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HomeMy WebLinkAboutPDS-044-23Clarftwn Staff Report If this information is required in an alternate accessible format, please contact the Accessibility Coordinator at 905-623-3379 ext. 2131. Report To: Special Council Date of Meeting: June 27, 2023 Report Number: PDS-044-23 Submitted By: Carlos Salazar, Director of Planning and Infrastructure Services Reviewed By: Mary -Anne Dempster, CAO By-law Number: File Number: PLN 7.17 Resolution#: C-113-23 Report Subject: Planning and Infrastructure Services — 2022-2023 Departmental Highlights Recommendation: 1. That Report PDS-044-23, and any related delegations or communication items, be received for information. Municipality of Clarington Report PDS-044-23 Report Overview Page 2 The 2022-2023 Departmental Highlight Report will introduce the new Planning and Infrastructure Services Department (the "Department"), provide an overview of the services provided, highlight key statistics, projects and initiatives undertaken between January 1, 2022, and May 31, 2023, as well as key initiatives for the upcoming year. The intent of this Report is to provide one comprehensive report to Committee and Council. The Report summarizes Departmental activity in 2022 and to date in 2023 for the six divisions that make up the Department, while also replacing seven annual reports that were previously submitted individually. Staff continue to look for ways to streamline processes within the Department and look forward to continuing to find process improvements in the years to come. 1. Purpose of Report 1.1 In 2022, a re -organization of the Planning and Infrastructure Services Department (the "Department") occurred. As part of the re -organization of the Department, we saw the addition of the Infrastructure and Development Engineering Divisions from the Public Works Department, as well as the introduction of a new Economic Development Division. 1.2 The 2022-2023 Departmental Highlight Report will introduce the new Department, provide an overview of the services provided as well as key initiatives for the upcoming year. This is the first Departmental Report in the Planning and Infrastructure Services history, and therefore is a work in progress. The intent is to provide Council, Committee and the public a departmental snapshot of highlights from January 1, 2022 to May 31, 2023, but is not intended to be a comprehensive report outlining all projects ongoing at this time. This is a mid -year draft report for Council and Committee's input. 1.3 In previous years, individual Divisions would take numerous information reports to Council annually. This included, but was not limited to, the following: • Annual Development Approvals Report • Annual Heritage Incentive Grant (HIG) Report • Annual Seasonal Sidewalk Patio Program Results Report • Annual Community Improvement Plan (CIP) Program Report • Annual Growth Trends Report • Annual Building Division Activity Report • Annual Environmental Stewardship Program and Tree for Rural Roads (TRR) Report 1.4 To limit the number of reports on the Planning and Development Committee and Council Agenda's, Staff have opted to create one annual Departmental Highlight Report that contains all relevant information pertaining to the six divisions within the Department (Attachment 1). This Report results in additional benefits which includes having the information contained within one comprehensive report, including all Departmental Highlights for the preceding year, outlining upcoming initiatives and Municipality of Clarington Report PDS-044-23 Page 3 priorities, and reducing the amount of staff time historically required in the preparation of each individual report. 1.5 Staff will continue to provide Committee and Council a Departmental Highlights Report in this format on an annual basis moving forward. 2. Financial Considerations 2.1 Not Applicable. 3. Concurrence 3.1 This report has been reviewed by the Deputy CAO/Treasurer 4. Conclusion 4.1 It is respectfully recommended that Attachment 1 be received for information. Staff Contact: Amanda Tapp, Manager, 905-623-3379 ext. 2427 or atappQclarington. net Attachments: Attachment 1 — Planning and Infrastructure Services Departmental Highlights Report (2022- 2023) Interested Parties: There are no interested parties to be notified of Council's decision. MUNICIPALITY OF CLARINGTON ATTACHMENT 1 TO PDS-044-23 PLANNING AND INFRASTRUCTURE SERVICES Departmental 7V, Highlights ti r ONE. Report 2022-2023 DRAFT Welcome to the Planning and Infrastructure Services Department Highlight Report, which highlights 2022- 2023 activity as well as upcoming projects and initiatives. Clarington is one of eight municipalities within the Region of Durham (the "Region") with a total population of 105,000 people and growing, Clarington has a blend of city living and rural charm. According to Census Canada, Clarington is the fastest growing Municipality within the Region. Clarington also forms part of the Greater Toronto Area which is one of the fastest growing regions in North America. The work of the Clarington Planning and Infrastructure Services Department continues to shape the future of Clarington. The 2022-2023 Departmental Highlight Report will introduce the new Planning and Infrastructure Services Department (the "Department"), provide an overview of the services provided as well as key initiatives for the upcoming year. This is the first Departmental Report in the Planning and Infrastructure Services history, and therefore is a work in progress. The intent is to provide Council, Committee and the public a departmental snapshot of highlights, but is not intended to be a comprehensive report outlining all projects and numbers ongoing at this time. The last two years have been very productive years for the Department. As detailed in this report, Staff have been faced with a number of changes including Provincial Legislative changes, a departmental re -organization and the creation of our new Economic Development Division. In 2022 and continuing into 2023 the department has seen a steady submission of planning applications/permits for review and approval. A huge departmental win was the approval of thirteen new full-time positions in the 2023 budget. Looking ahead, as we continue in 2023 we are excited for what's to come, the many departmental accomplishments, and our ability to support the Municipality of Clarington! THE TRANSFORMATION OF THE PLANNING AND INFRASTRUCTURE DEPARTMENT A re -organization of department occurred in September 2022. The re -organization resulted in all different services that work towards providing growth and development in the Municipality being brought under one umbrella. The intent of the re -organization was to provide one department for landowners and applicants to deal with, from the initial concept to occupancy, for land development as well as job creation. The key functions of each division are outlined below. W& Planning and Infrastructure Community Planning Development Review • Planning Policy (Official Plan and Secondary • Residential/Industrial/Institutional Development Plans) • Commercial and mixed -use development • Heritage and Agriculture • GIS Database Management Infrastructure • Infrastructure Development • Asset Management • Construction Oversight • Parks and Greenspace Development • Active Transportation Planning Economic Development • Economic Development Strategy and Tourism • Business Attraction and Expansion • Centralized Coordination of Investor Inquiries • Patios and Community Improvement Plans • Committee of Adjustment • Zoning and Subdivision Clearance Letters • Sign Permits (temporary and permanent) • Centralized Customer Service Development Engineering • Development Application Review • Infrastructure Planning • Stormwater Management Planning and Design • Utility Coordination • Site Alteration Permits Building • Building, Renovation, and Demolition Permits • Plans Review • Building, Structural, HVAC and Plumbing Inspections • Centralized Customer Service Page 3 COMMUNICATION AND COMMUNITY OUTREACH fl 20+ COMMUNITY ENGAGEMENT SESSIONS 0 1111 28 STATUTORY PUBLIC MEETINGS wdoo 000 .00 .00 70,000+ TOURISM, POSTCARDS/ BROCHURES SENT 401 5500+ CITIZEN, INVESTOR AND DEVELOPMENT INQUIRIES Emil L 99 COUNCIL REPORTS DEVELOPMENT BUILDING AND INFRASTRUCTURE ^AL ov 1100+ HOUSING PERMITS ISSUED 19,000+ BUILDING INSPECTIONS 1250+ BUILDING PERMITS COMPLETED PROCESSED THE FUTURE :7 POPULATION FORECAST 221,000 (2051) fJOB FORECAST 40,400 (2051) ADAPTATION TO NEW LEGISLATION In 2022 and 2023 several major steps have been taken by the Province in implementing the Ontario Housing Affordability Task Force recommendations. These include: • Enactment of Bill 109, the More Homes for Everyone Act, 2022; • Enactment of Bill 23, the More Homes Built Faster Act, 2022; • Enactment of Changes to the Greenbelt Plan to add and remove lands, • Clarington was assigned 13,000 new residential units to be built by 2031 to address the Minister's Order which assigned housing targets to 29 rapidly growing municipalities across Ontario. Further, the Province has introduced a new 2023 PPS, proposing to integrate the existing Provincial Policy Statement, 2020(until now, referred to as the PPS) and the Growth Plan: A Place to Grow, 2019 into one, Province -wide document. The 2023 PPS represents a fundamental change to how municipalities plan for growth, particularly in the Greater Golden Horseshoe. The focus of the 2023 PPS appears to be on supporting the Province's goal of constructing 1.5 million homes by 2031, above all. on June 8, 2023, Bill 97, Helping Homebuyers, Protecting Tenants Act, 2023 received Royal Assent. With respect to land use planning, Bill 97 has a number impacts to land use planning including: • Extended the commencement of the refund provisions proposed under Bill 109 for zoning by-law amendment applications and site plan applications from January 1, 2023 to July 1, 2023; • Introduced a new definition, 'area of employment' to the Planning Act which specifically exclude institutional and commercial uses. Office uses would only be permitted if they are ancillary to a permitted employment use; • Amended Interim control by-law notice and appeal periods; • Introduced new powers that permits the Minister to grant MZOs that are not in compliance with provincial policies or official plans; • Permits Official Plans to require more than one parking space for a primary residential unit. Implementation of these legislative changes will be done through efforts including the Official Plan Review as well as applying actions from Clarington signed Housing Pledge, signed and sent to the Province in March of 2023. • • ! i PRE -CONSULTATION In response to the timeframes and the More Homes for Everyone Act, 2022, implementation of an updated, enhanced, two -stage pre -application pre -consultation process was approved by Council in December of 2022, consisting of: Stage 1: Conceptual Proposal Review — Stage 1 reflects the current pre -consultation carried out by the Municipality. Applicants present and discuss their development proposal with relevant staff and agencies, The meeting aims to provide preliminary comments on the development proposal, identify key issues, and define the development applications, drawings, and studies that will be required. Stage 2: Technical Proposal Review — Stage 2 involves an initial screening of the supporting information, materials, and studies before submission as supporting documentation for an application, providing an opportunity to verify adequacy and completeness. The Municipality will coordinate review and commenting from all applicable Municipal departments and agencies in this stage. Applicants will be requested to demonstrate how the comments provided to date have been addressed as part of a complete application. BUILDING PERMIT REVIEW In an effort to streamline our departmental processes, staff have continuously looked for improvements to better serve internal and external customers. One of the processes reviewed was building permit review. In response, effective March 2023, the permit process was updated to shift simple permit zoning review from planners to plans examiners. Effectively, freeing up time for planners to continue to process development applications subject to the new Bill 109 timeframes and also assist the Building Division in meeting legislated timeframes under the Ontario Building Code. DELEGATION OF AUTHORITY Bill 13, the Supporting People and Businesses Act, 2021, received royal assent December 2, 2021. The Bill made changes to the Planning Act, Municipal Act, 2001 and City of Toronto Act, 2006, that enables Council to, by a by-law, delegate the authority to pass by-laws under section 34 of the Planning Act (Zoning By-laws) that are of a minor nature to a committee of Council, or an individual who is an officer, employee or agent of the municipality. This authority is currently held exclusively by Council. In response, in February 2023, the Municipality approved an Official Plan Amendment (OPA) to enact these changes. The amendment intends to simplify the process for citizens and shorten approval process times in an effort to facilitate additional housing and economic development opportunities within the Municipality. DEVELOPMENT REVIEW TRANFORMATION INITIATIVE In August 2022, the Department retained Dillon Consulting Ltd. to undertake the Development Review Transformation Initiative, using grant support provided through the provincial Streamlined Development Approvals Fund. The Transformation Initiative seeks to enhance the existing approach to providing land development services with a view to improving the efficiency and effectiveness of processes, taking a customer -centric approach, and maximizing the benefits that can be realized through the Corporation's concurrent digital transformation. TECHNOLOGY - AMANDA Clarington is undergoing a digital transformation with the design, build, and implementation of the AMANDA IT System. This will act as Clarington's major IT infrastructure and workflow management software. AMANDA allows for an omni-channel approach to centralized information collection by gathering customer responses from multiple channels including, in person counter visits, phone calls and e-mails. This would provide customer service representatives with a central database of information about the customer and any interactions they have had with the Municipality. This would improve the efficiency and effectiveness of customer service delivery by tailoring each response to the situation. The new AMANDA system has the overall capability to provide: • Automation of some manual activities - improving efficiency; • Reduction of routine calls to skilled workers - increasing productivity; • Automation of high -frequency tasks - reducing errors; • Streamline of processes through workflow tools- improving collaboration; • Alignment of activity to employee skill level - minimizing undervalued effort of skilled workers; • Improves integration with department systems - increasing knowledge sharing. CITIZ On November 21, 2022 the main floor of the Municipal Administrative Centre was transformed to feature a new customer -centric service area on the ground floor. The intention was to create an overall access to services by removing the need for the public to travel between multiple floors. The Department has three wickets and a separate counter in the Building Division area. Service areas include: • Building Permits • Committee of Adjustment • Development Applications • Development Engineering • Economic Development • Infrastructure • Official Plan Information • Pool Enclosure Permits • Property and Zoning Inquiries CUSTOMER SERVICE INQUIRY PORTAL Customer Inquiry Portal was created internally for the Department to track inquires for properties. The application was developed by a member of the in-house IT team and is a dashboard that was built upon the existing GIS Software. The inquiry dashboard allows for faster responses to inquiries, tracking of inquiries and reduces duplication of effort. The inquiry portal allows for better coordination for Staff to cross-reference inquiries with present and past planning development applications and permits. 2,495 inquires were received in 2022, and an average of 10 inquires were received each business day. PRIORITY GREEN STANDARDS In 2015, Council approved Clarington's green development framework and the Priority Green initiative. The sustainable development principles and practices are applied throughout ongoing development approval application and the basis of the Sustainable and Urban Design Guidelines associated with each ongoing Secondary Plan. ENVIRONMENTAL STEWARDSHIP PROGRAM Council provides annual funding for an ongoing Environmental Stewardship Program. The program encourages citizens and groups to carry out initiatives that improve municipal public lands, such as valley lands and natural areas. Promoting responsible stewardship of Clarington's natural heritage system is a goal of Clarington's Official Plan as part of protecting the natural environment and managing our natural resources. The Environmental Stewardship Program in Clarington is an initiative that has been well received in the community. Since 2002, over $215,000 has been invested in numerous projects; however, the value of the in -kind contributions multiplies the benefits many times over. TREES FOR RURAL ROAD (TRR) Since 2012, a key component of the Environmental Stewardship Program has included the replanting of trees along rural roads through the Trees for Rural Roads program. 54,E In 2022, the Environmental Stewardship Program continued to I support the Trees for Rural Roads program, contributing to the ..;�planting of 580 saplings along rural roads in Clarington._ _� � The benefits of the TRR program go beyond the monetary value° of the projects and include ecological enhancement, climate ' change mitigation, community beautification, preservation of • # .? historical landscapes, education and research, and community engagement through volunteerism. Since the introduction of the TRR in 2012, the program has been adopted and adapted by other local municipalities and continues to garner interest. 4. • 0 CLARINGTON ELECTRIC VEHICLE ACTION PLAN (EVAP) In January, 2022, Council endorsed the Clarington Electric Vehicle Action Plan (EVAP). The EVAP is a guide to transition the municipal fleet to zero -emissions electric vehicles (EV) and install fleet and public EV charging stations at municipal facilities between 2022 and 2026. The EVAP sets out the Municipality's annual EV purchases and infrastructure needs and makes recommendations for the timing and location of public EV charging stations to be included in the annual budget cycle. By following the steps outlined by the EVAP the Municipality will transition 25 fleet vehicles to electric and install at least 60 EV charge points on municipal properties for public and fleet charging. Fleet vehicles are responsible for 13.8 per cent of Municipal greenhouse gas (GHG) emissions. Transportation is responsible for approximately 47 percent of region -wide emissions. By implementing the EVAP, the Municipality has taken significant steps to respond to climate change by directly reducing GHG emissions associated with corporate transportation; provide infrastructure to meet the community's need for public EV charging; and improve community wellbeing by promoting transportation options that reduce air and noise pollution. In May of 2022 the Building Division rolled out their new fleet of seven electric vehicles. Charging stations were installed at the Garnet B Rickard facility in Bowmanville, where the vehicles are parked daily. ACTIVE TRANSPORTATION The Planning and Infrastructure Services Department has issued a Request for Proposal (RFP) for the Active Transportation Master Plan (ATMP) and Wayfinding System Strategy. The ATMP aims to establish an active transportation network plan, inform policies and develop an implementation program and schedule to support Clarington's vision for a safe, integrated, and cohesive transportation network for all modes of active travel. This includes walking, cycling, and other non - motorized modes of travel and mobility devices. The ATMP will also recognize and review the integration of active transportation with public transit routes to form a complete and connected network. The Wayfinding System Strategy will complement the ATMP and serve to inform and guide active transportation users in a navigational and advisory capacity, inform policies, encourage and promote utilization of these features, and develop an implementation program/schedule to complement the ATMP. FAREWELL CREEK TRAIL PHASE 2 The Farewell Creek Phase 2 trail was substantially completed in 2022. The trail extends from the terminus of Phase 1 to further in the valley. This section of trail included two pedestrian bridges. The project was awarded at a value of $1,130,793. TOYOTA TRAIL CONNECTION The Toyota Trail Connection was completed in 2022. This trail connection includes one pedestrian bridge and connects the Soper Creek Trail to the Bowmanville Cemetery. The project was valued at $852,277 at the time of contract award. SOPER CREEK TRAIL - PHASE 3 -PUBLIC INFORMATION CENTER A Public Information Centre will be held exclusively online on Tuesday May 16th, 2023. The Municipality of Clarington is planning to construct the Phase 3 extension of the Soper Creek Trail from the north limit of the existing Phase 2 trail, located 100 metres east of Sprucewood Crescent and 700 metres north of Concession Street East, to Cotton Street in Bowmanville in 2023 (pending Council approval). The Phase 3 trail will provide an approximate 650 meter extension and ultimate completion of the Soper Creek Trail to Mearns Avenue. i I V =.r. Council of the Municipality of Clarington, through Official Plan policy, supports the provision of a variety of housing types, tenure and costs for people of all ages, abilities and income y,. groups. k~ SECONDARY PLAN CONTRIBUTIONS The ongoing Secondary Planning within the Community Planning Division reflects this policy and incorporates recommendations found in Clarington's Affordable Housing Toolkit. Through policy, each Secondary Plan will demonstrate how it contributes to meeting Council's affordable housing target. The Landowners Group from each completed (or i 6j nearing completion) Secondary Plan has agreed to provide a contribution towards affordable housing. To date, the Secondary Plan program is responsible for commitments of over 5 Million dollars for the Municipality to use towards affordable housing. The total committed amounts are below; 'M 'r.r. Secondary Plan Total Contribution Southeast Courtice $2,000,000 _ Southwest Courtice $400,000 Brookhill Neighbourhood $760,000 Wilmot Creek Neighbourhood $800,000 North Village $1,100,000* Total $500601000* *to be confirmed ti The Municipality will develop a framework for use of the contributions with the assistance of the Affordable Housing ' Task Force. Milk M Ww" F I TV - �=__ ADDITIONAL DWELLING _. UNITS As part of Clarington's Affordable x� Housing Toolkit, the implementation of the Amended Official Plan policies and _ Zoning by-laws have created opportunity for residents to construct Additional +. + Dwelling Units (ADUs) on their properties, f' subject to zoning standards. Throughout �= 2022 and 2023, ADUs have been constructed within our Urban Settlement Areas, Rural Settlement Areas, and Rural - , lands within the Greenbelt. Subsequently, the Planning and Infrastructure Services Department has seen over 190 building _ permit applications in 2022 and 2023 pertaining to ADU construction and /---� -- registration. pp� - *� In 2022, the Planning and Infrastructure Services Department collaborated with the Community in many ways, which included, but was not limited to: • 20 Engagement Sessions • 3,800 Citizen, Investor and Development Inquiries • 17 Statutory Public Meetings • 1 Million Tourism Campaign Digital Impressions • 59 Council Reports • 70,000+ Tourism Postcards/Brochures Sent Community engagement provides the opportunity for community members to engage with the Planning and Infrastructure Department and in many cases, provide comment on future land use and development within their community. YEAR TO DATE 2023 • 1,781 Citizen, Investor and Development Inquiries • 11 Statutory Public Meetings • 40 Council Reports • 4 Planning e-Update newsletters sent • 8 Tourism Visitor newsletters sent • 5 Tourism Stakeholder newsletters Sent • 211 Facebook Posts Since initiation of the Secondary Plan program in 2017, Council has adopted four Secondary Plans and adopted one Subwatershed Study. Eight other Secondary Plans and one Subwatershed Study continue to progress. With the four adopted Secondary Plans, as well as the upcoming North Village Secondary Plan Public Meeting, include the approvals or upcoming approvals for over 12,000 units and an increased population of 31,000 within the Municipality. ,K or -"= COMMUNITY PLANNING SECONDARY PLANS The Courtice Transit -Oriented Community (TOC) and GO Station Area Secondary Plan Secondary Plan includes a Major Transit Station Area (MTSA) for the future GO Station, a high school, and numerous elementary schools and parks. As confirmed through public engagement, the community supports planning for a community that includes taller buildings and denser development, protection of natural features, enhanced trail and transit networks and support for the protection of existing and future employment uses. 0 �� # �' � � - ����.� `ors` • ., f _ A --zoo . r •, Lr+� •# R I • Page 18 COMMUNITY PLANNING SECONDARY PLANS Planning the North Village Secondary Plan continued through 2022 and 2023. The North Village Secondary Plan will create a neighbourhood centre at the heart of the new community, surrounded by a mix of housing types. The neighbourhood centre will provide for convenient access to shopping and services, park space, and a school. The design of the neighbourhood will be walkable, with pedestrian and cycle connections throughout the community. Sustainable design elements, such as EV charging stations and stormwater management, will also be included. This area is anticipated to house approximately 2,800 residents in approximately 1,100 units in a variety of low - and medium -density housing forms. Approximately 110 jobs are anticipated to be generated by new small-scale commercial uses in the Neighbourhood Centre and in a future elementary school. The Staturory Public Meeting is scheduled for June 27, 2023. Page 19 COMMUNITY PLANNING PROMOTING HERITAGE 2022 HIG ACTIVITY Three applications for HIGs were received in 2022 in response to the letter notifying designated property owners of the Program. Funding up to 50% of the total eligible project costs was allocated to the three designated properties for works that included: • Repair and replacement of the dwelling's eavestroughs and downspouts (99 Church Street). • Repair and replacement of the dwelling's front porch roof, frame, and pillars (14 Concession Street W.); and • Repair and restoration of the dwelling's front veranda, storm windows for exterior French Doors and interior French doors (49 Division Street). Uptake of the HIG Program has proven successful, with little funding unexpended year to year. Generally, funding that remains unallocated in a given year is carried over for use in the following years. A small amount remains unallocated from the 2022 budget and will be carried over to support applications in 2023. Page 20 In 2022 and to date in 2023, the Department has received over 340 new development applications. The breakdown below represents the number of Development Planning Applications received and processed (January 1, 2022 to May 31, 2023): +340 APPLICATIONS Preconsultation 122 Land Division 35 Subdivision 15 Zoning By-law Amendments 31 Part Lot Control 8 Site Plans 46 Official Plan Amendments Minor Variances 4 81 Further, as requirements for the new two stage preconsultation approach came into effect January 1, 2023, the Department has received 49 preconsultation meeting application requests. It is anticipated that the Development Review Division will see an influx of applications in the coming months as applicants proceed through the two -stage approach and prepare for complete and fulsome development application submissions. Additionally, the Development Review Division has processed over 420 other applications which included Additional Dwelling Units, Sign Permits, Sign Variances, Zoning Clearance Letters and Subdivision Clearance Letters. 0 2022 and 2023 have been demanding for the Development Engineering Division. In spite of several staff reassignments and vacancies, the Division continued to provide comprehensive engineering reviews and support for the Community Planning, Development Review and Building Divisions. In 2022 and 2023 to date, Development Engineering issued authorization to commence for six developments sites and assumed nine subdivisions. Staff participated in over 100 pre -consultations providing comments to assist with moving development forward, reviewed engineering components on 287 Development Applications and provided engineering input on all ongoing Secondary Plans. Staff also issued and inspected 90 Municipal Consents and 23 site alteration permits. Authorization to commence Assumed Subdivisions Preconsultation review Development Application Review Municipal Consents Site Alteration permits 0 100 200 300 INFRASTRUCTURE KEY STATISTICS $15 MILLION TENDER VALUE 17 PROJECTS $10+ MILLION IN 1.4 TENDERED O 0 CONSTRUCTION CONTRACTS The Infrastructure Division tendered 17 projects with a total tender value of $15 Million (18% increase from 2021) and provided $10.3 million in construction contracts that carried over from 2021. This. included the completion of the following infrastructure improvements: • Five large diameter culvert replacements • Constructed / reconstructed/rehabilitate 1.8 km of roads across four projects • Constructed / reconstructed 1.5 kilometre of recreational trails across three projects :.. • Installed four new pedestrian bridges and re -deck a 4th bridg • Installed four pedestrian crossovers to improve pedestrian safety at four intersections • Rehabilitated and paved one facility parking lot • Constructed one new parkette • Full sediment removal and restoration on one stormwater management pond - • Resurfaced one tennis court • Completed various streetlighting, sidewalk and roadside safety improvements across the Municipality. Page 23 ACTIVE / PLANNED PROJECTS (2023) UA • Newcastle Community Park • Various Court Replacements • Bowmanville Cemetery Expansion • Port Darlington Boat Launch Reconstruction • Brookhill Parkette Construction • Brown Street Reconstruction • Hill Street Rehabilitation • Various Road and Parking Lot Resurfacing • Soper Creek Trail Phase 3 • Intersection Accessibility Upgrades • Active Transportation Master Plan and WSS • Grade -level Rail Crossing Improvements In 2022 and to date in 2023, the Building Division has issued over 1,300 building permits, resulting in permit revenues exceeding $2 ,000,000. The most common type of permit issued has been residential at over 80%. The Building Division is also responsible for conducting inspections. In 2022 and to date in 2023, staff have conducted over 19,000 inspections for issued permits. 200 150 100 50 NUMBER OF APPLICATIONS 2022 VS 2023 (JAN - MAY) January February March April May ■ 2022 ■ 2023 BUILDING KEY STATISTICS In 2022 and to date in 2023, the Building Division has experienced an increase in construction value across most sectors totaling over $400,000,000. In the residential sector, several large residential projects were approved and combined to produce approximately 700 new residential units. Further, approval of a number of industrial projects resulted in the receipt of over 22 industrial building permits with over $89,000,000 in construction value. Page 26 The Ontario Building Code mandates that complete building permit applications shall be issued or the applicant shall be notified that the permit is being refused and provided with the reasons why it is refused within a prescribed time period based on the type of building. From January 1 to December 31, 2022, 966 applications were received and 827, or 86%, of them were complete applications. This is an increase of 5% over 2021. For the complete applications, the following table reports on the median number of days it took for the Building Division to either issue the permit or notify the applicant why the applications was being refused. Median Number of Days 2022 14 E 17.5 r�Fal\ MU Mi I FM M ECONOMIC DEVELOPMENT STRATEGY To assist in managing our continuous growth and development June 2022, Clarington Council adopted in principle, its first Economic Development Strategy (the "Strategy"). The Strategy reinforces the work currently underway in support of those key catalyst projects and highlights the importance of other projects including redevelopment of the former Goodyear site and the expansion of the Canadian Tire Mosport Park. The Strategy also - includes three main objectives: • Cultivate an innovative land -use framework; • Strengthen the business innovation support ecosystem; and • Target high -growth businesses and investment. Clarington's current population is approximately 105,000 people and projected to increase to 131,150 people by 2051 including the creation of 40,400 jobs. Residential, commercial, and industrial growth has continued notwithstanding the pandemic. Our growth is being spurred by key economic catalyst projects such as: • GO Train Expansion to Courtice and Bowmanville; • Expansion of the nuclear energy sector including the development of small nuclear reactors; and • Expansion of the Bowmanville Hospital. . ECONOMIC DEVELOPMENT HIGHLIGHTS BUSINESS RETENTION AND EXPANSION PROGRAM On January 1, 2022, the Corporation of the Municipality of Clarington entered into a two year "Purchase of Services Agreement" with the Clarington Board of Trade (CBOT). The term of this Agreement commenced on January 1, 2022 and continues until December 31, 2023. Through this agreement the Municipality purchased a number of economic development services from CBOT including but not limited to: • The development and implementation of the Business Retention and Expansion program; • Conduct monthly outreach/visits/engagement activities with local business; • Undertake regular consultation with the public and business community on relevant economic development topics as requested by the Municipality; • Market and promote the Municipality to existing and potential new local ventures; • Facilitate interaction between the local business community and the Municipality; • Support the municipality in identifying, establishing and maintaining suitable relationships wherever necessary to meet the economic development objectives of the Municipality; • Provide guidance and leadership in the development of the local workforce; • Inform, where able, the offices of the Mayor, CAO and Director of Planning and Infrastructure in advance of public announcements involving CBOT and/or economic development matters; • Support the growth of Clarington's entrepreneurial ecosystem and small business economy through partnerships; and • Prepare and submit semi annually to the Municipality reports on the progress associated with the services. Page 29 SIDEWALK PATIOS The Seasonal Sidewalk Patio Program was developed in consultation with restaurant owners in the Bowmanville and Newcastle downtowns and the applicable Business Improvement Associations (BIA). Input considered in the development of the Program included (i) assurance the patios would be available for more than a single season to the restauranteurs in order to justify their investment in the patio infrastructure (outdoor furniture, lighting, heaters etc.), and (ii) the ability to serve alcohol within the patio areas. Clarington Tourism has featured outdoor patios as part of its promotions in recent years. Tourism operators have received positive feedback from visitors indicating that sidewalk dining opportunities are appreciated. 2022 was a continually steady patio season. Patios provided an opportunity for sit-down dining during periods of the pandemic when indoor service was restricted. Sidewalk patios have been successful in animating the street and drawing visitors to the downtown areas. To support the continued success of the Seasonal Sidewalk Patio Program, the unexpended funds allocated in 2022 from the downtown CIP programs will be carried forward to support new patios in 2023. So far, 6 Sidewalk Patio Licenses have been issued in 2023. V FW DOWNTOWN COMMUNITY IMPROVEMENT PLAN PROGRAMS The grant programs available under the Bowmanville, Newcastle, and Orono downtown Community Improvement Plans (CIP) continue to be an effective tool for encouraging investment and renewal in Clarington's historic downtowns. These CIPs are intended to support improvements to the appearance and function of buildings in the downtowns. The Courtice Main Street CIP was adopted by Council in 2016 and functions in a different manner. Its purpose is to promote land consolidation, redevelopment and intensification in support of the vision for a sustainable, quality -designed, and complete community established by the Courtice Main Street Secondary Plan. Applications for CIP grants increased in 2022. Four CIP signage grant applications associated with three Bowmanville properties were received. One application was received for properties within respectively the Newcastle or Orono CIP areas. Participation of property and business owners in each of the downtown areas was increasing in 2022 compared with in previous years, likely due to the business recovery after the COVID-19 pandemic measures were eased. To date in 2023, one CIP grant has been issued. 1. r In early spring the establishment of a new Economic Development division was completed. The division is dedicated to supporting the following areas: Employment Lands, Agriculture & Tourism, Urban Areas & Downtowns, and Marketing & Investment Attraction. Development of a Business Concierge program is underway. A customer focused service that helps businesses navigate municipal regulations, permits, licensing, and applications. The service provides a single point of contact to act as a liaison between the businesses and various municipal and regional departments, with the goal of providing a quick and seamless experience for a business owner or investor. Development of an Economic Development Webpage www.investclarington.ca providing a robust online resource of information for Municipal and Regional Stakeholder business support services. Business Innovation Centre. The Shaw House located at 156 Church Street is currently undergoing significant renovation and restoration. The Economic Development Division will move to this exciting new space upon its completion. Supporting Business Improvement Areas (BIA) - BIA's provide enhancements within their area to create a more pleasant atmosphere for local businesses and the neighbouring residential areas. The Economic Development Division has started attending the Orono, Newcastle, and Bowmanville BIA meetings to understand how it can support each to accomplish their goals. Development of a Community Profile. A new Clarington specific Community Profile has been created to provide a quick snapshot of the community highlighting the strengths of its economic environment. Clarington's Community Profile will be used to promote the community domestically and internationally with the purpose of helping to attract new investment. Development of a vacant and available Employment Land database has been created and kept up-to-date in order to facilitate rapid responses to investment inquiries. • Support local businesses to Access Municipal Contracts for the provisions of services and materials. PLANNING AND INFRASTRUCTURE SERVICES DEPARTMENTAL PRIORITIES The Department is committed to planning for the community. The Municipality of Clarington is expecting significant growth in population and job creation in the coming 30 years. To prepare for this growth, the department encourages, wherever possible, affordable housing, active transportation linkages, appropriate park and recreation areas, and a high quality of development. Staff will continue to look for ways to incorporate these priorities into all applications, projects and initiatives moving forward, as well as all other priorities that stem from Council, Committee and members of the public. Affordable Housing Planning for Future 0; POPULATION FORECAST 221,000 (2051) fJOB FORECAST 40,400 (2051) Active Transportation Parks and Recreation O G '4D 0006- 1 Quality of Development Diverse Population o 3 0 Page 33 JU TIN BARRY () pf- tiirF..