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Staff Report
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Report To: Special General Government Committee
Date of Meeting: November 24, 2023 Report Number: CAO-020-23
Reviewed By: Mary -Anne Dempster, CAO Resolution#: GG-189-23
File Number: By-law Number:
Report Subject: 2024 — 2027 Strategic Plan
Recommendations:
1. That Report CAO-020-23 and any related delegations or communication items, be
received;
2. That Council endorse the 2024 - 2027 Strategic Plan, attached to Report CAO-020-
23, as Attachment 2;
3. That staff be directed to implement the Plan and report on progress annually;
4. That Council direct staff to develop a performance measurement framework that will
support the implementation of the Strategic Plan; and
5. That all interested parties listed in Report CAO-020-23 and any delegations be
advised of Council's decision.
Municipality of Clarington
Report CAO-020-23
Report Overview
Page 2
The purpose of this report is to seek Council's endorsement of the 2024-2027 Strategic Plan,
which includes a Vision, Mission, Strategic Pillars, Expected Results, Priorities and Actions.
This plan will guide the Municipality of Clarington's priorities over the next four years and is
the product of extensive community engagement.
1. Background
1.1 Undertaking a strategic planning process at the beginning of each Council term is a
foundational part of good governance.
1.2 A strategic plan acts as a guiding document that sets the vision and priorities of the
community it serves. Once endorsed by Council, it becomes the responsibility of the
staff team to operationalize and deliver on the priorities identified.
1.3 Report CAO-005-23 provided Council with a high-level close-out report about the 2019-
2022 Strategic Plan (as approved by the previous Council). The report included notable
achievements as well as items for future consideration, which were helpful to inform
priorities during the planning sessions for the new strategic plan.
1.4 To ensure that a strategic plan is impactful and reflective, it is critical that the
community, Council, and staff is engaged and involved throughout the process.
2. Strategic Plan Development
Phase 1: Preparing the draft
2.1 In January of this year, the CAO's Office began the work to facilitate the development of
a strategic plan for this term of Council. The first step was to meet with the Mayor and
Members of Council to understand their priorities and what they hoped to see
accomplished by the end of the term. Meetings took place in early 2023 and provided
valuable insight.
Municipality of Clarington Page 3
Report CAO-020-23
2.2 In a public survey, the community was asked to help inform the creation of the draft
plan. The survey was open from February 21 to March 10, 2023 and 790 responses
were received.
2.3 The top five priorities of the community identified were:
a. Population growth/urbanization
b. Development/urban sprawl
c. Affordability/cost of living
d. Traffic management
e. Taxes/user fees
2.4 The results of the public survey as well as the comments from Mayor and Councillor
interviews were presented as the basis for discussion during the April 27, 2023 Special
General Government Committee meeting.
2.5 Council worked collaboratively with senior staff during the April 27, 2023 meeting to
refine the results and determine areas of focus. Staff used the information from the
meeting to create a draft strategic plan that was presented to Council on May 31, 2023.
Phase Two: Refining and enhancing the draft strategic plan
2.6 Over the course of the late summer and fall, and with the support of Planning Solutions
Inc., staff rolled out a robust public engagement campaign to ensure that the draft
strategic plan was reflective of the priorities of the community. The engagement work
centered around the question of, "Did we get it right?", and also provided an opportunity
to identify any gaps.
2.7 An online survey was hosted on the newly launched Clarington Connected platform
from August 1 to October 9, 2023. The survey was heavily promoted through social
media, traditional print media, radio and in the What's Up in Clarington newsletter. Staff
also deployed kiosks, branded under the Clarington Connected banner in several
community centres. The survey was also shared by departments with their respective
stakeholders and committees. Staff were pleased with the level of uptake (1,678
respondents — a 112% increase from the initial survey).
2.8 In -person engagement sessions were held in Newcastle, Bowmanville (hybrid), Orono
and Courtice. All engagement sessions were facilitated by Planning Solutions Inc., a
respected firm based in Durham Region with extensive facilitation expertise as well as
Municipality of Clarington
Report CAO-020-23
Page 4
strategic plan development. The firm has supported the development of strategic plans
throughout Durham Region and beyond.
2.9 In total, 27 individuals participated in four engagement sessions. Each in -person and
virtual session provided attendees with an opportunity to learn about the strategic
planning process and the details of the draft Strategic Plan. The sessions provided a
forum to ask questions and seek feedback on the draft. The in -person sessions
provided the opportunity to spend more time with a focused group of individuals,
enabling insightful, fulsome, and meaningful conversations and connections, resulting in
additional quality feedback being collected.
2.10 Staff engagement sessions were also held to ensure that those ultimately responsible
for delivering on the plan, many of whom are also residents, were aligned and had an
additional forum for input. Over 65 staff participated in these sessions, with
representation from across the corporation. A staff -specific survey was also undertaken
and received 165 responses.
2.11 Attachment 1 includes a high-level summary report from Planning Solutions Inc.,
outlining engagement specifics, general observations and recommendations for
enhancements to the final strategic plan.
3. Enhancing the Draft Strategic Plan
3.1 The two phases of extensive community engagement ensure that the final Strategic
Plan is reflective of both Council and the community's collective aspirations.
3.2 Feedback collected has played a pivotal role in shaping the final Strategic Plan. Several
enhancements have been made to reflect the valuable input and recommendations from
the community, Council, and staff. The enhancements were carefully undertaken to
ensure the essence and interest of the initial draft was maintained. It is important to note
that there was no critical misalignment between the early draft and the feedback
received. At a high-level, the enhancements were centred around:
o Adjustments to wording to ensure actionable and measurable language is used.
o Several items were pulled up a level to reflect their strategic nature (moving from
a workplan to a strategic plan) or re -organized to align more accurately based on
common Expected Results.
o Created categories of Expected Results, Priorities, and Actions, which are
reflective of best practice. The categories also instill accountability for delivery
and provide the ability to measure progress.
o Modifications to address key issues raised by both staff and the community.
Municipality of Clarington
Report CAO-020-23
Page 5
3.3 74.69% agreed with the draft Vision. Survey respondents identified an opportunity for
minor enhancements: a reference to connected and re -wording "honouring our past" to
"respecting our past." These enhancements are reflected in the updated Vision: A
connected, dynamic and welcoming community, focused on the future while respecting
the past.
3.4 81.82% agreed with the draft Mission. The Mission has been retained from the original
draft: To enhance the quality of life in our community.
3.5 The three Pillars were re -worded to more accurately reflect the Priorities and Actions
underneath them. They are:
Draft
Enhanced
Service Excellence
Lead (Exceptional Municipal Services and
Governance)
Planning for the Future
Grow Responsibly (Resilient, Sustainable and
Complete Community)
Vibrant and Inclusive
Connect (Safe, Diverse, Inclusive and Vibrant
Community
Community)
4. Final Strategic Plan and Implementation
4.1 The 2024-27 Strategic Plan will guide Council decisions and administrative actions for
the next four years and beyond. Implementation of the Strategic Plan will be led by
Clarington's Senior Leadership Team. Clarington staff will ensure that workplans align
with the Strategic Plan, and actions contribute towards achieving expected results.
Many actions outlined in this plan require partnership with not only the Region of
Durham, provincial and federal governments; but also local stakeholders, community
groups, businesses and schools.
4.2 The Senior Leadership Team and a larger working group will develop clear performance
measures that will support the implementation of the Strategic Plan. A report outlining
the performance measurement framework will be brought to Council in 2024.
4.3 An annual progress report will highlight accomplishments for each Pillar and provide
updates on progress at the action level. The annual report will also provide an
Municipality of Clarington Page 6
Report CAO-020-23
opportunity to articulate why certain actions may not be on track or why certain
measures of progress have not been achieved.
4.4 It is vital that the implementation of the Strategic Plan not solely be measured according
to tangible data. The Strategic Plan process was rooted in deep and meaningful
engagement with the community, and staff will continue ongoing conversations and
engagement. Both Council and the community will be updated on our progress,
challenges and successes.
5. Financial Considerations
5.1 All proposed Actions within the Strategic Plan have been reviewed to ensure they have
been considered in the 2024-2027 Multi -Year Budget.
6. Concurrence
6.1 This report has been reviewed by the Deputy CAO/Treasurer who concurs with the
recommendations.
7. Conclusion
7.1 It is respectfully recommended that Council endorse the 2024-27 Strategic Plan and
direct staff to report back on progress.
Staff Contact: Justin MacLean, Manager — Strategic Initiatives, (905) 623-3379 Ext.2017 or
Jmaclean@clarington.net
Attachments:
Attachment 1 — Engagement Summary Report
Attachment 2 — 2024 - 2027 Strategic Plan
Attachment 1 to Report CAO-020-23
r_.023
Municipality of Clarington Strategic Plan
ENGAGEMENT SUMMARY REPORT
CONTENTS
1.0 Engagement: The Process........................................................................................2
1.1 Overview of the Approach.................................................................................. 2
1.2 Alignment with the Multi -Year Budget................................................................ 3
2.0 ENGAGEMENT SPECIFICS: who we heard from ..................................................... 5
2.1 Community Engagement .................................... Error! Bookmark not defined.
2.1.1 Initial Community Survey.............................................................................5
2.1.2 Second Community Survey......................................................................... 6
2.1.3 In -Person & Virtual Community Engagement Sessions ............................... 7
2.2 Staff Engagement.............................................................................................. 7
2.2.1 Staff Survey.................................................................................................7
2.2.2 Staff Engagement/Activation Sessions........................................................ 8
3.0 ENGAGEMENT SPECIFICS: WHAT WE HEARD .................................................... 9
3.1 General Observations........................................................................................ 9
3.2 Points of Convergence — Community & Staff Input .......................................... 10
3.3 Points of Divergence — Community & Staff Input ............................................. 11
4.0 Recommendations.............................................................................................. 12
1 1 Page
1.0 ENGAGEMENT: THE PROCESS
1.1 Overview of the Approach
The Municipality of Clarington is developing a Strategic Plan. A new Strategic Plan is
needed to set a future roadmap for the Municipality. Strategic Plans provide an
opportunity for collective priority setting (Council, staff and community), and provide a
platform for developing a shared vision, mission and strategic direction. Clarington's
Strategic Plan is a hybrid Corporate/Community Strategic Plan that aligns the collective
priorities of Council with those of the community. The intention is to utilize the new
Strategic Plan as a compass and guidepost for Council over this term, and beyond.
Work on the Strategic Plan began with a commitment to community and staff
engagement. The first step in the strategic planning process involved a Community
Survey in February/March 2023. The survey provided an opportunity for all interested
parties to share their ideas, thoughts and suggestions pertaining to Clarington's future.
In April 2023, a Special Meeting of Council was convened and, with the insight obtained
from the Community Survey, Council identified a Draft Vision, Mission, Thematic Areas
of Focus and specific Strategic Actions. Staff subsequently developed a draft Strategic
Plan and, with endorsement of Council, proceeded with broader community
engagement over the summer and into the fall.
The services of an external Durham -based consultant were retained to assist Clarington
with the second phase of community and staff engagement. Planning Solutions Inc.
worked with municipal staff to revise the early Strategic Plan based on the input and
suggestions that emerged from the engagement process. The consultant, together with
municipal staff, developed a comprehensive Engagement Strategy focusing on both
community and staff engagement.
Input from all sources was evaluated and enhancements were made to the draft plan, to
reflect the insights and suggestions that were shared by community members, staff, and
partners.
2 1 Page
A schematic of the overall strategic planning process follows:
Public Survey
(February/March)
Prepare Draft
to Council
(May)
Strategic Plan
Finalization
(Fall)
Council Session Public Engagement Strategic Plan
(April) on Draft Implementation
(Summer)
1.2 Alignment with the Multi -Year Budget
Just as the new Strategic Plan provides a new, forward -focused plan of action for this
term of Council and beyond, the Municipality is advancing a new way of thinking, seeing
and leading. For the first time, Clarington has developed a multi -year budget that
supports an agile, effective and efficient performance framework.
This multi -year budget is the affordability tool that dictates the pace of Strategic Plan
implementation. To use an analogy, if the Strategic Plan defines the `destination' and
where the municipality is going, the multi -year budget is the `gas pedal.'
A new way of operating is needed given the seismic changes that are and will continue
to impact the Municipality:
• Clarington was the fastest growing municipality in Durham Region between
1996-2021.
• The population is expected to more than double in the next 28 years (from
103,585 in 2022 to 221,000 in 2051).
• There is a need to think strategically and anticipate the impacts of climate
change and the opportunity to build environmental and community resilience.
• Clarington is becoming increasingly diverse and there are opportunities to
embrace equity and diversion to ensure the municipality remains inclusive and
welcoming.
• Changes in technology are driving the pace of change and requiring the
municipality to constantly adapt and continue to deliver exceptional municipal
services.
3 1 Page
The result of these shifts and changes suggest that there will be new and increasing
demands for municipal services, programs and infrastructure. Some of these services
can be provided by Clarington directly; others will require a collaborative approach with
partners and upper levels of government. Anticipating change and ensuring that critical
priorities are not only identified, but adequately resourced will ensure Clarington's future
remains bright.
Operational izing the Strategic Plan and reporting on results will be critical. The following
schematic provides an indication of how the Strategic Plan and the Multi -year Budget
are aligned:
The Strategic Planning Process...Operationalizing & Reporting on Results
Pillar Pillar
Council approved Multi -year
Budget
Year
$ forecasted
Year 3
forecasted I
Year 4
$ forecasted
41 Page
2.0 ENGAGEMENT SPECIFICS: WHO WE HEARD
FROM
There were two distinct phases of engagement: at the onset of the strategic planning
process (spring 2023), and on the draft Strategic Plan (late summer/fall 2023).
2.1.1 Community Engagement — Initial Survey
In total, 790 survey responses were received and yielded the following insight:
• 69% of respondents are satisfied with Clarington as a place to live.
• Top 5 most appealing things about Clarington, as identified by the community:
o Open spaces
o Community safety
o Location
o Community spirit
o Infrastructure
• 53% of respondents are overall satisfied with the quality of Clarington's services.
• The top 5 priorities at the community level included:
o Population growth/Urbanization
o Affordability/Cost of living
o Development/Urban sprawl
o Traffic management
o Taxes/User fees
The survey results were presented to Council during a strategic plan working session on
April 27, 2023. Council and staff used this material to inform the development of the
draft strategy. It was premised on three pillars: Planning for the Future; Service
Excellence and Vibrant and Inclusive Communities.
5 1 Page
The schematic below provides an overview of the structure of the early document.
Structure of the Draft Strategic Plan
0
now
Planning for
Service
the Future
Excellence
Strategic Priorities:
Strategic Priorities'
• Responsible growth
Community Engagement
• Housing Diversity
Customementricprogramsand
• Environment
services
• Efficient use of municipal funds
2.1.2 Second Community Survey
Vibrant and
Inclusive
Community
Strategic Priorities
Arts, culture & recreation
Diversity, equityand community
safety
Economic development
Following the development of the draft strategic plan, Clarington engaged Planning
Solutions Inc., to support a second round of public consultation. The draft strategic plan
was shared with the community to ensure that it reflected the priorities of those it will
serve. Several modalities were utilized to engage with the community to ensure a high -
response rate.
In total, 1,678 survey responses were received and yielded the following insight:
• 94.64% live in Clarington; 22.29% live and work in Clarington.
• 38.75% of those who responded were 36-55 years of age; 21.37% were 56-
65; 16.9% were 65-74 and 13.15% were 18-35. Responses were even
received from those under the age of 18 (1.79%) and those 75 years of age
and older (6.61 %)
• The majority of respondents (45.62%) are familiar with the community and are
long-term (20+ years) residents of Clarington. In addition, 20.99% have lived
here between 11-20 years and 12.1 % have called Clarington home for 6-10
years. A small percentage of new residents (2.8%) also responded to the
survey.
• Should additional funds be needed to implement community priorities, 65% of
respondents are supportive of increased user fees for municipal services
(e.g., Building permits), while only 15.70% are supportive of reduced service
levels.
6 1 Page
Responses specific to the themes and actions are captured as enhancements to the
final plan and reflected in greater detail in the sections below.
2.1.3 In -Person & Virtual Community Engagement Sessions
Four community engagement sessions were convened from September 20 to
September 28, inclusive. These sessions focused on two-way information exchange. At
the outset, context and background was provided to explain the process. Reference
was made to the Community Survey that remained live. The second part of the
community engagement sessions focused on hearing from participants regarding the
vision, mission, themes and in particular, the strategic priorities that were top of mind for
them.
A deliberate decision was made at the outset to convene community engagement
sessions both in -person and hybrid, and to offer the sessions in a number of locations
and at different times to accommodate as many community members as possible.
There was no required registration as each session was open to anyone who had an
interest in attending. Community members were invited to offer their thoughts on the
document and share any gaps.
Date
Location
Time
Format
September 20
Diane Hamre Recreation Centre
11:30 am
In -person
September 21
Bowmanville Town Hall
6:00 pm
Hybrid
September 26
Orono Town Hall
7:30 pm
In -person
September 28
Courtice Community Centre
6:30 pm
In -person
2.2 Staff Engagement
Municipal staff were invited to participate in a staff survey and to attend one of three
Staff Activation Sessions, one held at Public Works and two held at the Municipal
Administrative Centre.
2.2.1 Staff Survey
In total, 166 municipal staff took the opportunity to participate in the survey. A number of
suggestions emerged for enhancing the document, including the need to grow the staff
complement to address the growth that is coming. As several staff noted, it is not
enough to focus on staff recruitment and retention. There must be a strategic approach
to ensuring the municipality continues to be `bench strong' and can continue to offer
exceptional customer service, programs and infrastructure.
7 1 Page
2.2.2 Staff Engagement/Activation Sessions
Three staff engagement sessions were held from October 3 to October 5, inclusive. The
specific dates, locations and details of these staff sessions follows:
Date
Location
Time
Format
October 3
Public Works
12:00 — 1:15
In person
October 3
Bowmanville Town Hall
2:00 — 3:30
In person
October 5
Bowmanville Town Hall
1:00 — 2:30
In person
The staff engagement sessions were structured in a variety of ways. The meeting with
Public Works staff (occurring on their lunch hour), was organized as a two-way
information presentation and dialogue. The two staff activation sessions that were held
at the Municipal Administrative Centre were structured as Meeting Marketplace events,
with information being provided first to offer context and specific stations to enable staff
to offer additional levels of detail and suggestions. A total of 65 staff members attended
one of the events.
3.0 ENGAGEMENT SPECIFICS: WHAT WE
HEARD
3.1 General Observations
A number of important observations emerged from the overall engagement process:
• A solid alignment in priorities and actions between community members and
Council.
• The community is very supportive of staff, and very supportive of investing in the
corporation. There were many instances where participants suggested the need
to build capacity to address the growth that is coming.
• There is a strong alignment with and respect for the work staff is doing.
The spectrum of community and staff interests highlighted several common interests,
includinq:
Common Themes & Observations
Area of Focus
Specific Observation
Access
To medical services and health care professionals
To the broader community and beyond through enhanced
connectivity (biking, walking trails, cellular and internet). The latter
was noted as a major issue in the rural areas.
To information — community engagement must be multi -channel and
it must bridge the digital divide
To elected officials (through informal meetings)
Equity
Leave no one behind
Address homelessness as this is a growing concern across the
Region
Housing is a critical concern (for seniors who need to be able to
age -in -place; for those who require transitional and/or supportive
housing; attainable housing is also an issue)
Environmental
Increased protection of natural areas
Stewardship
Protection of agricultural lands
and
Sustainability
Responsible
Balance between economic growth and environmental stewardship
Growth
and sustainability
Infrastructure must support growth
Revenue
Pursue grant funding opportunities and identify innovative
Generation
opportunities to diversify revenue
The engagement process confirmed the alignment of thinking among Council's
collaborative strategic session, the input received from the community at the onset of
the process, and the feedback on the draft plan from interested community members
and Municipal staff.
9 1 Page
The following provides an overview of the key points of convergence and divergence,
based on the feedback received from all sources.
3.2 Points of Convergence — Community and Staff Input
Draft Strategic
Recommendations for Change/Summary of Salient Points
Plan Component
Raised During Engagement
General
• Solid alignment with priorities
• Some suggestions for enhancement
• Stronger reference to environmental protection
Vision
. Needs to be more aspirational
• There are aspects of our past we should not be `honouring'
• Add a reference to connection — Clarington is a connected
community
• Identify the attributes and assets that set Clarington apart
from all other municipalities
• Reference the fact that Clarington is `the place to be'
• Ensure the Vision appeals to those who live, work and visit
Mission
. Quality of Life is a vague term — hard to interpret and
understand
• Clarington's purpose and value is to offer excellent service
and services, programs and infrastructure within its mandate
• Despite some minor suggestions for change, strong support
for the Mission from the Community Survey and from staff
Strategic Themes
. Support from staff and community for the three Strategic
in General
Themes
• Economic development is included in Vibrant and Inclusive
Communities — hard to determine the level of support for this
specific area of focus (unlike protecting the environment that
is identified as a separate line item)
• Emphasize responsible growth and ensure Clarington is a
resilient, sustainable and complete community
• Emphasize community health, diversity, inclusivity and
vibrancy
• Promote the delivery of exceptional municipal services and
governance. Deliver services efficiently and effectively and in
a way that is valuable for community members.
Overall Priority
. Strong support for the priority areas of focus
Focus
. Some suggestions for restructuring (e.g., moving economic
opportunity/prosperity out of the community priority and place
it in the responsible growth priority)
• Connectivity (internet, mobility, walkability, trails) needs to be
addressed both across the municipality and beyond
Actions
• Gaps identified by community and by staff
10 1 Page
Draft Strategic
Plan Component
Recommendations for Change/Summary of Salient Points
Raised During Engagement
• A number of suggestions made to ensure the actions are up
to date in terms of status
• Recognition that several actions are related
• Ensure the actions are not limiting (e.g. apply to new residents
and/or non-English speaking residents). Ensure the wording
and language is inclusive for all.
Several suggestions emerged with respect to the inclusion of and reference to specific
actions. These included the following:
• The need to build organizational resilience and grow (as well as recruit and retain
staff).
• Implement a number of empowerment initiatives for staff targeting operational
efficiency and effectiveness.
• Place a stronger emphasis on economic growth by separating this out from
Vibrant and Inclusive Communities.
• Emphasize responsible and sustainable growth — bigger is not always better.
• Highlight the importance of Clarington's heritage.
• Embrace diversity, equity and inclusion.
• Refer to the importance of building relationships with partners, including upper
levels of government and Indigenous communities.
• Take an anticipatory approach to the demands that are and will continue to
emerge with respect to community needs.
3.3 Points of Divergence — Community & Staff Input
There were no areas of divergence with respect to community and staff input. In fact,
there was a high degree of alignment. There was solid support for staff by community
members. Community members gave particular prominence to Planning for the Future
first, followed by Service Excellence and then Vibrant and Inclusive Communities. Staff,
on the other hand, suggested priority emphasis should be placed on Vibrant and
Inclusive Communities, followed by Service Excellence and then Planning for the
Future.
11 1 Page
4.0 RECOMMENDATIONS
It is recommended that the essence and expected results articulated in the Draft
Strategic Plan be retained. Adjustments are based on the need for the following:
■ An effective Strategic Plan must be actionable and measurable. Wording should
be adjusted accordingly to reflect this.
■ Several action items should be re -worded to be more strategic and less granular
in focus. It is important that the Strategic Plan be strategic and not operational.
■ Address the suggestions that emerged from the community regarding the need to
publicly report on results.
■ Incorporate the gaps and suggestions for change that members of the
community and staff have highlighted, as follows:
o Amend the Vision slightly but recognize that only minor enhancements are
needed as the community survey respondents indicated 74.69% strongly
agree or agree somewhat with the draft Vision. The new enhanced Vision
should read: "Clarington: A connected, dynamic and welcoming
community focused on the future while respecting the past." This was
suggested by a community member and in recognition of the fact that the
phrase "honour our past" is not an accurate reflection as there are
elements of the past we may not wish to honour. Also, include a reference
to "connected" again in response to community and staff input.
o Retain the Mission (To enhance the quality of life in our community) to
reflect the 81.82% support from the Community Survey and the support
from staff.
o Reword the three themes to focus on:
■ Lead (Exceptional Municipal Services and Governance)
■ Connect (Safe, Diverse, Inclusive and Vibrant Community)
■ Grow Responsibly (Resilient, Sustainable and Complete
Community)
o Include an objective statement to provide a bridge between each theme
and its specific strategic actions. The inclusion of an objective statement
will serve to identify the desired outcomes.
o Ensure the updated Strategic Plan incorporates the additional changes
and suggestions received from community members and staff and that it is
communicated to the broader community and staff how their input has
helped to shape the final Strategic Plan.
12 1 Page
A recommended structure for the Final Strategic Plan follows:
GROW RESPONSIBLY
%off7Services
unicipal Safe, Diverse, Inclusive , Resilient, Sustainable
vernanceCc�,� and Vibrant Community {�% and Complete Community
J✓
Expected Results
Expected Results
Expected Results
Priorities
Priorities
Priorities
Actions
Actions
Actions
All of which is respectfully submitted,
�"'MM.Lt-
Karen R. Wianecki, M.PI., MCIP, RPP
Director of Practice
Planning Solutions Inc.
Gawon
13 1 Page
Attachment 2 to Report CAO-020-23
Clarington
Strate9ic
2024-27
Plan
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Table of Contents
Introduction.......................................................................................................................... 4
Message from the Mayor.................................................................................................... 5
Message from the Chief Administrative Officer............................................................... 6
Creating Clarington's Strategic Plan.................................................................................. 7
CommunityEngagement.................................................................................................... 8
Implementing Clarington's Strategic Plan.......................................................................10
Visionand Mission............................................................................................................12
Structure of our Strategic Plan.........................................................................................13
Pillars..................................................................................................................................14
Lead...........................................................................................................................14
Connect.....................................................................................................................19
GrowResponsibly..................................................................................................... 26
Introduction
Clarington is a place of possibilities. Known for our thriving energy sector, historic downtowns, and as a great place to raise a family,
people want to be in Clarington! By the year 2051, Clarington's total population is forecast to grow from 105,000 to 221,000—that's an
increase of 110 per cent.
The future is bright; and to responsibly navigate this growth, we have a roadmap to guide us. Clarington's Strategic Plan is the guiding
document that outlines the Municipality of Clarington's priorities for the next four years. It is the product of extensive community
engagement; and designed to be reflective of Council and the community's collective aspirations.
With a clear vision ahead, this strategy will drive our decision -making, inform our workplans, and align our actions so we can take
advantage of the possibilities before us. We will preserve our natural heritage and the character of our hamlets and villages while
preparing for the larger, more diverse community we are becoming. With a foundation of good governance, we will enhance the
quality of life for residents today and for future generations who will call Clarington home.
Page 141
Clarington Strategic Plan 2024-27
Mayor's Message
Clarington is the fastest -growing municipality in Durham,
and there's good reason for it. Our community has a fortunate
balance of urban living and rural charm, a great quality of life
and an incredibly bright future.
We have an incredible opportunity before us to make sure our
future is strong and sustainable, while respecting our natural
heritage and unique character. What really sets us apart is
Council and staff's commitment to responsible growth.
This was one of the top priorities identified by the community —
thanks to all of you who took the opportunity to help shape
this plan.
I see the next four years as the foundational building blocks of
our future. With Council, staff and the community all on board,
I am confident that Clarington will balance growth while
continuing to be an incredible place to call home.
Sincerely,
�61
Mayor Adrian Foster
Granville Anderson
Regional Councillor
Wards 1 and 2
Sarni Elhajjeh
Local Councillor
Ward 1
Corinna Traill
Local Councillor
Ward 3
Willie Woo
Regional Councillor
Wards 3 and 4
Lloyd Rang
Local Councillor
Ward 2
Margaret Zwart
Local Councillor
Ward 4
Page 15 1
CAO's Message
With our new forward -thinking Strategic Plan in place, our team
is ready to deliver. Clarington is ready to seize the opportunities
before us. Through this new Strategic Plan, we will aim to
balance population growth with environmental resilience,
while delivering meaningful municipal programs and services.
Implementation will require collaboration and a collective
commitment to action. Some items we will do on our own,
some with partners, some with the community, and some
with other levels of government.
We are committed to measuring our success and reporting
back about how we are doing. Engaging and informing the
community will be a critical part of our success over the next
four years. With a shared compass for everyone, we all know
where we are headed: towards a bright future.
Sincerely,
Mary -Anne Dempster
Chief Administrative Officer
N
1
j
Creating Clarington's Strategic Plan
As this plan was created throughout 2023, members of the community weighed in at various stages to make sure we got it right.
Thank you to every individual who took the time to share valuable insights about how we will shape Clarington's future together.
By capturing and prioritizing both corporate and community objectives, we will make sure our business operations support and
are aligned with the priorities identified by the community. The result is a unique hybrid corporate and community strategic plan.
This plan was developed in-house by staff from across the organization, with support from Planning Solutions Inc. for community
engagement. Most of all, it was created thanks to the community's thoughtful feedback, bright ideas, and ambitious vision for the future.
Public Survey
(February/March)
1
Prepare Draft
to Council
(May)
Strategic Plan
Finalization*
(Fall)
91 F", 7 (2
Community Engagement
Initial Survey
Final Survey
. 1 % <18 2% <18
v— 790 17% 18-35 11678 13% 18-35
��� Survey CAG 50 /° 36-55 � — Survey AG E 39 �° 36-55
� Participants29°i° 56-74 �-O participants 39°i° 56-74
3% 75+ 7% 75+
Engagement Sessions
77
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Implementing Clarington's Strategic Plan
Taking Action
The 2024-27 Strategic Plan will guide Council decisions and administrative actions for the
next four years and beyond. Implementation of the Strategic Plan is led by Clarington's Senior
:>
Leadership Team. With a clear vision, Clarington staff will ensure our workplans align with the
Strategic Plan, and our actions contribute towards achieving our expected results.
But we can't do it alone. Many actions outlined in this plan require partnership with not only
the Region of Durham, provincial and federal governments; but also local stakeholders,
community groups, businesses and schools. Clarington is committed to collaboration
to deliver on our priorities.
Making Strategic Investments
The 2024-27 Multi -Year Budget will support how Clarington will implement key action
items identified in the Strategic Plan. As one of the first municipalities in Ontario to take
a multi -year approach to budgeting, it will align our resources to deliver on our strategic
vision while ensuring financial sustainability and predictability for tax rates over the next
four years. It's a new way of doing business —one that is integrated, coordinated, aligned
and effective.
Page 110 1 Clarington Strategic Plan 2024-27
Measuring our Success
Clarington's strategic priorities have been designed for action. Clarington will use a
performance management framework to measure and report on our metrics of success.
Annually, we will provide a comprehensive report of work completed to date. We will update
both Council and the community on our progress, challenges and successes through ongoing
communications and engagement.
Step 1
Plan
(Approved)
Step 2
Performance
Management
Framework
Established
Step 3
Annual
Progress
Report
Step 4
Community
Listening
Clarington Strategic Plan 2024-27 Page 111 1
Our Vision and Mission
Vision:
A connected, dynamic and welcoming
community, focused on the future while
respecting our past.
Structure of our Strategic Plan
Exceptional Municipal
*r*1* Services and Governance
Expected Results
Priorities
Actions
L
d
Safe, Diverse, Inclusive
and Vibrant Community
Expected Results
Priorities
Actions
Resilient, Sustainable
71and Complete
Community
Expected Results
Priorities
Actions
Page 113
LEAD
%'-_ Exceptional Municipal
*�* Services and Governance
Objective: To be a leader in the delivery of efficient,
effective and meaningful municipal services.
Page 114 1 Clarington Strategic Plan 2024-27
LEAD
Exceptional Municipal Services and Governance ***
Objective: To be a leader in the delivery of efficient, effective and meaningful municipal services.
Expected Priorities Actions
Results
L.1: An L.1.1: Attract, retain and develop talented 4 Add resources to support organizational development
employer of staff 4 Develop and implement Human Resources Strategy (employee
choice engagement, training, recruitment, retention, talent management,
succession planning, knowledge transfer)
4 Continue implementation of People Leaders training program
L.1.2: Promote a culture of corporate 4 Identify opportunities and improve inter -departmental
excellence communication to enhance service delivery
L.1.3: Empower staff to identify 4 Undertake continuous improvement projects (inclusive of
opportunities to improve efficiency and productivity, cost avoidance, and cost savings metrics)
effectiveness 4 Implement a Municipal Ambassador Program
L.1.4: Take steps to ensure our staff team 4 Complete Diversity Recruitment Strategy, based on the findings
is diverse and inclusive, representative of from the Workforce Demographic Survey
the community it serves
Clarington Strategic Plan 2024-27 Page 115 1
LEAD
Exceptional Municipal Services and Governance ***
Objective: To be a leader in the delivery of efficient, effective and meaningful municipal services.
Expected Priorities Actions
Results Ji
L.2: L.2.1: Implement a multi -year budget to 4 Implement Multi -Year Operating Budget
Finances and promote effective and long-term fiscal 4 Develop and implement Multi -Year Capital Budget
operations management 4 Develop and implement Long -Term Financial Planning Framework
are efficiently
and
responsibly L.2.2: Use technology and process 4 Undertake continuous improvement projects across organization
managed improvement to modernize and optimize 4 Contract Region of Durham for audit services
services 4 Modernize parking pay stations
L.2.3: Design and implement a service 4 Implement a corporate -wide service delivery continuity plan
delivery continuity plan
L.2.4: Advocate for funding from upper 4 Regularly present community needs to government partners
levels of government and other partners 4 Apply for grant funding opportunities
L.2.5: Maintain, protect and invest in 4 Enhance Asset Management Plan
Municipal infrastructure and assets 4 Funding strategy and proposed service levels for all assets
Page 116 1 Clarington Strategic Plan 2024-27
LEAD
Exceptional Municipal Services and Governance ***
Objective: To be a leader in the delivery of efficient, effective and meaningful municipal services.
Expected
Priorities
Actions
Results
L.3:
L.3.1: Develop and implement customer
4 Hire customer service specialists
Exceptional
service standards
4 Develop and implement Corporate Customer Service Standards
program
and service
delivery
L.3.2: Identify, establish and report on
4 Identify and report on service levels of interest to the community
service levels of interest to the community
4 Optimize snow -clearing routes and allow for public tracking
4 Implement an arterial road sidewalk snow -clearing program
L.3.3: Enhance the delivery of Emergency
4 Prioritize and implement Emergency and Fire Services Review
and Fire Services across the community
recommendations
Clarington Strategic Plan 2024-27 Page 117 1
LEAD
Exceptional Municipal Services and Governance ***
Objective: To be a leader in the delivery of efficient, effective and meaningful municipal services.
Expected Priorities Actions
Results
LA L.4.1: Increase opportunities for civic 4 Draft and implement Public Engagement Strategy
Residents are engagement and public participation 4 Increase opportunities for Council to connect both formally and
engaged and informally with community members
informed
L.4.2: Proactively communicate with 4 Undertake public education campaign as part of Official Plan
residents about the planning process and process
how we are responsibly addressing growth
L.4.3: Continue to cultivate an informed 4 Develop a communications toolkit, including tactics, to educate
community through meaningful the community
communications 4 Survey the community to confirm communication preferences for
both urban and rural audiences
4 Use technology and partner with community groups to expand
reach
Page 118 1 Clarington Strategic Plan 2024-27
odb
CONNECT
Safe, Diverse,
ME
Inclusive
and Vibrant Community
Objective: To cultivate a strong, thriving and
connected community where everyone is welcome.
Clarington Strategic Plan 2024-27 Page 119 1
CONNECT
0
Safe, Diverse, Inclusive and Vibrant Community
d
Objective: To cultivate a strong, thriving and connected community where everyone is welcome.
Expected Priorities Actions
Results
CA: C.1.1: Enhance internet and cellular 4 Update Radiocommunication and Broadcasting Antenna System
A connected connectivity across the community Protocol
community 4 Update Secondary Plan policies to include connectivity
considerations and work to address gaps
4 Enhance partnerships with mobile spectrum licence holders and
internet providers
4 Proactively consider the use of municipal infrastructure/land to
enhance coverage
C.1.2: Be an active partner in the 4 Support the development of the Major Transit Station Areas
development of GO Train stations and 4 Support the construction of GO Transit stations in Courtice and
improved Regional transit connectivity Bowmanville
4 Work with Durham Region Transit and other partners to enhance
community connections
4 Advocate for provincial investment in public infrastructure
Page 120 1 Clarington Strategic Plan 2024-27
CONNECT
0
Safe, Diverse, Inclusive and Vibrant Community
d
Objective: To cultivate a strong, thriving and connected community where everyone is welcome.
Clarington Strategic Plan 2024-27 Page 121 1
CONNECT
0
Safe, Diverse, Inclusive and Vibrant Community
d
Objective: To cultivate a strong, thriving and connected community where everyone is welcome.
Expected Priorities Actions
Results
C.2: C.2.1: Support efforts to improve access 4 Partner with Region of Durham to create a Family Physician
Residents to medical practitioners and health care Recruitment program
are safe and services 4 Connect with local health care providers to advocate for increased
healthy access to services
4 Advocate for construction to begin on the Bowmanville Hospital
Expansion
4 Continued support for the construction of the Clarington Hospice
C.2.2: Support and invest in the creation 4 Identify the range of housing needed
of housing to meet the needs of the 4 Report on diversity of housing type approvals
community
4 Complete Non-profit Affordable Housing fund
4 Improve the development approvals process
4 In collaboration with upper levels of government and
partners, support the implementation of Durham Region's
Housing Plan to address housing attainability, affordability
and diversity of housing
Page 122 1 Clarington Strategic Plan 2024-27
CONNECT
0
Safe, Diverse, Inclusive and Vibrant Community
d
Objective: To cultivate a strong, thriving and connected community where everyone is welcome.
Expected Priorities Actions
Results
C.2: C.2.3: Develop a traffic calming plan to 4 Complete a Traffic Calming Plan
Residents address neighbourhood speeding and 4 Undertake public education campaign
are safe parking concerns
and healthy
(continued)
C.2.4: Partner with local school boards 4 Implement a public education campaign
to address traffic -related safety issues in 4 partner with school boards and Durham Regional Police Service
School Zones to advance the Municipality's Traffic Calming Plan
C.2.5: Support the proactive management 4 Collaborate with Durham Regional Police
of community safety and well-being Service - Community Safety Advisory Council
4 Support the implementation of the Community Safety and
Well -Being Plan (facilitated by the Region of Durham)
4 Prioritize initiatives to improve community safety and well-being
Clarington Strategic Plan 2024-27 Page 123 1
CONNECT
0
Safe, Diverse, Inclusive and Vibrant Community
d
Objective: To cultivate a strong, thriving and connected community where everyone is welcome.
Expected
Priorities
Actions
Results
C.3:
C.3.1: Recognize and celebrate the
4 Strengthen existing and build new partnerships with community -
A diverse,
growing diversity of the community
based organizations dedicated to diversity, equity and inclusion
equitable
and inclusive
community
C.3.2: Reduce barriers to municipal
4 Evaluate municipal programs and services with a view to
programs, services and infrastructure
improving accessibility and promoting inclusivity based on age,
gender, abilities and socioeconomic status
4 Undertake actions to ensure the Municipality connects with all
segments of the population (including new residents)
C.3.3: Develop and implement the
4 Finalize and advance the Indigenous Engagement and
Indigenous Engagement and Relationship
Relationship Building Strategy
Building Strategy
4 Strengthen partnerships with Indigenous communities and
organizations
C.3.4: Continue to commit to responding
4 Approve and implement the actions from the Draft Reconciliation
to the Truth and Reconciliation
Action Plan that address the Truth and Reconciliation Commission
Commission Calls to Action
Calls to Action and National Inquiry into Missing and Murdered
Indigenous Women and Girls
Page 124 1 Clarington Strategic Plan 2024-27
CONNECT
0
Safe, Diverse, Inclusive and Vibrant Community
d
Objective: To cultivate a strong, thriving and connected community where everyone is welcome.
Expected Priorities Actions
Results
C.4: Arts, C.4.1: Promote and support local arts, 4 Implement the Parks, Recreation and Culture Master Plan
culture and culture, and heritage sectors 4 Strengthen existing and build new partnerships with organizations
recreation are dedicated to advancing the culture, heritage and creative sectors
prioritized
C.4.2: Begin construction on a new 4 Complete design and begin construction of the South
multi -use recreation facility Bowmanville Recreation Centre
C.4.3: Design and construct outdoor 4 Complete the design and construction of outdoor ice-skating
ice-skating amenities amenities in Courtice and Newcastle
4 Integrate an outdoor ice-skating amenity in design plan for South
Bowmanville Recreation Centre
C.4.4: Explore a potential location for a 4 Report to Council on potential option(s) for a performance venue,
performing arts venue inclusive of expected costing
Clarington Strategic Plan 2024-27 Page 125 1
GROW
RESPONSIBLY
Resilient, Sustainable
and Complete Community
Objective: To promote responsible and balanced
growth by developing the economy while protecting
the environment.
Patge 126 1 Clarington Strategic Plan 2024-27
GROW RESPONSIBLY
Resilient, Sustainable and Complete Community
Objective: To promote responsible and balanced growth by developing the economy
while protecting the environment.
Expected Priorities
Results
G.1: G.1.1: Expand Clarington's commercial and
A strong local industrial tax base
economy
G.1.2: Continue to support business and
industry to thrive
4 Identify priority unserviced areas
4 Advocate for increased water/sewer and electrical servicing
capacity for industrial and commercial lands
4 Implement actions and tactics within Clarington's Economic
Development Strategy
4 Develop a long-term vision for historic downtowns
4 Develop tools to support local businesses
(large, small and home -based)
4 Implement a concierge program to streamline and prioritize
non-residential development applications, leading to
employment growth
4 Provide targeted support to help grow and diversify the
agriculture sector
Clarington Strategic Plan 2024-27 Page 127 1
GROW RESPONSIBLY
Resilient, Sustainable and Complete Community
Objective: To promote responsible and balanced growth by developing the economy
while protecting the environment.
Expected Priorities Actions
Results
G.1: G.1.3: Continue active involvement in 4 Identify and capitalize on economic opportunities from small
A strong local clean energy sector modular reactor deployment
economy 4 Explore opportunities to advance clean energy initiatives and
(continued) partnerships
4 Continue to take a lead role in nuclear host community
opportunities
GA A Establish a small business 4 Launch a small business incubator
incubator 4 Take steps to attract businesses for incubation
Page 128 1 Clarington Strategic Plan 2024-27
GROW RESPONSIBLY
Resilient, Sustainable and Complete Community
Objective: To promote responsible and balanced growth by developing the economy
while protecting the environment.
Expected Priorities Actions
Results
G.2: Growth G.2.1: Prepare a new Official Plan that will 4 Complete and adopt the new Official Plan
is proactively guide community growth to 2051 4 Update and complete the Comprehensive Zoning By -Law
addressed 4 Update and complete identified Secondary Plans
G.2.2: Advance construction of a new 4 Complete design and costing of the new facility
Public Works facility, including a Fire 4 Determine and commit to construction
Headquarters and Service Excellence
Training Centre
G.2.3: Develop and begin implementation 4 Develop and complete Parks, Recreation and Culture Master Plan
of the Parks, Recreation, and Culture 4 Prioritize action items for implementation
Master Plan
Clarington Strategic Plan 2024-27 Page 129 1
GROW RESPONSIBLY
Resilient, Sustainable and Complete Community
Objective: To promote responsible and balanced growth by developing the economy
while protecting the environment.
Page 130 1 Clarington Strategic Plan 2024-27
GROW RESPONSIBLY
Resilient, Sustainable and Complete Community
Objective: To promote responsible and balanced growth by developing the economy
while protecting the environment.
Expected Priorities
Results
G.4: Healthy G.4.1: Design and implement Priority
and resilient Green standards for all new development
environment
G.4.2: Be a leader in anticipating and
addressing the impacts of climate change
G.4.3: Protect and enhance Clarington's
natural heritage
4 Develop Priority Green development standards
4 Implement Priority Green development standards for development
applications
4 Implement Priority Green development standards for municipal
facilities
4 Continue to implement the Clarington Corporate Climate Action
Plan
4 Develop and launch a community outreach and education program
to identify community climate mitigation measures
4 Establish a Municipal Climate Action Reserve Fund and Municipal
Climate Resilience Reserve Fund
4 Advocate for provincial and federal legislation, regulation and
policy changes that are aimed at reducing carbon emissions
4 Adopt Official Plan, zoning policies and standards for
environmental protection
4 Work with partners and upper levels of government to ensure
Clarington's natural heritage areas are protected and enhanced
Clarington Strategic Plan 2024-27 Page 131 1
LLI 414 7 11
Municipality of Clarington
40 Temperance Street
Bowmanville, ON L1 C 3A6
ro/MunofClarington
@clarington on
4 @ClaringtonON
/municipality-of-clarington
Phone: 905-623-3379
TTY:1-844-790-1599 Q @ClaringtonON www.clarington.net