter-generational equity by requiring those who are benefiting from the hospital
expansion to be the ones funding it (through repayments to the Reserve Fund).
12.8 There is a proposal to make permanent a $25,000 budget allocation for emergency
clean up. This could be removed from the Budget, if funds are required they could be
allocated from the Tax Rate Stabilization Reserve Fund.
12.9 Included in the Capital Budget is $50,000 for the Clarington Public Library for a study.
This project actually relates to a 2020 request which was inadvertently included in the
2019 budget. This can be removed.
12.10 It was determined that it is possible to fund a portion of the proposed contract planner
from the Building Inspection Reserve Fund as it relates to a zoning matter.
Approximately 25% of the contract compensation will be funded from the Reserve Fund.
This offsets the impact of hiring the Corporate Policy Analyst while maintaining the
$430,000 limit on new staff. While there is no tax levy impact, it is being highlighted
here for Council’s knowledge.
12.11 Included in the Engineering Capital is funding for a municipal-wide whistle cessation
study. An alternative to Council would be to remove this study, if Council did not want
to proceed with whistle cessation. The only Reserve Fund which would be reasonable
to utilize to fund this expense would be the Tax Rate Stabilization Reserve Fund.
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12.12 The summary of adjustments from the tax base is as follows:
Adjustment Levy Amount Levy Impact
Playground equipment
replacement, funding from
Parks / Facilities Maintenance
Reserve Fund
$130,000 (0.23%)
Orono Town Hall Accessibility
upgrades from non-tax levy
sources
$207,000 (0.36%)
Remove Council Chamber
upgrade (or include as
internal borrowing)
$70,000 (0.12%)
Remove creation of Lakeridge
Health Reserve Fund for
future funding of hospital
expansion
$250,000 (0.44%)
Remove funding for
emergency clean up expenses
$25,000 (0.04)
Remove Clarington Public
Library capital project, to be
requested in 2020
$50,000 (0.09)
Remove whistle cessation
study
$150,000 (0.26)
Total Adjustments $882,000 (1.54)
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12.13 If the above alternatives were utilized the levy impact would decrease to 3.51%, which
when taken as an impact to the total tax bill would be approximately 1.16%.
12.14 Based on the above changes, the impact to the average resident for the municipal
portion of the tax bill would be approximately $49.63
13. Concurrence
Not Applicable
14. Conclusion
14.1 This report and accompanying documents are intended to provide Council with the
information necessary to make strategic decisions and ultimately adopt a Budget for the
2019 fiscal year.
15. Strategic Plan Application
Not applicable.
Submitted by: Reviewed by:
Trevor Pinn, B.Com, CPA, CA, Andrew C. Allison, B. Comm, LL.B
Director of Finance/Treasurer CAO
Staff Contact: Trevor Pinn, Director of Finance / Treasurer, 905-623-3379 x 2602 or
tpinn@clarington.net
Attachments:
Attachment 1 - 2019 Summary of Changes
Attachment 2 - New Staff Recommendations for 2019
There are no interested parties to be notified of Council's decision.
Municipality of Clarington2019 Draft Budget2019 Budget ChangesDescriptionBase Level RequirementService Level ChangesExternal Agency Total Change as %Revenue Increases:Preliminary assessment growth(1,814,429)$ -$-$ (1,814,429)$ -3.20%Increase in supplementary taxation revenue(175,000)-- (175,000) -0.31%taxation revenue and other taxation(25,946)-- (25,946) -0.05%Increase in investment income(250,000)-- (250,000) -0.44%revenues(112,100)-- (112,100) -0.20%Increase in Community Services' aquatic program revenues(56,500)-- (56,500) -0.10%Increase in Community Services' other revenues(53,034)-- (53,034) -0.09%Other increases in revenue(38,225)-- (38,225) -0.07%(2,525,234)$ -$-$ (2,525,234)$ Expense Decreases:Decrease in Legal professional fees recoverable(20,000)$-$-$ (20,000)$ -0.04%Decrease in other Corporate Services expenses(5,350)-- (5,350) -0.01%Decrease in HR legal and consulting expenses(30,000)-- (30,000) -0.05%Decrease in Clerk's postage, record retention, and livestock(74,200)-- (74,200) -0.13%Decrease in elections expense(354,804)-- (354,804) -0.63%expenses(14,270)-- (14,270) -0.03%Decrease in tax write-off(100,000)-- (100,000) -0.18%Attachment 1 to Report FND-004-19
DescriptionBase Level RequirementService Level ChangesExternal Agency Total Change as %Decrease other Finance expenses(8,927)-- (8,927) -0.02%Decrease in Engineering expenses(4,416)-- (4,416) -0.01%Decrease in Operation's utilities(47,852)-- (47,852) -0.08%Decrease in Operation's park maintenance expenses(56,880)-- (56,880) -0.10%expense(232,090)-- (232,090) -0.41%overhead(48,825)-- (48,825) -0.09%Courtice library debt servicing costs(559,546)-- (559,546) -0.99%expenses(20,045)-- (20,045) -0.04%Remove one time funding for emergency clean-up(25,000)-- (25,000) -0.04%Decrease in Community Services Administration Active Net fees(95,100)-- (95,100) -0.17%Decrease in Community Services concession expenses to reflect change in delivery(400,479)-- (400,479) -0.71%Decrease in Community Services' youth centre pilot project(50,000)-- (50,000) -0.09%utilities(161,178)-- (161,178) -0.28%Decrease in other Community Service's expenses(17,267)-- (17,267) -0.03%expenses(40,348)-- (40,348) -0.07%(2,366,577)$ -$-$ (2,366,577)$ Revenue DecreasesFees30,000$ 30,000$ 0.05%Decrease in Finance - miscellaneous revenues112,000 112,000 0.20%to reflect changes in concession sales method352,400 352,400 0.62%
DescriptionBase Level RequirementService Level ChangesExternal Agency Total Change as %Decrease in Community Services fitness program revenues35,500 35,500 0.06%Decrease in Operation's miscellaneous revenues25,123 25,123 0.04%Other decreases in revenue53,600 53,600 0.09%608,623$ -$-$ 608,623$ Expense Increasesoffs150,000$ 150,000$ 0.26%Increase in Mayor's department6,665 -- 6,665 0.01%Increase in Council department6,937 -- 6,937 0.01%CAO's Office-- - 0.00%Increase in other CAO expenses35,020 -- 35,020 0.06%Increase in wages and benefits36,634 -- 36,634 0.06%Legal Services-- - 0.00%Increase in wages and benefits15,513 -- 15,513 0.03%Increase in expenses500 -- 500 0.00%Corporate Services-- - 0.00%Increase in other capital (non-TCA) photocopiers10,000- 10,000 0.02%Increase in wages and benefits63,269 -- 63,269 0.11%Increase in other Corporate Services expenses10,935 -- 10,935 0.02%Clerk's Services-- - 0.00%Increase in wages and benefits109,595 -- 109,595 0.19%Increase other Clerk's expenses16,800 -- 16,800 0.03%Finance and Unclassified Admin-- - 0.00%Increase in wages and benefits58,568 -- 58,568 0.10%Increase in other Finance and Unclassified expenses11,200 -- 11,200 0.02%Increase in professional fees99,900 -- 99,900 0.18%
DescriptionBase Level RequirementService Level ChangesExternal Agency Total Change as %Emergency Services-- - 0.00%Increase in wages and benefits135,308 -- 135,308 0.24%Increase in other EMS expenses49,665 -- 49,665 0.09%Engineering Services-- - 0.00%Increase in wages and benefits68,847 -- 68,847 0.12%Increase in engineering studies57,000 -- 57,000 0.10%Increase in debt servicing3,029 -- 3,029 0.01%printing70,000 -- 70,000 0.12%professional fees (MOE requirement)21,000 -- 21,000 0.04%Other Engineering expenses9,750 -- 9,750 0.02%Operations-- - 0.00%supplies53,266 -- 53,266 0.09%Increase in wages and benefits271,224 -- 271,224 0.48%Increase in parks grass cutting50,000 -- 50,000 0.09%Increase in parks waste disposal20,000 -- 20,000 0.04%Increase in parks improvements35,000 -- 35,000 0.06%contract for emergency tree removal49,000 -- 49,000 0.09%Increase in urban/rural trees20,000 385,000- 405,000 0.71%Increase in catch basin / sewer maintenance12,000 90,000- 102,000 0.18%allocation20,000 -- 20,000 0.04%Increase in seniors snow clearing20,000 -- 20,000 0.04%Permanent funding for emergency clean up25,000- 25,000 0.04%Increase in hardtop maintenance69,900 -- 69,900 0.12%supplies338,000 -- 338,000 0.60%expenses118,188 -- 118,188 0.21%Community Services-- - 0.00%Increase in wages and benefits312,757 -- 312,757 0.55%
DescriptionBase Level RequirementService Level ChangesExternal Agency Total Change as %needs60,000 -- 60,000 0.11%Increase in facility admin other capital (non-TCA)30,000 -- 30,000 0.05%Increase in Rickard Recreation Centre expenses22,600 -- 22,600 0.04%Increase in event programming (including Canada Day)1,800 30,000- 31,800 0.06%ActiveNet fees102,414 -- 102,414 0.18%Increase in other Community Services expenses92,001 -- 92,001 0.16%Planning Services-- - 0.00%Increase in wages and benefits120,440 -- 120,440 0.21%Expenses4,466 -- 4,466 0.01%Increase Courtice CIP10,000- 10,000 0.02%Increase Orono CIP10,000- 10,000 0.02%consulting160,000 -- 160,000 0.28%Reserve Transfersreserves713,214 -- 713,214 1.26%reserve(25,000)-- (25,000) -0.04%Increase in transfer to municipal election reserve90,000 -- 90,000 0.16%-- - 0.00%Reserve Fund Transfers-- - 0.00%funds215,401 -- 215,401 0.38%Municipal Government Enterprise reserve fund(16,140)-- (16,140) -0.03%Municipal Capital Works reserve fund(75,000)-- (75,000) -0.13%reserve fund25,000 -- 25,000 0.04%
DescriptionBase Level RequirementService Level ChangesExternal Agency Total Change as %Increase to Facilities/Parks Maintenance reserve fund25,000 -- 25,000 0.04%Increase to Operating Equipment reserve fund25,000 -- 25,000 0.04%Increase to Community Services Capital reserve fund25,000 -- 25,000 0.04%Staffing reserve fund for future firefighters125,000- 125,000 0.22%capitalChange in Corporate Services10,000 -- 10,000 0.02%Change in Clerks(6,500)-- (6,500) -0.01%Change in EMS61,750 -- 61,750 0.11%Change in Engineering203,883 150,000- 353,883 0.62%Change in Operations219,250 -- 219,250 0.39%Change in Community Services6,500 -- 6,500 0.01%Change in Planning6,898 -- 6,898 0.01%Change in Library60,000 -- 60,000 0.11%IncludedNew staff430,000- 430,000 0.76%Estimated health and dental benefit increase297,952 -- 297,952 0.52%SummaryCouncil Chamber upgrades-70,000- 70,000 0.12%Playground equipment upgrades-130,000- 130,000 0.23%Orono Town Hall accessibility upgrades (net of grants)-207,000- 207,000 0.36%Other Requests
DescriptionBase Level RequirementService Level ChangesExternal Agency Total Change as %Capital--5,000 5,000 0.01%Grandview Children's Centre--20,000 20,000 0.04%Lakeridge Hospital Reserve Fund--250,000 250,000 0.44%External AgenciesClarington Public Library--69,204 69,204 0.12%Clarington Public Library - Capital Tax Levy--- - 0.00%Association--11,800 11,800 0.02%Clarington Museums--25,437 25,437 0.04%Visual Arts Centre--4,217 4,217 0.01%John Howard Society--211,531 211,531 0.37%Total Expense Increases4,881,399$ 1,672,000$ 597,189$ 7,150,588$ Net Levy Increase598,211$ 1,672,000$ 597,189$ 2,867,400$ Basis1.05%2.95% 1.05% 5.05%
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The Corporation of the Municipality of Clarington
40 Temperance Street, Bowmanville ON L1C 3A6 | 905‐623‐3379
ATTACHMENT 2
OPERATIONS DEPARTMENT
3 Temporary Workers (40 hours a week for 32 weeks)
Compensation: $95,132 total for all 3 positions
These staff members would be assigned to work Friday, Saturday, Sunday and Monday
from June to October and be responsible for special events. The Department currently
assists with over 70 community events and 10 major sports tournaments during the
summer months. Staff are required to deliver picnic tables and garbage cans, empty
garbage, additional cleanup in preparation of the event and then remove the items no
later than Monday, as well as field maintenance when required.
Depending on vacation schedules and workload, full time staff are reassigned to ensure
that these events have the necessary equipment needed. Several times during the
2018 season, the Department was pulling staff from forestry and sports fields to help
with the delivery of tables, stage and cans. Some weekends there were multiple
events. The Department has spent 961 hours of regular hours, 204 overtime hours and
83 double time hours. This impacts our delivery of our performance objectives. The
addition of these staff will allow the Department to maintain current levels of service
within the parks division and reduce overtime costs.
These workers would be assigned to forestry the remaining three months to assist with
block pruning, rural tree maintenance and other forestry services.
2 Seasonal Workers (40 hours for 16 weeks)
Compensation: $22,288 total for both positions
The Department is requesting two seasonal student workers to assist with the ongoing
maintenance of the Municipality’s tree inventory. They will update the current inventory
from 2012 and include trees in our parks across the municipality. They will assess
each tree and recommend a maintenance program over the next 3-5 years.
A tree inventory and subsequent management plan will provide a list of trees requiring
priority removal and pruning that can be carried out within the limits of budget and time.
The inventory can be used to monitor trees for safety risks on a continual basis. Data
collection will include location, species, diameter, condition, maintenance needs, and
proximity to utility lines, traffic signs and insect and disease problems.
If time permits, they will undertake an inventory and assessment of all parks. The
Department will reach out to Sir Sanford Fleming School Forestry program for potential
candidates.
Attachment 2 to
Report FND-004-19
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The Corporation of the Municipality of Clarington
40 Temperance Street, Bowmanville ON L1C 3A6 | 905‐623‐3379
CLERK’S DEPARTMENT
Position: Part-time Animal Care Attendant
Compensation: $43,608
Animal Services has been experiencing difficulty in meeting the service levels for its
shelter and animal care duties with only the existing 2.5 Animal Care Attendants. This
requirement was alluded to in the recent Service Delivery Review of Animal Shelter
Services. In late August, staff attempted to hire a short-term part-time attendant and
offered the job to three individuals – all of whom declined. A longer term commitment to
a part-time position is required to attract and secure a qualified employee. On a normal
working day at the shelter after 3:00 pm, the only staff in attendance are the 1 full time
Animal Care Attendant and the Shelter Supervisor. The Animal Care Attendant is
required to answer the phones, show residents animals for adoption, assist residents
with stray animals that they bring into the shelter and also assist residents with
concerns/issues/complaints that they would like to bring to our attention. Our part-time
employee currently works Friday / Saturday / Sunday and assists where possible when
a full time employee is away sick or on vacation. It is often difficult to cover for full time
sick or vacation hours given that part time staff usually have a second part time position
outside of the shelter to supplement their income. An additional part time employee is
required to assist in meeting the service hours.
ENGINEERING SERVICES DEPARTMENT
Position: Full Time Traffic Technician
Compensation: $78,205
Online statistics provided by the Communications Division show a 77% increase in
traffic related inquiries in 2018 as compared to the previous year. Staff have also
reviewed emails received from the public and Council which show a 42% increase in
email reports of traffic-related activity. In addition to the increase in public interest, the
Engineering Department has a number of new transportation and traffic related
initiatives, policies and studies to undertake including:
The Transportation Master Plan identifies several areas of transportation and
traffic deficiencies as well as recommendations for improvement to existing traffic
challenges;
The Active Transportation and Safe Roads Committee (ATSRC) was formed this
year with a mandate to interact with the public on active transportation initiatives
and vehicular traffic challenges. While the composition of this committee is
mostly Clarington residents, staff will be required to support the committee by
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The Corporation of the Municipality of Clarington
40 Temperance Street, Bowmanville ON L1C 3A6 | 905‐623‐3379
attending meetings, providing expertise, implementing initiatives and events, and
managing the budget;
Acting on recent changes in legislation or policies regarding Pedestrian
Crossings, Red Light Cameras, Automated Speed Control and increased
awareness of safety in School Zones and Community Zones (planning to add
several pedestrian crossovers (PXO) in 2019)
Conducting reviews and studies for speeding, 4-way stops, parking restrictions
and implementation of traffic calming techniques;
Realizing the full potential of new equipment, such as radar boards (currently
have six boards and have completed 300 installs/take-downs since 2013),
Miovision and flex signs (piloted seven locations in 2018 and received positive
feedback from the public and crossing guards – we would like to expand the
program in 2019). This equipment has proven to be very effective for a variety of
situations, however their usefulness is limited as we only have one staff member
installing, relocating and managing this equipment;
Consideration of 40 km/hr zones and School Zone Safety;
Relieving congestion at school zones intersections and downtown areas; and
Improving communications regarding road closures and improving awareness of
impacts to commuter routes through ideas such as the online interactive traffic
map.
Position: Full Time Development & Utility Technician
Compensation: $86,765
The need for a Development & Utility Technician arises as a result of the following:
In the past ten years, building permit values have more doubled yet no additional
staff have been added to the development review team which has remained the
same with one dedicated manager and two support staff that allocate roughly half
of their time to development review and follow up during construction.
Additionally, in the last few years the residential development component of the
new building permits has been between 80% and 90% of the total building permit
value which translates into a higher demand for staff time dealing with individual
residents enquiries related to their new homes. Again, to date these increases
have been managed with the same resources as the last ten years. The addition
of the Development & Utility Technician will assist the department in meeting the
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The Corporation of the Municipality of Clarington
40 Temperance Street, Bowmanville ON L1C 3A6 | 905‐623‐3379
needs of the development and utility industry while also addressing the
increasing demands of the public.
One of the recommendations from the PEP process was increased involvement
from the Engineering Department in the construction stage of site plan
development applications. The review and construction inspection of proposed
work being completed in the municipal right-of-way requires additional internal
resources. The influx of development applications during 2016 (34) and 2017
(49) are now reaching completion. At this point in the project cycle, the
inspections are required and are time-sensitive due to the release of securities.
One of the Department’s main goals is to improve the quality, clarity and
turnaround time of development review input as well as reducing the turnaround
time for submission reviews. While process improvements will help to achieve
these goals, the quantity of work and additional effort require additional
resources. For example, Site Alteration has become a major component for site
developments that wish to start prior to the full site plan agreement being in
place. This adds another level of review as in many cases the site alteration
leaves the site in an interim state that requires a better level of review. This, in
many cases, adds another task that staff have to manage that would normally be
addressed with the full site plan development. This extra step requires additional
staff resources.
Lot grading is an area that has taken much more time to address and is a
function of the number of building permits being undertaken as well as the
public’s inclination to be more involved in these matters than in the past.
Responding to lot grading siting plan requests has been expanded to include
information to the residents regarding their street frontage and identifying the
proposed location of infrastructure above and below ground (driveway locations,
street trees, utility boxes, valves, street lights, etc.) to assists new homeowners in
their decision-making process.
The number of Land Division applications has been increasing, and are expected
to continue increasing. This is a time consuming process, and while not much
input is provided from the public prior to the application approval, there is plenty
of public input and demands of staff time once a building permit is issued.
The Municipality has seen a significant increase in Municipal Consent (MC)
requests (2016 to 2017 80% increase, 2017 to 2018 increase 20%) and related
Road Occupancy permits which are individually reviewed by internal staff.
Road Occupancy permits also require restoration inspection, which have not
been completed as we do not have the staff resources. Currently, work is
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The Corporation of the Municipality of Clarington
40 Temperance Street, Bowmanville ON L1C 3A6 | 905‐623‐3379
inspected on a periodic basis or complaint driven. The MC requests also lead to
an increase in resident inquiries and concerns which must be addressed on an
individual and time-sensitive basis.
The Department anticipates that the number of MC’s will continue to increase for
the projected Bell program, above and beyond typical MC requests. Rogers also
has plans for upgrading their service with the installation of new fibre.
Additional staff will provide the Department more opportunity for cross training
which facilitates comprehensive coverage during vacation, more efficient
customer service, and better co-ordination between department groups.
Since the introduction of social media, customer service inquiries have increased
significantly resulting in a higher demand on staff resources.
PLANNING SERVICES
Position: Contract Planner 2 – Development Review – Zoning By-law Update
Compensation: $37,928 (2019) and $61,669 (2020)
ZONE Clarington has progressed to the point that it has released the rural portion of the
new Zoning By-law and hosted three Open Houses. Work has also commenced on the
four urban areas of the municipality. The Planner 2 contract position that is currently
assisting with this project expires on May 15, 2019. It is recommended that this contract
be extended by 18.5 months to the end of 2020.
This position was originally funded through a reserve fund to commence in October
2015, and through under-filling, with a Planner 1, has been extended to May 15,
2019. The Planning Services Department anticipates that this position will be
necessary until the end of 2020.
The levy impact is 75% of the annual contract amount (75% of $50,570 in 2019 =
$37,928; and 75% of $82,225 in 2020 = $61,669). The balance (25%) can be funded
through the Building Inspection Reserve Fund.
CAO’S OFFICE
Position 1: Full-time Programmer (through the merger of 2 part-time positions)
Compensation: $204 (not a misprint)
The Tourism Division has experienced many staffing changes over the last four years.
Inherently the part-time Clerk positions are entry-level jobs and cyclical in nature.
Inevitably these positions end up changing as staff move on and seek other
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The Corporation of the Municipality of Clarington
40 Temperance Street, Bowmanville ON L1C 3A6 | 905‐623‐3379
opportunities. Over the last four years, the Division has seen six people cycle through
the part-time Tourism Clerk role. This inconsistency is proving to be a challenge for staff
to maintain the day-to-day operations; it is especially difficult during the very busy
summer Tourism season. To solve this problem, achieve operational efficiency and
stability, we are proposing to merge the part-time Programmer position with one part-
time Clerk position.
EMERGENCY & FIRE SERVICES DEPARTMENT
Positions (6 in total):
4 Full Time Firefighters ($100,405 each, total of $401,620)
Full Time Prevention Inspection ($122,020)
Full Time Training Officer ($151,379)
The Fire Chief is requesting additional 4 firefighters, 1 additional Fire Prevention
Inspector dedicated to Fire and Life Safety Education and 1 additional Training Officer.
He has provided the following background information in support of his request:
In 1987, the Municipality began hiring firefighters, progressively staffing Station 1
(Bowmanville) and Station 4 (Courtice) with day shift firefighters.
In 1994 an agreement between the Municipality and Ontario Power Generation
required hiring additional firefighters to staff Station 1 24/7 and Station 4 12/7. In
time, Station 4 would also be staffed 24/7.
With Stations 1 and 4 staffed 24/7, the total number of firefighters was 32.
In 2003, a formal Fire Master Plan was commissioned highlighting the growth curve
in Clarington, increased residential development and increased calls for service that
impacted the demand on volunteer firefighters. This, along with future growth and
the need to enhance the department’s depth of response, illustrated the need for an
increase in staffing with both full-time and volunteer firefighters.
In 2008, a Fire Master Plan update recognized municipal growth influenced by
Holburn Bio-Medical Science Park, Courtice Energy Park, Darlington Nuclear Plant
refurbishment/expansion, the ITER project, Highway 407 expansion and Go Train
expansion through Clarington. The update provided recommendations projected out
to 2021 that included hiring 4 firefighters annually along with the construction and
staffing of an additional fire station in 2019.
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The Corporation of the Municipality of Clarington
40 Temperance Street, Bowmanville ON L1C 3A6 | 905‐623‐3379
In the fall of 2011, the Association (Local 3139) recommended that Council endorse
a minimum staffing clause of 4 firefighters per fire truck. The Association referred to
several documents and reports including: NFPA 1710- Standard for the Organization
and Deployment of Fire Suppression Operations, Emergency Medical Operations
and Special Operations to the Public by Career Fire Departments, NFPA 1720-
Standard of the Organization and Deployment of Fire Suppression Operations,
Emergency Medical Operations, and Special Operations to the Public by Volunteer
Fire Departments, The NIST Report and Operational Planning: An Official Guide to
Matching Resource Deployment and Risk from the Office of the Fire Marshal.
Several Reports were provided to Council addressing staffing fire trucks including
ESD 003-11, ESD 004-11 and ESD 006-11.
In 2011 full-time firefighters staffed Station 1 and Station 4 24/7 with a total of 32
firefighters.
In February 2014, a full Master Fire Plan was provided to Council providing the
Municipality with several recommendations to address the Office of the Fire
Marshal’s Three Lines of Defence: Public Education and Prevention, Fire Safety
Standards and Enforcement and Emergency Response.
With regards to Fire Prevention, the 2014 Fire Master Plan recommended hiring 2
additional Fire Inspectors and a dedicated Fire and Life Safety Educator within the
first three years of the plan (2017) and an additional Training Officer to address the
demand of sustaining the skillsets of 56 full-time and 125 volunteer firefighters in
offensive and defensive fire attack techniques, search and rescue, forcible entry,
ventilation, salvage and overhaul, emergency medical responses, water and ice
rescue, hazardous materials response, automobile rescue extrications, low level
rope rescue, awareness training in confined space, trench rescue, elevator rescue
etc.
With regards to the Public Educator and Training Officer, notes from Deputy Chiefs
in charge of Prevention and Training are attached.
With regards to Firefighters, the 2014 Fire Master Plan recommended staffing
Station 2 (Newcastle) with full-time firefighters. In 2015, with the rebuild of Station 2
complete, 16 firefighters were assigned to staff Station 2 24/7.
As of 2015, Station 1 was staffed with 20 firefighters, Station 4 was staffed with 20
firefighters and Station 2 was staffed with 16 firefighters with the additional 4
firefighters to be hired in 2016. The 2016 hiring of an additional 4 firefighters is
outstanding and has led to the 2019 budget request.
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The Corporation of the Municipality of Clarington
40 Temperance Street, Bowmanville ON L1C 3A6 | 905‐623‐3379
It should be noted a 2014 analysis by then Deputy Chief Berney, identified that it
takes on average 5.2 firefighters to minimize firefighters’ overtime and staff fire
trucks with 4 firefighters after taking into consideration the total of vacation time, lieu
days, sick days used and fire college assignments.
Hiring an additional 4 firefighters in 2019 would make a total of 60 firefighters
providing 24/7 protection at 3 stations in the following staffing model:
o Station 1 – 1 Platoon Chief and 4 firefighters (5) per platoon
o Station 2 – 1 Captain and 4 Firefighters per platoon
o Station 4 – 1 Captain and 4 Firefighters per platoon
Along with a minimum staffing practice of 4 firefighters per fire truck, the department
would only have to rely on volunteer firefighters staffing one truck to secure a depth
of response equal to 16 firefighters enhancing firefighter safety, operational
efficiency and effective Incident Management. It is for this reason I am strongly
urging the additional 4 firefighters.
The fire department is a composite department, with 25 volunteer firefighters
approved for each station. Volunteer firefighter hiring and retention is becoming
increasingly more concerning in a community where a majority of the working
population travels for employment limiting both their daytime availability and hours
per day availability. In 2019, we will hire approximately 20 new volunteers to fill
vacancies.
Council determines the level of fire protection service to be provided. As Fire Chief it
is my responsibility to interpret the ability of the department to respond using the
collective response data and report to Council the service level provided and
recommend changes when warranted.
Industry standards suggest when faced with a moderate risk fire (single family,
single storey residential dwelling) a minimum of 16 firefighters is required to arrive
timely, provide an effective search to rescue and suppress a fire safely. Our current
model that replies equally on full-time and volunteer firefighter numbers to staff fire
trucks is not adequate.
The characteristics of Clarington (611 square kilometers, 4 urban areas, several
hamlets and a large rural area) will require the use of volunteer firefighters within
Fire Services for many years. A fire response model that relies on a depth of
response ratio of 3 on-duty full-time fire trucks and 1 fire truck staffed by volunteer
firefighters with a minimum of 16 firefighters responding is required. To achieve this,
hiring 4 additional firefighters is required.
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The Corporation of the Municipality of Clarington
40 Temperance Street, Bowmanville ON L1C 3A6 | 905‐623‐3379
As the Director it is my responsibility to instruct, inform and supervise workers to
protect their health and safety, to appoint competent persons as supervisors and to
inform a worker, or a person in authority over a worker, about any hazard in the
workplace and train that worker in the handling, storage, use, disposal and transport
of any equipment, substances, tools, material, etc. Hiring 1 additional Training
Officer is required to effectively deliver the requirements of the Occupational Health
and Safety Act as it applies to nearly 200 employees of Emergency and Fire
Services.
Finally, the first line of defense is public education. Hiring 1 Fire Prevention
Inspector dedicated to fire and life safety will coordinate the department’s public
education efforts across Clarington, deliver effective public education to target
demographics reducing the affects and losses caused by fire.
It is not recommended that these positions be filled at this time for the same reasons as
were provided to Council in 2018. However, in 2017 and 2018 Council contributed to a
future staffing reserve fund. It currently has a balance of $249,557. It is recommended
that this continue in 2019. An increased contribution of $125,000 in 2019, 2020 and
2021 to the future staffing reserve fund would allow Council to hire full time fire staff
without a significant levy impact in any one year. The following chart illustrates the
proposed funding:
CORPORATE SERVICES DEPARTMENT
Full Time IT Security Specialist
Compensation: $105,000
This position was recommended in the IT Strategic Plan to be filled in 2018. It is not
recommended that this position be filled at this time for the following reasons:
1. The IT Strategic Plan (2017 – 2022) and every other strategic planning document
adopted by Council (e.g. Clarington’s Strategic Plan 2015 -2018, Official Plan
(OPA 107), Indoor Recreation Facilities Development Strategy (2017), Asset
Management Plan (2017), Transportation Master Plan (2016) and Master Fire
2018 2019 2020 2021
Opening 124,557$ 249,557$ 499,557$ 374,557$
Contribution 125,000 250,000 375,000 500,000
Withdrawal (500,000) (500,000)
Ending 249,557$ 499,557$ 374,557$ 374,557$
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The Corporation of the Municipality of Clarington
40 Temperance Street, Bowmanville ON L1C 3A6 | 905‐623‐3379
Plan from 2014) do not create any financial commitments. They all set out goals
and objectives that Council wishes to pursue for the benefit of the community.
Prior to making any financial investment in relation to any part of any Plan or
Strategy, Council needs to assess the merits of the investment at the time that it
is proposed.
2. In 2017, the Municipality obtained cyber-insurance risk for the first time at a cost
of $20,000. It covers privacy liability and business interruption (limit of
$500,000). A requirement for us to maintain this insurance for 2019/2020 at or
near the same premium is the creation and implementation of a business
continuity policy and procedure prior to the next renewal. There is a significant
amount of work involved in developing this policy and procedure. The work is
being done in-house by the IT Division (but was not reflected in the IT Project /
Keeping Lights On List that was recently circulated to Council).
3. Through Report FND-015-17, Council directed that $40,000 from Clarington’s
share of the Durham Municipal Insurance Pool surplus be spent in 2018 on a
cyber-security assessment and a further $15,000 be spent on cyber security
training and education. The assessment concluded that the Municipality has an
average risk rating in terms of internal network security, but is at high risk (below
average) of unauthorized access from external sources.
4. No matter the amount of investment in in-house cyber security personnel, the
greatest risk to the Municipality will always be our system’s users. All of the
cyber-security breaches of municipalities in Ontario that we are aware of are
attributable to user facilitated breaches (i.e. phishing). Education therefor needs
to remain a priority.