HomeMy WebLinkAboutCAO-10-07
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REPORT
CHIEF ADMINISTRATIVE OFFICER
Meeting:
GENERAL PURPOSE AND ADMINISTRATION COMMITTEE
Date: Monday, June 18, 2007
KesolL-AiitJn 1=FGPA-4-<od-07
By-law #:
Report #: CAO-10-07 File:
Subject:
STRATEGIC BUSINESS PLAN
RECOMMENDATIONS:
It is respectfully recommended that the General Purpose and Administration Committee
recommend to Council the following:
1. THAT Report CAO-10-07 be received;
2. THAT the 2007-2010 Strategic Business Plan be adopted;
3. THAT the list of action associated with each of the Business Objective be endorsed in
principle;
4. THAT staff proceed to implement the list of action and to provide a status report to
Council semi-annually; and
5. THAT the Strategic Business Plan be posted on the municipal web site for the
information of the general public.
Submitted bYO ~ --=- ~
Franklin Wu
Chief Administrative Officer
CORPORATION OF THE MUNICIPALITY OF ClARINGTON
40 TEMPERANCE STREET, BOWMANVILLE, ONTARIO L 1C 3A6 T (905)623-3379 F (905)623-5717
REPORT NO.: CAO-10-07
PAGE 2
1. BACKGROUND:
Consistent with our past practice with every new council, the CAO has initiated a
strategic business planning session with the new council and senior
management staff shortly after the new council was elected. The purpose of
preparing a Strategic Business Plan is to ensure the Municipality has the
necessary road map to guide its business actions for the next four years.
2. THE PROCESS:
Council members and senior management staff met on three separate
workshops to develop the key elements of the Plan which includes articulating a
vision, a mission statement, identifying major business focus and objectives, and
developing strategies and actions. Embedded in the process are two critical
analyses of ascertaining our stakeholders as well as understanding our
strengths, weaknesses, opportunities and threats (SWOT). The final piece of the
process includes various implementation strategies to ensure the business
actions as identified will be carried out.
3. THE PLAN:
The business planning cycle of the Strategic Business Plan is intended to
coincide with the term of current council and hence it has a defined time frame
inclusive of the years 2007-2010. Once adopted by Council, it will be made
available to the public as well as posted on the municipal web site. Public
comments and feedbacks are welcomed as the Plan is always a "work-in-
progress" and is subject to amendments from time to time as council may deem
necessary in order to meet the changing needs of our community. Staff will be
updating Council on a semi-annual basis with respect to the progress of our
implementation effort on the various action items in the Plan.
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TABLE OF CONTENTS
Message from Mayor Jim Abernethy .....................................................................2
I n trod u ct ion ............................................................................... ....... ............. ................. 3
Ou r Vi s io n ......................................................................................................................... 4
Miss io n S tatem ent ........................................................................................................ 4
Key Bus i n ess Foc us ........... ...................................................................................._..._6
Business Objective, Strategies and Actions ...................................................7-14
Implementation Strategies ......................................................................................15
Corporate Strategic Business Plan
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MESSAGE FROM MAYOR JIM ABERNETHY
NEW TIMES, NEW IDEAS
Clarington is among the fastest growing communities in the Greater
Toronto Area. Our challenge is to grow at a rate and in a manner that
preserves our heritage, enhances our quality of life and allows us to
prosper.
As your new Mayor, I directed Council and staff to develop a Corporate Strategic Business Plan
to help set a course of action for the next four years.
The Corporate Strategic Business Plan brings together the experience and skill of our staff
and the energy and will of Council to develop a blueprint for tomorrow.
Finally, with input from the people of C1arington using this document as a guide, together we
can create a framework to build a prosperous and sustainable community.
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Corporate Strategic Business Plan
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INTRODUCTION
The pace of change in communities continues to accelerate. Municipal government needs
every possible insight into what is happening, why it's happening, and what needs to be done.
A well thought-out strategic business plan provides the road map for meeting future
challenges and ensuring our commitment of economic stability and high quality of life.
The Strategic Business Plan complements the other three important planning and policy
tools of Council: the Clarington Official Plan; the annual operating budget; and the multiyear
capital plan. Collectively, these governance tools represent the corner stones of all municipal
government decisions.
Corporate Strategic Business Plan
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OUR VISION
CLARINGTON: YOUR CHOICE FOR A CARING
AND VIBRANT COMMUNITY
The Vision clearly expresses our desire of what
C1arington will be for years to come and gives
purpose and meaning for the Municipality.
The Vision reflects on our history and culture and is
not bound by time. Clarington is not just one single
community; we are made up of small and
beautiful hamlets, productive farms, and urban
areas. This rich
variety in
geography and
community
diversity
underpins our
desire for a
caring and
vibrant
community.
MISSION STATEMENT
TO PROVIDE ESSENTIAL INFRASTRUCTURE
AND QflAUTYSERVICES TO OUR COMMUNITY
STAKIHOLDERS THROUGH LEADERSHIp,
ACCOUNTABlLITYANDRESPECT.
OUf purpose of being a local government is clearly
artiq.tlated in this mission statement. Essential
infrastructure is the hard services such as roads,
parks, recreational fadlities which our residents
expect and depend Ofl to enjoy a high quality of life.
Quality services are the utmost customer care to
be provided in accompanying the provision of
infus$tructure and services. .
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In order to meet the elq)ectations of our
stakeholders, it is that infrastJ'U(ture and
services are delive , ., rough the leadel'$hip,
accountability aJld respect. The Mission StaWment
is our promise to our stakeholders. The strategic
direCtiOft and busineSS focus detailed in this Plan
will elaborate on how Clarington will transform our
promises to reality.
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Corporate Strategic Business Plan
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KEY BUSINESS FOCUS
The business focuses of the Municipality are prioritized as follows:
A ECONOMIC DEVELOPMENT
B COMMUNITY PLANNING AND IMPROVEMENT
C CITIZEN ENGAGEMENT
D GROWTH MANAGEMENT AND TRANSPORTATION
E INFRASTRUaURE AND ASSETS MANAGEMENT
F RECREATION OPPORTUNITIES
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Corporate Strategic Business Plan
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A. ECONOMIC DEVELOPMENT
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OBJECTIVE 1 - TO FACILITATE THE ENERGY/SCIENCE PARKS
PROJECT
Strategies & Actions
I.J Develop a schedule, an implementation servicing
scheme, and an alternative funding scenario
o Enhance University of Ontario Institute ofTechnology
Partnership
o Work with the Region to speed-up site servicing
Ll Seek partnerships with senior level of governments
o Assist current landowners to facilitate energy project
implementation
I.J Request Provincial Government to allow for tax
increment financing incentives and other incentives
I.J Prepare a marketing package targeting energy/science
and technology companies
Corporate Strategic Business Plan
OBJECTIVE 2 - TO PROMOTE AND ATTRACT ALTERNATIVE
ENERGY TECHNOLOGIES
Strategies & Actions
U Explore the cost, risk and benefits to our community
regarding energy from waste technology
o Give high priority to development applications that
support alternative energy technologies
o Establish a network of alternative energy businesses
OBJECTIVE 3 - TO SUPPORT PHYSICIAN RECRUITMENT
Strategies & Actions
o Continue financial commitment in recruiting family
physicians through annual budgeting
o Lobby provincial and
federal governments
to increase admissions
to medical school and
regarding Canada
certification of
immigrant doctors
respectively
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OBJECTIVE 4 - TO ATTRACT NEW BUSINESS
Strategies & Actions
o Continue partnership with C1arington Board ofTrade
with emphasis on attracting new businesses
l.J Assist OPG to bring New Build to C1arington
U Give priority to energy and science businesses by fast
tracking development applications
o Assist BIAs in small business
creation/attraction
o Explore feasibility of development
charges exemption for green
buildings, and for projects in the
energy/science parks
o Assist in the promotion of a "shop local" program
OBJECTIVE 5 - TO SUPPORT AGRICULTURAL INITIATIVES
Strategies & Actions
U Provide policy changes in the Official Plan to protect
farmer's right to farm
o Support current and future agricultural initiatives and
projects such as the farmer's market
U Investigate best practices to alleviate
urban/agricultural conflicts and incompatibilities
U Explore the feasibility of incentives for agri-businesses
U Assist farmers who diversify their agri-business
o Encourage school boards to increase awareness of the
farming industry
OBJECTIVE 6 - TO MARKET THE CLARINGTON BRAND
Strategies & Actions
o Develop a marketing plan to promote Clarington
brand focusing on our vision. Possible themes include
"The Urban Agricultural Gem';"Leading Edge of the
GTA" or "Energizing Ontario"
o Continue partnership with Tourist operators to
promote our local tourist destinations
l.J Ensure all promotional and communication materials
from all departments carry the Clarington Brand
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Corporate Strategic Business Plan
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B. COMMUNITY PLANNING AND IMPROVEMENT
OBJECTIVE 1 - TO DEVELOP A PLAN FOR COURTlCE CORRIDOR
Strategies & Actions
U Create a focal point of development
o Develop a trail system along Barber's Creek
o Update Courtice Corridor Study
o Engage stakeholders in plan development
o Assist local businesses to create a business
improvement area
OBJECTIVE 2 - TO MAINTAIN VIBRANT COMMERCIAL CORES
Strategies & Actions
o Continue support for all Business Improvement Areas
o Plan streetscape improvements
o Explore opportunities in the Regional Community
Improvement Plans for infrastructure improvements
o Encourage consistent business operating hours
o Encourage development of downtown civic precincts
for Bowmanville, Courtice, Newcastle, Orono as a long
term goal
Corporate Strategic Business Plan
OBJECTIVE 3 - TO BEAUTIFY CLARINGTON
Strategies & Actions
U Undertake landscape improvement at gateway
locations
o Proactive enforcement of property standards
o Implement Banner Program at various communities
with emphasis along Courtice Highway 2 corridor
o Eliminate reverse frontages in new developments
o Revisit sign by-law to address sign pollution
OBJECTIVE 4 - TO ENHANCE AND REINFORCE CLARINGTON
AS A PEOPLE FRIENDLY COMMUNITY
Strategies & Actions
o Promote walking and biking links to services and
amenities
o Encourage street front buildings
o Implement accessibility features for people with
disabilities
o Lobby Region to re-introduce community policing
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C. CITIZEN ENGAGEMENT
OBJECTIVE 1 - TO STRENGTHEN CUSTOMER SERVICE
Strategies & Actions
o Enhance existing Customer Service Program including
staff training
o Implement a Customer Care
Management System
o Expand hours of By-law
Enforcement
o Conduct public information
sessions for small developers
o Follow-up customer
feedback cards
o Explore other initiatives such
as maximizing web site as a communication tool
OBJECTIVE 2 - TO ENCOURAGE PUBLIC PARTICIPATION AND
COMMUNICATION
Strategies & Actions
o Improve media relations
[.J Investigate most cost effective way to deliver
information to all citizens
o Expand e-government services such as making
documents available on the website, easy identification
of staff and phone numbers for emergency calls
o Utilize tax inserts to update citizens on time sensitive
or important matters
o Review the information we are communicating to
ensure consistent message and branding
o Ward Councillors to conduct town hall meetings with
assistance from staff
OBJECTIVE 3 - TO SUPPORT AND EXPAND VOLUNTEERISM
Strategies & Actions
o Enhance existing Volunteer Recognition Program
o Provide support and training such as management,
fund raising, marketing to volunteer organizations
U Develop a program to promote volunteerism including
the development of a Volunteer Directory
o Use existing community events to recognize volunteers
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Corporate Strategic Business Plan
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D. GROWTH MANAGEMENT AND TRANSPORTATION
OBJECTIVE 1 - TO ENSURE BALANCED GROWTH
Strategies & Actions
I:] Initiate Official Plan Review with the emphasis on
managing rapid residential growth and educating the
public
!.J Implement Places to Grow with emphasis on
intensification
I:] Protect the Greenbelt
and the Oak Ridges
Moraines
o Maintain urban
separators between
urban communities
U Encourage builders to build high density development
o Educate existing builders to adapt to the character of
the community
!.J Prioritize residential growth areas through the develop-
ment of a phasing plan
o Require Market Studies to support a plan of subdivision
Corporate Strategic Business Plan
OBJECTIVE 2 - TO DEVELOP A GREEN COMMUNITY STRATEGY
Strategies & Actions
l.J Establish Community Advisory Committee including
partnership with local businesses through the Board of
Trade
o Develop a Municipal Green Plan
I:] Retrofit Municipal facilities for energy conservation
U Liaise with Veridian on energy saving partnership
program
o Maximize senior government funding opportunities
o Explore green building initiatives such as LEED
certification
OBJECTIVE 3 - TO IMPROVE
AND EXPAND ALL MODES OF
TRANSPORTATION
Strategies & Actions
l.J Lobby for both GO and VIA Rail stations in Bowmanville
o Investigate the feasibility of"bikeways"
o Connect trails and walkways
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E. INFRASTRUCTURE AND ASSET MANAGEMENT
OBJECTIVE 1 - TO DEVELOP A LONG TERM ASSET
MANAGEMENT PROGRAM
Strategies & Actions
U Hire appropriate staff to ensure compliance with
Provincial legislation in asset accounting
o Inventory all capital assets electronically
U Update Development
Charge Study
o Establish a life cycle cost
for each asset
o Develop a financial
strategy including decommissioning cost
o Acquire the necessary software
OBJECTIVE 2 - TO ENHANCE INFRASTRUCTURE AND ROAD
NETWORK
Strategies & Actions
o Provide steady capital funds in Annual Budget
o Prepare a long term 5-10 years Capital Plan
o Monitor condition of road network and implement
preventative maintenance works
o Review best practices
i:J Upgrade rural roads
o Lobby senior government to enshrine Gas Tax funding
by Legislation
OBJECTIVE 3 - TO UPGRADE EMERGENCY OPERATION CENTRE
Strategies & Actions
o Review existing operation to identify deficiencies/
opportunities
o Develop a budget strategy to fund this project
o Expand envelope of provincial emergency funding
through lobby efforts - priority of being nuclear site
o Lobby Federal
and Provincial
governments
through Nuclear
Host Communities
Association for
financial support
for a new
Emergency Operation Centre
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Corporate Strategic Business Plan
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F. RECREATION OPPORTUNITIES
OBJECTIVES 7 - TO ENHANCE PASSIVE AND ACTIVE
RECREATION ACTIVITIES
Strategies & Actions
o Complete expropriation of waterfront park properties
r:l Enhance youth/adult/older adult programming
U Explore public/private partnership opportunities
o Give priority to volleyball court projects
II Continue development of community parks
OBJECTIVE 2 - TO ENCOURAGE COMMUNITY EVENTS
Strategies & Actions
o Acquire a "mobile" portable stage
o Assist local groups in marketing
o Assist the Community in organizing cultural events
Corporate Strategic Business Plan
OBJECTIVE 3 - TO ENHANCE AND CONTINUE THE
DEVELOPMENT OF OUR CULTURAL PROGRAMS
Strategies & Actions
o Promote events on municipal website
li Provide event boards at entrances/gateways to
communities
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IMPLEMENTATION STRATEGIES
The Strategic Business Plan is more than a structured and co-ordinated approach for articulating our
municipal vision, a mission statement, business focus, objectives, strategies and actions. It is a genuine effort
to address the needs ofthe community. Our strategies to ensure the successful implementation ofthe
Strategic Business Plan include:
1. Each department shall prepare a departmental business plan to define, augment and
implement those actions identified in this Corporate plan.
2. We will move slowly and cautiously.
3. Ensure all actions are feasible from the perspective of
available staff and financial resources.
4. Review every six (6) months and amend if necessary,
to ensure this Plan remains current and to reflect the
changing need of our community stakeholders.
5. Ensure each and every decision aligns with the business
focus and objectives of this Plan.
6. Post the Strategic Business Plan on the municipal
web site to allow continuous feedback from the public.
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Corporate Strategic Business Plan
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