HomeMy WebLinkAboutCAO-020-20Clarington
Staff Report
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Report To: General Government Committee
Date of Meeting: October 19, 2020
Reviewed By: Andrew C. Allison, CAO
File Number:
Report Subject: Clarington Response to COVID-19
Recommendation:
Report Number: CAO-020-20
Resolution#: GG-371-20, C-434-20
By-law Number:
1. That Report CAO-020-20 be received for information.
Municipality of Clarington
Report CAO-020-20
Report Overview
Page 2
This report outlines how the Municipality responded to the global COVID-19 pandemic,
including actions taken to adhere to any Provincial and Federal decisions which impacted
Clarington's operations. Since the beginning of the outbreak, COVID-19 has been fast-
moving, forcing governments at all levels to pivot in response, alter operations and
implement existing emergency pandemic plans. The report outlines a timeline of Municipal
responses from March, the start of pandemic -related emergency measures, until September.
It outlines Municipal closures of facilities, how Clarington maintained its operations during
the height of the lockdown, and how the Municipality has gradually reopened.
1. Background
Setting the stage for the COVID-19 outbreak in Canada, Ontario and Clarington
1.1 What we now call COVID-19 started in Hubei Province in China as an unknown mystery
disease. Chinese authorities alerted the World Health Organization (WHO) of this
disease on December 31, 2019. On January 30, 2020, the WHO declared the COVID-
19 outbreak a Public Health Emergency of International Concern, and on March 11,
2020, it was declared as a global pandemic.
1.2 The first reported case of COVID-19 in Canada was on January 25, 2020, in a Toronto
man who had just returned from Wuhan, China. By the end of January, travellers from
Wuhan had seeded outbreaks in more than 30 cities in 26 countries. In response,
Ontario's Chief Medical Officer of Health, Dr. David Williams, said that patients
exhibiting symptoms who recently travelled would be tested and subject to a 14-day
quarantine, which correlates with the maximum incubation period for the virus. People
who showed symptoms were told to self -isolate.
1.3 In the first ten days of March, Canadian cases continued to climb as travellers began to
return from other global hotspots already infected with COVID-19. With March Break
looming in Ontario and thousands of families travelling abroad, the Provincial
government announced on March 12, 2020, that all publicly funded schools in Ontario
would close for two weeks following March Break. This was intended to allow Ontarians
travelling for a vacation to return and self -isolate for 14 days. Correspondingly, on
March 14, 2020, Foreign Affairs Canada issued a statement recommending against all
international travel and advising Canadians returning from abroad to self -isolate for 14
days.
1.4 Other than references to COVID-related financial incentives approved by Council, this
report does not address the financial impacts of the pandemic. Those impacts are
discussed in Report FND-035-20.
Municipality of Clarington Page 3
Report CAO-020-20
2. Municipality of Clarington responds to Public Health Crisis
Actions taken in March — COVID-19 closures
2.1 On the morning of March 13, 2020, a meeting of the Municipal Control Group was
convened. The Control Group consists of the Mayor, the Community Management
Emergency Coordinator (Fire Chief Weir), the CAO, Department Heads and
theCommunications Manager. This group is tasked with ensuring that the provisions of
our Municipal Emergency Plan are carried out. Each member of the Control Group has
a role to play in an emergency to ensure Clarington's Plan is executed.
2.2 The Control Group began analyzing the current status of the pandemic, its impact on
public health and Municipal operations. From the outset, it became evident that the
Municipality needed to take decisive action to protect public health. The Municipal
Emergency Plan was consulted, specifically Annex V, which outlines business continuity
in the event of a pandemic.
2.3 A Special Council Meeting was convened to apprise Council of the situation. The
meeting was held on March 13 in the afternoon. Through Report CAO-010-20, Council
was advised that Clarington administration would close all recreation facilities to the
public and cancel March Break camps, facility rentals and drop -in programs, effective
11:59 p.m. on March 13. At the conclusion of the meeting, Councillors gave the Mayor
the authority to cancel or reschedule Committee and Council meetings as necessary.
It's important to note that the Municipality decided to close its facilities to the public
ahead of the Provincial order to close recreational programs issued on March 16. The
following day, on March 17, the Province of Ontario declared an emergency. Following
that declaration, the Province quickly began to close non -essential businesses and
asked people to stay home to prevent the spread of COVID-19. This was the beginning
of a Province -wide lockdown to stop the spread of the virus.
2.4 From that initial decision to close recreation facilities, the situation shifted and began to
change very quickly. On March 16, Clarington closed the remainder of its buildings and
facilities to the public. The following day, the Municipality released a list of public
services that would continue to be offered during the building closure. On March 17, the
Control Group also established protocols in the event a resident needed to come in and
access a service urgently. They would need to book an appointment ahead of time and
answer pre-screening questions. That same day, the Control Group established health
and safety protocols to protect staff working in the community and Municipal buildings.
2.5 The Control Group held daily meetings during the first several weeks following the
Provincial decision to close schools. Internally, discussions turned to physical distancing
and implementing work -from -home procedures for staff who were able to fulfil their
duties remotely. A work -from -home agreement was implemented on March 18, and for
the following three weeks until April 9, Clarington's Information Technology Division had
multiple staff members on -call from 7 a.m. until 11 p.m., supporting staff needs to set up
Municipality of Clarington
Report CAO-020-20
Page 4
and work from home. For those staff members unable to work from home, the
Municipality established flex hours. Internally, in the Municipal Administrative Centre
and other facilities, workstations were moved around to create physical distancing for
those employees working in the office. Departments also established rotating staffing
schedules and some flexibility in shifts while maintaining core office hours. Clarington's
Human Resources Division worked closely with the Control Group to develop protocols
for COVID-19 illness and requirements for staff returning from travelling abroad.
2.6 On March 23, Council met with some members participating electronically using
teleconference for the first time during the pandemic. This was done in accordance with
the Provincial order issued on March 19, allowing municipalities to hold Council, local
board and committee meetings electronically. During the meeting, Council approved a
staff report, FND-007-20, that would provide property tax relief for residents during
COVID-19. Essentially, Council waived tax penalties and interest for 60 days for May
and June. During that meeting, Council also temporarily transferred legislative authority
to the Mayor to help expedite any critical municipal decisions required during the
pandemic as outlined in report CAO-011-20. To date, the Mayor has not been required
to exercise any of the authority delegated to him on March 23.
2.7 Simultaneously, while responding to the Provincial emergency and making key
operational decisions, Department Heads were creating business continuity plans for
their work units, analyzing which services were critical and should continue. Department
Heads also created a list of work duties and jobs for potential redeployment
opportunities. On March 23, the Province released a list of all non -essential businesses,
which excluded municipalities. Based on the available information, Clarington took a
cautious approach recognizing that Municipal work still needed to proceed with robust
safety precautions. With the Provincially mandated closure of recreation facilities, the
Municipality made the difficult decision to place 339 part-time staff members working
predominantly in the Community Services Department on Declared Emergency Leave
(DEL). The Province passed legislation on March 19 for job -protected leave ensuring
people had a job to return to once pandemic restrictions started to ease.
2.8 On March 20, the Municipality closed all playground equipment and structures. On
March 27, the Municipality also closed all leash -free dog parks. And on March 30,
Clarington cancelled all spring recreation programs and sports facility permits.
2.9 On March 27, the Province issued a ministerial designation under the Provincial
Offences Act authorizing Municipal Law Enforcement Officers (MLEO) to assist police in
enforcing the Provincial emergency orders. Consequently, Clarington's Municipal Law
Enforcement Division reached out to Durham Regional Police Services (DRPS) and
other area municipalities to develop cooperative enforcement protocols. Simultaneously,
as more people stayed home, calls to By-law Enforcement increased, most were
parking complaints.
Municipality of Clarington
Report CAO-020-20
Actions taken in April
Page 5
2.10 April was an equally busy time as the Municipality continued to shift with the turning tide
of COVID-19 and the building list of restrictions during the lockdown period. On April 1,
Clarington declared a local state of emergency that provided the Mayor with some
additional powers (none of which have been exercised to date).
2.11 As of April 3, the coordinated enforcement of provincial emergency orders between
MLEO and DRIPS was well underway. Also, at this time, staff were working with local
groups to determine if/how regularly scheduled festivals could proceed. On April 6,
Clarington decided to allow advisory committees to continue with their scheduled
meetings using teleconference or other meeting technology such as Microsoft Teams.
The advisory committees had to implement a Clerk -approved protocol to ensure
meeting openness and accessibility to the public. On April 8, Department Heads
identified redeployment opportunities for office staff who previously supported services
suspended by the Provincial orders.
2.12 Many Municipal services and operations, including tendering for projects, continued in a
modified way. The projects that fit within Provincial regulations and adhered to safety
guidelines moved forward to help facilitate economic stability. On April 14, Council
received Report CAO-012-20 which outlined the Municipality's Business Continuity
Plans. On the same day, the Municipality closed its boat launches.
2.13 On April 20, the Municipality cancelled its Canada Day event. While fishing continued in
Clarington, many other municipalities were closed to avid anglers. The Municipality
developed a communications campaign promoting safe local fishing. Simultaneously
Clarington dispatched MLEOs to the area to discourage people from outside Clarington
coming to fish.
Actions taken in May — gradual reopening
2.14 In May, we saw a gradual easing of Provincial restrictions, with Ontario entering Stage
of reopening on May 19. During this stage, retail stores with a street entrance could
provide curbside pickup and delivery, as well as in-store payments and purchases at
garden centres, nurseries, hardware stores, and safety supply stores. To support this
gradual reopening, Clarington Tourism set up a campaign to encourage residents to
shop locally. With these amended orders, Clarington also reopened its community
gardens, and on May 19, the Municipality reopened its leash -free dog parks. The
following day, on May 20, Clarington reopened its tennis courts. At the same time, the
Municipality made the difficult decision to cancel summer camps and indoor facility
permits until June 28.
2.15 With the closure of our recreation facilities, the Community Services Department
redeployed 16 full-time facility staff to Operations (now Public Works) to assist with road
maintenance, forestry, horiculture and cemetery operations. Help in these areas during
Municipality of Clarington Page 6
Report CAO-020-20
the spring and summer months is normally provided by seasonal and student
employees.
2.16 On May 25, Council received Report CAO-015-20 which provided an update to the
Municipality's COVID-19 business continuity planning.
Actions taken in June, July and August — continued reopening
2.17 June saw a continued move to loosen restrictions. With warm weather and more people
seeking refuge outside, on June 9, Clarington launched a campaign about safe beach
use promoting open spaces and urging residents to follow the rules, including physical
distancing. During that time, while other municipalities across the Greater Toronto Area
closed their beaches, Clarington experienced crowding at our beaches. Staff from
Municipal Law Enforcement, Operations and Fire Services worked together to ensure
that visitors were safe and to minimize the impact on area residents.
2.18 The Municipality also shared its plan for a different kind of Canada Day celebration,
launching a celebration kit to mark Canada's Birthday during pandemic times with a
slogan: "together but apart." These celebration kits were put together with family -friendly
items and an activity booklet with ideas for fun games, crafts, and snacks to help
promote a physically distant celebration. Residents could pre -register to pick up a kit.
The kits were launched on Friday, June 5, and within four hours Clarington ran out of
the first 1,000. As a result, another 1,000 kits were secured and available to the public
as of June 8. Within 48 hours, that batch was spoken for. Clarington also partnered with
the Region of Durham and the other local municipalities to promote a pre-recorded
Region -wide video celebration.
2.19 On June 15, Clarington Tourism launched an online Business and Attractions Director
based on the advice and input received from its Tourism Advisory Committee. The
directory contains up-to-date information on what businesses and attractions are open
so that residents can rediscover their community. Following the path to a gradual
reopening, on June 19, the Region of Durham entered Stage 2 of Ontario's reopening
framework. The Municipality was prepared for this, and that very same day, Clarington
unveiled its plan for a cautious reopening. The plan listed in detail which services and
amenities would reopen including splash pads, modified summer camps, and the
Municipal Administrative Centre.
2.20 Undoubtedly, throughout all the changes, COVID-19 had a dire impact on a lot of
Clarington residents and businesses. Recognizing the need for financial support, during
a meeting on June 22, Council passed an unprecedented COVID-19 financial support
package for taxpayers and businesses. Details of the financial support package are
outlined in Report FND-018-20. The support package totalled $2 million, with $1 million
dedicated to a temporary property tax relief program for those residents whose taxes
prove to be "unduly burdensome." The remaining $1 million was dedicated to the
development of a Community Improvement Plan to help qualifying businesses who had
to implement safety improvements as directed by Public Health to reopen safely during
Municipality of Clarington Page 7
Report CAO-020-20
COVID-19. Through Report FND-018-20, Council also approved a Community COVID-
19 Support Program, totalling $100,000; as well as rent relief for Community Agencies
renting space in Municipal buildings. Attachments 1 and 2 are memos from the CAO to
the Mayor and Council, dated September 21, 2020, which describe how these funds
were allocated amongst our community organizations.
2.21 July was a busy month across Durham and in Clarington. On July 6, Durham Public
Health made non -medical masks and face coverings mandatory in indoor places. To
prepare for reopening, Clarington also developed a Municipal COVID-19 Recovery and
Reopening Plan, which was shared with all staff. The plan provides a framework and
guides Municipal operations throughout the stages of the Provincial reopening. It
outlines guidelines for a safe return to the workplace; it contains a workplace
assessment plan; as well as the formal work -from -home agreement.
2.22 On July 13, Clarington reopened the Municipal Administrative Centre to the public, with
strict safety protocols in place. The Municipality moved quickly to implement safety
protocols as mandated by Public Health to reopen many of its services to the public
throughout July, as outlined below:
• July 15 - Municipal Law Enforcement Office reopened to the public,
(announced to the public on July 13)
• July 20 - Clarington resumed its modified summer camps
• July 24 — Clarington reopened the Orono outdoor pool
• July 24 — Clarington reopens its playgrounds and allows field permits to be
issued (announced to the public on July 23)
• July 29 — In collaboration with Lakeridge Health, Clarington opens a COVID-
19 testing site at Garnet B. Rickard Recreation Complex
• Throughout July and August, staff in planning held virtual focus groups and
consulted local businesses in the development of the COVID-19 Community
Improvement Plan (CIP).
2.23 On July 3, the Province amended its emergency orders to allow restaurants to extend
their patios fast -tracking the Municipal approval process and eliminating red tape. Staff
in both Planning and Engineering contacted all restaurants that had the potential to
expand and assisted with setting up both private outdoor patios and on -street outdoor
patios.
2.24 Also, in July, during Council summer recess, staff in the Clerk's Department began
working on a long-term solution for remote participation in Council and Committee
meetings to prepare for a September start.
Municipality of Clarington Page 8
Report CAO-020-20
2.25 In August, the Municipality continued to reopen services. On August 4, the South
Courtice Arena reopened one ice pad for rentals; while on August 10 the fitness training
centre reopened for pre -booked workout time slots. On August 12, Clarington received
some good news, as the Province announced the Municipality would get $2.1 million in
COVID-19 relief funding as part of the federal -provincial Safe Restart Agreement. At the
end of August, Clarington also announced its plan for a staggered start to fall
recreational programming.
Actions taken in September
2.26 In preparation for the September 14 Committee meeting, staff in the Clerk's Department
integrated the Microsoft Teams system with the sound, display, and the livestream
webcasting systems. This new environment allows for flexibility so that members of
Council can participate either in person or remotely. While members of the public are
not yet permitted to physically attend Committee or Council meetings, this technology
will provide presenters and delegations with the flexibility to also participate remotely, or
in person.
2.27 As the second wave of COVID-19 looms over Ontario, throughout September, the
Municipality monitored changes in Provincial legislation in screening protocols, and
other safety measures as the virus case count continued to rise. On September 26, the
Province amended its COVID-19 screening requirements for employees and essential
visitors before they enter the workplace. Clarington staff quickly responded by creating
an online application to allow staff to fill out screening questions before they enter the
workplace. This information can also be filled out manually. Clarington's existing in -
person screening for the public entering our buildings also continues as the Municipality
follows all public health protocols.
2.28 On September 28, the Municipality held a Public Meeting to gather feedback for the
proposed COVID-19 Community Improvement Plan. A staff report with a proposed plan,
guidelines and parameters will be prepared for Council consideration in October.
3. Communications
3.1 From the outset of the pandemic in Ontario, the Municipality implemented a robust
communications protocol to inform and engage residents as well as internal staff. A
dedicated COVID-19 webpage was developed, which was updated daily during the
months of the COVID-19 lockdown until mid -July. Beyond July, the page is now updated
as needed. All COVID-19 page updates were also shared on social media and posted to
the various Facebook community groups to ensure residents were getting the
information needed. From March 12 to September 11, the COVID-19 webpage had
67,523 pageviews, that's 8.4 per cent of views for the entire website during that period.
This page alone has nearly 1,000 subscribers. During that time, the Municipality issued
29 formal press releases. Clarington designed social media graphics with safety
messaging following WHO, Centre for Disease Control, Health Canada and Public
Municipality of Clarington
Report CAO-020-20
Page 9
Health guidance. The interaction and response on our social media accounts is
documented in the following infographic:
• • Social
Media
March 12 to September
11, 2020
1
7
1,500
i
�J
Social media messages sent
(Facebook and Twitter)
1
Engagements
of the
amount of interaction
posts(Measurement
with our COVID-19
-
1.9 Million
comments and shares)
Impressions
• •
(The number of
R
times Clarington's
CCVID-19 content
was displayed in
17J 78 967
someone's social
media feed)
Link Clicks Comments Received
(Number of times
someone clicked the
post to learn more)
3.2 The Communications Division also prepared numerous collateral materials including
posters, facility signage and health and safety messages. Attachment 3, COVID-19
Communications collateral, provides a more detailed description of the amount and
types of materials developed. Communications staff were recognized for these graphics
created by the Association of Registered Graphic Designers. The work was highlighted
in an industry newsletter.
3.3 Internally, Communications assisted with messaging developed for staff. An internal
SharePoint COVID-19 website was developed with news and resources for staff
working both internally and remotely. Communications also provides daily update emails
to the Control Group, the Mayor and Council on any COVI D-1 9-related news and
developments.
3.4 Clarington staff have also reimagined public consultation meetings and advisory
committee meetings. During the pandemic, many were held using Microsoft Teams,
Zoom or conference calls. The Tourism Advisory Committee met four times during the
pandemic, while the Clarington Heritage Committee has held four meetings since April
21. The Agricultural Advisory Committee has met five times since April 9. The work of
Municipality of Clarington
Report CAO-020-20
Page 10
the Committee of Adjustment also continues, as the committee has held five meetings
since May 7, with a total of 24 minor variances heard in that time. Two more Committee
of Adjustment meetings are scheduled in October with 35 minor variances to be
considered. The Planning and Development Services Department also held 11 pre -
consultation meetings from May 14 to September 17, 2020. The Clerk's Department
held several public information meetings using Microsoft Teams regarding the Ward
Boundary Review. This is just a snapshot of the engagement that has continued
throughout COVID-19.
4. Conclusion
4.1 This report provides an overview of Clarington's robust response to COVID-19. From
the closure of buildings and facilities to maintaining services at the height of the
lockdown to a gradual reopening, the Municipality has pivoted and adapted its
operations as necessary to respond to the pandemic and all the directives and
restrictions imposed by both the Province and Durham Region Health. Clarington has
tried to strike a balance, keeping public safety at the forefront while maintaining service
levels and allowing residents to access much -needed amenities. Throughout the fall and
into winter, Clarington is poised to respond to the second wave of COVID-19 and
prepared to pivot as the Province potentially cycles back through its stages of
reopening.
Staff Contact: Basia Radomski, Communications Manager.
Attachments:
Attachment 1 — Memo from CAO to Mayor and Members of Council dated September 21,
2020, regarding the Community COVID-19 Support Program
Attachment 2 — Memo from CAO to Mayor and Members of Council dated September 21,
2020, regarding rent relief for Community Agencies
Attachment 3 — COVID-19 Communications Collateral
Attachment 1 to Report
CAO-020-20
Memo
If this information is required in an alternate format, please contact the Accessibility
Co-ordinator at 905-623-3379 ext. 2131
To: Mayor and Members of Council
From: Andy Allison, CAO
Date: September 21, 2020
Subject: Community COVID-19 Support Program Recommendations
Through Report FND-018-20, COVID-19 Financial Support Update, Council directed
staff as follows:
That Community COVID-19 Support Program guidelines and application, as
included in Attachments 4 and 5, be approved and Staff be directed to proceed
with the intake with the Director of Finance, Director of Community Services and
the CAO being delegated authority to award grants;
We received a total of 35 applications that represented $155,510 in requested funding.
We also received a couple of applications that were incomplete. Staff followed up on the
incomplete applications, however, we did not hear back from those applicants. Their
incomplete submissions were therefore not considered.
Community Development staff reviewed all completed submissions against the criteria
approved by Council to determine their eligibility. Eligible submissions are set out on
the attached spreadsheet. Staff reviewed every application to determine their merit and
determine an appropriate level of funding.
The priority areas we considered included services provided to the most vulnerable
residents in our community (youth, elderly, low income, etc.). In most cases, we were
able to provide the full amount of funding requested by organizations providing services
in these areas. We were also aware of the impact COVID-19 has had on our arena and
hall boards. With that in mind, we only made minor reductions to some requests for
funding from organizations delivering these types of services. We tried to treat these
organizations in a consistent way, cognizant of our obligation to remain within our
$100,000 approved budget.
Page 11
The Corporation of the Municipality of Clarington
40 Temperance Street, Bowmanville ON 1-1 C 3A6 1 905-623-3379
Clarington Memo
It should be noted that a couple of the groups who received funding were also eligible
for our rent relief program as they lease space in our municipal buildings. In some
cases, funding recommendations were reduced to not duplicate financial assistance.
The details of each organization's request for funding, the amounts requested, staff
comments and the amounts granted are all shown on the attached spreadsheet.
The following groups did not receive funding under this program:
Bowmanville Garden Allotments — Expenses identified were not directly related to
COVID-19 impact (annual insurance costs, future fencing repairs).
Bowmanville Tennis Club — The expense identified is for court re -surfacing that is being
moved to 2021 due to lower membership numbers this season. Tennis was one of the
sports allowed early in the Province's reopening plan and players were able to enjoy the
majority of their season.
Clarington Girls Hockey Association — They identified the need for funding to pay off
remaining 2019/20 season costs. Original plan was to use new 2020/21 registrations to
do so, it was felt that this was not a proper use of the funding available.
Orono Agricultural Society — With the cancellation of the Fall Fair and other fundraising
activities, the request was to use the funds for their educational program at the 2021
Fair. We recommended that they submit a separate funding request under the usual
program during the 2021 intakes.
We are confident the funds that Council has generously provided for our community
partners has been distributed in a fair and equitable manner. In many cases, the
financial assistance will not fully mitigate the impact that COVID-19 has had on our
community, but it will provide some of the needed assistance in all cases. All applicants
having been advised of the grants. Some organizations may be eligible for the recently
announced Provincial and Federal funding to support not -for -profits to fill the remaining
needs.
Andy Allison
CAO
Page 12
The Corporation of the Municipality of Clarington
40 Temperance Street, Bowmanville ON L1 C 3A6 1 905-623-3379
Clatingtoju
cc: George Acorn, Director of Community Services
Trevor Pinn, Director of Finance/Treasurer
Lee -Ann Reck, Client Services Manager
Memo
Page 13
The Corporation of the Municipality of Clarington
40 Temperance Street, Bowmanville ON L1 C 3A6 1 905-623-3379
Attachment 1
Organization
Description / Use of Funds
Request
Request @ 64%
Comments
Received
Running Balance
Alzheimer Society of Durham Region
New Program / Initiatives: With the onset of COVID-19, the clients we serve are part of a
$2,500.00
$1,600.00
vulnerable population with heightened risk of increased caregiver burn -out and stress due to
social isolation. ASDR has quickly converted many of its programs, including online caregiver
support, counselling and education, to a virtual platform to increase the number of possible
interactions with our clients ensuring their safety and health during this time of heightened
stress. Utilizing virtual technology (online visits, education, assessment, and social &
recreation sessions) is a critical component of maintaining client engagement during
COVID-19. Not only does the use of virtual services allow for face-to-face interaction during a
not for profit, deal with
time of physical distancing, but it also serves the needs of clients who may not have been able
vulnerable sector
$2,500.00
$100,000.00
to attend in -person otherwise such as those requiring respite, or those with family who are
geographically distant. With only 20% of clients living with dementia accessing ASDR's
support, it is imperative that information and awareness is disseminated to the public. This will
include traditional forms of marketing as well as providing activity boxes (containing exercise
equipment, brain games, nutritional information & recipes, local resources and where
appropriate, tablets and accessories along with technological support) for clients and
caregivers without online access. Due to overwhelming demand, we are currently unable to
racnnnri to tha riamnnri cinra imnlamantinn this nilnt nrniart
Autism Home Base Durham Inc (AHB)
New Program / Initiatives and lost revenue. Throughout the social distancing restrictions
$5,000.00
$3,200.00
we have delivered virtual programming six days a week, once or twice each day. Our
marginalized participants have struggled with makeshift tools and supplies for our daily art,
music, social, gaming and fit at home programs by video. This grant will offset individualized
program kits to keep participants connected and ensure a high -quality experience. Kits will vary
by participant and may include percussion instruments and sensory movement tools; basic art
supplies including brushes, paints, pastels; and yoga mats and resistance bands; etc. Once
our centre and community -based activities re -open, participants will be required to bring their
Receiving rent relief as well
$2,500.00
$97,500.00
own kit with these supplies to programs, since they will not be able to share supplies and
equipment for the foreseeable future. We are focussed on plans for a safe re -opening to
ensure our isolated families can resume programming that gets them out of the house, active
and engaged as soon as we can do so safely New, unforecasted expenses including
enhanced cleaning (contract professionals), staff and volunteer training, equipment, supplies
and signage are estimated at $6,500. This budget item was prioritized and approved by the
Board of Directors, in spite of forecasted revenue decreases.
Big Brothers Big Sisters of Clarington
New Program / Initiative; Lost Revenue: When the pandemic hit and isolation orders were
$5,000.00
$3,200.00
released we immediately began to connect with our volunteers, families, and community
supporters to share our immediate plan to begin transforming our programs so that they can be
delivered safely and effectively through a virtual platform. Our area of focus was our Traditional
Match Program as the interruption to our School Based Programs was initially unclear (not
knowing schools would remain closed beyond the initial two weeks). The transformation and
continued delivery of our Traditional Match Program has been very successful so far, but we
have much more to do. We need to transition all of our programs which serve Clarington
children (School based programs such as In School Mentoring, Go Girls, Game On, and After
not for profit, challenges with
School as well as our Big Bunch program) and ensure that all children needing support have
COVID related restrictions,
$5,000.00
$95,000.00
the technology and resources required to be mentored virtually, and to ensure that they remain
need to pivot services to
connected, engaged and supported even during times requiring physical distancing which will
continue services
force young people to navigate a completely new school environment as attempts to deliver
provincial educational curriculum resumes this fall. We need financial support to ensure we
can respond to deepening needs and growing demand for mentorship in our community. We
will also need to invest in technology to ensure the platform utilized for our School Based
Programs enables us to ensure child safety standards and program perameters are
maintained. There will be expenses related to both software and hardware (estimated at
$3000) as well as cost involved with training (staff, children and volunteers), volunteer
r
Bowmanville Garden Allotments
Ongoing expenses: insurance required by the municipality and portable toilet rental. Future
$5,000.00
$3,200.00
fencing expenses. Annual insurance 780.00. Portable toilet 980.00. Future expenses pending
ongoing expenses, not COVID
$0.00
$90,000.00
to be determined.
related
Organization
Description / Use of Funds
Request
Request @ 64%
Comments
Received
Running Balance
Bowmanville Older Adult Association
New Program Delivery / Lost Revenue: This funding would be used to: support virtual
$5,000.00
$3,200.00
programming, supply delivery, and staff payroll. The BOAA closed its facility on March 13
2020, all but two staff were temporarly laid off and programs/events were cancelled. During
will need to pivot service
this period we have lost all revenue resources - including three of our largest annual
delivery to continue to provide
$4,500.00
$90,000.00
fundraisers. Any funds received via this grant would be used to assist us in organizing,
services for vulnerable
implementing and staffing virtual programming alternatives. These would be run via zoom,
population
mercuri teleconference and in person Drive Thru programming options. Fund would be used to
assist in covering program instructor costs, supplies and staff admin support.
Bowmanville Tennis Club
Lost Revenue: Due to Covid, our membership was considerably lower than usual. We had
$5,000.00
$3,200.00
Not COVID related, first sport
planned to resurface courts this year, but had to cancel as revenue was down and our
allowed to start request refers
$0.00
$85,500.00
expenses were the same. We are hoping with some funding it will be possible to go forward
to capital improvement next
next year with resurfacing.
year
Bowmanville United Soccer Club
Lost Revenue: We provide uniforms which cost $15,000 as well as Soccer Balls for youth
$5,000.00
$3,200.00
ages 7-12 which cost $5000. We are a volunteer board so our staff costs is unchanged.
limited impact based on cash
$2,500.00
$85,500.00
flow issue
Brownsdale Community Centre
Lost Revenue: The hall board of Brownsdale Community Centre offers a facilty where
$3,000.00
$1,920.00
Clarington residents can use it as a meeting place for service groups, families, wedding and
birthday celebrations. The revenue derived from this is used to pay utilities and regular
upkeeps to the building. We have been closed since March 15, 2020. In that period and to this
date we have lost income in the amount of $5,310.00. Our current Bank balance is $3,578.14
significant impact to hall
(includes prudent reserve) and our monthly utilities last year averaged $550.00 monthly. We
boards to assist in maintaining
$2,500.00
$83,000.00
can survive for 7 more months. Who knows how long this pandemic will last and things return
services
to normal, or what that "normal' will look like. If we do not need these funds, we will return to
the Municipality. Recently we were advised that we will receive $2,500.00 from the Grant
Application. These monies were designated for specific items. If we are allowed to open this
year, we will need those items. If not the Grant monies will be used for those items when open
Caremonger Oshawa and Clarington
New Program / Initiative: Caremonger Oshawa and Clarington provides a variety of services,
$3,000.00
$1,920.00
including: -grocery delivery -shopping pick up -food donations -offers of assistance
regarding uninsured medical expenses -community outreach activities. The core populations
served are those most vulnerable to Covid19, including seniors and those
immunocompromised. The service, in addition to providing continuity and access to food and
other essential goods, is also seen as a relieving social connection for many patrons.
Caremonger Oshawa and Clarington addresses a variety of needs across a broad geographic
area, with a noticeably larger requirement for the Oshawa remit. Need in Clarington is
concentrated in select locations in Bowmanville (ie., Liberty Inn, 2 Nelson Rd apartments), with
other locations in Courtice, Orono, and Newtonville having been serviced occasionally. Monthly
expenditures since March have been variable due to the rapidly evolving nature of Caremonger
Oshawa and Clarington. Initially it was approximately $2000 of spending through March out of
pocket from volunteers. A GoFundMe campaign raised $4000 and $4000 was provided by
meets criteria, intiatives
$3,000.00
$80,500.00
United Way over the course of April. Average monthly spending is approximately $1500-2000
supported
for the purchase of groceries and other essential goods. To -date $250 has been used to
purchase 10 $25 dollar gift cards to give to volunteers upon completing 10 deliveries. For some
spending additional, one-time fundraising is conducted, such as purchasing plane tickets for a
traveler stranded in Durham Region. Our premises are provided with the generosity of the
Downtown Oshawa BIA and the Sacco Group, and we are hoping to reimburse Sacco Group
for expenses related to our occupancy. Our telecommunications to -date are kindly handled by
Melotel. Membership, most broadly defined, is focused around the Facebook group, which
we see as the core of our community and the source of many of our connections, which has
approximately 1900 followers as of this writing. Of these, there is a group of around 20 regular
volunteers which conduct the bulk of the work and support one another. Services are provided
as -needed, mostly during day light hours, seven days a week and have been since March.
Volunteers are readily available at many hours. The telephone line that we operate is a strictly
Organization
Description / Use of Funds
Request
Request @ 64%
Comments
Received
Running Balance
Clarington Baseball Association
Lost Revenue / New Program / Initiative: The CBA has plans to continue with a limited
$5,000.00
$3,200.00
season for our Rep and Select players following a return to sport protocol laid out by Baseball
Ontario and the Eastern Ontario Baseball Association. Within that protocol are strict
limited impact based on cash
requirements our coaches and players much adhere to surrounding COVID-19 safety
flow issue
$2,500.00
$77,500.00
requirements including PPE and hygiene standards. Currently, we have close to 200 players
who will need a supply of PPE including hand sanitizer, masks, cleaning products for the
equipment, benches, etc. Our estimated PPE budget is $1,800.
Clarington Girls Hockey Association
Lost Revenue: Due to the closing of arenas and the inability to open registration for the 2020-
$5,000.00
$3,200.00
s related, last year'bills should
2021 season we have not collected fees since last season. We need to pay final season bills
have been paid last year's
$0.00
$75,000.00
and operating costs.
Clarington Martial Arts
os evenue: A return to tull membership is expectecl with e opening ot School programs.
$5,000.00
$3,200.00
The grant would be used to offset: 1) facility rental (our landlord has applied for the federal
program and has temporarily reduced our rent). Along with this our number of athletes
limited impact based on cash
$2,500.00
$75,000.00
processed per operating hour will be 25% of our numbers prior to COVID. 2) staff are all
flow issue
currently accessing CERB but that will run out prior to the anticipated re -opening of full
program. Staff are currently volunteering their time.
Clarington Minor Lacrosse Association
Lost Revenue: Credit cards processing fees: $3 324.50 Player cards: $323.00
$5,000.00
$3,200.00
Organization Insurance: $2 093.04 Computer Software: $168.36 Field Lacrosse Registration:
$1 800.00 Annual General Meeting: $1 042.33 Ontario Lacrosse Association team fee:
limited impact based on cash
$2,500.00
$72,500.00
$582.00 Equipment and Clothing: $52 864.00 Banking Charges: $676.01 (until June 30th)
flow issue
Tournament Revenue: $30 000 Tournament Registration: $449.55 Gaels Support Donation:
$500 R 5
Clarington Swim Club
Lost Revenue: These funds would go toward swimming pool bills that will be incurred once
$5,000.0000
$3,200.00
limited impact based on cash
facilities are open. Our club is used to running programming with 80-150 community members
flow issue, apply credit on
$2,500.00
$70,000.00
coming through the doors in a 4-5 hour window and we will only be able to process
account seeing as though
approximately 25% of that capacity going forward.
request is to request permits
Clarington Tamil Association
New Program / Initiative / Lost Revenue: salary for teacher - online distance learning
$5,000.00
$3,200.00
meets criteria, pivoting to
Printing Transportation cost for delivering home work for people who don't have technology.
provide services under COVID
$2,500.00
$67,500.00
Darlington Soccer Club Inc.
Lost Revenue: As of March 12, 2020 Ontario Soccer suspended all soccer related activities
$5,000.00
$3,200.00
until further notice. On June 11th, Ontario Soccer released a Return to Play Guide/Plan on a
regional basis which consists of a three-phase approach. These phases apply equally to all
recreational/competitive and high performance soccer. Basically our soccer game is changing.
It includes controlled and monitored environments to ensure social distancing is happening at
all times for players, team officials and parents. Safety is our top priority as we move into each
Phase. Not only does Darlington Soccer need to comply with the guidelines from Ontario
Soccer, but also with Clarington, as we await the opening and permitting of fields and the
credits to account for fall?
$2,500.00
$65,000.00
Bowmanville Indoor Soccer Facility. As a result of the Covid-19 pandemic, Darlington made
the difficult decision to cancel several our our programs ( In February, March, April, May and
June ) for the safety our our members. As you are aware, Darlington is a not for profit
organization and any monies earned are put back into our programs to benefit our community.
Several of the Soccer Clubs in Durham Region have cancelled their outdoor seasons and
Darlington will be forced to make the same decision soon. We pride ourselves on working
together over the past years with Clarington to provide accessible, affordable, high quality
snrrar nrnnr
Durham Outlook for the Needy
Lost Revenue: Our refrigerated van is now picking up and dropping off food and supplies
$5,000.00
$3,200.00
daily (7 days a week) to organizations and food banks providing services to all our community's
meets criteria, iatives
most vulnerable. We have increased our pick-ups and drop-offs to assist Feed the Need in
supported, serve vuln
vulnerable
Durham with their increased numbers as well. We are helping organizations stay open, so they
population, increased need
$5,000.00
$62,500.00
can assist all the Needy within the Durham Region. Without us, many places would not be
due to COIVD'
getting the resources required to help the needy. We help every organization, and no one
requires a membership to receive assistance from Durham Outlook, no one is ever turned
Organization
Description / Use of Funds
Request
Request @ 64%
Comments
Received
Running Balance
Durham Rape Crisis Centre
New Program / Initiative: Unfortunately past research and our current clients anecdotes
$4,860.00
$3,110.40
demonstrate that in times of emergency and crisis like a global pandemic, risk and occurrence
of gender based violence increases, including sexual violence. Economic instability, loss of
employment, increased substance abuse, isolation etc can lead to unsafe situations, home is
not a safe place for everyone during this time. For many young people and students online
sexual violence is increasing and peer and school support is no longer a resource. In response
to COVID-10 remote service delivery and the identified need for web crisis support we are
developing a web based chat crisis service, to add to our current 24/7 crisis line, supported by
our volunteers. Safe Support Chat - The web best chat service will respond to the need of
meets criteria, intiatives
confidential, secure and accessible way of accessing crisis support and information related to
supported, serve vulnerable
$4,500.00
$57,500.00
sexual violence, available to anyone in the Durham community. This new technological remote
population, increased need
delivery service will be better able to reach our youth who need support now more than ever.
due to COIVD'
Our youth advisory committee identified the need for a web chased chat for support as many
youth do not use a telephone and may not call the crisis line. We are requesting $5000 to
support this important addition to our services. Costs include a laptop for volunteer chat
supporter (volunteer does not have to use their personal computer or device we have one to
lend and can remove the barrier to volunteering if they do not have a personal device) 1 laptop
computer $1130 + $300 for software (Microsoft Office, Avast Security/IT Service for installation
of software) + $2430 web site development + $1000 volunteer online training with online crisis
Durham Region Migrant Worker Ministry
New Program / Initiative: Durham Region Migrant Worker Network is an organization that
$3,000.00
$1,920.00
focus on the quality of life of the agricultural Migrant workers. This season is been different
than others, going thru a pandemic is making it more difficult to everyone. Migrant workers
suffer from various barriers such as transportation, language and services access which make
them to end up in insolation. This year we are bringing new programs and strategies to prevent
them from suffering insolation, that is the purpose of this founding. While we practice social
meets criteria, intiatives
distance we are been able to visit some of the farm and give them the support and information
supported, serve vulnerable
$3,000.00
$53,000.00
that they need. This year we are introducing a grocery drop off, we get in touch with workers
population, increased need
and they send a list of what they need, we shop or collect for them and we do a curbside drop
due to COIVD'
off. At the same time we ask how they are doing and we provide them with any important
information. - In general, we have workers and volunteer that are doing this job for a total of
30 hours a week including weekend. - Every time we do a drop off we travel around 100 KM. -
Some detail of the expenses are : Essential Cultural Grocery. Water Sunscreen
Toiletry needs Hygiene products PPE for outreach staff and volunteers Transportation
Hampton Community Association
Lost Revenue: We lost revenue that would have been used to do slated upgrades and
$5,000.00
$3,200.00
replace much needed items in our Hall. Air Conditioner quotes estimated at approximately
$4,500.00
$50,000.00
$8,000.00 as well as miscellaneous items in dire need need of upgrade and are required.
Expenses to be determined to outfit the Hall to new COVID 19 regulations.
Haydon Community Hall
Lost Revenue: 1. March - Sept. 2020 Day rentals bookings where we had secured deposits
$5,000.00
$3,200.00
total 7 @ 200=1,400 2. Kitchen Party 2020 scheduled for April. Advertising done, bands and
food caterer booked. Previous years profit 1,210 in 2019. 3. Wed. night yoga class was
cancelled. Last class March 11 # of rental lost 17 @30.00 per rental=$510. 4.Tuesday night
yoga was scheduled to begin March 17. 8 classes cancelled @ 30.00= $240 in lost revenue.
Eleven potential future classes missed due to hall closing totalling $330. 5. in the spring and
$4,500.00
$45,500.00
summer our rentals typically ramp up and we have lost those potential rentals. in 2019 we had
24 day rentals at 200. per rental-$4,800 6.Five serious rental inquiries, that then backed out
from Feb to March with a potential rental earning of 1,000 7. Two Labour Day rentals not yet
cancelled @ 200 per rental for a total of $400 Fifty-one total rentals missed. Total lost revenue
Organization
Description / Use of Funds
Request
Request @ 64%
Comments
Received
Running Balance
John Howard Society of Durham- Clarington Youth
Lost Revenue: The Clarington Youth Centres saw lay-offs for 10 casual/relief staff as our
$5,000.00
$3,200.00
Centres
facilities closed to the public and youth on March 13th 2020. Our full-time team has remained
providing modified service delivery. We pivoted services to online and social media based
programming. Staff completed outreach to high -needs families and youth to set up resources
and supports due to the pandemic and closures. We have seen elevated high risk behaviours,
food instability, increase in substance use among our youth, job loss, increase of violence, and
housing instability. Also an increase of anxiety and depression among our youth in regards to
varying issues such as health, social anxiety, school/graduation, access to technology/phones
to stay connected, unpredictability and access to information, increase stress at home,
finances, and social isolation which has had a major impact on our youth and their social well-
being. Staff have continued to provide over the phone support to youth, regular zoom chats to
part of rent relief so reduced
$2,500.00
$41,000.00
stay connected, and online projects, contests, and resources. We held a modified Mics On Fire
award
LIVE event to provide an opportunity for the youth to still showcase their talent and provide a
positive outlet. We also hosted a Contactless Wheels Donation Drive for safe and independent
modes of transportation as youth were trying to maintain medical appointments, employment,
and needs such as grocery shopping as well as a way to be physically active while physically
distancing. (The cost and unease of taking public transportation was a barrier for youth). We
have designed a plan for our next steps - we have ordered temporary staff cell phone lines to
be used to support youth and aid as we move into 2 staff to 1 youth ratio meet ups in the
community, then into small group meetings as we follow the Provincial, Municipal and public
health guidelines. We are utilizing outdoor spaces. We are having ongoing conversations and
planning regarding facilities and youth centres reopening and our on -going goal to stay
Navy League of Canada - Bowmanville Branch
Lost Revenue: We are a non-profit organization that provides a safe environment for boys
$5,000.00
$3,200.00
and girls to develop citizenship, teamwork and leadership in a nautical setting. The Sea Cadets
have been meeting once a week in the gymnasium at Charles Bowman PS, and the Navy
League Cadets meet once a week at Memorial Park Clubhouse. All of our staff are unpaid
volunteers. Approximately 90% of our costs are covered through fundraising. Costs range from
challenges with fundraising
facilities (self -store locker, Memorial Park Clubhouse 1 evening a week), cadet and officer
efforts to continue to provide
uniforms, training equipment (drums, first aid, seamanship, marksmanship, biathlon, etc.),
services to youth, increaaed
$3,200.00
$38,500.00
snacks, craft supplies, extra curricular activities (tree trekking, camps, competitions, etc.). We
costs to PPE
are preparing to restart our training program in the fall and while we won't be able to provide
snacks, we will need masks and hand sanitizer at a minimum, and possible cleaning supplies
for our meeting places or an extra charge for the janitorial staff to clean. We are currently
looking for an alternate place for the Sea Cadets to meet as we don't believe schools will be
nvnilnhle for community use On the near future -
Newcastle Arena Board
Lost Revenue: Approximately 30K loss of revenue to date - Ice Rentals. Summer Program -
$5,000.00
$3,200.00
8K Lost Revenue - Lacrosse & Trade Shows. Fall Ice Program Losses to be determined.
$4,500.00
$35,300.00
Newcastle Community Hall
Lost Revenue / New Program / Initiative: Annual fundraiser in April normally brings in $7500
$5,000.00
$3,200.00
to $8500. All booked events from mid March through to September have been cancelled or
moved to 2021. We have not generated any new cash flow for 2021 to date. Funds will assist
$4,500.00
$30,800.00
with cost of implementing new cleaning procedures after large events. Equipment to clean and
sanitize in an efficient way is quoted at $2600.00 for equipment and increased cost of product
on top of this.
Newcastle Lions Club
Lost Revenue: Loss of income from our Chicken BBQ which would have been May 3rd 2020,
$5,000.00
$3,200.00
cancelled due to pandemic. This income was to support our requested budgeted groups. The
BBQ can realize a profit of approx. $4000 after $3100 in expenses; there is a hall rental cost of
supports loss of fundraising
$700 and also we pay for our room rental in the basement of the Newcastle Community hall
efforts due to COIVD
$3,200.00
$26,300.00
which we have been unable to use for Lions functions that support our membership dues. The
hours that we put into the Chicken BBQ are approx. (30 lions x 9 hours = 270 hours).
Organization
Description / Use of Funds
Request
Request @ 64%
Comments
Received
Running Balance
Newcastle Village and District Historical Society
Ongoing expenses: Because the Historical Room has been closed, we have not been able to
$600.00
$384.00
make any sales of historical documents (copies), books, or services such as research fees.
We have not had any Donations at the Door, and our memberships are down - people visit us
Tuesday and Saturday mornings and pay their memberships while chatting about "the good old
days" with the crowd that usually gathers there. We have been conducting an e-mail
campaign, but many older people prefer to pay in person rather than electronically.
At the present time (July 2) we have $622 in our general account. That will give us 6 months
worth of internet (even though we are not there to use the internet, we still have to pay it). If
and when we receive our Municipal Grant, we will have another 10 months of internet.
However, if this pandemic continues into the 18 month area as many are predicting, we will not
$600.00
$23,100.00
be able to meet our rent of approx $1400, or our insurance of approx $750.
In the meantime, we are continuing to produce our quarterly newsletter, which costs about $40
each quarter to produce - we are walking any'mailed-out' copies around town to each recipient
(a cost -saving action) - those farther away still need $1 postage. These expenses are above
and beyond those mentioned above.
We are not in 'real' financial straights, but it is going to get pretty tight for us if we do not
receive some sort of assistance. It is suggested that $500 or $600 would carry us over for our
day to day bills, but if we stretch into the 15-18 month time frame we may have to ask that our
ro n f n'
Newcastle's Art Show Inc., o/a A Gift of Art
Lost Revenue / New Program / Initiative: Since March until June 26 there has been no
$5,000.00
$3,200.00
revenue in fact there have been many refunds for cancelled classes and March break camp.
The annual summer art show has been cancelled Usually it netted $6,000.00 Classes and
workshops were cancelled 16 weeks at $150.00 /person x 5 students (750.00) x 4 classes per
week ($3,000.00) x 16 wks $48,000.00 workshops per week 1 for 16 weeks $3,840.00
Total estimated lost revenue $57,840.00. Individual kits for the children so there is no sharing
meets COVID requirements,
Box, including crayons, erasers, pencil, sketch pads $23.00 x 48 children 1,104.00 3
assists with increased
Counsellors not on grants @13.15/hr for 8 weeks $11,046.00 Cost of 3 rooms $150.00 per day
program delivery costs with
$3,000.00
$22,500.00
for 40 days $6,000.00 3 counsellors on Canada Summer Job Grants total Grants $13,290.00
separation
Actual cost $15,610.00 difference Extra Cost $2,320.00 Materials costs $50.00 per student
(15) per week for 9 weeks $6,750.00 Total cost $27.220.00 Overhead costs including
Program Manager salaries , insurance, utilities, maint. mtge int advertising. $18.680 Total
including overhead costs $45,900.00 Benefit to children and social need addressed, children
are integrated with a couple of others, limit 5 per room. Self worth, self confidence and skills
nro onh
Newtonville Community Hall Board
Lost Revenue: Most of our events run from March to December. We had conservatively
$5,000.00
$3,200.00
budgeted $4500 for rentals and $3500 for event fundraising (which is restricted to our
renovation account). In 2019, we saw $9,399 in rental revenue and $4,847 in event fundraising
(for the reno account). All booked rentals (15 for March and April), summer BBQs,
breakfast/dinners have been cancelled to this point. The Newtonville Community Hall supports
$4,500.00
$19,500.00
the community as a venue and provides opportunity to engage and grow the community
culture. Several events for the community were planned and we hope to be able to deliver on
them, when able to do so. Community gatherings for different audiences (families and
seniors) - Kids/family events (2 at $750 each); Seniors lunches (6 at $300 each); community
BBQ - 4 ($400 each);
Orono Agricultural Society
Lost Revenue / New Program / Initiative: Due to Covid-19 we have had to cancel our annual
$5,000.00
$3,200.00
presidents dinner in April. This event is a fundraiser for our agricultural education program at
our annual Orono Fair. We have also cancelled the 2020 Orono Fair keeping public safety in
based on surplus in previous
mind. Lost revenue would be around 40,000. This funding would go towards providing
applications and request is for
$0.00
$15,000.00
agricultural education at our annual Orono Fair in September. We have cancelled our fair due
2021 event
to COVID 19 in an effort to keep everyone safe. This is our biggest event each year and
cancelling this will be a large financial strain. If granted, the funding will go towards the
aaricultural education proaram at the 2021 Orono Fair-
Solina Community Centre
Lost Revenue: Dine and Learn fundraisers lost revenue (profit 2019 $1500). Baseball year
$3,000.00
$1,920.00
end tournaments catering fundraisers lost revenue (profit 2019 $5237) . Park team permits lost
revenue (2019 $3850). Expenditures have been reduced wherever possible since March 2020.
$2,500.00
$15,000.00
Fixed expenses from Mar. to Dec. , 2020. Hydro $2200, Telephone $976, Heat $1400, Park
lawn tractor maint. and gas $1047, Reduced honorariums $450. Total estimated expense for
the remainder of 2020 is $6,073.00.
Organization
Description / Use of Funds
Request
Request @ 64%
Comments
Received
Running Balance
The Gathering Place
Lost Revenue: Regular supporters, such as Rotary Clubs and other donors have indicated
$2,000.00
$1,280.00
the need to cancel or reduce their support due to the effects of COVID-19. Estimated lost
revenue: $ 2500. Due to COVID-19 restrictions guests are now being served by having
$2,000.00
$12,500.00
nutritious meals prepared and delivered by a locally owned restaurant once a month to let them
know they are not forgotten in their often isolated living conditions. This has been much
appreciated. Cost per meal: about $15. for a total of $1100 to $2000 per month.
The Participation House Project Durham Region
Lost Revenue: Operations of the concession stands at Garnet B. Rickards and South Courtice
$5,000.00
$3,200.00
Recreation facilities estimated lost revenue: Cancellation of the Employment Readiness
Program, five participants at 8 weeks at $100/week = $4000. During Covid-19 our operations
of the Concession stands at Garnet B. Rickards and South Courtice have had to be
suspended, as a result the agency has lost revenue, the concession stand employees have
also lost as a result. At the time of the beginning of Covid-19 we were in the middle of a pre-
employment program, these participants lost out on the opportunity to gain on-the-job
experience. This funding, should we be successful in obtaining it, will contribute towards the
lost revenue as well be put towards bringing those employees back for a re-training as all the
Receiving rent relief as well,
previous knowledge learned will be lost without having the ability to put it into practice. This will
help off set costs of losing
$2,500.00
$10,500.00
allow us to recoup the spoilage of product as a result of Covid, it will allow for us to provide a re-
product with closure
training as well as on-the-job training at no cost to the participants and no loss of revenue for
the agency as we would typically be embarking on a new group of trainees. Project Costs:
Retraining of previous attendees - 5 people at $100 for 3 weeks = $1500 Spoilage of Product
both locations & loss of revenue = $2000 On-the-job training & re -engagement of staff= $1500
The organization will cover the cost of the staff hrs to provide the training to the participants,
the funding if achieved will go towards providing re-training at no cost to people which will
enable them to get back into the workforce and develop the skills required to be successful
with employment. The funding to cover the cost of loss of product and revenue will allow for us
�We
The Visual Arts Centre of Clarington
Lost Revenue / Innovation Relief: have postponed all membership renewal for the
$3,550.00
$2,272.00
remainder of 2020 - estimated revenue lost is $3000.00 Cancellation of March Break, total
refunds issued and revenue lost $6,792.50 Spring Classes cancelled, total refunds issued and
revenues lost $8,500.00 + $4,197 + $1,623.50 Summer Camp Revenues $25,862.99 2020
current revenues $1,500.00. We are seeking funding to purchase the necessary IT equipment
to create online programs. Due to the Covid-19 regulations and recommended guidelines in
our community, our organization had to quickly shift our summer programming online to
continue to serve our community. The VAC strives to provide the best possible programming,
$3,500.00
$8,000.00
and our goal is to offer high -quality online summer camp experiences for children attending our
programs. Due to the rapid decision to cancel our physical camps, these items were not
included in our 2020 budget. The investment in this equipment will ensure that the Visual Arts
Centre of Clarington can continue to provide alternative and supplemental programming in the
Fall of 2020 and into the 2021 year, should the pandemic extend beyond the summer. Project
Needs: Camera $1800.00 Lens for camera $655.00 Microphone $375.00 Video Editing
Software Subscription for 3 students x 2 Months @ 69.99 per user $420.00 Light for website
Tyrone Community Centre
Lost Revenue: Hall has been closed since March. Adult and Youth dances, movie nights,
$5,000.00
$3,200.00
euchre nights, community events, hall rentals. Approximately $20,000 in gross revenue lost
$4,500.00
$4,500.00
since March.
Attachment 2 to Report
CAO-020-20
Memo
If this information is required in an alternate format, please contact the Accessibility
Co-ordinator at 905-623-3379 ext. 2131
To: Mayor and Members of Council
From: Andy Allison, CAO
Date: September 21, 2020
Subject: COVID-19 Financial Support — Rent Relief for Community Agencies
At the June 1, 2020 General Government Committee meeting, Report FND-018-20,
COVID-19 Financial Support Update Report was presented. The report outlined several
financial assistance programs for Committee consideration, including a rent relief
program for community agencies that rent or lease space in our municipal buildings.
The staff recommendation on rent relief was approved and subsequently ratified at the
following Council meeting. That resolution read as follows:
That Community Agencies renting space in Municipal buildings be provided rent
relief, outside of the Community COVID-19 Support Program, as recommended
in Attachment 3
This memo summarizes how the funds were disbursed in accordance with this direction
of Council.
The following summary identifies the various agencies and the monthly costs to each
organization.
Monthly Cost Summary:
ORGANIZATION
LOCATION
FUNCTION
LEASE/RENT
(MONTHLY)
Community Care
Garnet Rickard
Administration,
Rent:
Durham
Recreation Complex
Meals on Wheels,
$4,418.33
COPE, Day
Utilities:
Program
$1,606.67
Renovations:
$850.34
Community Living
2444 Baseline Rd.
Administration,
Oshawa/Clarington
Programs
$422.56
John Howard
132 Church Street
Administration,
$1,354.03
Society
Program Support
and Youth Centre
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The Corporation of the Municipality of Clarington
40 Temperance Street, Bowmanville ON 1-1 C 3A6 1 905-623-3379
Clatiwgtoil
Memo
Participation House
Garnet Rickard
Concession
$233.97
Complex
Operations
South Courtice Arena
$176.54
Autism Home Base
132 Church Street
Administration,
$1,206.80
Durham
Programs
The impact the closure of our municipal buildings and the subsequent Provincial closure
orders had on these agencies commenced on Monday March 16. With some
exceptions, this continued through the summer months. For this reason, we considered
the rent relief period to be a total of five months up to August 15. For reference
purposes, Durham Region entered Stage 3 of the Provincial Reopening on July 24.
Based on the above information, the following credits were provided:
Community Care Durham
During this time period, the Meals on Wheels program continued as did access for their
administrative staff as well as the provision of virtual services to clients. Staff therefore
provided a 50% reduction to their monthly rent and utilities charges. Based on 5
months, a credit totaling $15,062.50 was applied to their account.
Community Living Oshawa/Clarington
On site programming was cancelled during this time period, although access to the
building for staff was maintained. In discussion with their staff, a 50% reduction for
these months was seen as appropriate. Based on 5 months, a credit totaling $1,056.40
was applied to their account.
John Howard Society
During this time, several in -person programs and services ceased or were undertaken
remotely. Throughout, access to the building for staff was maintained. In discussion with
their staff, a 50% reduction for these months was seen as appropriate. Based on 5
months, a credit totaling $3,385.07 was applied to their account.
Participation House
Their monthly payments were made up to March 31 and were stopped. They will
continue to make monthly payments when arena operations resume to the level their
services are needed. No account adjustment required.
Page 12
The Corporation of the Municipality of Clarington
40 Temperance Street, Bowmanville ON L1 C 3A6 1 905-623-3379
Clatingtoju
Autism Home Base Durham
Memo
On site programming was discontinued for this time period, but they did maintain access
to the building. In discussions with their staff, the impact of COVID-19 was significant
given the challenges faced with remote services for their clients. A 75% reduction was
therefore provided. This agency was also awarded $2,500 under the Community
COVID-19 Support Program for costs unrelated to monthly rent. Based on 5 months, a
credit totaling $4,525.50 was applied to their account.
The subsidies provided to these agencies totaled $24,029.47. The agencies were
advised on September 11 of the rent concessions made to them and they were all very
pleased. We are confident these rent relief credits will be very beneficial to these
community agencies and reflect the intention of Council to provide financial assistance
for those that provide such valuable services and programs for our community.
Andrew Allison
CAO
cc: George Acorn, Director of Community Services
Trevor Pinn, Director of Finance/Treasurer
Lee -Ann Reck, Client Services Manager
Page 13
The Corporation of the Municipality of Clarington
40 Temperance Street, Bowmanville ON L1 C 3A6 1 905-623-3379
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