HomeMy WebLinkAboutCOD-002-12 Clarington REPORT
CORPORATE SERVICES DEPARTMENT
Meeting: GENERAL PURPOSE AND ADMINISTRATION COMMITTEE
Date: January 23, 2012 Resolution#: - —1 By-law#:
Report#: COD-002-12 File#:
Subject: PROCESS FOLLOWED FOR SURVEYS: STRATEGIC PLAN & MEDIA HABITS
RECOMMENDATIONS:
It is respectfully recommended that the General Purpose and Administration Committee
recommend to Council the following:
1. THAT Report COD-002-12 be received for information; and
2. THAT all interested parties listed in Report COD-002-12 be advised of Council's
decision.
:
Submitted by: Reviewed by:
4a;rde Marano Franklin Wu,
Director of Corporate Chief Administrative Officer
Services
M M/gi
CORPORATION OF THE MUNICIPALITY OF CLARINGTON
40 TEMPERANCE STREET, BOWMANVILLE, ONTARIO L1C 3A6 T 905-623-3379
REPORT NO.: COD-002-12 PAGE 2
1. BACKGROUND
At the December 5 2011 meeting Council passed the following resolution:
"THAT Correspondence Item D-2 from Jim Richards and the delegation of Ron
Collis, be referred to staff for a report outlining details of the process followed for
the undertaking of the Strategic Plan Survey and the Media Habits Survey, if
they were the sole sourced or tendered and the associated costs."
2. INFORMATION REQUESTED:
The following questions were raised in the correspondence received from Mr.
Richards, and/or in his delegation to Council:
1. What was the stated purpose of each of these polls?
2. What were the final results of these polls?
3. Will these findings be acted upon?
4. How much money was spent on each of these polls?
5. What budget paid for these polls?
6. Did Council as a whole vote to source these polls?
7. Did the contracts go out for bids, or were they single-sourced?
8. Who made that decision?
9. Who authorized these expenditures?
10.Did the Mayor declare a conflict?
3. RESPONSE TO QUESTIONS:
A. STRATEGIC PLAN SURVEY
1. The purpose of the Strategic Plan survey was outlined and approved by
report CAO-002-11 Municipality of Clarington — Strategic Plan (attachment
#1), and followed up with the status of the draft strategic plan in CAO-003-11
Municipality of Clarington — Draft Strategic Plan (attachment#2). Report
CAO-002-11 notes:
"A public opinion survey company will be engaged to develop a series of
questions and to seek the views and opinions from these external
stakeholders."
2. The results of the polls were referenced in the CAO's final report which
adopted the Strategic Plan, CAO-004-11 Municipality of Clarington — Final
Draft Strategic Plan (attachment #3). That report identified that the citizen
survey results from Collis & Reed Research was helpful in laying the
foundation in the formulation of the framework of the Strategic Plan. The
Strategic Plan was attached to the report and it was approved by Council on
June 20, 2011.
3. The findings of the survey formed the basis of the Strategic Plan, approved by
Council on June 20, 2011. The specific recommendations contained within
the plan and are subject to Council approval through the annual budget
exercise, or by resolution of Council on an individual basis.
REPORT NO.: COD-002-12 PAGE 3
4. The Strategic Plan survey estimated cost was approved in CAO-002-11 at
approximately $15-20,000. The final cost of this survey was $7,000 plus
HST.
5. Report CAO-002-11 section 6, identified the funding source as the
Professional Fee Reserve Account. Also the CAO verbally advised Council in
the discussion on report CAO-002-11, that the Professional Fees Reserve
Account would fund the cost identified in the report.
6. Council approved the undertaking of the survey in approval of CAO-002-11,
and endorsed the undertaking and results in subsequent reports CAO-003-11
and CAO-004-11.
7. The survey did not require competitive bids. The Purchasing By-law
provides the following related to Consulting and Professional Services:
Section 73"Where it is estimated that the Cost of Consulting and
Professional Services will be less than $30,000 and funds are allocated in
the approved budget, the Department may obtain the services, provided
that if the requested services are engineering or related services referred
to in the AECOM agreement, the Director of Engineering Services shall be
consulted before the services are purchased."
Section 74 "Where it is estimated that the Cost of Consulting and
Professional Services will be more than $30,000, and funds are allocated
in the approved budget, the Purchasing Manager shall issue an RFP and,
in consultation with the Department Head, shall submit a report to
Committee providing a list of Bid amounts received with a
recommendation for award."
8. The decision to contract with Collis-Reed was made by the CAO after
consideration of the local expertise and community knowledge, as permitted
under the Purchasing By-law, and approved by Council through CAO-002-11.
9. The expenditures were authorized with the approval of CAO-002-11 which
specified the funding source as the Professional Fee Reserve Account.
10.The Mayor's pecuniary interest with respect to Report CAO-002-11 was noted
in the January 24 GPA minutes as follows:
Mayor Foster declared a pecuniary interest with respect to Report CAO-
002-11 as he has a close personal relationship with a principal of one of
the companies which may be considered to contract for work on the Plan.
Mayor Foster left the room and did not participate in discussions and
voting on this matter.
Deputy Mayor Novak chaired this portion of the agenda.
Resolution #GPA-049-11
Moved by Councillor Traill, seconded by Councillor Woo
That Report CAO-002-11 be received; and
That Council endorse the Strategic Planning Process as provided
for in Report CAO-002-11.
At the January 31 Council meeting, it was noted as follows:
Mayor Foster stated a pecuniary interest with respect to Item #14 of
Report #1 as he has a close personal relationship with a principal of one
of the companies which may be considered to contract for work on the
REPORT NO.: COD-002-12 PAGE 4
Strategic Plan and left the Council Chambers during discussion and voting
on this item.
Deputy Mayor Novak chaired this portion of the meeting.
Item #14 Resolution #C-059-11
Moved by Councillor Woo, seconded by Councillor Hooper
That Report CAO-002-11 be received; and
That the Strategic Planning Process as provided for in Report CAO-002-
11 be endorsed.
"CARRIED"
B. MEDIA HABITS SURVEY
1. The purpose of the Media Habits survey was to gain insight as to where
Clarington residents get their news. This is useful in determining how municipal
advertising dollars are spent as well as identifying the most reliable method of
communicating with our target audience (residents, businesses, tourists, etc.)..
2. The survey results are still being analyzed although preliminary results suggest
• Men watch television slightly less than women
• People who are 51 years of age and older still get their news by reading
newspapers
• People who are 50 years of age and younger get their news via the internet
• Majority of people who indicated they listened to the radio did so between
5:00 to 9:00 AM.
3. The final results and conclusions from the survey will be used in the
developing and formulating the corporate communications strategy and plan
that is underway, as one of the goals identified in the Strategic Priority:
Connecting Clarington.
4. The cost of the Media Habits survey was $3,800 plus HST and approximately
$500 for promotion of the survey opportunity, through post cards and
advertisement.
5. The Communications & Tourism budget under Corporate Services, paid for
the survey; Design account for the survey; Printing account for the post card
promotion of the survey; and Advertising account for the advertising and
promotion.
6. In approval of the Strategic Plan through report CAO-004-11 Council as a
whole endorsed the principle of a survey as identified under the Connecting
Clarington goal to improve communication (page 10 of the Strategic Plan).
REPORT NO.: COD-002-12 PAGE 5
7. As noted under item 7 above, the survey did not require competitive bids in
accordance with the provisions of the Purchasing By-law.
8. Consistent with practice and the Purchasing By-law provisions, the decision
to contract Collis-Reed was made by the Manager of Communications &
Tourism after consideration of the community data/intelligence residing with
the local firm.
9. The authorization was within the approval authority of the Manger of
Communications & Tourism.
10.The Mayor was not involved in the decision of service provider for the Media
Habits survey.
4. CONCURRENCE - Not applicable
5. CONCLUSION
The surveys above were undertaken in accordance with Municipal practice,
budget, and policy, with approvals by Council as appropriate. It is recommended
that the report be received for information.
CONFORMITY WITH STRATEGIC PLAN
The recommendations contained in this report conform to the general intent of the
following priorities of the Strategic Plan:
x Promoting economic development
x Maintaining financial stability
x Connecting Clarington
x Promoting green initiatives
x Investing in infrastructure
x Showcasing our community
Not in conformity with Strategic Plan
Staff Contact: Marie Marano, Director of Corporate Services
Attachments:
Attachment 1 - Report CAO-002-11 Municipality of Clarington — Strategic Plan
Attachment 2 - Report CAO-003-11 Municipality of Clarington — Draft Strategic Plan
Attachment 3 - Report CAO-004-11 Municipality of Clarington — Final Draft Strategic
Plan
REPORT NO.: COD-002-12 PAGE 6
List of interested parties to be advised of Council's decision:
Jim Richards,
Ron Collis, Collis-Reed
ATTACHMENT#1
Leading the Way
CHIEF REPURT
1 I I OFFICER
Meeting: GPA
Date: January 24, 2011 Resolution#: G'R4"04(9- 11 By-law#: NIA
Report#: CAO-002-11 File#:
Subject: MUNICIPALITY OF CLARINGTON - STRATEGIC PLAN
RECOMMENDATIONS:
1. That Report CAO-002-11 be received; and
2. That Council endorse the Strategic Planning Process as provided for in Report CAO-
002-11.
r
Submitted by: �— ` �-
Franklin Wu
Chief Administrative Officer
CORPORATION OF THE MUNICIPALITY OF CLARINGTON
40 TEMPERANCE STREET, BOWMANVILLE, ONTARIO L1C 3A6 T(905)623-3379 F(905)623-0720
REPORT NO.: CAO-002-11 PAGE 2
REPORT:
1. What is Strategic Planning?
Strategic planning is essentially the process of determining a municipality's long term
vision and goals, which !ay the foundation for the development of an action plan to
implement these goals.
2. Why do a Strategic Plan?
There are many reasons for developing such a Plan. The reasons that are more
relevant to local government include:
a) Developing a collective vision — particularly critical as we expect Clarington to
continue to grow
b) Planning for the Future— our future will involve changes and a strategic planning
process can identify both the internal and external forces influencing changes
c) Maximizing resources — as a management tool, a strategic plan provides a useful
framework to enable effective resource deployment
d) Establishing a framework for other plans —the Strategic plan will be the umbrella
document that guides the development of other plans such as the Official Plan,
community plans, capital work plan, departmental master plan, etc.
e) Communicating priorities — citizens benefit from understanding the municipality's
priorities and decisions as articulated through its vision and goals
3. What was the past experience of Strategic Planning in Clarington?
a) The first Strategic/Business Plan for Clarington was initiated and completed
shortly after the new Council was elected in 2001. Subsequent Plans were
developed coinciding with every new term of council in 2004 and in 2007.
b) In the development of each of the past three strategic/Business plans, the
planning process as well as the facilitation was led by the CAO. The process was
entirely internal and the Plan was jointly developed by Council members and
senior management staff.
4. What are the basic steps involved in developing'a new Strategic Plan for the
Municipality?
The following six step process is generally used by local government in the planning
process involved in the development of a Municipal Strategic Plan. The process is
streamlined with emphasis on producing the Plan in a relatively short time frame. The
six steps are:
Step 1
Obtain input from citizens
Step 2
Develop a vision and a mission statement
REPORT NO.: CAO-002-11 PAGE 3
Step 3
Develop strategic goals and objectives
Step 4
Develop strategic initiatives
Step 5
Develop an action plan to implement the strategic initiatives
Step 6
Develop a follow up system to track and/or measure performance
5. Who would be involved in the development of the strategic planning exercise, and what
is the time frame related to each step?
Step 1 —Obtain Input from the Citizens
This involves seeking input from the citizens. A public opinion survey company will be
engaged to develop a series of questions, and to seek the views and opinions from
these external stakeholders. The results will be analyzed and will serve as valuable
information prior to the commencement of the next step. This is a critical step, without
which the subsequent works on the strategic plan could run the risk of a total or partial
disconnect with the views of the citizens.
Estimated timeline: Completion by early March
Steps 2 —4
All members of council, CAO and department heads will devote at least one full day
brainstorming session to develop the Strategic Plan. The session will be facilitated by
an external facilitator who will also be charged with the responsibility of gathering,
synthesizing the information developed through the brainstorming session and to
develop the mission statement, goals and strategic initiatives.
Estimated timeline: Session is scheduled for March 10th, 2011 at the Courtice
Community Complex. The draft Strategic Plan will be completed within four (4)
weeks of the session.
Steps 5 - 6
The same facilitator will lead the department heads to draft an Action'Plan in order to
implement the proposed strategic initiatives. This involves a one day session to be held
on April 13, 2011.
Estimated timeline: The Strategic Plan and accompanying Action Plan will be
submitted to Council by end of April, 2011.
REPORT NO.: CAO-002-11 PAGE 4
6. What is the cost of developing the Strategic Plan?
The cost of the citizen survey, facilitation and completion of the Plan will be
approximately $15-20,000. As this is a one-time cost, funds will be drawn from the
Professional Fee Reserve Account and therefore would not affect the annual operating
budget.
Conclusion
The CAO will coordinate the works of all those involved and ensure that the Strategic
Plan will be completed in a timely fashion.
ATTACHMENT#2
•
Qading the Way
CHIEF ADMINISTRATIVE
Meeting: SPECIAL GENERAL PURPOSE AND ADMINISTRATION
Date: May 25, 2011 Resolution#: CON-3 b'G- t By-law#: NIA
Report M CAO-003-11 File#:
Subject: MUNICIPALITY OF CLARINGTON --DRAFT STRATEGIC PLAN
RECOMMENDATIONS:
1. That Report CAO-003-11 be received; and
2. That the Draft Strategic Plan be approved subject to any changes that may be made
by the Committee.
Submitted by.(
Franklin Wu, M.A.O.M
Chief Administrative Officer
CORPORATION OF THE MUNICIPALITY OF CLARINGTON
40 TEMPERANCE STREET, BOWMANVILLE, ONTARIO L1C 3A6 T(906)623-3379 F (905)623-0720
REPORT NO.: CAO-003-11 PAGE 2
i
REPORT:
i
i
1. On February 1, 2011, Council approved proceeding with the preparation of a
Strategic Plan. As part of the process, Council and Senior Staff attended a
brainstorming session on March 10, 2011, With the assistance of a professional
facilitator, the group was able to develop a draft mission statement and identify
several priorities.
2. In accordance to the process established in Report CAO-00211, the facilitator led
the Department Heads to elaborate on the priorities which consist of developing a
set of objectives related to each priority. Strategies and/or actions were identified
to implement each objective. The aforementioned works took two full days on
April 13th, 2011 and May 4t", 2011.
3. The result was the completion of a draft document with sufficient details suitable
for review and further discussion by Council Members. A copy of the draft
document was provided to Members of Council earlier under separate cover. Our
May 25th meeting will be facilitated by Mr. Peter Spratt.
4. Subject to any change that Members of Council may desire and agree to by the
majority of Council Members, Mr. Spratt will incorporate the changes to produce
the final document for Council's approval.
ATTACHMENT#3
REIJOKT
CHIEF•
Leading the Way
ADMINISTRATIVE
Meeting: GENERAL PURPOSE AND ADMINISTRATION
Date: June 13, 2011 Resolution#: d M— x'37- it By-law#: N/A
Report#: CAO-004-11 File#:
Subject: MUNICIPALITY OF CLARINGTON -- FINAL DRAFT STRATEGIC PLAN'
RECOMMENDATIONS:
1. That Report CAO-004-11 be received;
2. That the Final Draft of the Strategic Plan be approved; and
3. That the CAO provide an annual status report on the progress of the implementation
of the Strategic Plan commencing in mid 2012.
Submitted b Y {
Franklin Wu, M.A.O.M.
Chief Administrative Officer
CORPORATION OF THE MUNICIPALITY OF CLARINGTON
40 TEMPERANCE STREET, BOWMANVILLE, ONTARIO L1 C 3A6 T(905)623-3379 F (905)623-0720
REPORT NO.: CAO-004-11 PAGE 2
REPORT:
1. Background
1.1 On February 1, 2011, Council approved proceeding with the preparation of a Strategic
Plan and endorsed a process leading to the completion of the Plan. The intent of this
initiative is to provide a road map to guide the business decisions of the Municipality
for the duration of the present term of Council.
1.2 The development of the Strategic Plan includes two key components. The first
component involved engaging Collis and Reed Research to conduct a citizen survey.
The results were helpful in laying the foundation in the formulation of the framework of
the Strategic Plan.
1.3 The second component involved a series of four separate full day workshops
facilitated by Mr. Peter Spratt of ROGG Consultant. The first workshop was attended
by all members of council and senior staff. At the conclusion of the workshop, the
participants agreed on the Vision of the Plan, developed a draft Mission Statement,
and most important of all, identified several key initiatives.
1.4 Senior Staff then attended two workshops to develop the goals for each initiative as
well as identify the strategic actions that are necessary to implement the goals. As
economic development was identified as the top initiative, the Executive Director of
the Clarington Board of Trade was invited to the workshop.
1.5 The fourth and last workshop was held on May 25 when the participants of the first
workshop reassembled. The purpose was to review the details of all the strategic
actions drafted by the senior staff. The facilitator guided everyone through the review
process and incorporated the changes suggested by the group. The result is the Final
Draft which is appended to this report.
REPORT NO.: CAO-004-11 PAGE 3
2. Comments
2.1 A significant amount of time and effort has gone into the preparation of the Strategic
Plan. Judging by the active participation by all, it was a very positive experience as
evidenced by the collaboration and frank discussion at the workshops.
2.2 Now that we know what we desire to do, the next step would involve the
implementation of the various strategic actions as per the timeline identified. This next
step represents a significant challenge to the Municipality as it would ultimately test
the commitment and willingness to make the Plan work.
2.3 A Strategic Plan is not a static document. It must be reviewed regularly and be
flexible to reflect those unforeseen circumstances that may hamper its
implementation. In this regard, it is suggested that the Plan be reviewed annually
through a progress or status report so that changes to the strategic actions can be
made if necessary.
3. Rolling Out the Plan
3.1 The appended Final Draft contains the information that are necessary for Council to
approve, but is not quite ready for publication. The content of the Final Draft would
need to be type set, properly formatted, and be printed professionally. Our staff in the
Communication and Marketing Division will undertake this task. Our goal is to have
the Plan printed and roll it out around mid-July.
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Final Draft
June 3, 2011
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IN
MUNICIPALITY OF CLARINGTON
COMMUNITY STRATEGIC PLAN 2011-2014
Introduction:
FINAL DRAFT: JUNE 3, 2011
The Municipality of Clarington has embarked upon the development of a Community Strategic Plan
(CSP). The purpose of this plan is to provide strategic direction and a road map for Council and Staff in
setting and addressing Clarington's priorities over the next four years and beyond.
Process
1. Collis & Reed Research Inc. gathered input on priorities for Clarington through community
consultation conducted in February 2011, (separate report).
2. Members of Council and Senior Staff were interviewed to identify expectations and confirm key
deliverables within the CSP, (March 1-8, 2011)
3. Workshop #1: Council & Senior Staff reviewed and modified Clarington's current Mission, Vision, and
reached consensus on Strategic Priorities, (March 10, 2011)
4. Workshop #2: Senior Staff identified Goals in alignment with the Strategic Priorities, (April 13, 2011)
5. Workshop #3: Senior Staff developed Strategies to address the Goals, (May 4, 2011)
6. Workshop #4: Council & Senior Staff reached consensus on the Mission, and reviewed and modified
the draft Plan of Action: Goals, Measures & Strategies, (May 25, 2011)
ROCG -2-
MUNICIPALITY OF CLARINGTON
COMMUNITY STRATEGIC PLAN 2011-2014 FINAL DRAFT: JUNE 3, 2011
Mission... our primary, daily focus, what the community expects of us.
"Committed to leadership, respect, and the delivery of quality services"
(Reached by consensus, May 25, 2099)
Vision...identifying our hopes and dreams for the future of our community.
"Building a sustainable, creative, caring community,
(Reached by consensus, March 90, 209 9)
Guiding Principles...how we will conduct business, principles for decision-making
Guiding principles tend to be unique to different departments. Agreement was reached that individual
departments will continue to establish their own guiding principles for purposes of decision-making.
(Existing practice confirmed by consensus, March 90, 209 9)
ROCO -3-
MUNICIPALITY OF CLARINGTON
COMMUNITY STRATEGIC PLAN 2011-2014 FINAL DRA r. JUNE 3, 2011
Strategic Priorities...where we need to focus our energy and resources
Council and Senior Staff identified the following emerging themes as priorities for the next four years and
beyond.
ct Promoting economic development
Rf Maintaining financial stability
0 Connecting Clarington
Rf Promoting green initiatives
• Investing in infrastructure
• Showcasing our community
Plan of Action...how we will address these priorities
Goals, measures & strategies Clip
ROCG -4-
MUNICIPALITY OF CLARINGTON
COMMUNITY STRATEGIC PLAN 2011-2014 FINAL DRAFT: JUNE 3, 2011
Strategic Priority: Promote Economic Development
Goals -• C
1. Expedite business/ industrial park development • Serviced land inventory
• Building permits: number and square footage
Strategies: (How will we achieve these goals?)
Responsibility
Additional Resources
Start
ho will lead?
hat will it take to accomplish this?
hen?
1.1 Collaborate with Region to expedite servicing of
Engineering
Future budget implications: (e.g.
Ongoing
industrial parks, including the science &technology
servicing study)
park and the energy park
Political champions: Council &
partners in senior level government
1.2 Investigate alternative methods of-financing
Finance
Not identified at this time
2011
services in industrial parks
1.3 Complete EA study for Baseline Road
Engineering
Capital budget
2012
1.4 Encourage public/private partnerships to front-end
Municipality
Not identified at this time
Ongoing
the costs of servicing strategically selected parcels
CBOT
of land to relieve the pressure on the inventory of
shovel-ready sites
1.5 Ease processing of industrial development
Planning
Not identified at this time
Ongoing
applications
ROCG -5-
7
MUNICIPALITY OF CLARINGTON
COMMUNITY STRATEGIC PLAN 2011-2014
FINAL DRAFT: JUNE 3, 2011
Strategic Priority: Promote Economic Development
Goals As -•
2. Attract new businesses and retain existing businesses to . Property assessment: proportion residential vs non-
improve/increase non-residential assessment growth and residential (ratio, percent)
employment opportunities . Number of jobs created
• Consultation
• Regular progress reporting by CBOT
Strategies: (How will we achieve these goals?)
Responsibility
Additional Resources
Start
ho will lead?
hat will it take to accomplish this?
hen?
2.1 Create a small business advisory committee to
CBOT
Not identified at this time
2011
focus on small business development
2.2 Develop a handbook to support small business
Planning
Not identified at this time
2011
development
2.3 Enhance pre-consultation process to be more
Planning
Not identified at this time
2011
effective in communicating and educating
businesses in development requirements
2.4 Ensure positive messaging is reaching our
Municipality
Not identified at this time
2011
stakeholders
2.5 Undertake a review of municipal processes and
Planning
Additional staff&operating budget
2012
regulations to identify opportunities to streamline
development application process
2.6 Explore the feasibility of a business development
CAO
Additional staff
2013
facilitator position to assist businesses in working
through the municipality's processes
2.7 Continue the relationship with the CBOT for the
Municipality
Not identified at this time
Ongoing
provision of economic development services on
behalf of the Municipality
ROCG -6-
MUNICIPALITY OF CLARINGTON
COMMUNITY STRATEGIC PLAN 2011-2014
FINAL DRAr r: JUNE 3, 2011
2.8 Continue to investigate incentives for new
Finance
Not identified at this time
Ongoing
development
2.9 Enhance and expand use of community
CBOT &
Not identified at this time
Ongoing
ambassadors to promote economic development
Municipality
2.10 Explore BIA initiatives for downtown
Municipality
Project dependent
Ongoing
redevelopment such as community improvement
plans
2.11 Improve appearance of existing industrial areas
Municipality
Project dependent
Ongoing
ROCG -7-
MUNICIPALITY OF CLARINGTON
COMMUNITY STRATEGIC PLAN 2011-2014
FINAL DRAFT: JUNE 3, 2011
1. Achieve tax rate stability
Annual tax rate fluctuation
Strategies: (How will we achieve these goals?)
Responsibility
' Additional Resources
Start
ho will lead?
hat will it take to accomplish this?
hen?
1.1 Build awareness around reasonable expectations to
Municipality
Not identified at this time
Ongoing
match service level wishes
1.2 Examine the feasibility to establish a policy limiting
Finance
Not identified at this time
2012
rate variances
1.3 Define and establish service levels by category and
All Departments
2012
function (e.g. fire fighting services, snow removal
services, etc.)
1.4Establish policies, procedures and rationalization for
Finance
Additional staff
2013
changes to levels of services
ROCG -$-
MUNICIPALITY OF CLARINGTON
COMMUNITY STRATEGIC PLAN 2011-2014 FINAL DRAFT: .TUNE 3, 2011
Strategic • Stability
Goals - -•
3. Develop policies for long-term financial health • Development of two policies/guidelines:
1. Reserve funds management
2. Debt management
Strategies: (How will we achieve these goals?) Responsibility Additional Resources Start
ho will lead? hat will it take to accomplish this? hen?
3.1 Formalize borrowing practices in policy Finance Not identified at this time 2011
3.2 Develop funding guidelines for replenishing reserve Finance Not identified at this time 2013
funds
ROCG -9-
2. Expand and consolidate asset replacement strategy . Completion of an Asset Condition Assessment
• Prioritized plan of replacement
Strategies: (How will we achieve these goals?)
Responsibility
Additional Resources
Start
ho will lead?
hat will it take to accomplish this?
hen?
2.1 Complete corporate wide building condition survey;
All Departments
Operating budget (technology)
Ongoing
include age, replacement cost, expected operational
life span, risk assessment
2.2 Prioritize corporate wide asset inventory
Finance
Not identified at this time
2012
replacement
2.3 Provide adequate funding for asset replacement;
Council
Capital &operating budgets
2013
annual funding allocation
Strategic • Stability
Goals - -•
3. Develop policies for long-term financial health • Development of two policies/guidelines:
1. Reserve funds management
2. Debt management
Strategies: (How will we achieve these goals?) Responsibility Additional Resources Start
ho will lead? hat will it take to accomplish this? hen?
3.1 Formalize borrowing practices in policy Finance Not identified at this time 2011
3.2 Develop funding guidelines for replenishing reserve Finance Not identified at this time 2013
funds
ROCG -9-
MUNICIPALITY OF CLARINGTON
COMMUNITY STRATEGIC PLAN 2011-2014 FINAL DRAFT: JUNE 3, 2011
1. Improve communication ® Citizen, business and staff feedback(surveys, cards)
• Comments received from blog/website postings
Strategies: (How will we achieve these goals?) Responsibility Additional Resources Start
ho will lead? hat will it take to accomplish this? hen?
1.1 Develop a comprehensive, proactive Corporate Additional staff and/or external 2011-2013
communication strategy including all forms of Services resources
media, technology, and community engagement
1.2 Encourage and support staff in becoming
All Departments
Not identified at this time
Ongoing
ambassadors for the Municipality(i.e. re-establish
and enhance programs such as High Five and
Customer Services Program)
1.3 Conduct regular update of community data. Ensure
Corporate
Not identified at this time
Ongoing
data collected and communicated is timely,
Services
accurate and accessible
1.4 Ensure two-way communication is enhancing
Corporate
Operating budget
2012
understanding of issues, proposed solutions, and
Services
accomplishments
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MUNICIPALITY OF CLARINGTON
COMMUNITY STRATEGIC PLAN 2011-2014 FINAL DRAFT: JUNE 3, 2011
•.
W W.
1. Reduce the Municipality's energy consumption Regular reporting
® Dedicated resources
® #of buildings retrofitted
• Energy savings and consumption data
Strategies: (How will we achieve these goals?) Responsibility Additional Resources Start
ho will lead? hat will it take to accomplish this? hen?
1.1 Prioritize and communicate Energy Management Energy Not identified at this time Underway
Plan recommendations and suggest implementation Management
process Committee
1,2 Develop financing strategy to ensure Finance Project dependent Ongoing
recommendations are corporately supported and
implemented
1.3 Develop LEED policy for municipal buildings Energy Not identified at this time 2012
Management
Committee
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MUNICIPALITY OF CLARINGTON
COMMUNITY STRATEGIC PLAN 2011-2014
FINAL DRA r: JUNE 3, 2011
MEM - • • • • -
• Citizen survey
2. Create a culture of`going green'
• Waste diversion
• Transit use, including carpooling
• Energy consumption data
• LEED certified building permits
• Changes to carbon footprint
• Number of hybrid /alternative fuel vehicles
Strategies: (How will we achieve these goals?)
Responsibility
Additional Resources
Start
ho will lead?
hat will it take to accomplish this?
hen?)
2.1 Continue Green Committee for Clarington
Planning
Additional staff resources &operating
2011-2012
budget
2.2 Develop municipal buildings waste reduction
Community
Operating budget(green bins)
2011
program
Services &
Operations
2.3 Develop community participation programs
Operations
Additional staff resources
Ongoing
2.4 Collaborate with Region of Durham climate change
CAO
Additional staff resources
2011
initiatives
2.5 Involve all staff in development of corporate green
CAO
Additional staff resources
2013
culture and then encourage promotion by all
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MUNICIPALITY OF CLARINGTON
COMMUNITY STRATEGIC PLAN 2011-2014 FINAL DRAFT: JUNE 3, 2011
71Expand and integrate transportation network 7- Kilometers ls of service of trails added
• Continuous kilometers of trails
Strategies: (How will we achieve these goals?) Responsibility Additional Resources Start
ho will lead? hat will it take to accomplish this? hen?
1.1 Improve traffic management by updating and Engineering Capital budget 2012
expanding traffic data collection
1.2 Develop a comprehensive transportation master Engineering Capital budget 2012
plan that reviews all modes of transportation (i.e.
vehicular, cycling, pedestrian) on our roads,
sidewalks, and trails (including multi-lane paths)
1.3 Implement transportation master plan Engineering Capital &operating budgets (external 2013
resources)
MUNICIPALITY OF CLARINGTON
COMMUNITY STRATEGIC PLAN 2011-2014
FINAL.DRAFT: JUNE 3, 2011
3. Advocate, influence, and lobby senior levels of government Project specific metrics:
to invest in infrastructure programs Number of projects/programs awarded
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• $ Value of projects/ programs awarded
Strategies: (How will we achieve these goals?)
Responsibility
Additional Resources
Start
ho will lead?
hat will it take to accomplish this?
hen?
3.1 Promote Provincial investment in Hwy 407
Council
Not identified at this time
Ongoing
extension
3.2 Promote Provincial investment in GO extension
Council
Not identified at this time
Ongoing
3.3 Promote Provincial investment in Hwy 401 corridor
Council
Not identified at this time
Ongoing
and interchange improvements
3.4Advocate for further Provincial & Federal
Council
Not identified at this time
Ongoing
infrastructure funding and gas tax funding
3.5Promote Regional investment in roads, transit,
Council
Not identified at this time
Ongoing
sanitary sewer, and municipal water infrastructure
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MUNICIPALITY OF CLARINGTON
COMMUNITY STRATEGIC PLAN 2011-2014 FINAL DRAFT: JUNE 3, 2011
- • • •
o. -• C
14.
Develop waterfront parks Project specific metrics:
• Number of parks developed
• Acreage/hectares developed
Strategies: (How will we achieve these goals?)
Responsibility
Additional Resources
Start
ho will lead?
hat will it take to accomplish this?
hen?
4.1 Build West Beach park
Engineering
Capital & operating budgets
2011
4.2 Develop comprehensive strategy for park
Engineering
Capital & operating budgets
2012
implementation, including provisions for funding of
new parks
4.3 Develop conceptual plans with public participation
Engineering
Capital &operating budgets
2013
4.4 Build Bond Head park
Engineering
Capital &operating budgets
2014
4.5 Pursue P3 and/or senior government funding
Engineering
Future budget implications
Ongoing
opportunities for waterfront park development
4.6 Determine future status of dredging Bowmanville
Legal
Not identified at this time
Ongoing
Creek
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MUNICIPALITY OF CLARINGTON
COMMUNITY STRATEGIC PLAN 2011-2014 FINAL DRAFT: JUNE 3, 201"1
1. Promote Clarington as a tourism destination • Visitation stats (e.g. $'s spent/revenue)
• Web visits/impressions
• Brochure consignment
Strategies: (How will we achieve these goals?) Responsibility Additional Resources Start
ho will lead? hat will it take to accomplish this? hen?
1.1 Prepare a comprehensive, long-term tourism Corporate Operating budget f community/ 2013
marketing strategy/master plan Services business partners
1.2 Continue to promote special events with community Corporate BIAs, community groups, private Ongoing
&tourism partners Services & sector donations
Operations
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MUNICIPALITY OF CLARINGTON
COMMUNITY STRATEGIC PLAN 2011-2014
FINAL DRAFT:
JUNE 3, 2011
- . • • • • MIMI
2. Improve the visual appearance of the Municipality.
• Gateway enhancements completed
• Complaints received
• Ratings from 1t Impressions Program
• Number of partnerships (e.g. Pitch-In)
• Number of new programs introduced
• Citizen surveys
Strategies: (How will we achieve these goals?)
Responsibility
Additional Resources
Start
ho will lead?
hat will it take to accomplish this?
hen?
2.1 Improve appearance of all Municipal buildings
Operations &
Capital budget
2011
Community
Services
2.2 Explore opportunities for boulevard/median
Operations
Capital &operating budgets
2012
beautification and maintenance work with
community partners
2.3 Create gateways for each urban area
Engineering
Capital &operating budgets
Ongoing
2.4 Improve road-side environment through by-law
Clerks
Capital &operating budgets
Ongoing
enforcement
2.5 Continue to support and enhance Clarington
Corporate
Not identified at this time
Ongoing
Blooms
Services
2.6 Explore opportunities to enhance uniform banner
Operations
Operating budget
Ongoing
program
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MUNICIPALITY OF CLARINGTON
COMMUNITY STRATEGIC PLAN 2011-2014
FINAL DRAFT: .JUNE
3, 2011
3. Promote our heritage (historical, cultural, agricultural,
etc.)
• Publications produced & distributed
• Web visits/impressions
• Feedback via social media
• Special events
• Participation levels
Strategies: (How will we achieve these goals?)
Responsibility
Additional Resources
Start
ho will lead?
hat will it take to accomplish this?
hen?
3.1 Explore possibility of`Buy Local' program for
CBOT
Not identified at this time
2011
agricultural produce
3.2 Establish a position on Camp 30
Planning
Not identified at this time
2012
3.3 Facilitate all BIAs working together on Clarington-
Council/BIA
Not identified at this time
Ongoing
wide initiatives
liaison
3.4 Continue to assist local groups to apply for senior-
Engineering &
Not identified at this time
Ongoing
level government grants
Operations
3.5 Continue to support and promote cultural initiatives
Community
Not identified at this time
Ongoing
(e.g. Doors Open)
Services &
Corporate
Services
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