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HomeMy WebLinkAboutCAO-020-23Clarftwn 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 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 9-loom 0 Ciffington w' - •l - A Sig tl ,` \ lk i \ ¢tS t ..w•. _Q rANN . N.� �k �k{ ; leis \Z ��• � l ��^ � S ' \i ti.`4 Z�. ti 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 �.` :� "`0 c� � s*i r .• � _— '�q ?:phi' x � �:^a+.:i .....v_.....« �- ski a �'r`�Ci-f"�`�„ - � r !r' �t t 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