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Staff Report
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Report To: General Government Committee
Date of Meeting: January 28, 2022 Report Number: FSD-007-22
Submitted By: Trevor Pinn, Director of Financial Services/Treasurer
Reviewed By: Andrew C. Allison, CAO Resolution#:
File Number: By-law Number:
Report Subject: 2022 External Agency Requests
Recommendations:
1. That Report FSD-007-22 and any related communication items, be received;
2. That the funding requests from external agencies be referred to the 2022 Budget ;
and
3. That all interested parties listed in Report FSD-007-22 and any delegations be
advised of Council’s decision.
Municipality of Clarington Page 2
Report FSD-007-22
Report Overview
The Municipality of Clarington provides funding to several agencies or organizations
annually. These organizations provide services to the community and meet priorities as
established by Council.
1. Background
1.1 The Municipality provides funding to several entities which are considered “external”.
However, several organizations are consolidated with the financial statements of the
Municipality even though they operate outside of the departmental structure of the
Municipality.
1.2 The budget requests and supporting documents from the organizations are provided as
attachments to this report. Staff have not audited or verified the budget requests.
1.3 Included in the 2022 Operating Budget for the Municipality are the external requests up
to the approved target of 3.30 per cent. Requests above this amount have been
included in the Unfunded Budget Requests (the “B list”) in the draft budget book.
Clarington Board of Trade
1.4 The Clarington Board of Trade’s funding is based on the newly approved contract that
the Municipality has with the Board. The request is a decrease over 2021 funding which
takes into account the new scope of services provided by the Board. Starting in 2022,
the funding for CBOT is included in the Planning and Development Services
Department operating budget in a sub-department specific for Economic Development.
Business Improvement Areas
1.5 The Municipality has three business improvement areas which are to provide their
budgets to the Treasurer on an annual basis. These requests are for the Municipality to
levy a tax and forward it to the applicable board of management.
1.6 The Municipality has received the budget from the Historic Downtown Bowmanville
Business Improvement Area (Attachment 2), indicating an increase of approximately 2.5
per cent. When the draft budget was produced the Municipality did not have these
figures.
1.7 The Municipality has not received a response from the Newcastle BIA; Staff have
included a zero per cent increase in the preparation of the draft budget.
1.8 The Municipality has received an indication from the Orono BIA that they will be
maintaining their 2022 levy at the same level. Staff will be following up to request the
proposed budget for the 2022 year.
Municipality of Clarington Page 3
Report FSD-007-22
Clarington Public Library, Museum and Archives
1.9 The Clarington Public Library, Museum and Archives is a local board of the Municipality
under the Public Libraries Act. The financial operations of the board are consolidated
with the Municipality and Staff work closely with the Library Staff on day-to-day
operational matters.
1.10 The 2022 budget request has been approved by the Clarington Library Board and is
within the guideline target of 3.30 per cent.
2. External Agencies
2.1 The Visual Arts Centre of Clarington is requesting $226,606, representing a 3.3 per cent
increase.
2.2 The John Howard Society of Durham Region operates three youth centres in Clarington.
The total request of $348,540 is 3.6 per cent higher than 2021; however, the prior year 's
surplus will be used to reduce the actual funds being forwarded to the John Howard
Society.
2.3 Community Care Durham has requested an additional $1,680 in support, representing
3.3 per cent. Community Care Durham provides a broad range of services for adults
who have needs related to gaining physical and/or mental health. The Clarington
operations are based in the Garnet B. Rickard Centre.
2.4 Bowmanville Older Adults Association operates facilities and programming from the
Beech Centre under a Municipal Capital Facility agreement with the Municipality. The
2022 request of $329,082 is an increase of 3.3 per cent.
2.5 The Newcastle Community Hall Board is a Board of Council that operates the
Newcastle Community Hall. The request for 2022 is higher than the 3.3 per cent
guidance (based on the 2020 request, the 2021 request included a one -time provision
related to COVID-19). The additional request is included for Council consideration on
the list unbudgeted items.
3. Concurrence
Not Applicable.
4. Conclusion
It is respectfully recommended that the funding requests from external agencies be
referred to the 2022 budget deliberations.
Municipality of Clarington Page 4
Report FSD-007-22
Staff Contact: Trevor Pinn, CPA, CA, Director of Financial Services/Treasurer, 905-623-3379
ext. 2602 or tpinn@clarington.net.
Attachments:
1. 2022 Budget Request from the Historic Downtown Bowmanville BIA
2. 2022 Budget Request from the Clarington Public Libraries, Museum and Archives
3. 2022 Budget Request from the Visual Arts Centre of Clarington
4. 2022 Budget Request from the John Howard Society
5. 2022 Budget Request from Community Care Durham
6. 2022 Budget Request from the Bowmanville Older Adults Association
7. 2022 Budget Request from the Newcastle Community Hall
Interested Parties:
The following interested parties will be notified of Council's decision:
Clarington Board of Trade
Historic Downtown Bowmanville Business Improvement Area
Orono Business Improvement Area
Newcastle Business Improvement Area
Clarington Public Libraries, Museums and Archives
Visual Arts Centre of Clarington
John Howard Society of Durham
Community Care Durham
Bowmanville Older Adults Association
Newcastle Community Hall
January 12, 2022
Trevor Pinn
Director of Finance, Municipality of Clarington
Mr. Pinn,
The Bowmanville BIA met on January 11, 2022 to finalize the 2022 budget and associated levy request.
A motion was passed to approve the proposed 2022 budget and request a 2.5% increase in the levy for
2022. This results in a total levy request amount of $171 625.00.
As you will note, this represents a 2.5% increase from the $167 439.00 levy in 2021.
We trust that this information has been provided with sufficient time to present to Council.
Should you have any questions please reach out to me.
Sincerely,
Laura Holmes
Secretary, HDB BIA
PROPOSED 2022
Administration 78,200.00$
Events 70,000.00$
Special Promotions 3,799.00$
Marketing 15,000.00$
Streetscape 29,500.00$
Capital Works 6,300.00$
Contingency Fund 5,000.00$
Website 6,000.00$
Office Expenses/Utilities 2,000.00$
Total Budget 215,799.00$
less surplus 44,174.00-$
NET TOTAL = LEVY 171,625.00$
Report To: Andrew C. Allison, CAO
Trevor Pinn, Director of Finance
Date: November 22, 2022
Report Subject: 2022 Current/Capital Budgets and 2023-2026 Forecasts
A.Background
At the request of Municipal Council, the Clarington Public Library Board assumed responsibility for
the Clarington Museums and Archives effective January 1, 2020. In order to preserve eligibility for
the Community Museum Operating Grant (CMOG) and the Public Library Operating Grant
(PLOG), both organizations are required to maintain separate financial accounts. However, for
ease of review, staff have prepared side by side comparisons of the Consolidated Library &
Museum budget 2021/2022.
At the meeting on October 18, 2021, Council passed Resolution #C-314-21 which included the
following motion:
That Staff include within the draft budget requests for funding from external agencies up
to a maximum limit of 3.30 per cent.
At its October 28, 2021 the Clarington Public Library Board adopted the 2022 Current and Capital
budget and forecasts. The Board respectfully requests that the budgets and forecasts be
presented to Council for its approval.
The primary objectives of the 2022 Library & Museum Budget are:
a)to operate within the 3.30% maximum budget increase set out by Council.
b)to continue to service the community despite the uncertainty created by the Covid-19
Pandemic.
c)to create a fiscally responsible and achievable budget.
d)to mitigate the impact of reduced self generated revenue and increased costs .
e)to prepare for the resumption of regular operations once the emergency orders have been
lifted.
Report Overview:
This report contains the budgetary requests of the Clarington Public Library and the Clarington
Museum and Archives for the 2022 Current and 2022 Capital Budgets.
It includes the joint four (4) year (2023-2026) forecasts for both Current and Capital budgets.
Clarington Public Library, Museums & Archives Page 2
2022 Current/Capital Budget & Forecasts
B. Consolidated Library/Museum 2021 Current/Operating Budget
The overall consolidated current budget for 2022 is $3,786,052. The municipal tax levy funding
request is $3,583,083, an increase of $67,484 or 1.92% over the 2021 tax levy of $3,515,599. A
detailed breakdown of the 2022 Consolidated Library/Museum Operating Budget can be seen in
Table 1, on page 4 of this report.
Variables & Assumptions for 2022
The 2022 operating budget will be impacted by two important variables:
1) Covid-19 Pandemic Recovery:
Given current medical concerns, it is difficult to estimate when operations will return to pre-
pandemic levels of service. However, the 2022 budget has been drafted on the basis that
recovery will occur steadily through the upcoming year.
2) Library & Museum Collective Agreements:
The Library & Museum currently operate under two separate collective agreements, both of
which expired at the end of 2020. In the interests of administrative and operational efficiency,
the two groups of staff will be harmonized under a single agreement. The Library typically
follows the lead of the Municipality of Clarington (MOC) with respect to wage increases and
benefits. As of today’s date, the MOC process has not yet begun. Once MOC’s negotiation is
complete, the Library and Museum process will begin and will include the harmonization of the
two business units under one CA.
Revenues
Library & Museum revenue streams are composed of:
a) Provincial operating grants.
Specifically, the CMOG for the Museum and the PLOG for the Library.
b) Self-generated revenue.
The Library generates revenue through fees, donations, and interest, while the Museum’s
revenue includes membership fees, program fees, research charges, gift shop sales, and
space rental income.
c) Municipal tax levy funding, requested through Council’s annual budget process.
Self-generated revenue has been significantly impacted by the Covid-19 Pandemic. For 2022, the
total Non-Municipal Revenue has been adjusted down by 9.77% because of changes in revenue
streams and grant funding.
Expenses
A review of significant impacts is outlined below.
1. Personnel Costs:
Personnel costs in 2022 have been adjusted upward by $39,946 or 1.75%, which represents
an estimated increase in 2021 wages as a result of pattern bargaining with the Municipality of
Clarington.
Clarington Public Library, Museums & Archives Page 3
2022 Current/Capital Budget & Forecasts
2. Library Materials:
This area captures expenditures on multimedia information resources including books,
magazines, CDs, DVDs, e-books, digital audio books, digital magazines, electronic databases,
and other resources. The Library’s purchasing power has been negatively impacted by
economic events such as inflation, exchange rates, and annual pricing changes. The average
list price for published material escalated by 4.9% since last year. However, as a result of
financial pressures in other activity areas, the 2022 acquisition budget has been capped at 2%.
3. Facility Services
Facility services includes the costs such as utilities, building maintenance, winter maintenance,
and janitorial expenses. In 2022, the cost of janitorial expenses will increase by $8,582.
Council’s resolution, which directed Public Works to provide one-time support for snow clearing
services at Waverley Place and the Sarah Jane Williams Heritage Centre, has offset the
increased costs. The overall net impact has reduced this activity area by $942 or 0.38%.
4. Public Programs
This expense area includes the costs of program supplies and third-party program fees. Plans
for 2022 include a combination of in-person and virtual programming. As a result, this expense
area has been reduced by $1,220 or -4.29%.
5. Computer Expenses
The telephone component of the Library’s integrated library system (ILS), which allows
members to actively manage their library accounts by phone, was discontinued by the vendor in
2017. Vendor support ceased and a technical problem highlighted the need to migrate to a
more sustainable solution. A new system, compatible with our ILS, has been identified. The net
impact is $4,951 or 3.83% in increased costs.
6. Staff Development:
This activity area captures spending on training and development, association fees, and any
travel and business costs. The Library & Museum will continue to meet all mandated training
requirements and will also take advantage of online training opportunities. Anticipating the
impact of the pandemic in 2022, a reduction of $3,500 or -10.8% has been implemented.
7. Transfer to Capital:
The Library & Museum typically budget for a year-end transfer of $44,505 to the Municipality of
Clarington (MOC), which is held in a reserve fund and applied toward future capital projects.
However, in order to balance the 2021 and 2022 operating budgets that amount has been
eliminated. The intent is to resume making contributions to MOC reserve funds when it is again
feasible to do so.
8. Other Service Areas:
After due consideration of the 2022 budget pressures outlined in this report, services in all
other activity areas will be maintained at status quo.
Conclusion
The impact of the foregoing adjustments will be to increase the Library & Museum’s 2022 Overall
Current Budget by $45,497 or 1.22%.
Clarington Public Library, Museums & Archives Page 4
2022 Current/Capital Budget & Forecasts
Table 1, below outlines the Consolidated 2022 Current Budget Request.
The Library & Museum’s 2022 Current Budget request to the Municipality of Clarington represents
an increase of $67,484 or 1.92% of the Municipal Tax Levy.
Table 1: Comparison of Consolidated Library & Museum Current Budget 2021/2022:
2021 Yr-on-Yr
Impact
2022
Request
2021
%
Income
Subtotal Municipal Tax Levy 3,515,599$ 67,484$ 3,583,083$ 1.92%
Subtotal Non-Municipal Revenue 224,956$ (21,987)$ 202,969$ -9.77%
Total Income 3,740,555$ 45,497$ 3,786,052$ 1.22%
Expenses
Salaries/Wages 2,282,606$ 39,946$ 2,322,552$ 1.75%
Benefits 547,680$ 3,834$ 551,514$ 0.70%
Subtotal Salaries/Wages/Benefits 2,830,286$ 43,779$ 2,874,065$ 1.55%
Library Materials/Museum Exhibits 328,200$ 6,414$ 334,614$ 1.95%
Facility Services 246,033$ (942)$ 245,091$ -0.38%
Products & Supplies 39,758$ -$ 39,758$ 0.00%
Public Programs 28,450$ (1,220)$ 27,230$ -4.29%
Contracted Services 106,061$ (3,985)$ 102,076$ -3.76%
Computer Expenses 129,354$ 4,951$ 134,305$ 3.83%
Staff Development 32,413$ (3,500)$ 28,913$ -10.80%
Transfer to Capital -$ -$ -$
Subtotal Other Service Areas 910,269$ 1,718$ 911,987$ 0.19%
Total Expenses 3,740,555$ 45,497$ 3,786,052$ 1.22%
Category
CONSOLIDATED LIBRARY & MUSEUM
Clarington Public Library, Museums & Archives Page 5
2022 Current/Capital Budget & Forecasts
C. 2022 Capital Budget Request
The 2022 Capital Budget Request focuses on two key areas:
a) Library Collections; and
b) Library & Museum Technology.
Library Collections
As a result of changes made by the Province of Ontario to the funding structure of Development
Charges, the Library is now eligible for 100% funding for collection spending made to support the
needs of a growing population. The Library’s 2022 request is identical amount to the amount
received in 2021 of $243,075.
Technology
Capital funding for technology is being used to support both Library and Museum operations. The
2022 capital funding request of $80,000 is the same amount requested, and received, in 2021.
The Library/Museum will continue to adopt cloud-based solutions, where available and feasible.
However, it should be noted that not every service is available through the cloud and some
localized applications are still be required.
In 2022, the Library & Museum will continue to work towards greater integration of their technology
and equipment. Major technology projects for 2022 include:
1. Courtice Library - Public Computers
The public computers available in the computer lab at the Courtice Library were installed in
2015 during the renovation and expansion project. In preparation for Microsoft’s operating
system update to Windows 11, the equipment will be replaced to ensure consistent and
reliable public service.
2. Meeting Room Projectors
The Library offers access to meeting room projectors, both fixed and portable, which are
used by staff and the public for meetings and other events. The current equipment is
outdated, does not provide high-definition resolution, and is not reliable. The proposed
project will provide new fixed projectors at Courtice and Newcastle. Bowmanville and Orono
will continue to use portable projectors due to the ceiling height limitations in the meeting
room space. Portable projectors can be used in smaller meeting rooms and offsite events.
3. Data Backup System
In order to address cybersecurity threats to both Library and Museum operations, the
existing backup system, which currently runs on 4 aging servers will be consolidated into a
single onsite backup solution to centralize and streamline this process. The new system will
take advantage of the virtualization technology that has been implement ed over the past 2
years. The new configuration will be capable of more frequent and fulsome backups as well
as providing an offline “air gapped” snapshot of the virtualized servers to enable effective
restoration of technology operations in the event of an onsite disaster, cybersecurity breach,
or ransomware attack.
Clarington Public Library, Museums & Archives Page 6
2022 Current/Capital Budget & Forecasts
4. Public Service Tablets
Public service tablets are used to provide customer service in assisting the public and
during library programs, such as the children’s iPad movie trailer program . The existing
equipment was launched in 2012, discontinued by the manufacturer in 2014, and has been
ineligible for software updates since September 2017 . A total of 20 new iPad and Android
tablets will be distributed across Library branch and Museum locations for public service
and program use.
5. Children’s Literacy Stations
The Library normally offers four early literacy stations at the Newcastle branch. Two of the
units, which were installed in 2012, stopped working earlier this year. This project will
restore service to the base level of 4 active stations.
Other Capital Projects
Library & Museum building projects and repairs are typically budgeted through the Municipality of
Clarington. In 2022, one project has been developed for Council’s consideration, which we
understand will be included in the Community Services capital budget requests.
Orono Library
In response to an accessibility concern, the Community Services Department has developed a
2021/2022 capital project for accessibility upgrades at the Orono Library. The project includes
plans to level the interior grade, install an accessible universal washroom, and build a new
accessible ramp for access from street level.
The 2022 Capital Budget request in support of Library and Museum operations, is outlined in
Table 2 below.
Table 2: Consolidated Library & Museum 2022 Capital Budget request.
Consolidated Library & Museum
Capital Budget Request: 2022
Library Collections (DC Funded)243,075$
Subtotal Collections 243,075$
Library & Museum Technology 80,000$
Subtotal Technology 80,000$
Total 323,075$
Clarington Public Library, Museums & Archives Page 7
2022 Current/Capital Budget & Forecasts
D. 2023 - 2026 Current/Operating Budget Forecast
Table 3, below, outlines the Consolidated Library & Museum Current Budget Forecast for 2023 to
2026. Future projections are based on a return, in 2023, to pre-pandemic levels of self-generated
revenue.
Table 3: Consolidated Library & Museum Current Budget Forecast 2023 to 2026:
Category Current
Budget
2023
Budget
2024
Budget
2025
Budget
2026
Budget
Income
Municipal Tax Levy 3,583,083$ 3,654,744$ 3,727,839$ 3,802,396$ 3,878,444$
Non-Municipal Revenue 202,969$ 251,534$ 255,675$ 259,898$ 264,206$
Total Income 3,786,052$ 3,906,278$ 3,983,514$ 4,062,294$ 4,142,650$
Expenses
Personnel 2,874,065$ 2,931,547$ 2,990,178$ 3,049,981$ 3,110,981$
Library Materials/Museum Exhibits 334,614$ 341,306$ 348,132$ 355,095$ 362,197$
Facility Services 245,091$ 249,993$ 254,993$ 260,093$ 265,294$
Products & Supplies 39,758$ 40,553$ 41,364$ 42,192$ 43,035$
Public Programs 27,230$ 27,775$ 28,330$ 28,897$ 29,475$
Contracted Services 102,076$ 104,118$ 106,200$ 108,324$ 110,490$
Computer Expenses 134,305$ 136,991$ 139,731$ 142,526$ 145,376$
Staff Development 28,913$ 29,491$ 30,081$ 30,683$ 31,296$
Transfer to Capital -$ 44,505$ 44,505$ 44,505$ 44,505$
Total Expenses 3,786,052$ 3,906,278$ 3,983,514$ 4,062,294$ 4,142,650$
Municipal Request 3,583,083$ 3,654,744$ 3,727,839$ 3,802,396$ 3,878,444$
% Increase 2.00%2.00%2.00%2.00%
Current Budget Forecast: 2023-2026
Consolidated Library & Museum
Clarington Public Library, Museums & Archives Page 8
2022 Current/Capital Budget & Forecasts
E. 2023 - 2026 Capital Budget Forecast
The Library & Museum’s Consolidated Capital Budget Forecast for 2023 to 2026 is outlined in
Table 4, below.
Table 4: Consolidated Library & Museum Capital Budget Forecast 2023 to 2026:
Capital Projects 2023 2024 2025 2026
Library Collections (DC Funded)
Library Collections 243,075$ 243,075$ 243,075$ 243,075$
Subtotal Collections 243,075$ 243,075$ 243,075$ 243,075$
Library / Museum Technology
Computers, printers, & network hardware 80,000$ 80,000$ 80,000$ 80,000$
Subtotal Technology 80,000$ 80,000$ 80,000$ 80,000$
Library / Museum Refurbishment
South Bowmanville 150,000$
Subtotal Refurbishment -$ 150,000$ -$ -$
Library / Museum Studies
Strategic Plans 60,000$
Subtotal Studies -$ -$ 60,000$ -$
Total Capital Projects 323,075$ 473,075$ 383,075$ 323,075$
Consolidated Library & Museum
Capital Budget Forecast: 2023-2026
Branch Refurbishment
Courtice: The Municipality’s Courtice Main Street Secondary Plan has the potential to impact
library capital requests at a future date. However, those plans fall outside the current forecast
period.
Technology
While the Library continues to investigate ways to implement cloud-based technologies, this
solution does not completely eliminate the need for technology hardware and the installation of
local applications. The addition of Museum operations to the Library’s portfolio has resulted in the
need for stable technology funding to support current and future operations.
Library Studies
Funding for an overarching Strategic Plan for Library and Museum services is envisioned for 2025.
Report Submitted by:
Linda Kent, CEO/Library Director
November 22, 2021
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The Visual Arts Centre of Clarington
Profit and Loss
January 1 - November 11, 2021
Accrual Basis Thursday, November 11, 2021 06:19 PM GMT-05:00 1/3
TOTAL
INCOME
4000 General Donations
4001 General & Service Club Donation 278.13
4002 Corporate Sponsorship 5,000.00
4003 Receipted Donations 1,720.29
Total 4000 General Donations 6,998.42
4009 Art Material Income 90.00
4015 Catalogue Sale 159.00
4090 Membership Dues 170.00
4092 Children's Programs 2,044.00
4100 Mayor's Gala Proceeds 21,773.83
4110 Total Grants 2,702.05
4012 Art Endowment Fund 3,459.00
4111 Clarington Operation 182,805.00
4114 Govt of Cda - Canada Summer Jobs (CSJ)36,229.00
4116 Cdn Museums Assoc Young Cda Works (YCW)18,888.83
4119 Grants Ontario 0.00
4122 Canada Council For the Arts 97,675.00
Total 4110 Total Grants 341,758.88
4115 Bank Interest 43.61
4123 Federal - Cultural Spaces Grant 13,575.00
4125 Misc Grants 48,034.00
Wages Subsidy - 75%38,314.30
Total Income $472,961.04
GROSS PROFIT $472,961.04
EXPENSES
5001 Education Programming
5021 Art Instructor Expense 232.06
5025 Art Supply Expense 1,683.93
Total 5001 Education Programming 1,915.99
5040 Art Work Sold 75.00
6010 Exhibition Programming 8,415.87
5043 Opening Reception Costs 1,310.34
6000 Exhibition Artist Fees 84,157.72
6005 Curatorial 11,225.00
6011 Catalogue Expense 3,100.09
6014 Documentation 3,627.52
6015 Shipping 13,762.39
6017 Artist Talk 8,110.17
6018 Installation 26,170.54
6020 Exhibition Vinyl 1,008.23
Total 6010 Exhibition Programming 160,887.87
6040 Awards/ Bursaries 113.86
6042 Condolence 50.00
Total 6040 Awards/ Bursaries 163.86
The Visual Arts Centre of Clarington
Profit and Loss
January 1 - November 11, 2021
Accrual Basis Thursday, November 11, 2021 06:19 PM GMT-05:00 2/3
TOTAL
6045 Advertising & Promotion 10,022.52
6051 Travel Expenses 1,224.00
6199 Building
6200 Maintenance & Repairs 10,619.70
6201 Janitorial 3,932.62
6204 Enbridge 2,250.50
6205 Municipal Utilities - Hydro 7,483.30
6206 Security System 846.08
6210 Capital Projects 20,634.28
Total 6199 Building 45,766.48
6410 Insurance
6413 Municipal Liability Insurance 850.00
6428 Office Contents, Equipment 1,131.84
Total 6410 Insurance 1,981.84
6500 Wages & Salary
6501 Salary 221,353.55
6503 Vacation Pay -11,919.27
6505 Taxes 15,737.83
6509 WSIB 1,098.78
6511 Employee's Benefits 6,583.04
Total 6500 Wages & Salary 232,853.93
6550 Office Supplies
6551 Postage 87.41
6554 Bank Service Charges 725.60
6555 Equipment lease 3,279.62
6556 Office Sundry's 5,694.38
6557 Credit Card Charges 2,431.88
6558 Mail Box Rental 179.82
6655 Membership Fees 360.77
Total 6550 Office Supplies 12,759.48
6645 Professional Fees
6060 Professional Development 6,534.77
6650 Accounting 12,290.93
6652 Legal 2,759.48
Total 6645 Professional Fees 21,585.18
6770 Supplies
6795 Sundries 156.78
Total 6770 Supplies 156.78
Payroll Expenses
Wages
Salary before Jul/17 138.79
Total Wages 138.79
Total Payroll Expenses 138.79
The Visual Arts Centre of Clarington
Profit and Loss
January 1 - November 11, 2021
Accrual Basis Thursday, November 11, 2021 06:19 PM GMT-05:00 3/3
TOTAL
Receiver General Expense 3.79
Total Expenses $489,535.51
PROFIT $ -16,574.47
The Visual Arts Centre of Clarington
Balance Sheet
As of November 11, 2021
Accrual Basis Thursday, November 11, 2021 06:18 PM GMT-05:00 1/3
TOTAL
Assets
Current Assets
Cash and Cash Equivalent
1000 Scotia Bank chqing 6319 149,242.44
1005 Scotia Bank savings 9916 0.00
1008 Scotia Bank lottery 7912 0.00
1009 Savings 28,322.28
1010 Petty Cash 200.00
1085 GIC Endowment 0.00
1499 Undeposited Funds 120.00
Total Cash and Cash Equivalent $177,884.72
Accounts Receivable (A/R)
1200 Accounts Receivable 0.00
Total Accounts Receivable (A/R)$0.00
1205 Other receivables 9,613.00
1300 Due from MOC 0.00
1400 Prepaid Exp.-29.55
Total Current Assets $187,468.17
Non-current Assets
Property, plant and equipment
1510 Furniture & Fixtures 0.00
1520 Accum Dep. Furniture & Fixtures 0.00
1540 Computer 0.00
1541 Accum Dep Computer 0.00
1570 Sign 0.00
1580 Photo Equipment 0.00
Total Property, plant and equipment $0.00
1575 Studio Equipment 0.00
Total Non Current Assets $0.00
Total Assets $187,468.17
The Visual Arts Centre of Clarington
Balance Sheet
As of November 11, 2021
Accrual Basis Thursday, November 11, 2021 06:18 PM GMT-05:00 2/3
TOTAL
Liabilities and Equity
Liabilities
Current Liabilities
Accounts Payable (A/P)
2000 Accounts Payable 67.13
2001 A/P adjustments -57.17
Total Accounts Payable (A/P)$9.96
Credit Card
2201 Scotia Classic Visa 6,130.24
2202 Staples Busin. Depot 0.00
2203 Canadian Tire 0.00
Total Credit Card $6,130.24
2100 Payroll Liabilities 0.00
2310 C.P.P. Deductions 0.00
2315 E.I. Deductions 0.00
2320 Income tax deductions 8,286.28
2325 WSIB Payable 816.51
2327 Federal Taxes -1,665.66
Chambers of Commerce 3,151.62
Vacation Pay -12,773.01
Total 2100 Payroll Liabilities -2,184.26
2200 HST Rebate -11,295.91
2205 Accruals 7,988.77
2230 Been There Project 0.00
2240 PST Payable 0.00
2260 Other Misc. Current Liabilities
2261 Art Work Sold Payable 0.00
2262 Mayor Gala Tickets Payable 0.00
2263 Gift Certificates - Payable 250.00
Total 2260 Other Misc. Current Liabilities 250.00
2326 Chambers of Commerse 0.00
2329 Current portion of employee benefits obligations -1,331.28
2330 Payroll deductions payable audi 0.00
2400 Deferred Revenue - OAC 15,359.00
2401 Deferred Revenue - Adult Programs 0.00
2402 Deferred Revenue - Childrens Prgms 0.00
2403 Deferred Revenue - OAC AIF 0.00
2405 Deferred Revenue - Trillium 0.00
2406 Deferred Revenue - Other 6,750.54
2407 Deferred Revenue - Municipality 34,894.30
2408 Deferred Revenue - Canada Council 22,900.00
Ministry of Finance Suspense 0.00
Total Current Liabilities $79,471.36
Total Liabilities $79,471.36
The Visual Arts Centre of Clarington
Balance Sheet
As of November 11, 2021
Accrual Basis Thursday, November 11, 2021 06:18 PM GMT-05:00 3/3
TOTAL
Equity
3560 Opening Bal Equity 0.00
Retained Earnings 124,571.28
Profit for the year -16,574.47
Total Equity $107,996.81
Total Liabilities and Equity $187,468.17
Submit Original to:
Municipality of Clarington
Financial Services Department
40 Temperance Street
Bowmanville, Ontario
L1C 3A6
finance@clarington.net
Submission Deadline: November 12, 2021
Please Print or Type Please Complete All Areas
Organization Information
Organization Name Address Telephone #
John Howard Society of
Durham Region (JHSD)
Clarington Youth Centres
75 Richmond Street W.
Oshawa, Ontario
L1G 1E3 905 579-8482
Contact Information
Name Email Telephone #
Executive Director: Dianna
Eastwood
Finance Manager: Patti
Harrington
Program Co-ordinator:
Veronica Breen
Dianna.eastwood@jhsd.ca
Patti.harrington@jhsd.ca
Veronica.breen@jhsd.ca
905-579-8482 x245
905-579-8482 x228
905-579-8482 x451
Page 2
Officers for current year
Position Name Contact Information
President Ted Marks
905 728-5151
Dmarks_825@hotmail.com
Secretary Peter Stephenson
905 721-9606
Pstephenson2000@rogers.com
Treasurer Dave McLeod
905 623-6188
Davidmcleod21@hotmail.com
Is your Organization incorporated as non-profit? Yes No
If yes, when? (dd/mm/yy) 06/12/1999
Is your Organization based within the Municipality of Clarington? Yes No
Is your Organization based within the Region of Durham Yes No
List the programs/services provided by your Organization:
Clarington Youth Centres (CYC):
- Firehouse Youth Centre
- The Loft Youth Centre
- NYC (Newcastle Youth Centre)
The Clarington Youth Centres offer a wide range of services and programs tailored to
the diverse youth and needs within the Municipality of Clarington. The CYCs operate as
a free after-school drop in program for youth between 12-19 years old with a fun and
encouraging environment designed to foster social and recreational development as
well as enhance self-confidence and life skill development. As part of JHSD, the centres
are staffed with Youth Counsellors and youth attending our spaces have access to a
wide range of resources and programs that they otherwise may not.
The centres provide in-house and structured activities with the goal of engaging youth in
new opportunities and to expand youths’ self-development and identity with youth
counsellors to positively support their journey.
Page 3
Our programming is based on our 5 pillars offering Social/Leisure, Sports/Recreation,
Life skills, Creative/Arts, and Volunteer/Civic Engagement. We offer a variety of
activities as youth often get involved in something they are familiar with and we then are
able to introduce them to new activities and opportunities to challenge positive decision
making, growth, and build self-confidence.
Within our spaces and partnerships there is access for gym programs including
basketball, floor hockey, and volleyball as well as equipment to host pool tournaments,
ping pong, air hockey, video games, music programming, food programs and creative
arts. We also host a variety of life skills training programs such as budgeting, cooking
programs, resume workshops, girls group, wellness groups, led discussions based on
current trends and social topics, art projects and more. Through all of our activities our
Youth Counsellors provide in the moment intervention and prevention strategies and
tools youth can transfer into other areas of their life such as problem solving, conflict
resolution, emotion regulation and team work.
Beyond our structured programming, the Clarington Youth Centres pride themselves on
encouraging proactive youth engagement in the community by offering a variety of
volunteer opportunities. Youth can get involved by assisting in daily operations of the
youth centres or by participating in community based initiatives as representatives of the
Centre’s. Due to the pandemic, many community events have been cancelled or pivoted
online. The schools reduced the number of volunteer hours’ youth need to complete for
their graduation in response. We are so pleased to share that we saw over 100 youth
volunteer positions filled for our recent Fright Night Fundraiser! These volunteer
experiences not only provide youth with their required volunteer hours, they also serve
to develop valuable employment related skills and enlighten youth to understand the
value of community participation and see themselves in a larger community.
While we have not been able to provide extended summer programming due to the
pandemic, we have been able to modify our services to continue to stay connected and
relevant to youth in our community. We have provided outreach and wellness checks,
food security programs, parent and teen conflict support, housing stability, crisis
intervention and prevention, employment training and workshops, virtual programs, and
our DIY Fridays continued to be a popular draw for youth when we could not meet in our
spaces. Our youth counsellors provided phone call supports, community meet ups, and
transportation support.
Our summer team worked hard to create a new partnership and event with Newcastle
Golf Course bringing “A Day to Play for Clarington Youth”. The Clarington Youth
Centres also proudly partnered with Watson Farms to bring our annual “Fright Night”
Fundraiser to life in their corn maze and was host to over 900 guests and over 100
youth volunteer positions.
Our Youth Counsellors continued to pivot between providing services through
virtual/outdoor programming and in- person in our youth centres due to the pandemic.
The intensity and occurance of mental health crisis has risen in the population of youth
we serve including other high risk behaviours such as leaving home, suicidal idealtion,
Page 4
employee rights, drug use resulting in mental health crisis and a series of ripple effect
consequences have been a main topic our team have been providing youth on-going
emotional supports, referrals, and advocacy for.
What is the total program registration or association membership in your Organization?
Although the centres have been closed much of the year**, we have provided
programming and had more than 1,014*** youth visits in our centres and 660 visits in
community. (Additional online #’s forthcoming)
** space closure Jan to February and June to August inclusive
*** capacity limits March to April and September to December (anticipated)
What percentage of your registration or membership are Clarington residents?
Describe how the program/services provided by your Organization will benefit as a
result of Municipal funding.
Safe and supervised space for youth to socialize with peers and belong
Opportunities to participate and get involved in Youth Centre and community
based programming at no cost
Leadership Opportunities – events and programming initiatives led by youth
Access to supports, resources and referrals
Inclusion, voice is heard – youth are able to talk about their ideas, personal
challenges, successes, and problem solving strategies
Enhanced connections and experiences for employment and educational
opportunities
Skill building – opportunities to cook, play sports, create, and participate in
workshops and discussions geared towards healthy relationships, youth mental
health, coping strategies, team building, self-advocacy and more
Opportunities to develop social skills and connect with a diverse group of youth
and community partners
Youth have a safe space to attend, and as a result are less likely to hang out in
downtown areas or local parks where they are not supervised
Partnership programs in turn allow the community to see that youth are an
important part of our community and have valuable skills and can make a
significate contribution to our community
Staff and peers address the unique challenges of youth by coming together in
our physical spaces and providing support to empower youth to become positive
members of the community
The support from Municipality of Clarington show youth they are valued
Page 5
What funding category does your
Organization fall into?
x Recreation & Leisure
Civic
x Social
Boards of Council / Hall Boards
2022 Request (insert dollar figure) $ 348540
If you are requesting an increase in the
municipal grant for 2022, please indicate the
reason for the increase.
We are requesting an increase in
2022 to be reflected in our full-time
staff and casual staff salary lines
Has your organization made a previous
request for a Municipal grant to the
Municipality of Clarington?
Yes x No
If yes, please complete the following:
Agency Year Requested Received
John Howard
Society 2021 336228 336228
John Howard
Society 2020 331226 331226
John Howard
Society 2019 276731 276731
John Howard
Society 2018 162828 182789
Has your organization requested funding in
the last 12 months from any other Municipal,
Provincial or Federal department or agency?
Yes No x
If yes, please complete the following:
Page 7
Budget Information
Please complete, in detail, the attached form. Also include a copy of the most recent
statement of revenue and expenditures and statement of Assets/Liabilities (balance
sheet), for the most recent fiscal year.
Please return application form to:
Financial Services Department
Municipality of Clarington
40 Temperance Street
Bowmanville, Ontario
L1C 3A6
(905) 623-3379 ext. 2601
finance@clarington.net
Budget Information
Revenue 2022 2021
Grants – Federal / Provincial
Municipal Grant 348540 336228
Memberships
COVID relief 2500
Fundraising 25000 25000
Other – United Way 10000 10000
Last Year Surplus/Deficit 35747 (2020 surplus)
Total Revenue 383540 409475
Page 8
Expenditures 2022 2021
Salaries – Full Time 178262 174262
Salaries – Part Time 99500 92816
Administration 33500 33271
CPP/EI 22226 21366
Employee Benefits 21392 20913
Facility Rental 1200 1200
Office Supplies 1500 1500
Telephone 2480 2480
Youth Recognition 1500 1500
Maintenance 2500 2500
Mileage 1400 1400
Christmas dinner 1000 1000
Food 500 500
Client assistance 300 300
Fundraising 5000 5000
Program Supplies 7500 7500
Staff Training 1600 1600
Insurance 2180 2180
Total Expenses 383540 371288
Surplus (Deficit)
Note:
All applicants must complete this section in order to have application considered for
funding. Please summarize your budget information using categories listed above.
Submit Original to:
Municipality of Clarington
Financial Services Department
40 Temperance Street
Bowmanville, Ontario
L1C 3A6
finance@clarington.net
Submission Deadline: November 12, 2021
Please Print or Type Please Complete All Areas
Organization Information
Organization Name Address Telephone #
Community Care Durham
2440 Highway 2, Unit 1
Bowmanville, ON
L1C 0K6
905-623-2261
Contact Information
Name Email Telephone #
James Meloche,
Chief Executive Officer jmeloche@communitycaredurham.on.ca 905-668-6378
Page 2
Officers for current year
Position Name Contact Information
President David Sudbury davidsudbury48@gmail.com
Secretary Charlotte Empringham chemp@rogers.com
Treasurer n/a n/a
Is your Organization incorporated as non-profit? Yes ☒ No☐
If yes, when? (dd/mm/yy) 24/02/1983
Is your Organization based within the Municipality of Clarington? Yes ☒ No☐
Is your Organization based within the Region of Durham Yes ☒ No☐
List the programs/services provided by your Organization:
Community Care Durham (CCD), is a multi-service, registered charitable organization
providing a broad range of services for adults who have needs related to aging, physical
and/or mental health. We assist our clients with services that support their
independence, health, and quality of life. In doing so, we help them remain in their
own homes - where they want to be. Some of our services are provided free of
charge while others have a user fee to assist with the total cost of service delivery. Our
services are administered through service locations across Durham Region.
Throughout the pandemic, we remained steadfast in our resolve to serve our community
and help people safely get through this unpreced ented time. CCD is now ready to
embrace new challenges with an emboldened strength of purpose and experience . In
2021, we refreshed our Strategic Plan and developed four strategic priorities to
focus our efforts to meet the challenges and opportunities tha t lay ahead.
We intend to make CCD a leading community support agency in Ontario, setting the
standard for responsiveness, quality, efficiency, and innovation that will benefit
Page 3
tens of thousands of Durham residents. Our plan is focused on four strategic
priorities:
• Enhancing Client Quality of Life
• Investing in Our People
• Championing Healthy Communities
• Building for Our Future
2022 marks our 45th Anniversary of serving the Durham Region community. During
this time, we have responded to citizens’ needs and we shall continue doing so with our
dedicated staff, volunteers and our many Durham partners.
CCD’s Programs and Services
Community Geriatric Nursing Services (CGNS) – new in 2021
CGNS deliver rapid front-line interventions to older adults living with complex
and chronic health conditions including frailty, as part of a proof-of-concept project
developed by the Durham Ontario Health Team, in partnership with older
adult/caregiver representatives and other health care providers.
CGNS services are available across Durham Region and are offered in a senior’s own
home through in-person visits, virtual, and telephone consultations. There is no fee for
CGNS services.
CGNS nurses are linked to other resources including Primary Care, Geriatric
Assessment & Intervention Network (GAIN), Home and Community Care Support
Services (HCCSS – formerly known as CE-LHIN), Primary Care Collaborative Memory
Clinics/MINT (Multispecialty Interprofessional Team) Memory Clinic, Community
Support Services (CSS) as well as other health and social services.
Through the support of the CGNS, clients living in the community and car e providers will
have access to clinical experts who are able to make timely interventions that could
prevent loss of independence; emergency department visits; avoidable hospital
admissions; and a premature move to a long-term care setting for an older adult.
Community Food Box
First developed in response to the challenges created by the COVID-19 pandemic,
CCD’s Community Food Box program is continuing to support vulnerable members of
our community that are unable to safely acquire needed essentials. With the support of
local businesses and farms, the food boxes contain the essentials for healthy eating,
much of which are locally made or grown. The boxes help to relieve the pressure
from immediate family members that are unable to provide the necessary care to their
vulnerable loved ones. We are continuing to partner with local businesses to bring
clients a truly “community” experience, with the goal of expanding to a robust “farm
to table” program with the support of local growers, many in Clarington.
Community Food Boxes are delivered to clients by CCD volunteers and staff every
Page 4
Friday. CCD was very fortunate to receive federal funding for the purchase of a
refrigerated van that is used to pick up food in addition to the Friday deliveries.
Meals on Wheels
Nutritious hot and/or frozen meals are delivered at noon 5 days/week to clients in their
homes. In response to client/caregiver requests, frozen meals can also be ordered
online. There are presently nine routes throughout the Municipality of Clarington
where hot meals (entree, soup, salad and dessert) are delivered five days each
week. Frozen meals (entree and soup/dessert as per client preference) are
available on a weekly basis. A variety of meals is provided through the use of two
different suppliers. Meal choices can accommodate a variety of nutritional requirements
(diabetic, renal, minced etc.). Frozen meals can be picked up at the office or delivered
free of charge to the client's home.
Transportation
Escorted transportation is provided for clients to access COVID-19 and flu vaccine
clinics, medical appointments, CCD’s Adult Day Program, shopping, etc., with
priority given to vaccine clinics, medical appointments and to our Adult Day Program.
The transportation service is provided through the use of both volunteer and paid
drivers. Volunteer drivers primarily use their own vehicles. Our staff drivers utilize a fully
accessible van and two minivans that are equipped with a specialty seat system on the
passenger side to facilitate entry and exit for individuals with mobility issues. Funding
from various sources allowed for free transportation for all COVID-19 vaccination
appointments in 2021.
Luncheon Out
These gatherings provide group outings for clients to enjoy a meal and socialize with
other individuals from their community. In 2019-20, this program was offered in two
separate locations in Bowmanville, and one location each in Orono, Newcastle and
Courtice. Where needed, transportation to the event was also available.
In 2020-21, this program was temporarily suspended due to COVID-19. As part of our
resumption plan, a virtual format was created weekly that offered either
entertainment or an educational session. Donations of treats were distributed before
the virtual Luncheon Out session. Plans are underway for Clarington clients to
resume the regular group outing so they may socialize and enjoy a meal together.
Friendly Visiting
Clients who are isolated and would benefit from a visit are matched with a Friendly
Visiting volunteer. The volunteer offers companionship on a regular basis with a
face-to-face visit or telephone visit at the mutually agreed upon time. Visits are up to
two hours in length. During most of the pandemic, face-to-face visits were replaced with
telephone visits. By August 2021, face to face visits began to resume as clients and
volunteers felt safer with protocols and vaccinations.
Page 5
Telephone Reassurance / Wellness Checks
Volunteers provide regular phone contact - for social reasons or for security
reasons to check on a client's well-being. For security calls, the client's emergency
contact is called if the client does not respond to the call. This service remained
extremely in demand throughout the pandemic.
Foot Care Clinics
Foot Care services are provided by registered foot care nurses in a community-
based setting. The clinics provide regular foot care and recommend chiropodist and
physician referrals where needed. In 2019-20, foot care clinics were located throughout
the Municipality of Clarington as follows: 1 location in Newcastle (offering a total of 4
clinics each month); 1 location in Orono (offering 1 clinic each month); 3 locations in
Bowmanville (offering weekly and monthly clinics); 1 location in Courtice (offering 2
clinics each month) and 1 location at Wilmot Creek (offering 3 clinics a month). Due to
COVID-19, these clinics were temporarily suspended in March 2020. These clinics did
resume in August 2020 at the CCD area at GB Rickard Recreation Complex in a limited
capacity. We are very grateful for the Municipality of Clarington to allow us to
continue operating out of the GB Rickard Recreation Complex. Footcare remained
a busy service throughout the pandemic, and we have started to resume some of our
community clinics such as at Wilmot Creek.
COPE Mental Health Program
A unique community-based mental health program that uses trained volunteers and
staff with the goal of supporting adults with mental health concerns to live and
participate in their community, while maintaining an optimum quality of life. The
COPE Mental Health Program currently includes the following components:
• Support and coping skills groups for clients with mental health concerns living in
the community, co- facilitated by trained volunteers and CCD Program
Managers.
• Recruitment, screening, comprehensive mandatory training, ongoing support and
supervision of volunteers to provide programming for clients with mental health
concerns living in the community - and their families.
• Community development activities that include education to the community on
mental health issues;
• Referral and mental health/social service information to the community.
This program has moved to a virtual format due to COVID-19. Since the virtual format is
able to accommodate more participants in each session, the waitlists for this program in
Clarington have been reduced. CCD was able to transfer all in-person support
groups to virtual with an average of 54 support groups weekly. In August 2021 we
were able to resume outdoor social and recreation support groups and plans are
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under way to resume some in person support groups. CCD will continue to offer a
hybrid of supports - both virtually and in person.
Adult Day Program
Offers a safe and comfortable setting for clients with needs related to aging and/or
disability to enjoy a wide array of social and recreational programs. Qualified staff
and volunteers provide recreational programming and assist with routine living activities.
Pre-pandemic, the program operated Monday to Friday from 8:00 a.m. to 4:00 p.m. and
clients from all areas in Clarington were able to utilize the CCD accessible van for
transportation to and from the program. This program moved to a virtual format in 2020
due to COVID-19. Clients take part in group activities via Zoom, receive porch visits,
and have activity kits dropped off. The in-person Adult Day Program at the CCD area
at Rickards Recreation Complex has recently resumed in a limited capacity . The
hybrid model of programming continues as our in-person capacity is still limited. Clients
can participate in virtual programs, receive recreation kits, and attend in person.
Exercise & Falls Prevention
A provincial initiative with the primary objectives of maintaining, expanding, and
improving access to exercise and falls prevention classes for older adults
requiring this service. In 2019-20, CCD provided oversight for this initiative in 27 sites in
Durham Region, with 4 sites hosting exercise and falls prevention classes in Clarington.
This program has moved to a virtual format due to COVID-19 with in-person sites in
Clarington such as Wilmot Creek safely being resumed.
Access to Primary Care (APC)
Enables high risk seniors access to their primary care appointments by utilizing the
successful service delivery structure of the existing Home at Last program. APC
Personal Support Workers accompany older adult clients (or those with special
needs) to critical primary care appointments. APC workers stay with the client
throughout their appointment to provide support and settle the client home safely
following their appointment. This service ensures clients have access to primary
care support in a delivery method that is cost-effective and client focused.
Assisted Living Services for High Risk Seniors (ALS)
Available to eligible clients residing in the retirement community of Wilmot Creek in
Newcastle. This service provides support to high risk seniors living at home and
includes personal support, homemaking, security checks and reassurance
services. Regularly scheduled visits are provided on a 24/7 basis by Personal Support
Workers and the care provided is based on the needs of the client. Clients also have
the option of requesting unscheduled visits by a Personal Support Worker for needs that
cannot wait until the next scheduled visit. Again, unscheduled visits are available on a
24/7 basis.
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Home at Last (HAL) Program
A collaboration between community hospitals, Home and Community Care Support
Services (formerly known as CE-LHIN) and CCD, which assists clients with their
settlement home upon discharge from the hospital and provides short term personal
support to assist with this transition (i.e., transportation home, safety check of the home
environment, linkage to community resources, grocery shopping, meal preparation etc.).
It also ensures appropriate referral and linkage to CCD services.
In-Home Respite
A regional caregiver relief service offering a temporary break from the responsibility
associated with caring for a loved one with needs related to aging and/or disability.
Care is delivered by qualified Personal Support Workers who maintain a safe
environment and are trained to provide personal care, assistance with routine living
activities, social interaction, meal preparation, client centred homemaking and
more.
What is the total program registration or association membership in your Organization?
9,172
What percentage of your registration or membership are Clarington residents?
18%
Registration is broken down as follows:
Number of
Volunteers
COPE Mental
Health
Community
Support
Clarington 20 282
Service FY2020-21
Access to Primary Care 21
Adult Day Program 52
Assisted Living 83
COPE Mental Health 131
Home at Last 106
Home First 187
Home Support 1,144
In Home Respite 25
Supported Referral 368
Page 8
Describe how the program/services provided by your Organization will benefit as a
result of Municipal funding.
In Clarington, CCD’s programs and services provide needed supports to enhance the
ability of adults with needs related to aging, physical and/or mental health to remain in
their own homes and communities and to function as independently as possible.
Annual operating costs for these services increase each year, as does the cost of
actively promoting our services so that the community is aware of the supports
available. This includes producing written materials, providing presentations to groups,
and maintaining contact with referral agencies, healthcare, and community groups.
We rely on approximately 1,500 volunteers (302 of whom are in Clarington) to assist
in the delivery of our community supports services across the Region. As a result,
Volunteer recruitment remains an ongoing need and challenge, requiring that we
invest more time and dollars each year for advertising and recruitment efforts in order to
attract new volunteers. Recruitment of new volunteers then requires appropriate
screening, interviewing, orientation and ongoing training and support to ensure that our
volunteers are properly supported. In addition, we also need to adapt to varying
expectations from new volunteers. This requires the need to look at more flexible and
adaptable volunteer management program so that we can meet the varied needs of our
new and existing volunteers and thus retain them.
The Clarington area has, and continues to experience significant population
growth, particularly seniors. In the 2016 Census (the most recent census statistics
available), Statistics Canada reports an increase of 8.8 % in overall population for the
Clarington area, as compared to the 2011 census data. Durham Region statistics
revealed that 195,636 residents in Durham Region aged 55+ make up 29% of the
population and by 2031 that number will rise to 34%. Residents over 65 years of
age and living alone make up 15% of our population in Durham. Even more
daunting is the 10,000 people living with dementia and 1 in 5 people over 45 years
of age providing care to seniors with Long Term Care needs. These are our clients
and the demand for our services continues to increase.
The Transportation service continues to be a necessary and important support to
Clarington residents, ensuring that they can access medical appointments and
vaccination clinics, attend our Adult Day Program, and go shopping for groceries or
other necessary items. The Transportation service provided 19,107 drives in 2020-21.
In 2021, our transportation services offered free rides to COVID vaccination clinics and
appointments.
The Meals on Wheels/Community Food Box services continues to provide nutritious
meals/groceries for clients as well as a check on their well-being. The number of
clients served increased by 38% in 2020-2021. Our meal delivery is important to the
328 individuals who rely on the service all year round, as well as clients who might use
our service for a limited time when first discharged from hospital or when recovering
from a fall or lengthy illness. The number of meals delivered increased by 65% in
2020-2021. The coordination and management for delivery of 25,378 meals places
Page 9
ongoing demands on staff time to both ensure timely and flexible service delivery and
maintaining a large volunteer base to support the demand.
Our hot meal delivery program is staged on site at the GB.Rickard Complex and this
continues to work well for volunteers and our hot meal provider. Although this is working
well, it has required 2-3 additional staff hours each day to manage the staging area and
ensure that the meals are received, sorted into routes and then distributed to the
volunteers who now come to the office to pick up their meal route sheets and meals.
This, coupled with meal and coordination costs, has increased our operating expenses
for this service.
Our frozen meal service continues to be very popular, providing clients with additional
choices and options to assist them during holidays when our hot meal service is not
available. Frozen meal costs increase each year and this places additional demand on
our financial resources.
Foot care services also continue to be in high demand for the Clarington area serving
380 clients in 2020-21. Our foot care nurses provide an invaluable service for clients
who need this assistance due to mobility and vision issues, illness or because they have
diabetes and require special care and attention. Recruitment and ongoing training of
nurses is also necessary and requires ongoing resources. We will continue to increase
capacity in this service as health and safety permits. We have successfully resumed a
clinic at Wilmot Creek.
The COPE Mental Health Program in Clarington is a community program that offers
support to adults 16 years and older with emotional and/or mental health concerns living
in the community. In 2020-21, Clarington COPE supported clients through 8 local
psycho-educational support groups. In 2020-21, COPE Clarington provided 322
staff and volunteer-led support group sessions. The COPE Mental Health Program
is unique in Durham Region particularly with respect to the significant role volunteers
have in service delivery. The COPE Program has the ability to respond to local
community needs. We are able to provide group programs, for example, based on
needs identified by our clients and community stakeholders which are unique to the
local community we serve. We are able to engage clients in a non-institutional,
friendly and safe environment that is mutually agreed upon by the client, staff and
volunteer. Due to COVID-19, all COPE sessions are currently being offered virtually.
This change in format was necessitated by the pandemic but has had allowed increased
capacity in each individual session and has reduced waitlists in Clarington. Recruitment
of volunteers, their training, monitoring and supervision is ongoing. Volunteers receive
a mandatory 10 week Fundamentals of Mental Health & Group Facilitation training
program. Training focuses on the development of active listening skills, group
dynamics, respecting boundaries, and the importance of client confidentiality; training is
offered several times per year. Volunteerism enhances and enriches Clarington as a
caring community.
Although more than half of referrals are generated by self-referrals or from family and
friends, COPE is well established within Durham's health care services with one -
Page 10
third of referrals from health care service providers such as acute care hospitals,
family physicians, and psychiatrists. Ministry of Health and Long-Term Care
(MOHLTC) guidelines prevent community mental health programs from charging fees
for services for which the Ministry provides funding. A significant gap remains
between MOHLTC funding for COPE and the actual cost of the program. With the
existing gap plus increased operating costs that are not adequately supported by
MOHLTC, additional funding sources have become increasingly important to sustain
COPE program services.
The In-Home Respite Program in Clarington is part of a regional service providing
caregiver relief to informal/family caregivers caring for frail elderly, adults with dementia
or physical limitations. Service is provided in clients' homes by Personal Support
Workers providing personal care, homemaking and a safe environment to the
receiver of care. This service recognizes and supports the commitment informal /family
caregivers have undertaken, enabling them to continue in their caregiving role and in
turn lowering the risk of illness and caregiver burnout.
The Adult Day Program (ADP) in Clarington has been offered in the municipality
of Clarington since 1998. CCD offers an integrated program that is geared to our
target population. ADP clients typically participate in social and recreational group
activities while receiving assistance with daily living activities in a safe and comfortable
home like setting. This program assists in maintaining the participants' maximum
level of independence to prevent premature or inappropriate institutionalization
and at the same time provides caregiver relief to the informal/family caregiver.
Due to COVID-19, the format of the ADP program has adapted accordingly with virtual
activities via Zoom, porch visits, telephone calls, dropping off activity kits, etc. CCD
resumed in-person ADP programming in Clarington in September however it has limited
capacity as social distancing safety standards need to be adhered to.
The demand for CCD's In-Home Respite and Adult Day Program services will only
increase as the population ages and as adult children, spouses, and other
informal caregivers find it necessary to take on the responsibility of caring for a
loved one full time. These caregivers will turn to CCD for the support of community-
based services to keep their loved ones at home. Many of our caregivers also work
outside the home, in addition to caring for young children. These informal/family
caregivers are essential to the health care continuum and need to be guaranteed
affordable respite options to continue in their caregiving role. There has also been a
steady increase in the number of referrals for younger adults with developmental
disabilities to attend the Day Program as other daytime social outlets in the
community are limited for this population when they can no longer attend school (after
the age of 21).
In 2020-21 our four Adult Day Program sites provided 4,561 Virtual and In-Person
attendance days and 1,166 attendance days were provided at the Clarington ADP.
The In-Home Respite and the Adult Day Programs are partially funded through Home
and Community Care Support Services (formerly known as the CE-LHIN) and the
Page 11
remainder of the cost is partially recovered through user fees. Many clients use both
services. The Clarington Municipal Grant assists us in offering a further subsidy
when the service cost is a barrier to service as well as assisting with the cost of
providing programming that is geared to all ages.
Assisted Living Services for High Risk Seniors is a partnership between Home and
Community Care Support Services and CCD. Assisted Living is provided to eligible
residents living in the retirement community of Wilmot Creek. Assisted Living provides
care for those residents with complex and long-term needs that place them at risk
of avoidable hospital admissions or premature institutionalization. This scheduled
and unscheduled service is available on a 24/7 basis, and through qualified Personal
Support Workers, clients receive assistance with personal care, housekeeping,
medication reminders, meal preparation, and running of errands. In 2020-2021,
CCD provided assisted living services to 83 clients in Clarington and provided them
with over 10,800 hours of care allowing clients to live safely at home.
The Clarington Municipal Grant will continue to assist us in the coordination and
provision of all CCD services coordinated out of our Clarington offices.
What funding category does your
Organization fall into?
☐Recreation & Leisure
☐Civic
☒Social
☐Boards of Council / Hall Boards
2022 Request (insert dollar figure) $52,580
If you are requesting an increase in the
municipal grant for 2022, please indicate the
reason for the increase.
Our overall costs to deliver our vital
services and programs have
increased. Also, our supply costs
have increased due to personal
protection equipment and cleaning
supplies needed to allow us to offer
our programs safely and adhere to
public health guidelines. In addition,
strong inflationary pressures will
create more financial challenges to
deliver services requiring purchased
goods and fuel.
Page 12
CCD’s revenue from client fees are
down by 20% since March of 2020
due to suspension of in-person
programs and a lower capacity at the
programs we have resumed (due to
maintaining safe social distancing
standards).
To help residents with food security
during the pandemic, CCD launched
a new program in 2020 called the
Community Food Box. This
successful new program requires
funding to continue.
Finally, CCD has received additional
funding in 2020/21 from government
organizations responding to the
emergent needs created by COVID-
19. However, this funding may be
one-time and not available to CCD
moving forward.
Has your organization made a previous
request for a Municipal grant to the
Municipality of Clarington?
Yes ☒ No☐
If yes, please complete the following:
Agency Year Requested Received
Mun. of Clarington 2020-2021 $50,900 $50,900
Mun. of Clarington 2019-2020 $50,000 $50,000
Mun. of Clarington 2018-2019 $50,000 $50,000
Mun. of Clarington 2017-2018 $40,500 $40,500
Mun. of Clarington 2016-2017 $48,000 $39,500
Mun. of Clarington 2015-2016 $29,532 $29,532
Has your organization requested funding in
the last 12 months from any other Municipal,
Provincial or Federal department or agency?
Yes ☒ No☐
Page 13
If yes, please complete the following:
Agency Year Requested Received
CE-LHIN 2021 $11,552,969 $11,552,969
Canada Summer Jobs 2021 $36,806 $36,806
Federal – COVID Wage
Subsidy 2021 $963,550 $963,550
Ontario Community
Support Association 2021 $365,101 $365,101
The Friends – PSW
Training 2021 $70,839 $70,839
Ontario Trillium
Foundation 2021 $135,300 $135,300
Terms and conditions
1.In the event that the funds allocated are not used for the services, event or
project as described in the application, or if there are misrepresentations in the
application, the amount of the financial assistance will be payable forthwith to the
Municipality.
2.The applicant will make or continue to make attempts to secure funding from
other sources, external to the Municipality of Clarington.
3.The applicant will keep proper books of accounts of all receipts and expenditures,
relating to the services, event or project described in the application.
4.The applicant will retain and make available for inspection by the Municipality or
its auditors all records and books of accounts of the Organization upon request
from the Municipality, (which may be made within two years of the grant award).
5.If the recipient is an arms-length agency, the Grant Recipient shall indemnify and
hold harmless the Municipality of Clarington against any claims, costs, causes of
action, fines or any other losses or other penalties the Municipality of Clarington
suffers related to the giving and usage of the grant to the grant recipient.
Declaration of Organizations' Executive:
We certify that, to the best of our knowledge, the information provided herein is an
accurate and complete and is endorsed by the Organization, which we represent and
accept conditions as noted in this application.
Page 14
Name Title Date Signature
James Meloche Chief Executive Officer
Vasily Zadorojnyi Director of Finance
This Application must be signed by two (2) Members of the Executive.
Budget Information
Please complete, in detail, the attached form. Also include a copy of the most recent
statement of revenue and expenditures and statement of Assets/Liabilities (balance
sheet), for the most recent fiscal year.
Please return application form to:
Financial Services Department
Municipality of Clarington
40 Temperance Street
Bowmanville, Ontario
L1C 3A6
(905) 623-3379 ext. 2601
finance@clarington.net
Budget Information
Revenue 2022 2021
Grants – Federal / Provincial 504,330 207,590
Municipal Grant 50,900 50,000
Memberships
Registrations
Client Fees 2,646,383 2,204,469
Fundraising/Donations 270,000 311,000
Other (Specify) – CE-LHIN 11,124,906 10,847,088
Interest Income 60,969 23,950
11/12/2021
Page 15
Revenue 2022 2021
Amortized Capital
Contributions 132,807 46,360
Last Year Surplus/Deficit
Total Revenue 14,790,295 13,690,457
Expenditures 2022 2021
Salaries – Full Time 7,724,723 6,521,434
Salaries – Part Time 2,733,489 3,646,153
Direct Program Expenses 2,401,420 2,111,410
Facility Rental 724,030 568,212
Office Supplies/Equipment 110,083 72,572
Telephone 141,007 109,318
Advertising 38,500 17,268
Maintenance 158,608 150,756
Utilities 59,400 57,912
Other (Specify)
IT/Software 226,367 107,962
Audit/Legal 115,500 38,000
Postage/Printing 47,341 67,166
Property Tax & Insurance 23,600 24,300
Amortization 184,792 76,123
Liability Insurance 12,670 13,020
Misc. (Board Expense, CC
processing, consulting, etc.) 82,144 93,676
Total Expenses 14,783,674 13,675,282
Surplus (Deficit) 6,621 15,175
Page 16
Note:
All applicants must complete this section in order to have application considered for
funding. Please summarize your budget information using categories listed above.
CCD’s Budget Forecast 2023 to 2026
2022 2023 2024 2025 2026
Grants – Federal / Provincial 504,330 519,460 535,044 551,095 567,628
Municipal Grant 50,900 52,427 54,000 55,620 57,288
Memberships
Registrations
Fundraising/Donations 270,000 400,000 500,000 620,000 750,000
Client Fees 2,646,383 2,725,774 2,807,548 2,891,774 2,978,527
CE-LHIN 11,124,906 11,124,906 11,124,906 11,124,906 11,124,906
Interest Income 60,969 60,969 60,969 60,969 60,969
Amortized Capital
Contributions 132,807 132,807 132,807 132,807 132,807
Last Year Surplus/Deficit
Total Revenue 14,790,295 15,016,343 15,215,273 15,437,171 15,672,126
Salaries – Full Time 7,724,723 7,801,970 7,879,990 7,958,790 8,038,378
Salaries – Part Time 2,733,489 2,760,824 2,788,432 2,816,316 2,844,480
Direct Program Expenses 2,401,420 2,473,463 2,547,666 2,624,096 2,702,819
Facility Rental 724,030 731,270 738,583 745,969 753,429
Office Supplies/Equipment 110,083 113,385 116,787 120,291 123,899
Telephone 141,007 145,237 149,594 154,082 158,705
Advertising 38,500 38,500 38,500 38,500 38,500
Maintenance 158,608 163,366 168,267 173,315 178,515
Utilities 59,400 61,182 63,017 64,908 66,855
Page 17
IT/Software 226,367 226,367 233,158 240,153 247,357
Audit/Legal 115,500 118,965 122,534 126,210 129,996
Postage/Printing 47,341 48,761 50,224 51,731 53,283
Property Tax & Insurance 23,600 24,308 25,037 25,788 26,562
Amortization 184,792 184,792 184,792 184,792 184,792
Liability Insurance 12,670 12,670 12,670 12,670 12,670
Misc. (Board Expense, CC
processing, consulting, etc.) 82,144 82,144 82,144 82,144 82,144
Total Expenses 14,783,674 14,987,205 15,201,397 15,419,756 15,642,383
Surplus (Deficit) 6,621 29,138 13,876 17,415 29,742