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HomeMy WebLinkAboutCAO-001-21Staff Report If this information is required in an alternate accessible format, please contact the Accessibility Coordinator at 905-623-3379 ext. 2131. Report To: General Government Committee Date of Meeting: January 25, 2021 Submitted By: Andrew C. Allison, CAO File Number: Report Number: CAO-001-21 By-law Number: Resolution#: GG-066-21 Report Subject: Strategic Plan Update Recommendations: 1.That Report CAO-001-21 be received; and 2.That staff be directed to either, a.issue an RFP to retain a qualified firm (with an upset limit of $30,000) to help develop a corporate brand; or b.pursue no further action in relation to this strategic goal. Municipality of Clarington Page 2 Report CAO-001-21 Report Overview This Report summarizes the actions taken to date to implement Clarington’s Strategic Plan 2019 to 2022. 1. Background 1.1 The Clarington Strategic Plan 2019 to 2022 was approved by Council on June 10, 2019. The Plan sets out the following five Strategic Priorities: A. Engaged Communities B. Strong Economy C. Sustainable Infrastructure Growth D. Legacy Projects E. Environmental Sustainability 1.2 The Plan also identified a total of 17 specific goals. They are as follows: A. Engaged Communities A.1. Enhance two-way communication with the community A.2. Establish and develop a unique Clarington brand for promoting our community B. Strong Economy B.1. Complete the implementation of the Downtown Plans B.2. Create partnerships in broadband expansion, working to achieve 100% connectivity B.3. Create partnerships to promote investment in infrastructure to make natural gas more accessible B.4. Expand our transportation network into commercial and industrial areas B.5 Explore an economic development strategy/framework in collaboration with the business community and other stakeholders C. Sustainable Infrastructure Growth C.1. Develop an Affordable Housing Policy C.2. Develop a realistic strategy for infrastructure investment in employment lands C.3. Develop a realistic strategy for broader infrastructure investment Municipality of Clarington Page 3 Report CAO-001-21 D. Legacy Projects D.1 Clearly articulate our plans for: a) Courtice waterfront b) Port Darlington waterfront D.2 Pursue a final decision from Atomic Energy of Canada Limited (AECL) and Canadian Nuclear Laboratories (CNL) respecting the disposition of lands for the Port Granby Nature Reserve D.3 Develop the concept, financing, project plan and potential construction schedule for the South Bowmanville Recreation Centre for Council in 2019, for consideration in the 2020 budget, with a design to follow D.4 Articulate a vision of a Performing Arts space D.5 Make a decision on Camp 30 E. Environmental Sustainability E.1 Advance waste reduction initiatives by promoting the four Rs: Refuse, Reduce, Reuse and Recycle 1.3 By Resolution #GC-417-19, Council directed that Staff provide quarterly updates to Council on the progress of goals outlined in the Strategic Plan 2019 to 2022. 1.4 This Report summarizes the status of each of the 17 goals in the Plan as of January 2021. 2. Summary of Actions A. Engaged Communities Enhancing Communication A.1. Enhance two-way communication with the community Responsible Department: CAO’s Office 2.1 COVID-19 has forced municipalities to rethink public engagement. In the era of physical distancing and provincial lockdowns, engaging the public has gone virtual. Staff in Clarington have worked hard to reimagine public consultation meetings and advisory committee meetings. During the pandemic, many statutory meetings are held using Microsoft Teams, Zoom or conference calls. 2.2 Moving forward, staff will create a tailored plan to expedite the development of an internal engagement framework. This working document will be drafted based on best practices and research gathered from other municipalities. Municipality of Clarington Page 4 Report CAO-001-21 2.3 The framework will also synthesize comments gathered in other Clarington surveys pertaining to residents’ communications needs and preferences. Once drafted, the proposed framework will be shared with internal staff and advisory committees for comment and input. Based on the input gathered, the framework will be finalized and used as an internal guiding document to focus staff as they plan any public engagement initiatives. 2.4 The framework will ensure that the Municipality’s engagement methods are well- planned and well-executed with corresponding measures to determine success. This made-in-Clarington framework will be founded on public participation principles established by the leading international organization on this topic, the International Association for Public Participation (IAP2). Branding A.2. Establish and develop a unique Clarington brand for promoting our community Responsible Department: CAO’s Office 2.5 As reported in Report CAO-016-20, the Communications Division developed Brand Guidelines (see Attachment 1 to that report) that are now being utilized throughout the entire corporation. 2.6 In September 2019 (Resolution #C-302-19), Council endorsed an initiative of the Tourism Advisory Committee (TAC) to work in partnership with the Municipality to “develop a comprehensive tourism branding strategy which is consistent with Clarington’s overall brand”. The action taken by TAC respecting this initiative was outlined in section 2.2 of Report CAO-013-20 (Service Delivery Review Update – Tourism). 2.7 In Report CSD-011-20, Council was presented with some options for tourism oriented directional signage. That report was referred to staff “to report back after consulting with the Tourism Advisory Committee and the community” (Resolution #GG-400-20). The directional signage decision was essentially put on hold. 2.8 At its meeting on December 2, 2020, TAC confirmed its desire to work with the Municipality to help develop an overall corporate brand. 2.9 Staff have conducted some research and had discussions with the firm that helped develop Prince Edward County’s brand. Our research has led to the advice set out below. Municipality of Clarington Page 5 Report CAO-001-21 2.10 The focus of a municipal branding exercise should be on lifestyle and living over all else. Everything around community or place branding will fall into place when the focus is on lifestyle and living. Things like economic development, resident attraction, tourism, and municipal services all center around these things. 2.11 Brand positioning is not necessarily a tagline. It's not mission, vision or values. It has two sides. The first is external/public facing – things like tourism, living and doing business. The second set of deliverables represents the internal perspective (inspiring culture, motivation and behaviour within the organization). 2.12 The positioning cannot be too safe. A brand personality must be carved out of this, so the statements need to be a bit bolder and avoid using the same cliché words that everyone else would use. We must get to the root of what's truly different about Clarington versus the many municipalities and regions out there. Safe will fail. 2.13 Too often, municipal branding exercises fall short because there is greater concern about being everything to everyone in the community as opposed to truly drawing the line in the sand and standing for something. 2.14 Lastly, community branding is not entirely about physical assets that exist in the community. It's not destination marketing, and it's not about just economic development opportunities. As stated above, it is about living and lifestyle. When a community focuses on the key attributes of living, and they define it well, success in all other categories of growth will follow. 2.15 In terms of facilitation and engagement, staff were advised that ultimately a municipal branding exercise needs to be facilitated in a way that has members of Council directly involved in formulating and/or buying into key concepts, principles and benefits. This would require that Council be engaged in at least one and possibly two facilitated sessions. The goal would be to get concepts on the table and then pare them down and gain consensus. Staff were also advised that some municipalities have created steering committees made up of members of the community who can assist in formalizing concepts, or vetting language that may be used in a brand positioning framework. Most often, municipalities choose local individuals with a connection to branding and marketing, allowing for qualified voices to be at the table. This, in essence, is why advice was sought from TAC. Consideration could also be given to a public consultation session. Municipality of Clarington Page 6 Report CAO-001-21 2.16 Discovering the true essence or positioning of a municipal brand is challenging work. It is beyond the scope of staff’s expertise to facilitate the processes that are n eeded to develop a corporate brand. A facilitated brand consultancy could identify what is uniquely special and valuable about Clarington, based on the input of the community, TAC and Council. The estimated cost of such work is $25,000 - $30,000. Accordingly, it is recommended that staff be directed to either, a. issue an RFP to retain a qualified firm (with an upset limit of $30,000) to help develop a corporate brand; or b. pursue no further action in relation to this strategic goal. B. Strong Economy Downtown Plans B.1. Complete the implementation of the Downtown Plans Responsible Departments: Public Works and Planning and Development Services 2.17 The streetscape plan for Downtown Bowmanville was completed in 2004/2005 which included lighting, sidewalks, interlocking brick boulevards and street trees. Since that time, Clarington has been reviewing options for the rehabilitation of the pavement and curb through this area. Staff have met with the BIA on several occasions to discuss the timing of the rehabilitation. The BIA asked that (a) the work be delayed for a year or two to allow for an upswing in the economy as they have seen some sales reductions in the last couple of years; and (b) consideration be given to scheduling this work during the evening to reduce the impact to local businesses. Staff are currently working on the rehabilitation design and will be consulting further with the BIA. It is a nticipated that the design work east of Liberty Street will completed in 2021 and Scugog Street to Liberty Street in 2022. 2.18 Construction of accessibility and operational improvements at the intersection of Scugog Street and King Street has commenced and will be finished this spring. Staff are also working with the Region to upgrade the signals and curb ramps at the intersections of King Street and Roenigk Drive and King Street and Temperance Street. This work will be coordinated with the pavement rehabilitation. 2.19 Since the beginning of May 2020, Phase 2 of the LED street lighting conversion for the decorative lighting has been ongoing. The replacement of the decorative lights in downtown Bowmanville has now been completed. Municipality of Clarington Page 7 Report CAO-001-21 2.20 Staff are developing a streetscape plan for Newcastle (King Avenue from North/Baldwin to Brookhouse/Arthur). Based on budget restrictions, this project will be phased over several years. Phase 1 has not been included in the 2021 budget. A small portion of the overall plan was constructed at the intersection of Beaver Street and King Street in 2017 to address safety concerns at this location and to give the public an idea of what the overall plan might look like. As part of the work to relocate the pedestrian crossing associated with the Parkview seniors living project, staff incorporated the streetscape theme developed for the corridor into the relocation project which was completed in 2020. 2.21 The following is a summary of the suggested phasing and associated costs (based on 2014 Newcastle Streetscape Master Plan): Phase 1 – Baldwin/North Streets to Mill Street - $665,000 costs – $332,500 DC funded and $332,500 from other funding (Taxy Levy, Gas Tax, Funding Program if available) 2022 year of construction Phase 2 – Mill Street to Beaver Street - $470,000 costs - $235,000 DC funded and $235,000 from other funding (Taxy Levy, Gas Tax, Funding Program if available) 202 4 year of construction Phase 3 – Beaver Street to Brookhouse/Arthur - $480,000 costs - $240,000 DC funded and $240,000 from other funding (Taxy Levy, Gas Tax, Funding Program if available) 2026 year of construction Total Cost off all phases = $1,615,000 - $807,500 DC funding and $807,500 other funding sources. 2.22 Staff are in ongoing discussions with the Region as part of the Road Rationalization review, and Main Street in Orono is one of the streets being considered for transfer to the Municipality. The transfer of this road section will allow Clarington, in consu ltation with the local BIA, to develop and implement a streetscape and infrastructure improvement plan that should help with the attraction of more businesses to the downtown. Staff anticipate bringing a report to the February 16, 2021 General Government Committee meeting respecting this issue. Municipality of Clarington Page 8 Report CAO-001-21 2.23 Staff recognize the importance of Highway 2 in Courtice as a street that can help provide unique identity for the area and as such have developed a strong secondary plan for the corridor. The plan will aid in the transformation of the corridor from what it is today to more of a “downtown” with a mix of uses from higher density residential to personal service businesses and commercial retail that will appeal to a variety of Clarington residents, businesses and visitors. In addition to the Secondary Plan, staff have also identified just over $5.2M of streetscape works in the 2020/2021 Development Charges by-law update that will aid in this transformation. The timing for this streetscape work will be driven by local development but mainly by the development and implementation of the Region’s transit plans for the corridor which will require major infrastructure investment in the future as the business case for the transit investment makes sense. Staff have included plantings in the median on Highway 2 east of Trulls Road in the 2021 budget. 2.24 In 2018, Clarington received funding from OMAFRA for Community Improvement Plan enhancements. Council approved using this funding for public art initiatives in the four downtowns. The proposal calls were issued in September 2019 and awarded in late October 2019. The artists finalized their concepts and showcased them at the Mayor’s Love of Art Gala in February 2020. Due to COVID-19, OMAFRA extended the deadline to October 31, 2020 to allow for the completion of the works in the different downtowns. The art works have been completed and the signage has been requisitioned but has yet to be installed. 2.25 In 2018, the Community Improvement Plans for Orono, Newcastle and Bowmanville were renewed and refreshed with the addition of accessibility, to the existing grants for façade improvement, building code and signage plus change in eligibility criteria to allow businesses to access funds a second time after 10 years. Council is the recipient of annual reports on the CIP grants, the most recent being PSD-057-20. In 2018, Council approved the usage of CIP funds to kick-start the outdoor patio program. In 2020, additional measures were implemented to address COVID-19 restrictions and provide additional outdoor seating areas. PDS-005-21 provided an overview of the outdoor patio program. Broadband B.2. Create partnerships in broadband expansion, working to achieve 100% connectivity Municipality of Clarington Page 9 Report CAO-001-21 Responsible Department: CAO’s Office 2.26 Broadband access and connectivity across Clarington are priorities for the Municipality. We know how important internet access is especially during these difficult pandemic times as many people are working from home, and children need real-time web access for school purposes. Clarington is working with a variety of Internet Service Providers (ISPs) to facilitate investment in our community and to try and fill in many of the gaps that currently exist. It is important to note that the Municipality does not directly control broadband infrastructure; we cannot start building cell towers or installing fibre optic cabling or copper wire transmission. Our work focuses on assisting these ISPs and facilitating their investment in our community. 2.27 Through our conversations, several ISPs have submitted applications to a variety of government grant programs assist in the funding of broadband in non urban, underserviced areas (help fund this type of investment). The Municipality has written numerous letters of support to strengthen these applications and underline the importance of this investment in our community. There may be individual applications submitted by some service providers who have not sought help from Clarington. We hope that by adding our community support to these applications will add weight to these initiatives and increase the applicant's chances of receiving funding. 2.28 We hope that funding for some of these initiatives is approved and that we can get some good news soon. As we work with these ISPs, we must maintain confidentiality on many of these initiatives as they refer to proprietary market information that we cannot share to maintain the trust and the integrity of our relationships with these providers. 2.29 While we await the results of these funding applications, we share our residents' frustrations. We are working hard to improve connectivity across our community, especially in rural areas. We want to ensure that our entire community has equal access to this essential infrastructure and will continue to prioritize this issue by supporting various service providers. We've gained a lot of ground over the past few years but have lots of work to accomplish our goal of total connectivity. 2.30 On November 30, 2020, Council was provided with a confidential update regarding some of the discussions that have taken place between staff and these ISPs. The briefing was provided in closed session because the information was supplied to us by the ISPs confidentially. Attached to this report is a memo (confidential in accordance with subsection 239(2) of the Municipal Act, 2001) that provides insight into staff’s expectations for the broadband file in 2021. Municipality of Clarington Page 10 Report CAO-001-21 Natural Gas B.3. Create partnerships to promote investment in infrastructure to make natural gas more accessible Responsible Department: CAO’s Office 2.31 Staff continue to have discussions with Enbridge Gas regarding Provincial initiatives that may help facilitate the expansion of natural gas into unserviced parts of Clarington. 2.32 In December 2019, the Government of Ontario announced its plans to further incr ease access to natural gas by making financial support available for new expansion projects. The stated purpose of the Province’s Natural Gas Expansion Program is to offer an opportunity to drive economic development and enhance the quality of life and prosperity of families and businesses across Ontario. 2.33 By letter dated February 20, 2020, Enbridge asked for the Municipality’s support to bring natural gas to unserved areas within our community. Its specific request was that Council endorse sending a letter in support of a project in North Clarington (Tyrone, Haydon and Enniskillen). The North Clarington project has been previously assessed by Enbridge and identified as being the most economically feasible of possible natural gas expansion projects in Clarington, giving it the best chance to receive funding under the Province’s Natural Gas Expansion Program. Through Resolution #GG -162-20 passed on March 24, 2020, Council provided its support for this proposed project. Due to COVID-19, Enbridge’s public consultation respecting this project was suspended. Enbridge intends to restart its consultations as soon as the Province determines which proposed projects will receive funding. 2.34 Enbridge Gas submitted our project, along with other proposed projects, to the Ontar io Energy Board (OEB). It was expected that the OEB would be reviewing project submissions and providing a report to the Ministry of Energy, Northern Development and Mines in late 2020 recommending potential natural gas expansion projects that the Ontario government could consider as candidates for financial support. The Ministry of Energy, Northern Development and Mines would then be reviewing the recommendations of the OEB along with other considerations and issue a decision on future natural gas expansion projects eligible to receive financial support. However, decisions have been delayed due to COVID-19. Municipality of Clarington Page 11 Report CAO-001-21 2.35 Separate and distinct from the application referred to in section 2.34 above, Enbridge applied in early 2020 to the OEB for approval of several financial mechanisms (a harmonized system expansion surcharge, a temporary connection surcharge and an hourly allocation factor) that were intended to facilitate natural gas expansion or more customer attachments for smaller projects (less than 50 customers). The application (EB-2020-0094) was also intended to provide mechanisms that could help spread out the cost of front-ending natural gas infrastructure to make it easier for specific projects to proceed. Notice of this proceeding was provided to the Municipality and included in the General Government Committee agenda on June 1, 2020. In a decision issued on November 5, 2020 (and clarified in a Decision dated December 4, 2020), the OEB approved Enbridge’s application. The next step is for Clarington to work with Enbridge to identify specific projects that could benefit from these new mechanisms. Transportation Network B.4. Expand our transportation network into commercial and industrial areas Responsible Department: Public Works (in consultation with Active Transportation and Safe Roads Committee) 2.36 The active transportation network has been expanded over the past year with the addition of Soper Creek Trail Phase 2 and Farewell Creek Trail Phase 1 . The contract for the extension of the Bowmanville Creek Trail from Baseline Road to the Waterfront Trail has been awarded and construction will start this spring. Phase 2 of the Farewell Creek Trail from Phase 1 terminus to Townline Road is also in design and planned for 2021 construction. The construction of the Toyota Trail from Soper Creek to Lambs Road will also add to our active transportation network. This work will be completed in 2021. 2.37 Clarington has also improved the active transportation network with the paving of th e waterfront trail in 2 locations, from Bowmanville Avenue to West Beach Road (2019 - 2020) and from Cobbledick Road to Toronto Road (2019). The parkland development as part of the Lakebreeze subdivision has added another section of Waterfront Trail (see Section 2.75). 2.38 Staff plan to complete an Active Transportation Master Plan in the next year to provide further guidance with strategic expansion of the active transportation network. The RFP for the work is being prepared and will be issued in early 2021. 2.39 Staff continue to identify active transportation opportunities within new developments in order to create more sustainable and walkable communities. Staff will also continue to work with Active Transportation and Safe Roads Committee to identify ways to impro ve and expand our active transportation network. Municipality of Clarington Page 12 Report CAO-001-21 2.40 Staff meet with DRT annually to review development proposals, completion of new developments and new transportation network links and look at options for expanding and improving transit servicing of Clarington. 2.41 In late 2019, the extension of Baseline Road to Bennett Road was completed and greatly improves access to our Clarington Technology Business Park and will accommodate improved access to the 401 for Toyota Canada’s new East Parts Distribution Centre on Lambs Road. 2.42 Staff will continue to look at transportation improvements in our business parks and will be moving design work forward for the urbanization and servicing of these areas to be able to respond to development requests as they come forward . Staff are currently working with the Region to expedite construction of the Technology Park’s sanitary trunk sewer along with improvements to Baseline Road. There is also an area specific development charge in our new DC By-law for the construction of the Technology Park’s stormwater management facility and flood control structure. Staff anticipate moving ahead with the design of these works in 2021. Economic Development Strategy B.5 Explore an economic development strategy/framework in collaboration with the business community and other stakeholders Responsible Department: CAO’s Office 2.43 This strategic goal needs to be addressed prior to the expiration of the term of the Municipality’s contract with the Clarington Board of Trade and Office of Economic Development (CBOT) which is December 31, 2021. 2.44 As part of its review of the Municipality’s Organizational Structure, Grant Thornton LLP was requested to review different models for the delivery of economic development services. They were not asked to provide any specif ic recommendations respecting a best practice for Clarington because the scope of their retainer did not permit any consultation or “collaboration with the business community and other stakeholders”. Table 2.0 in Grant Thornton’s Final Report dated December 4, 2019 is titled “Key Attributes of Internal and External Economic Development Service Delivery Models”. The information will be part of Council’s consideration in 2021 of whether to renew the CBOT contract or pursue a different economic development service delivery model. 2.45 In response to questions from Council relating to CBOT, the Director of Financial Services provided a memo dated January 17, 2020 and the Director of Legislative Services / Municipal Solicitor prepared confidential Report LGL -003-20 dated March 9, 2020. The information in these documents will help inform Council’s decision on whether to extend the CBOT contract. Municipality of Clarington Page 13 Report CAO-001-21 2.46 Sections 3.107 through 3.112 of Report CAO-006-20 described some of the service improvements that have been made regarding communication between Municipal staff and CBOT. 2.47 In October 2020, Council approved the COVID-19 Community Improvement Plan (CIP) developed to support Clarington’s small business community as it worked to safely reopen or continue to safely operate amid the ongoing pandemic. The COVID -19 CIP was developed in consultation with the local business owners, Clarington’s existing downtown CIP Liaison Groups, and the CBOT. The valuable input received from the local business stakeholders helped to shape our COVID-19 CIP’s suite of grant funding programs, which provide qualifying businesses with financial support for physical modifications to adapt to COVID-19 related requirements and recommendations. Eligible projects include hygiene barriers to protect staff and customers, signage to encourage spacing, changes to improve ventilation, and costs related to the creation of outdoor seating areas. A staff report on the implementation of the COVID -19 CIP to date will be brought forward for Council’s consideration in the first quarter of 2021. 2.48 At the January 4, 2021 meeting of the General Government Committee, Resolution #GG-437-20 regarding the appointment of Department Liaisons was passed. Included in this Resolution was a Liaison for Economic Development. At its January 18, 2021 meeting, Council referred a memo on the issue from the CAO to the June 21, 2021 meeting of the General Government Committee. 2.49 In order to engage the business community and other stakeholders, staff will (a) attemp t to conduct personal interviews with representatives from CBOT, Clarington’s Business Improvement Areas, the Tourism Advisory Committee, the recently created Building Industry Liaison Team (BILT), Durham’s post secondary institutions, the Region’s Planning and Economic Development Department, and the various economic development service providers in Durham’s local municipalities; and (b) create and promote a portal on our webpage that will allow all stakeholders to provide comments on the different municipal economic development service models. 2.50 In June of this year, staff will bring a report to Council that will list the pros and cons associated with different municipal economic development service models and summarize the comments received. C. Sustainable Infrastructure Growth Affordable Housing C.1. Develop an Affordable Housing Policy Responsible Department: CAO’s Office (in consultation with Clarington Task Force on Affordable Housing) Municipality of Clarington Page 14 Report CAO-001-21 Secondary Plan Policies 2.51 The Planning and Development Services Department is currently working closely with partners to complete Secondary Plans across Clarington and find ways to include a mix of housing options, inclusive of those in the affordable category. The development community has been receptive to the concept and is working to find creative solutions. 2.52 At the December 7, 2020 Planning and Development Committee meeting, the Southeast Courtice Secondary Plan was recommended for adoption. It included policies to support the provision of affordable housing units. Council ratified the Committee’s decision at its December 14-15 meeting. The Secondary Plan has been forwarded to the Region for approval. 2.53 The Secondary Plan includes policies that require the Landowners Group for the Secondary Plan area to provide at their choice either land or a contribution of funds to the Municipality for the development of affordable, public or non-profit housing in the community. More specifically, the land to be conveyed must be approximately 1.5 hectares in size, fully serviced and gratuitously conveyed free and clear of encumbrances. The contribution of funds, through a contribution agreement, will be calculated at a rate of $400.00 per unit in the Secondary Plan area. It is anticipated that this policy framework will be patterned over to other secondary plans moving forward. 2.54 The Landowners Group has agreed to contribute funds in lieu of the conveyance of land. As such, an affordable housing fund will need to be created. Advice will be sought from the Clarington Task Force on Affordable Housing with respect to the use of these funds prior to coming to Council for direction. The Affordable Housing Toolkit can be updated to establish funding parameters. Municipality of Clarington Page 15 Report CAO-001-21 Inclusionary Zoning 2.55 There is another opportunity to address affordable housing through the Major Transit Station Areas around the two proposed GO Train stations. Under provincial legislation, these areas can be subject to Inclusionary Zoning (IZ). This allows local governments to mandate a certain amount of affordable housing within that designated area. This tool has not been widely used as a policy option. I t requires further analysis – but it is an option. Regional and Municipal planning staff are working to explore this further as part of the Municipal Comprehensive Review of the Region’s Official Plan. MZO 2.56 In October 2019, a Ministerial Zoning Order was approved for the Durham Christian Homes Long-Term Care facility on the lands donated to them on Boswell Road. This new facility will ensure the additional allocation of 120 beds and redevelopment for the existing bed allocation at their other sites in Bowmanville. Recent Developments 2.57 As Council is aware, we have two facilities in Clarington that have received joint government funding and either recently opened (1505 Bowmanville Avenue) or are under construction (Parkview). Spry Avenue RFP 2.58 At a meeting held on November 2-3, 2020, Council directed staff “to offer the Municipal property, located on Spry Avenue, for sale” (Resolution #GG-382-20). 2.59 Staff in Financial Services (Purchasing), Planning and Development Services, and the CAO’s Office drafted and released an RFP that would not only sell the land, but also promote the development of affordable housing units on the site. 2.60 As of January 11, 2021, the RFP had been downloaded by 16 entities. The RFP is set to close on February 5, 2021. 2.61 Staff have briefed the Clarington Task Force on Affordable Housing on this important initiative and will liaise with them throughout the process. Municipality of Clarington Page 16 Report CAO-001-21 Investment in Employment Lands C.2. Develop a realistic strategy for infrastructure investment in employment lands Responsible Departments: Public Works, Financial Services and CBOT 2.62 Report EGD-009-19 dated May 6, 2019 described our initiatives to partner with the Region and the private sector to bring water and wastewater services to Courtice Court. Staff have finalized the design, tender and legal agreements with the landowners and have scheduled the work approved in Report COD-010-20. The work is being done in two phases. Phase 1 servicing is complete with roadworks to be done in the spring. Staff are working with the property owners and hope to complete Phase 2 this year . Other employment lands in South Courtice will be serviceable upon completion of the Courtice Trunk Sanitary Sewer and Water infrastructure which we anticipate being complete in 2022. 2.63 Report #2019-EDT-15 dated September 3, 2019 was prepared by the Region’s Commissioner of Planning and Economic Development for the Region’s Planning and Economic Development Committee. It describes the steps that are being taken to advance servicing of employment lands throughout the Region. Municipal staff and CBOT have been asking that the Region recognize and prioritize Regional pre-servicing of Clarington’s Technology Business Park and Courtice Main Street projects (Highway 2 from Sandringham Drive to Courtice Road). 2.64 Report #2020-COW -23, “Regional Pre-Servicing of Designated Employment Areas”, was included in the Region’s September 16, 2020 Committee of the Whole agenda. This report reviewed opportunities for servicing of employment land in all Durham area municipalities. 2.65 For Courtice Main Street, Report #2020-COW-23 recommended that the Region continue to work with Clarington to maximize the use of the capacity in the existing sanitary systems south of Highway 2. 2.66 For the Technology Business Park, the report recommended that Regional staff continue to advance the detailed design and approvals work for the sanitary sewer (for which they already have $1.7M in approved budget). The specific resolution read as follows: That Staff continue to expedite the terms of reference for the detailed design of the proposed sanitary sewer on Port Darlington Road and Simpson Avenue in the Municipality of Clarington, funded from the 2020 budget. Municipality of Clarington Page 17 Report CAO-001-21 2.67 Staff are updating the Courtice Waterfront and Energy Park Secondary Plan to reaff irm the vision for the Energy Park and address the future development of the Courtice Waterfront. The Secondary Plan will support the OPG expansion and other energy related businesses in the area. Some of the required works have been included in our Development Charge By-Law. Meetings with OPG staff on preliminary layouts began in January 2021 to ensure they meet their anticipated construction date. 2.68 Staff are preparing the Secondary Plan for the Courtice Employment lands together with the proposed GO Station that will drive future Regional and Municipal infrastructure in support of transit-oriented development in the employment lands in Courtice. Strategy for Infrastructure Investment C.3. Develop a realistic strategy for broader infrastructure investment Responsible Departments: Financial Services, Public Works and Planning and Development Services 2.69 In April 2019, the Municipality approved an Asset Management Policy, as required by provincial regulation, which guides the Municipality in developing and following an asset management policy. Report FND-010-19 provides all of the details. The 2020 budget started the process of aligning the capital budget forecast and the asset management plan to ensure that there is proper planning for financial requirements as related to infrastructure investment. 2.70 In fall of 2019, the Municipality began the Development Charge Study and Community Benefit Study for July 1, 2020 rates. While these studies have been completed, the Province has allowed for the extension of the existing DC by-law, due to COVID-19, which the Municipality took advantage of. The DC Study and new By-law were approved by Council on January 18, 2021. Development Charges and Asset Management are integral in determining required funding levels for growth-related projects and the development of a long-term financial strategy to address growth and maintain infrastructure. 2.71 In December 2020, the Financial Services Department reorganized to create the position of Budgeting and Financial Planning Coordinator. This role will act as a resource to complete a long-term financial plan, taking into account all financial plans of the Municipality. Municipality of Clarington Page 18 Report CAO-001-21 D. Legacy Projects Courtice Waterfront D.1 Clearly articulate our plans for a) Courtice waterfront Responsible Departments: Planning and Development Services and Public Works 2.72 Through Report PSD-033-19, Council approved an expansion to the Courtice Energy Business Park Secondary Plan area to include the Courtice waterfront. The Secondary Plan is underway. Ideas generated during the public engagement process which have been taking place will help inform a land use concept for this area that will create a premium Municipal-wide park along the Courtice waterfront. The waterfront park this project is exploring will have opportunities for tourism. Plans for the Courtice waterfront will support the development of an energy employment cluster in the nearby Clarington Energy Business Park. In the Fall of 2021, staff will bring the emerging vision and preliminary development options back to the public for further consultation and refinement. This will lead to the selection of a final development option that will guide the creation of an updated Secondary Plan for the Courtice Waterfront and Energy Park. Port Darlington Waterfront D.1 Clearly articulate our plans for b) Port Darlington waterfront Responsible Departments: Public Works and Planning and Development Services 2.73 Along the Port Darlington waterfront, we have existing parks on both sides of the Bowmanville Creek. Port Darlington West Beach Park Phase 1 was completed in 2012. The park continues to expand in size as we acquire additional properties along the lakefront. The next phase of development in our long-range forecast is planned for 2027. It will include additional trails, boardwalk, seating areas and shelters. 2.74 Port Darlington East Beach Park Phase 1 was completed in 2014. We have a second phase of development in our long-range forecast for 2024. It will include additional parking and a lakefront shelter. There are village/commercial lands located along the north side of Port Darlington Road opposite the park which Clarington Council has declared surplus and authorized staff review options to have these lands developed, starting with rezoning the lands prior to listing them on the real estate market. 2.75 As part of the Lakebreeze subdivision development, the Municipality took ownership of a long section of linear parkland along the waterfront. The linear park and waterfront were dedicated to MOC with the registration of the subdivision plans in 2018. The p ark is under development and includes trails, viewing areas, interpretive signage and shelters. Much of the infrastructure will be built by the developer at their cost. Municipality of Clarington Page 19 Report CAO-001-21 2.76 The developer commenced works on the trails, entry points and landscaping in 2020. The entire west side of the site had the trail completed in late 2020 landscaping and site furnishings will be installed in the spring of 2021. Port Granby Nature Reserve D.2 Pursue a final decision from Atomic Energy of Canada Limited (AECL) and Canadian Nuclear Laboratories (CNL) respecting the disposition of lands for the Port Granby Nature Reserve Responsible Departments: Planning and Development Services and Public Works 2.77 This strategic initiative is progressing well. Municipal staff and AECL have been meeting with First Nations. More recent meetings have included representatives from AECL, First Nations, Port Hope and GRCA, and a facilitator to advance the governance framework for the nature reserve. The consultation with First Nations is a requirement of the Federal “duty to consult”. Clarington staff are assisting in providing background and clarification about the proposed future ownership, legal restrictions to ensure it stays a Nature Reserve, planting, stewardship and management of the lands. The next meeting of the Port Granby Discussion Group will be in February this year. 2.78 On January 14, 2021, Public Works issued the Notice of Study Commencement for the “Port Granby Project End Use Transportation Network” Environmental Assessment. This EA will investigate how the local transportation network can best serve the community as the Port Granby Project enters end use operations. South Bowmanville Recreation Centre D.3 Develop the concept, financing, project plan and potential construction schedule for the South Bowmanville Recreation Centre for Council in 2019, for consideration in the 2020 budget, with a design to follow. Responsible Department: Community Services 2.79 A report from the Financial Services Department addressing this strategic goal will be on the February 1, 2021 Special General Government Committee agenda. Municipality of Clarington Page 20 Report CAO-001-21 Performing Acts Space D.4 Articulate a vision of a Performing Arts space Responsible Departments: CAO’s Office, Planning and Development and Community Services 2.80 Staff are not aware of any immediate opportunities respecting a potential location for performing arts space. It is possible that through the preparation of one or more of the secondary plans that are currently being developed that a site could be identified (as an example, the Courtice waterfront or the Bowmanville East Urban Centre that includes the former Goodyear property). COVID has had a major impact on the perform ing arts sector and opportunities to partner to provide a performing arts space are extremely limited at this time. Camp 30 D.5 Make a decision on Camp 30 Responsible Department: Planning and Development Services 2.81 Report PSD-041-19 set out a proposed Official Plan Amendment for Special Policy Area F which includes the Camp 30 lands. The report was tabled at the October 22, 2019 Planning and Development Committee meeting and lifted on June 15, 2020 at Council. The report was then referred to the June 29, 2020 Planning and Development Committee meeting. Council received Report PSD-051-20 as an update on requests from the developer for a senior assisted living facility (on the interior of the ring road) as part of an overall seniors housing development. Council rejected the concept of private residential development within the ring road and directed staff to work with the developer and consultant for the Soper Hills Secondary Plan area as per Resolution #C- 492-20. E. Environmental Sustainability Reduction Initiatives E.1 Advance waste reduction initiatives by promoting the four Rs: Refuse, Reduce, Reuse and Recycle Municipality of Clarington Page 21 Report CAO-001-21 Responsible Departments: CAO’s Office, Planning and Development Services, Community Services and Public Works 2.82 Expanded organic waste pickup at recreation facilities will commence at such time as buildings resume more normal operations. Our enhanced recycling program is ready to implement when services resume. Funding for both programs has been included in the 2021 budget. 2.83 In January 2020, Clarington staff received notice of success in its first application to the Zero Emissions Vehicle Infrastructure Program (ZEVIP 1) for the installation of community Electric Vehicle (EV) charging stations. Throughout 2020, staff have been preparing detailed design plans of the EV station sites and coordinating procurement with the Region of Durham. In November 2020, work was completed on the installation of EV stations at Fire Hall 1. The remaining EV charge station installation work for ZEVIP1 will be completed spring 2021. 2.84 In anticipation of the installation of municipal EV charging stations, in October 2020 staff completed the development of an EV Charging Station Corporate Policy to guide the design, operation and maintenance of municipally owned and operated EV chargers for public and fleet use. The policy was distributed to all Durham area municipalities and the Region of Durham, to serve as a template for the Region and Area Municipalities to adapt and adopt as they see fit, with the intention of creating a common EV station user experience across the Region. 2.85 In October 2020, staff also worked to update the Clarington Fee By-law 2010-142 to include fees for the use of municipally owned EV charging stations. The fees collected from the use of the charging stations will be used to cover all associated operational costs, including but not limited to repair and maintenance, replacement and upgrades, data management, snow removal and administration. Any excess revenues will be deposited into a reserve fund annually to fund future needs or shortfalls. 2.86 As outlined in Report PSD-020-20, staff have collaborated on a second application intake for the Zero Emissions Vehicle Infrastructure Program (ZEVIP 2), focused on EV infrastructure for workplace and fleet use. In December 2020, staff received notice that Clarington was successful in its ZEVIP 2 application. A portion of the Municipality’s contribution toward this award has been included into Clarington 2021 budget ask for EVs for building inspectors. Staff will submit a request to council for the remainder municipality’s portion of the award following further conversations with Natural Resources Canada. Municipality of Clarington Page 22 Report CAO-001-21 2.87 As outlined in Report CAO-011-19, the Municipality has been collaborating with Trent University Durham Campus to develop a community EV recommendations report. The EV report was completed in November 2020. The report highlights municipal best practices related to the adoption of EVs and EV charging infrastructure in the community. The findings in the report will be used to inf orm ongoing conversations about the uptake of community EVs and EV infrastructure. 2.88 Currently, the Interdepartmental Climate Change Working Group (ICCWG) is completing phase 3 (planning and design) of the Clarington Corporate Climate Action Plan (CCCAP). The CCCAP is scheduled to go to Council in February 2021 and will contain corporate greenhouse gas emissions reduction targets and actions for the municipality to adapt to and mitigate climate change. Once approved by Council, staff will begin work on an Action Implementation Guide and begin designing and implementing climate change actions. 3. Conclusion It is respectfully recommended that Council receive this report for information and provide direction respecting the strategic goal of developing a corporate b rand. Staff Contact: Andrew Allison, CAO, 905-623-3379 x2002 or aallison@clarington.net. Attachment: Attachment 1 – Confidential Broadband Update Memo dated January 25, 2021 There are no interested parties to be notified of Council's decision.