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Report To: General Government Committee
Date of Meeting: March 27, 2017
Report Number: CAO-006-17 Resolution:
File Number: By-law Number:
Report Subject: MID-TERM REPORT ON THE STATUS OF THE IMPLEMENTATION OF
THE 2015-2018 STRATEGIC PLAN
Recommendations:
1.That Report CAO-006-17 and the attached Progress Report (Attachment #1 to Report
CAO-006-17) be received for information.
Municipality of Clarington
Report CAO-00-1 7 Page 2
Report Overview
The Municipality’s 2015-2018 Strategic Plan established six (6) strategic priorities to guide
the Municipality:
Facilitate the Creation of Jobs, Attraction of New Businesses and Expansion of
Existing Businesses
Demonstrate Good Governance and Value for the Tax Dollar
Manage Growth to Maintain Our “Small Town” Feel
Enable Safe, Efficient Traffic Flow and Active Transportation
Promote Resident Engagement in our Community
Enhance Access to our Unique Natural Environment
Implementation of the Plan is proceeding well and this report shows the specific status as of
March 2017 of the 32 actions to implement this plan.
1. Background
1.1 32 specific actions were developed and adopted by Council in 2015 to implement the six
strategic objectives for 2015-2018. The purpose of this report is to provide a progress
report on the status of each of the 32 action items.
1.2 This report updates a more detailed administrative level report discussed with Council at
the Special Council Meeting on December 9, 2016. It also now reflects Council’s 2017
Budget decisions.
2.Recommendations
2.1 It is respectfully recommended that Report CAO-006-17 and the attached Progress
Report (Attachment #1 to Report CAO-006-17) be received for information.
3. Strategic Plan Application
The recommendations contained in this report are all about the implementation of the
Strategic Plan.
Municipality of Clarington
Report CAO-00-1 7 Page 3
Submitted by:
Curry Clifford, MPA, CMO,
CAO
Staff Contact: Curry Clifford, Interim CAO, 905-623-3379 ext. 2002 or cclifford@clarington.net
Attachments:
Attachment 1 – Progress Report
There are no interested parties to be notified of Council's decision.
Mid-term Report on Status of Implementing the 2015-18 Strategic Plan – March 27th
New Actions Assigned
Department Task Resources Required Completion
Date Status
1. FACILITATE THE CREATION OF JOBS, ATTRACTION OF NEW BUSINESSES AND EXPANSION OF EXISTING BUSINESSES
1.1 Work with the Clarington Board of Trade to
update our economic development strategy to
advance our considerable strength and
competitive advantage in nuclear energy and
in agriculture.
Lead: CBOT CBOT develop draft Economic
Development Strategy (as part
of CBOT business planning
process)
Majority of work to be
executed by dedicated
volunteers from local
business community
potential resource
implications may arise
as discussion
progresses
3rd ¼ of 2016 COMPLETED
- Economic Development Plan 2021 with 63 activities,
performance measures and accompanying 5 year
contract approved by Council October 31, 2016
1.2 Identify, in consultation with the business
community, key projects such as the GO Train
extension, improved fibre optic service and
serviced land that will encourage business
retention, expansion and attraction and then
collaborate with other orders of government,
businesses and community organizations to
advance these projects.
Lead: CAO
Office
Assisted By:
CBOT and
Other
Departments
Roundtable discussions with
businesses (as part of CBOT
business planning process)
Partnerships with other
affected parties, e.g.,
neighbouring municipalities,
Regional Government, college,
university to develop and
implement government
relations strategy to influence
provincial government
Additional Staff time
Potential resource
implications as
discussion progresses
Continuous
ongoing task
ONGOING
- CBOT investigating broadband solutions including
participating in a regional working group
- CAO Office co-ordinating early GO Train extension
implementation matters with Metrolinx, Oshawa, Whitby
and Region to enable optimal local benefits and for
2023/24 timelines for GO Train service to Courtice and
Bowmanville.
- CAO Office co-ordinating with
CBOT, Planning and Engineering an inventory of
detailed servicing plans and strategies for all
developable industrial lands. Goal is to set priorities and
influence Regional and in some instances Provincial
government to partner with the Municipality and
businesses to service lands
1.3 Continue with process improvements that
streamline development approvals, including
approvals by other government agencies and
effectively communicate the improvements.
Lead:
Planning/Engine
ering
Process Improvement Team
comprising Planning and
Engineering to develop ideas
for ongoing improvements with
consultation with the industry
and agencies.
Work with neighbouring lower
tier municipalities to develop
common requests to other
governments for process
improvements
Develop materials identifying
changes and brand the
improvements
Continue with the successful
pre-consultation process
Additional Staff time and
other resource
implications
Continuous
improvement
as an ongoing
task
ONGOING
Process Enhancement Project underway with Planning
and Engineering staff assisted by business process
expert facilitating review of process used for:
Site plan approval
Subdivision approval
Building permit approval
- Created JET (Joint Economic Development Team)
process for expediting/responding to significant job
creation development opportunities. Activated for two
projects to date
- Successful Pre-consultations process has been active.
Specific improvements implemented to date include:
-Delegated Apartments in House and Oak Ridge
Moraine Site Plans to Manager of Dev. Review
-Improvements to temporary sign permitting process
Attachment #1 to Report CAO-006-17
Mid-term Report on Status of Implementing the 2015-18 Strategic Plan – March 27th
New Actions Assigned
Department Task Resources Required Completion
Date Status
-New circulation distance standards for rural
applications
- Met with Regional staff regarding their requirements
for application
1.4 Explore innovative approaches to
Development Charges on industrial and
commercial property that balances the cost of
servicing with economic gains for the
community.
Lead: Finance
Assisted by:
Planning
Services and
Engineering
Update to Development
Charges By-law
Ongoing monitoring of uptake
of incentives to ensure
appropriateness and determine
future modifications
Ongoing scanning of other
municipalities’ actions for new
approaches
Communication of incentives to
generate market interest
Additional Staff time
Incentives may have
Budget implications
Mid 2015
Ongoing with
Annual
Reporting/
Tracking
COMPLETED
-Development charges by-law updated July 1, 2015
including industrial exemptions and small business
exemptions.
-Tracking quarterly through Financial Update to Council.
Budget allocation of $250,000 approved in 2017 budget
due to successful uptake.
- Marketing through Planning, Engineering (Building)
and CBOT. -Courtice CIP approved by Planning
Committee November 2016. Incentives approved in the
2017 budget of $100,000 for mixed use developments
(among others). Next step is marketing plan through
Planning and CBOT.
1.5 Review and implement the best option for the
delivery of the tourism function.
Lead: Tourism Council report COD-016-15
considered by Council and
referred back to entertain
proposals for delivery of this
function
Pending decision of
Council
4th ¼ of 2015 COMPLETED
Council decided in Fall 2015 to enhance the service and
deliver it in-house.
1.6 Collaborate with local organizations to enable
arts and culture to make a strong contribution,
directly and indirectly, to business expansion
in the community.
Lead: CAO
Office
Report to Council after
consultation with organizations
on the findings of the
discussion
Allocation required in
2016 Budget for 3rd
party facilitator and arts
and culture expert to
engage the Arts and
Culture community
Unknown at this time
scale of resourcing to
pursue findings of
discussion
1st ¼ 2018 Interim CAO will recommend in 2nd ¼ of 2017 process
for proceeding.
2.DEMONSTRATE GOOD GOVERNANCE AND VALUE FOR THE TAX DOLLAR
2.1 Communicate widely, frequently and through
various channels how good governance and
value for the Clarington tax dollar are being
provided.
Lead:
Communications
Assisted By: All
Departments
Continue to explore and
develop good news stories
promoting the Corporation and
related initiatives
Leverage social media to its
fullest extent
All Departments Continuous
Ongoing Effort
ONGOING
-New budget brochures designed in 2016, new Q&A on
website, videos and new commentary under
development. Budget survey software approved with
implementation planned in 2017.
-Continued communication through press releases on
various corporate initiatives with explanation of dollar
impact on the community and service results for
residents and businesses.
-Social media engagement continuously increasing
Attachment #1 to Report CAO-006-17
Mid-term Report on Status of Implementing the 2015-18 Strategic Plan – March 27th
New Actions Assigned
Department Task Resources Required Completion
Date Status
2.2 Investigate putting in place an ongoing
evaluation process in which specific services
are identified and systematically reviewed to
determine the most effective and efficient way
to provide them.
Lead: CAO
Office
Assisted By: All
Departments
Review Best Practices by
municipalities on service
delivery reviews
Develop evaluation process
including criteria for selecting
services for review, questions
to be answered by reviews,
frequency of reviews, number
of reviews per year, who to
undertake them
Determine priorities for
services to be reviewed
Additional Staff time
Independent reviews will
require funding with
scale of funding based
on evaluation process
chosen and complexity,
scale, number and
nature of services being
reviewed,
2017 INVESTIGATION COMPLETED
Council decided on March 20, 2017 to adopt an
evaluation process based on best practices that will
mean that the Audit Committee will select services for
review. Council allocated $40,000 for this purpose in
2017. Learnings from the experience will then be
brought forward to shape a policy of Annual Service
Delivery Review.
Review opportunities for joint capital and/or
operations with School Boards, Regional
Government and other public agencies.
Lead: CAO
Office
Assisted by: All
Departments
Identify potential capital and
operations projects
hold discussions with School
Board and Region and other
agencies and report to Council
on findings
Additional Staff time 2017 TO BE SCHEDULED
-Position to undertake work (Corporate Initiatives
Officer) is unfunded so abbreviated outreach will be
undertaken in 2017.
- Incremental gains to date include partnership with
OCACL for use of Baseline Community Centre.
3.MANAGE GROWTH TO MAINTAIN OUR “SMALL TOWN” FEEL
3.1 Provide for walkable mixed-use
neighbourhoods and encourage a “small town”
feel in the Official Plan and neighbourhood
plans.
Lead: Planning
Assisted by:
Engineering
Underlying framework will be in
the Official Plan Update
Through Priority Green
Neighbourhood standards,
develop walkability criteria for
new neighbourhoods
Implement recommendations
contained in the Transportation
Master Plan
Update Engineering Standards
to reflect changes to
neighbourhood plans and
address accessibility
Include walkability and mixed
use development in
neighbourhood plans
Additional Staff time and
other resource
implications leading up
to implementation
Implementing features
for walkability and
accessibility will have
budget implications
2017 PARTIALLY COMPLETED
-Official Plan policies on walkable communities adopted
by Council on November 1, 2016.
-Priority Green Implementation Framework developed.
- Further work through Secondary plan to be undertaken
in 2017-2018.
- Transportation Master Plan adopted by Council in
December 2016.
Engineering standards to be developed in 2017.
3.2 Support a variety of affordable mixed housing
types and community design attributes that
support our residents at every stage of life and
across all abilities.
Lead: Planning Recommend to Council where
appropriate approval of
affordable housing projects
Council to consider affordable
mixed housing in new
developments
Existing Staff time Ongoing ONGOING
-Support for higher density housing projects provided in
context of applications and incentives.
- Assisted Developer and Durham Region in a
successful bid for 75 supportive housing unit project at
50 Martin Road
- Currently assisting Parkview Lodge’s application for 91
supportive housing unit project in Newcastle Village.
Attachment #1 to Report CAO-006-17
Mid-term Report on Status of Implementing the 2015-18 Strategic Plan – March 27th
New Actions Assigned
Department Task Resources Required Completion
Date Status
- Courtice CIP/Development Charges incentives
address affordable housing.
3.3 Investigate, with the Clarington Board of
Trade, the interest of each BIA in additional
downtown revitalization programs.
Lead:
Clarington
Board of Trade
CBOT to discuss with BIAs None 2017 COMPLETED
CBOT completed final report on the BR+E Main Street
Survey and presented findings to representatives from
all BIA’s in the study area on January 24, 2017.
Planning and implementation of actions is underway.
3.4 Reinforce our "small town" feel through
tourism initiatives that showcase our
agriculture and small town attributes.
Lead: Tourism Subject to Council decision in item
1.5, tasks here could include:
Continue to expand upon
existing partnerships and
relationships with CBOT,
CTMB, Central Counties,
Durham Tourism and other
Tourism partners
Ramp up marketing, create
way-finding signage and map
to highlight Clarington's
attributes
Continue to participate at and
promote special events
Additional Staff time Ongoing ONGOING
- Tourism plan refresh completed, working on way-
finding signage, getting people to our towns and local
farms and businesses. Continued promotion with
refreshed campaigns to draw attention to Clarington and
all its attributes.
3.5 Educate and promote how growth needs to be
managed to maintain and sustain our "small
town" feel.
Lead: Planning
and
Communications
/Tourism
Develop a series of brochures
and website materials on
growth management topics
Examine Best Practices
Reallocation of Staff
time
2017 and
forward
UNDER DEVELOPMENT
- Incremental steps taken including, Press release
regarding the OPA, directing media inquiries, answering
questions to explain growth management. Continue
discussion on how to improve and educate.
3.6 Advocate to the Provincial and Regional
governments the need to reflect the
significance of this Clarington priority in
updates to the Growth Plan for the Greater
Horseshoe, the Greenbelt Plan and the Oak
Ridges Moraine Conservation Plan.
Lead: Planning Support through submissions
to the Four Plan Provincial
Review the expansion of the
Greenbelt into the urban
separators and policies that
provide more flexibility to
interpretation of targets, uses
in Greenbelt etc.
Existing Staff time 2016 UNDERWAY
-Reports approved by Council setting out Clarington
position.
- Discussion with Regional staff.
- Additional discussion and advocacy with province re:
Greenbelt boundaries including meeting with the
Minister of Municipal Affairs in March 2017.
4.ENABLE SAFE, EFFICIENT TRAFFIC FLOW AND ACTIVE TRANSPORTATION
4.1 Determine transportation projects, including
active transportation projects, to be given
priority through the completion of Clarington’s
Transportation Master Plan and implement the
decisions.
Lead:
Engineering
Council review and approval of
Transportation Masterplan
Develop a 10 year capital
Transportation plan
Additional Staff time 2017 FRAMEWORK FOR PRIORITY SETTING
COMPLETED- Transportation Master Plan
- priorities identified in the plan were approved in the
2017 Capital Budget and Forecast.
- A 10 year Capital Transportation Improvement Plan
will be finalized and released in 2017.
Attachment #1 to Report CAO-006-17
Mid-term Report on Status of Implementing the 2015-18 Strategic Plan – March 27th
New Actions Assigned
Department Task Resources Required Completion
Date Status
4.2 Refine and update the Asset Management
plan to efficiently manage and prioritize
maintenance of roads, bridges and sidewalks
and expand to a comprehensive plan
incorporating all municipal assets.
Lead: Finance
Assisted by: All
Departments
Develop Asset Management
Plan showing: State of Local
Infrastructure, Expected Levels
of Service, Asset Management
Strategy, and Financing
Strategy.
Additional Staff time 4th ¼ 2016 UNDERWAY
Comprehensive Asset Management Plan to be provided
to Council April, 2017.
4.3 Create a dedicated rural road levy to address
our rural road infrastructure deficit
Lead: Finance
Assisted by
Engineering and
Operations
Provide dedicated funding
through the 2016 budget
Additional Staff time 1st ¼ 2016 Council decision to meet commitment by approving a
0.63% dedicated rural road level in 2016 Budget and a
0.50% dedicated rural road levy in 2017 Budget.
4.4 Work with and influence the Ministry of
Transportation to address community
concerns with their services, including but not
limited to:
Improvements to Hwy 401 interchanges
Hwy 407 extension
Extension of GO Train Service to
Courtice and Bowmanville
Lead:
Engineering
Assisted by:
CAO Office
Partnerships with other affected
parties, e.g., CBOT,
neighbouring municipalities and
Regional Government, college,
university to develop and
implement government relations
strategy to influence provincial
government
Additional Staff time
Potential resource
implications as
discussion progresses
Ongoing ONGOING
-Active discussions with MTO and the Region on
improvements to Waverley Rd Interchange
-ongoing discussions with MTO on other priorities
including building understanding of the wide public
benefits of a Lambs Road interchange and other
interchange improvements.
- working with the MTO and Blackbird construction
regarding challenges in the construction of the 407 such
as traffic detours, well interferences, road impacts
relating to our road network and specifically Trulls Road.
- Gained commitment for GO extension plus:
acquired lands for Courtice GO Rail Station and
collector road and currently in process of transferring
title for station property to Metrolinx; Active discussions
with Metrolinx on implementation;
Planning Services undertaking Mobility Hub Design
Study in Spring 2017 to influence the EA Update for GO
Rail and to provide input for Secondary Planning
5.PROMOTE RESIDENT ENGAGEMENT IN OUR COMMUNITY
5.1 Leverage technology to effectively
communicate to residents the range of
community organizations in Clarington and
their events and activities.
Lead: CAO
Assisted by:
Community
Services
Use existing new website and
calendar to promote events
and activities
Additional Staff time Ongoing ONGOING
Continue to leverage and build social media following.
Working on new ways to convey information including
videos. Tourism promotes all events and activities,
using website, social media. Communications assists
with local community groups by advertising smaller local
events on screens at the MAC.
Attachment #1 to Report CAO-006-17
Mid-term Report on Status of Implementing the 2015-18 Strategic Plan – March 27th
New Actions
Assigned
Department Task Resources Required Completion
Date
Status
5.2 Actively promote volunteerism, including
helping Clarington residents interested in
volunteering to be matched with organizations
needing volunteers through such services as
United Way’s volunteer registry.
Lead:
Community
Services
Assisted by:
Operations
Investigate volunteer registry
options to determine best fit for
Clarington and its community
volunteer needs
Continue to support volunteers
as they plan and implement
community special events
Continue to engage the
volunteer community in
Community Services
Department events
Develop a volunteer resource
package for community
organizations
Additional Staff time 4th ¼ of 2017 UNDERWAY
-In process of investigating volunteer registry options
- Ongoing support of volunteers as they plan and
implement community special events
-Ongoing engagement of the volunteer community in
Department events
-In (3rd ¼ of 2017) will develop a volunteer resource
package for community organizations
5.3 Assess the needs for training in leadership,
governance, volunteer retention and
recruitment for community organizations and
jointly develop a means to address these
needs.
Lead:
Community
Services
Assisted by:
Operations and
Clerks
Support volunteer agencies
and community organizations
with training and learning
opportunities
Coordinate an annual volunteer
roundtable (networking
opportunity) for representatives
of local community
organizations
Develop a new Community
Group Affiliation program that
supports new, emerging and
more established community
groups
Continue Volunteer
Recognition Program
Reallocation of Staff
time
2017 UNDERWAY
-Ongoing support to volunteer agencies and community
organizations with training and learning opportunities
-Co-ordinate an annual volunteer roundtable
-For 4th ¼ of 2017 Department to develop a new
Community Group Affiliation program
Program review of Volunteer Recognition Event will be
undertaken in 2017 for implementation in 2019 for which
may require additional resources in 2018 Budget.
Related matters: development of operation manuals for
volunteer hall boards and co-oordinating training
opportunities in 2017.
5.4 Support and enhance youth and older adult
services
Lead:
Community
Services
Continue to deliver and
enhance camps, and recreation
programs for children, youth
and adults
Maintain current service
partnerships and investigate
new partnerships
Assume responsibility for
community wide older adult
programming as of January
2016
Additional Staff time 2016 and
ongoing
UNDERWAY
-Ongoing delivery and enhancement of camps and
recreation programs for children, youth and adults
-Ongoing service partnerships and investigating new
partnerships
- Department has completed assuming responsibility for
community wide older adult programming
- The Facilities Development Strategy came before
Council in January 2017 and is being refined based on
Council input with subsequent reports for
implementation of Strategy recommendations
Attachment #1 to Report CAO-006-17
Mid-term Report on Status of Implementing the 2015-18 Strategic Plan – March 27th
New Actions
Assigned
Department Task Resources Required Completion
Date
Status
Facilities Development Strategy
will investigate future facility
expansion to accommodate
growth in youth and adult
services
5.5 Pursue the “Youth Friendly” community
designation and enable our community’s
youth to contribute to the community’s zest
and future.
Lead:
Community
Services
Collaborate with and bring
interested parties together, i.e.
Boards of Education, Police,
Municipality, Firehouse Youth
Centre, Youth Leading Youth
Committee, Durham Youth
Council, and other community
organization i.e. Visual Arts
Centre, etc.
Review all Best Practices and
Programs
Meet with representatives from
Parks and Recreation Ontario,
and neighbouring Youth
Friendly Communities
Submit application to the
Province
Reallocation of Staff
time
4th ¼ 2017 ON TRACK TO ADDRESS
By the end of 2017 Department will:
- collaborate and bring interested parties together;
review best practices and programs; meet with
representatives from Parks and Recreation Ontario;
report to Council about application to Province
5.6
Enhance Council and corporate
communications.
All Departments Conduct regular Citizen Survey
to obtain citizen feedback
Continue engagement methods
such as Public Information
Open Houses
Regular meetings with our
stakeholders
Develop community
engagement policy based on
best practices
Develop criteria and policy for
determining when to provide
comprehensive
communications of an initiative
Reallocation of Staff
time
Ongoing ONGOING
-Completed and presented to Council on December 9th
survey by pollster of random sample of residents on
satisfaction with municipal services and Municipal
administered survey on customer service experience.
Updated Public Meeting signs or development
applications.
- By first ¼ of 2018, will develop policies on community
engagement and when to provide comprehensive
communications for an initiative
Additional Initiatives include:
- Improved format for Council and Standing Committee
Agendas/Minutes. Easier access and easier
readability for the public.
- Currently working to improve complaint page on the
website and to develop a Transparency and
Accountability page.
- Finalized Corporate Complaint Policy and supporting
Departmental procedures and executed contract with
ADR Chambers for Ombudsman Services. Working
with Durham Region regarding Integrity
Commissioner contract.
Attachment #1 to Report CAO-006-17
Mid-term Report on Status of Implementing the 2015-18 Strategic Plan – March 27th
New Actions
Assigned
Department Task Resources Required Completion
Date
Status
6. ENHANCE ACCESS TO OUR UNIQUE NATURAL ENVIRONMENT
6.1 Adopt updated natural heritage preservation
policies in the Official Plan.
Lead: Planning Adopt new policies that support
natural heritage preservation
Existing Staff time 1st ¼ 2016 COMPLETED
Updated natural heritage policies included in Official
Plan adopted by Council on November 1, 2016.
6.2 Collaborate with community organizations and
other stakeholders and partners wishing to
advance this priority through events.
Lead:
Communications
and Tourism
Promoting access to the
Community Event Calendar for
community groups to post their
events
Existing Staff time Ongoing ONGOING
- Ongoing tourism promotion of natural environment,
trails and cycling through new website
- Continued promotion through social media and blog
6.3 Integrate the promotion of our unique natural
environment into tourism initiatives.
Lead: Tourism
Assisted by:
Other
Departments
Pending Council decision
regarding provision of Tourism
services
To be determined
Ongoing through
publications, social
media etc.
4th ¼ 2015 COMPLETED
- Working with Central Counties Tourism on a regional
trails strategy, from which a local sub-strategy would be
created. This would include an app for residents.
-New tourism website promotes the natural
environment, has Adventure seekers, boating, cycling,
trail area promoting different sports outdoor activities.
-Blog promotes country drives
-Central Counties Trails strategy underway, to help
create both regional and Clarington-based strategy for
promotion
- working to create a promotional tourism video
- working with Tourism Industry Association of Ontario
to further Clarington’s tourism reach and promotional
goals.
6.4
Continue the development of parkland along
the waterfront.
Lead: Planning
and Engineering
Assisted by:
Operations
Develop a 10 year capital
Waterfront plan for the entire
Clarington waterfront
incorporating recreational,
cultural, land use and natural
heritage matters
Update Land Acquisition
Strategy and prioritize
acquisition
Existing Staff time and
other resource
implications
Significant Capital
Funding
Plan: 2017
Implementation
:
Annual Budget
Process
UNDERWAY
- Waterfront Plan preparation delayed due to other
priorities placed on Planning Department
-Land Acquisition Study update delayed due to other
priorities but expected to be completed 4 1/4.
Additional Initiatives include:
-Commenced the construction of Bond Head Waterfront
Park in fall 2016 for completion in June 2017
-Acquired 30 ha of land in Courtice from Region and
Durham Radio
-Negotiated transfer of 8.5 ha of land in Graham Creek
Valley and additional 0.5 ha on Newcastle waterfront.
Attachment #1 to Report CAO-006-17
Mid-term Report on Status of Implementing the 2015-18 Strategic Plan – March 27th
New Actions
Assigned
Department Task Resources Required Completion
Date
Status
6.5 Prioritize and build additional trails including
trails to connect our community to the
waterfront.
Lead:
Engineering
Assisted by:
Planning and
Operations
Develop a 10 year capital
Trails plan with standards,
priorities, opportunities for
public involvement, promotion
and marketing
Apply for funding available for
trails from other orders of
government
Existing Staff Time and
other resource
implications
2017 GROUND WORK COMPLETED
- Long term trails plan identified in Official Plan
- 10 year Active Transportation Plan Capital Trails
Improvement Plan utilized for the preparation of the
2017 Capital Budget.
-Specific trail building underway in 2017 will include:
- constructing the Farewell Creek Trail
- completing the trail through Camp 30
- connecting of sidewalks on Concession Street.
A 10 year capital trails plan will be finalized and released
in 2017.
6.6 Investigate putting in place a Trails Council or
similar body as a means of community
engagement on promotion, location and
maintenance of trails.
Lead: Planning
and Engineering
Assisted by:
Operations
Review experiences of other
municipalities
Develop Terms of Reference
Select members and ongoing
meetings to develop short and
long term plans, community
involvement, marketing, etc.
Consult Trails Council on 10
year plan noted in 6.5
Reallocation of Staff
time
2017 UNDER REVIEW
Council decision will be sought on incorporating the
responsibilities of a Trail Council in an Active
Transportation Committee.
Attachment #1 to Report CAO-006-17