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HomeMy WebLinkAboutCAO-001-25Staff Report If this information is required in an alternate accessible format, please contact the Accessibility Coordinator at 905-623-3379 ext. 2131. Report To: General Government Committee Date of Meeting: January 13, 2025 Report Number: CAO-001-25 Authored by:Paul Pirri, Director, Economic Development Submitted By:Mary-Anne Dempster, CAO By-law Number:Resolution Number: File Number: Report Subject: Economic Development Action Plan Recommendations: 1.That Report CAO-001-25, and any related delegations or communication items, be received; 2.That the 2025-2026 Economic Development Action Plan attached to Report CAO-001- 25, as Attachment 3, be endorsed; 3.That deferral of the remaining items in the Economic Development Strategy, be supported; 4.That the Priority G1.4 of the Clarington Strategic Plan be postponed at this time; and 5.That all interested parties listed in Report CAO-001-25, and any delegations be advised of Council’s decision. Municipality of Clarington Page 2 Report CAO-001-25 Report Overview Report CAO-001-25 provides an update on the progress of the implementation of the Municipality of Clarington’s Economic Development Strategy and the action items related to economic development in the municipalities’ Strategic plan. This report prioritizes actions to be undertaken by the municipality’s economic development team. 1. Background 1.1 Economic Development staff undertook a review of both Clarington’s Strategic Plan (2024-2027) and the 2022 Economic Development Strategy. Upon review, it is apparent staff will not be able to complete all actions contained within both documents during the specified timeframe. Staff have developed a new action plan which consolidates the achievable action items into one document. This action plan is proposed to guide the work of the economic development team in 2025 and 2026. In 2026, staff propose to complete a new economic development strategy to be approved in early 2027. Below is an overview of the review, with the full review included as an attachment to this report. Clarington Strategic Plan Review 1.2 Staff undertook a review of the 2024 Clarington Strategic Plan. Economic Development is responsible for the implementation of 11 of the 101 action items within the plan. These are highlighted below here: Expected Results Priorities Number of Actions C.2 - Residents are safe and healthy C.2.1 - Support efforts to improve access to medical practitioners and health care services 2 G.1 - A strong local economy G.1.1 - Expand Clarington's commercial and industrial tax base 2 G.1 - A strong local economy G.1.2 - Continue to support business and industry to thrive 3 Municipality of Clarington Page 3 Report CAO-001-25 Expected Results Priorities Number of Actions G.1 - A strong local economy G.1.3 - Continue active involvement in clean energy sector 2 G.1 - A strong local economy G.1.4 - Establish a small business incubator 2 1.3 It is expected the action items contained within the Clarington Strategic Plan will be completed as expected, with the exception of Priority G.1.4 - Establish a small business incubator.Staff are proposing Strategic Plan Priority G.1.4 - Establish a small business incubator and its associated Action Items (G.1.4.1 - Launch a small business incubator, and G.1.4.2 - Take steps to attract businesses for incubation) be postponed. Upon review, it is not feasible to complete action G.1.4 Establish a small business incubator during the specified timeframe. There are three primary reasons for this recommendation: 1.3.1. Lack of space – Economic Development staff have undertaken a review of potential locations for a small business incubator. There is no suitable municipal space to house an incubator. 1.3.2. Lack of mandate –No business case has been established demonstrating a need for an incubator within the municipality. Economic Development staff have concerns about the long-term viability of a small business incubator, and the cost required to sustain such a venture. 1.3.3. Lack of community leadership – A key driver of incubator success is the presence of local companies and champions who take a leadership role in their development. These endeavors should not be led by municipalities without identifying a strong private sector team to assume the operations and financial obligations of the incubator in the medium to long term. Economic Development Strategy Review 1.4 In June of 2022, the Municipality of Clarington adopted the Municipality of Clarington’s Economic Development Strategy. This strategy identified 61 action items across three Strategic Priorities. Staff have undertaken a review of the work accomplished to-date. The full review is included as an attachment to this report. Of the 61 items proposed, 14 Municipality of Clarington Page 4 Report CAO-001-25 items have been completed leaving 47remaining. The distribution of action items within the strategic priorities and the breakdown of items to be completed are: Objectives Number of Initiatives Number of initiatives still to be complete Expand inventory of serviced employment land 6 6 Enhance policies and incentives 7 7 Engage local businesses & regional partners 8 5 Implement a formal business retention & expansion program 8 4 Enhance the development approvals process 4 3 Align target sector opportunities with new growth areas 8 8 Develop an energy-sector value proposition 7 7 Implement proactive marketing 6 3 Build economic development capacity 7 4 Implementation Challenges 1.5 The review identified three primary implementation challenges to the Municipality’s Economic Development Strategy, these are: 1.5.1. Staff Turnover and Economic Development Knowledge The economic development team has experienced significant change and turnover since the implementation of the strategy. Further, not all members of the team had Municipality of Clarington Page 5 Report CAO-001-25 direct experience working in the field of economic development. This created knowledge gaps and a requirement to learn on the job. This delayed the implementation of projects. 1.5.2 Ambiguous Actions and Outcomes A number of the approved action items lack clarity in what is to be completed or achieved. An example is Action 1.3.3. “Collaborate to enable the positioning of the downtowns and rural areas as destinations for residents and visitors.” Staff are recommending modification to some action items, and the removal of others to be clear about what is to be achieved. 1.5.3 Scope Alignment The final implementation challenge is related to the inclusion of action items falling outside of the scope of the Economic Development team. When first established, the Municipality’s Economic Development function reported into the Deputy CAO, Planning and Infrastructure. The strategy was developed with planning responsibiliti es intermixed with economic development responsibilities. Since it’s adoption, the economic development function has been moved to the Office of the CAO. Staff are recommending moving forward with a pure economic development action plan. 2. Analysis 2.1 Economic Development staff have undertaken a detailed review of Clarington’s Strategic Plan (2024-2027) and the 2022 Economic Development Strategy. These two documents remain relevant; however, it has become clear staff will not be able to complete the remaining actions contained within both documents within the next two years. Staff have developed a new action plan which consolidates the achievable action items into one document. 2.2 The proposed Action Plan will support the continued implementation of Clarington’s Strategic Plan. Staff have recommended Strategic Plan Priority G.1.4 - Establish a small business incubator be abandoned at this time. All other economic development related priorities will be completed by the end of 2026. 2.3 The proposed Action Plan will support the implementation of the Clarington Economic Development Strategy by prioritizing achievable items over the next two years. A full review of the action items contained in the Clarington Economic Development Strategy is attached to this report. A new Economic Development Strategic Plan will be developed for 2027 to meet the changing needs in the Municipality. 2.4 A new Economic Development action plan is proposed to guide the work of the municipality over the next two years. This will focus on completing traditional economic development priorities as a lead up to the development of a new Economic Municipality of Clarington Page 6 Report CAO-001-25 Development Strategy in 2027. This action plan will focus on the following categories, getting investment ready; Strengthening local sectors; and Adopting a best-in-class mindset. A 23-point action plan is proposed comprised of 16 existing action items, and 7 new action items. 2025-2026 Action Plan Getting Investment Ready 2.5 The first priority of the action plan will support the Municipality’s investment attraction goals. Increasing the commercial and industrial investment in the municipality will support a greater taxation balance for residents and make it easier for residents to live and work in Clarington. The municipality is facing two obstacles in the achievement of this goal. The lack of serviced industrial land, and the policies, processes and tools to support the municipality’s work. The action plan will support the removal of both obstacles. Action Source Description Planned Completion Identify priority unserviced areas Clarington Strategic Plan Staff will utilize a 3rd party to undertake an employment lands study in 2025. This study will review the supply and demand of employment land to ensure the municipality of Clarington is well positioned to attract new investment in future years 2025 Advocate for increased water/sewer and electrical servicing capacity for industrial and commercial lands Clarington Strategic Plan Continue to work with the Region of Durham to advocate for servicing to unlock existing and new employment lands. Staff will investigate other servicing models including front-end agreements to advance local priorities. Ongoing Develop and implement a Clarington Strategic Staff will Develop and implement a Concierge Program in 2025. This program 2025 Municipality of Clarington Page 7 Report CAO-001-25 concierge program Plan and Clarington Economic Development Strategy will streamline and prioritize local and regionally significant non-residential development applications, leading to employment growth. It will be developed in-house utilizing recognized municipal best practices as its foundation. Development Investment Attraction Strategy New The Investment Attraction Strategy will undertake the following analysis to meet the needs of the Municipality of Clarington: external trend review, local and regional sector review, value proposition development. 2025 Develop Investment Attraction SOP Document Clarington Economic Development Strategy An Investment Attraction Standard Operating Procedure Document will be established to ensure consistency when responding to investment inquiries. It will further proactively track investment outcomes. 2025 Develop formal Local Business Ambassador Program Clarington Economic Development Strategy Develop a local business ambassador program with industry leaders who can meet potential investors during site- selection visits and/or to whom site selectors can be confidentially referred for positive testimonials about Clarington. 2026 Develop Economic Development Marketing Plan New Economic Development Staff, in collaboration with Communications will develop an outbound marketing plan to outline audiences, outreach methods and develop standardized templates for items such as newsletters. 2026 Complete Hotel and Banquet Centre New Staff will utilize a 3rd party to develop a Hotel and Banquet Centre Feasibility study to support the attraction of a hotel 2025 Municipality of Clarington Page 8 Report CAO-001-25 Feasibility Study and banquet centre to the municipality of Clarington. Strengthening Local Sectors 2.6 As a result of the existing Economic Development Strategy and Clarington Strategic Plan, the economic development team will be implementing action items which will grow and support the clean energy/nuclear sector, the medical sector and the agricultural sector over 2025-2026. As staff undertake an Investment Attraction Strategy, a statistical analysis of the strength of local sectors will be undertaken which will influence the inclusion of other sectors in future strategy updates. Action Source Description Planned Completion Partner with Region of Durham to create a Family Physician Recruitment program Clarington Strategic Plan Staff will continue to work with Docs for Durham to support regional physician recruitment programs. Staff will also continue to work on developing a local family physician recruitment program in partnership with local health care providers. Ongoing Connect with local health care providers to advocate for increased access to services Clarington Strategic Plan Economic Development will undertake meetings with local service providers to promote Clarington’s local family physician recruitment program. Ongoing Identify and capitalize on economic opportunities from small modular Clarington Strategic Plan Economic Development will continue to support the attraction of organizations falling within the nuclear supply chain. Ongoing Municipality of Clarington Page 9 Report CAO-001-25 reactor deployment Explore opportunities to advance clean energy initiatives and partnerships Clarington Strategic Plan Economic Development will engage regularly with upper levels of government and external stakeholders to monitor and identify programs to support businesses to incorporate clean energy technology into their operations. Promote these opportunities through digital media marketing and attending events to support the Clean Energy sector. Ongoing Strengthen Clarington’s Agricultural Sector Clarington Economic Development Strategy Economic Development will work with the agriculture sector to provide targeted support to develop policies and incentives for on-farm diversification, agribusiness, agri-tourism, and agri-tech. Ongoing Collaborate on the implementation of Durham Region’s Local Food Business Retention and Expansion Strategy Action Plan. Clarington Economic Development Strategy In 2023, the Region of Durham adopted the Growing Agri-food Durham Plan 2023- 2027. Clarington Economic Development will partner on relevant initiatives to support the plan’s key themes. 2025-2026 Connect with nuclear sector supply chains Clarington Economic Development Strategy Convene an advisory working group to support the creation of a high-tech energy hub in Clarington and to explore new best practices for a cluster-focused high-tech energy hub in North America. 2026 Municipality of Clarington Page 10 Report CAO-001-25 Adopting a Best-in-Class Mindset 2.7 The final priority undertaken in the action plan will focus on adopting a “best-in-class” mindset to the work undertaken by the economic development team. The Municipality of Clarington will aim to create tools, programs and initiatives which will be economic development industry leaders. Action Source Description Planned Completion Develop tools to support local businesses (large, small and home- based) Clarington Strategic Plan Economic development will be launching tools such as the local vendor directory, and relevant training programs for local businesses. 2025 - 2026 Undertake a Community Improvement Plans (CIP) review Clarington Economic Development Strategy Economic Development staff will be engaging a 3rd party to support a review to the municipality’s Community Improvement Plan program responsive to the needs of priority property owners, and to be complementary to the new Regional CIP. 2025 Report annually to Council Clarington Economic Development Strategy Economic Development will be developing a standard reporting template for annual reports to Council 2025-2026 Develop downtown placemaking and revitalization plans for urban core areas Clarington Economic Development Strategy Economic Development will work with a 3rd party to develop downtown revitalizations plans for each of the urban core communities. 2026 Municipality of Clarington Page 11 Report CAO-001-25 Develop Sector Profiles that align with existing branding New Staff will work to develop sector profiles aligned to the new Investment Attraction Strategy. 2025 Integrate advanced data tools New Economic Development has acquired a new labour force and industry tool. This platform will allow the municipality to respond to investment inquiries with increased professionalism. 2025 Launch new resident welcome package New Economic Development is working with corporate communications to develop a new resident welcome package which will include community information and event and program marketing materials. 2025 Implement a Municipal Accommodation Tax New Investigate the feasibility of developing and implementing a Municipal Accommodation Tax. 2026 3. Financial Considerations 3.1 None. All proposals in this document are expected to be completed within the existing funding envelope or with planned draws to the Economic Development Reserve Fund. 4. Strategic Plan 4.1 As described in this report, propose implementing a new action plan supportive of the Municipality of Clarington’s Strategic Plan. The report identifies Strategic Plan Priority G.1.4 - Establish a small business incubator should be abandoned by the Municipality of Clarington due to overall project feasibility. 5. Climate Change Not Applicable. Municipality of Clarington Page 12 Report CAO-001-25 6. Concurrence Not Applicable. 7. Conclusion It is respectfully recommended that Council receive this report and approved the adoption of the proposed 2025-2026 Action Plan as described therein. It is further respectfully recommended that the amendments to the Clarington Strategic Plan (2024 - 2027) contained in the report be approved. Staff Contact: Paul Pirri, Director, Economic Development, ppirri@clarington.net Attachments: Attachment 1 – Clarington Strategic Plan Economic Development Review Attachment 2 – Economic Development Strategy Action Items Review Attachment 3 – Proposed 2025-2026 Economic Development Action Plan Interested Parties: There are no interested parties to be notified of Council's decision. Clarington Strategic Plan Review (Economic Development Significance) C.2 Residents are safe and Healthy C.2.1 Support efforts to improve access to medical practitioners and health care services Action Recommendations Update/Rational C.2.1.1 - Partner with Region of Durham to create a Family Physician Recruitment program Incorporate into new action plan This work is ongoing with the region. Staff will continue to support initiatives identified by the Durham Physician Engagement team, which are bolstered by the municipality’s recently adopted Physician Recruitment Program. C.2.1.2 - Connect with local health care providers to advocate for increased access to services. Incorporate into new action plan The Economic Development division will conduct corporate calls with physicians and healthcare related organizations to advocate for increased services G.1 - A strong local economy G.1.1 - Expand Clarington's commercial and industrial tax base Action Recommendations Update/Rational G.1.1.1 - Identify priority unserviced areas Incorporate into new action plan The development of an employment lands study to be completed in 2024. Due to staffing changes, this work will be undertaken in 2025. G.1.1.2 - Advocate for increased water/sewer and electrical servicing capacity for industrial and commercial lands Incorporate into new action plan Economic Development will work with the Engineering Division to monitor and report to Council annually on Regional and Provincial servicing projects in employment lands G.1 - A strong local economy G.1.2 - Continue to support business and industry to thrive Action Recommendations Update/Rational G.1.2.1 - Implement actions and tactics within Clarington's Economic Development Strategy Staff will report on the execution of the 2025- 2026 action plan Staff have undertaken a review of the 2022 Economic Development Strategy, and do not believe that it will be feasible to implement the remaining action items contained in the 2022 Economic Development Strategy by 2027. The proposed Economic Development Action Plan has outlined the items which are able to be completed by this deadline. G.1.2.3 - Develop tools to support local businesses (large, small and home- based) Incorporate into new action plan Staff will be developing and launching a suite of tools and programs to support local businesses. Examples of these programs include a low value procurement program and online portals to support CIP and Patio programs. G.1.2.4 - Implement a concierge program to streamline and prioritize non-residential development applications, leading to employment growth Incorporate into new action plan The development and implementation of a municipal concierge program was expected to be completed in 2024. Due to staffing changes, this work will be undertaken in 2025. G.1 - A strong local economy G.1.3 - Continue active involvement in clean energy sector Action Recommendations Update/Rational G.1.3.1 - Identify and capitalize on economic opportunities from small modular reactor deployment Incorporate into new action plan Economic Development will work with local and international suppliers who are looking to operate in close proximity to the future SMRs. G.1.3.2 - Explore opportunities to advance clean energy initiatives and partnerships Incorporate into new action plan Economic Development will work with the private sector, and non- government organizations to advance clean energy initiatives and partnerships. G.1 - A strong local economy G.1.4 - Establish a small business incubator Action Recommendations Update/Rational G.1.4.1 - Launch a small business incubator Remove from action plan Economic Development Staff are not recommending the execution of this Priority. It is no longer feasible to complete action G.1.4 Establish a small business incubator. There are three primary reasons for this recommendation: Lack of space – Economic Development staff have undertaken a review of potential locations for a small business incubator. There is no suitable municipal spaces to house an incubator. Lack of mandate –No business case has been established demonstrating a need for an incubator within the municipality. Economic Development staff have concerns about the long-term viability of a small business incubator, and the cost required to sustain such a venture. Lack of community leadership – A key driver of incubator success is the presence of local companies and champions who take a leadership role in their development. These endeavors should not be led by municipalities without identifying a strong private sector team to assume the operations and financial obligations of the incubator in the medium to long term. G.1.4.2 - Take steps to attract businesses for incubation Remove from action plan This item will not be completed as the municipality will not develop a small business incubator. Economic Development Strategy Cultivate an innovative land-use framework Objective 1.1: Expand Servicing of Employment Land Action Recommendations Update/Rational 1.1.1 Advocate for a minimum five-year supply of shovel-ready industrial land is available, on the market, and in a range of lot sizes for adequate market choice. Remove from action plan. This item will be superseded by action item: “G.1.1.1 - Identify priority unserviced areas” which is contained in the Clarington Strategic Plan. 1.1.2 Advocate for increased water/sewer and electrical servicing capacity for industrial and commercial land inventories to accommodate future employment growth. Remove from action plan This item will be superseded by action item: “G.1.1.2 - Advocate for increased water/sewer and electrical servicing capacity for industrial and commercial lands” which is contained in the Clarington Strategic Plan. 1.1.3 Collaborate with commercial real estate representatives to update the available land inventory regularly. Incorporate modified version in new action plan Staff will be seeking to simplify the action plan. This item can be consolidated into a new action plan item: Develop and implement Investment Attraction Standard Operating Procedures document. 1.1.4 Connect the available land inventory to the municipality’s GIS system to facilitate inquiries about all property parcels. Incorporate modified version in new action plan Staff will be seeking to simplify the action plan. This item can be consolidated into a new action plan item: Develop and implement Investment Attraction Standard Operating Procedures document 1.1.5 Share the available land inventory on the economic development website with permission from landowners and/or agents. Incorporate modified version in new action plan Staff will be seeking to simplify the action plan. This item can be consolidated into a new action plan item: Develop and implement Investment Attraction Standard Operating Procedures document 1.1.6 Work with communications providers to fill broadband gaps and improve cell service with attention to existing and planned employment lands. Remove from action plan This item is redundant, it’s removal simplifies the action plan. Action item 1.1.1. indicates lands will be shovel-ready. To be shovel-ready, lands must be serviced, when advocating for industrial lands, we must also advocate for servicing. Objective 1.2: Enhance policies and incentives Action Recommendations Update/Rational 1.2.1 Modernize Zoning By-Laws so they are flexible enough to allow desired development in the community’s growth areas. Incorporate into new action plan Action Plan Item: Modernize Zoning By-Laws so they are flexible enough to allow desired development in the community’s growth areas. 1.2.2 Expedite the approval and development of the Courtice Waterfront and Energy Park Secondary Plan. Remove from action plan As Economic Development has been moved away from Planning and Development Services into the CAO’s office, this action item should not be contained in the action plan. 1.2.3 Update municipal land-use policies to ensure farm operators and agri- businesses can easily understand the options available to them and expedite their business plans. Remove from action plan As Economic Development has been moved away from Planning and Development Services into the CAO’s office, this action item should not be contained in the action plan. 1.2.4 Update Community Improvement Plans (CIP) incentives to be responsive to the needs of priority property owners, and to be complementary to the new Regional CIP. Incorporate modified version in new action plan Staff are proposing alternative wording to simplify this action plan item: Undertake a Community Improvement Plans (CIP) review. 1.2.5 Fund and promote the Clarington CIP incentives to the degree that property owners are motivated to apply. Remove from action plan This action item is redundant. As part of the CIP update process, staff will evaluate program funding options. 1.2.6 Add parcel-specific land-use information to the municipality’s public GIS system to inform prospective developers. Incorporate modified version in new action plan Staff will be seeking to simplify the action plan. This item can be consolidated into a new action plan item: Develop and implement Investment Attraction Standard Operating Procedures document. 1.2.7 Communicate policy changes and provide ongoing education about land use to business organizations and potential developers, including the creation of an investors tool kit. (See Objective 3.2) Incorporate modified version in new action plan Staff will be seeking to simplify the action plan. This item can be consolidated into a new action plan item: Develop and implement Investment Attraction Standard Operating Procedures document. Objective 1.3: Engage local businesses and regional partners Action Recommendations Rational 1.3.1 Establish a Corporate Calling Program with performance measurement targets on outreach, visits, and engagement activities Completed The Municipality of Clarington partners with the Clarington Board of Trade as part of a corporate calling/ business retention and expansion program. 1.3.2 Establish a Clarington Economic Development Advisory Committee to support the implementation of the Economic Development Strategy. Remove from action plan The establishment of an Economic Development Advisory Committee is not recommended to be undertaken by staff. Staff will be prioritizing the implementation of initiatives and programs. 1.3.3 Collaborate to enable the positioning of the downtowns and rural areas as destinations for residents and visitors. Remove from action plan This action item lacks clarity in what is to be achieved. Tourism is not currently deemed to be a priority of economic development. 1.3.4 Explore supply chain prospects and build local capacity to respond by helping local businesses become competitive on OPG related procurement opportunities. Incorporate modified version in new action plan This action item could be interpreted in a variety of different ways. Overall sector development is considered to be an industry best practice. The Municipality has partnered with the Clarington Board of Trade to deliver “Doing Business With” seminars. It is expected these sessions will continue. In addition, this will be incorporated into the action item: Develop and implement Investment Attraction Standard Operating Procedures document. 1.3.5 Develop a local business ambassador program with industry leaders who can meet potential investors during site-selection visits and/or to whom site selectors can be confidentially referred for positive testimonials about Clarington. Incorporate modified version in new action plan Action plan items: Develop formal Local Business Ambassador Program 1.3.6 Meet bi-annually with local business representatives to share major initiatives and provide a discussion forum for general concerns (e.g., Mayor’s breakfast meeting). Completed Examples of events include but are not limited to: Mayor's Annual Breakfast, Clarington Energy Summit, Clarington Agricultural Summit, CBOT Annual General Meeting & Business Awards, Clarington Golf Classic, BIA meetings, CBOT Golf Tournament. Staff will continued attending these events. 1.3.7 Educate elected representatives and community groups about the importance of economic development efforts. Incorporate modified version in new action plan The action item lacks clarity and can be consolidated into a new action item: Establish an annual economic development wrap up report which provides an overview of economic development achievements and Key Performance Indicators. 1.3.8 Leverage existing workforce collaborations among Durham’s post- secondary institutions and private-sector employers. Remove from action plan This action item lacks clarity in what is to be achieved. Staff will continue to work with post-secondary partners and the private sector where opportunities arise. Strengthen the business innovation support ecosystem Objective 2.1: Implement a formal business retention and expansion program Action Recommendations Update/Rational 2.1.1 Coordinate an active Business Retention and Expansion (BR+E) Program, assisted by the deployment of a Client Relationship Management (CRM) system to capture local business intelligence, track employer-specific obstacles and opportunities Completed This is an activity currently undertaken by the Clarington Board of Trade. Economic Development staff will continue leveraging this unique partnership moving forward. 2.1.2 Collaborate on the annual regional Business Count program to update Clarington’s business directory. Completed This activity is undertaken by the Region of Durham, the Municipality of Clarington’s staff are happy to collaborate where needed. 2.1.3 Provide support and referrals to assist, advise, and mentor start-ups and existing small businesses and business associations. Completed This is work undertaken by the Business Advisory Centre of Durham. Economic Development staff will continue to refer new businesses to this organization when they require support. 2.1.4 Report key findings systematically and annually to drive policy needs. Incorporate modified version in new action plan The action item lacks clarity in what is to be achieved. This action can be consolidated into a new action item: Establish an annual economic development wrap up report which provides an overview of economic development achievements and Key Performance Indicators. 2.1.5 Host target sector-specific (see Technical Report) workshops to identify opportunities and challenges for business growth and investment in Clarington. Completed Clarington Economic Development have partnered with CBOT to deliver round table which bring together sectoral groups. 2.1.6 Work with the agriculture sector to provide targeted support to develop policies and incentives for on-farm diversification, agribusiness, agri-tourism, and agri-tech. Incorporate into new action plan Action plan item: Work with the agriculture sector to provide targeted support to develop policies and incentives for on-farm diversification, agribusiness, agri- tourism, and agri-tech. 2.1.7 Collaborate on the implementation of Durham Region’s Local Food Business Retention and Expansion Strategy Action Plan. Incorporate into new action plan Action plan item: Collaborate on the implementation of Durham Region’s Local Food Business Retention and Expansion Strategy Action Plan 2.1.8 Monitor and evaluate the community’s track record on liaising with existing investors. Incorporate modified version in new action plan This action item lacks clarity as written. This item can be consolidated into a new action plan item: Develop and implement Investment Attraction Standard Operating Procedures document Objective 2.2: Enhance the development approvals process Action Recommendations Update/Rational 2.2.1 Design criteria for a customized permit processing program to prioritize non-residential development applications (commercial, industrial, agricultural) and expedite permitting processes through a Clarington Development Concierge. Incorporate modified version in new action plan Staff will be seeking to simplify the action plan. This item can be consolidated into a new action plan item: Implement a concierge program to streamline and prioritize non-residential development applications, leading to employment growth 2.2.2 Publish a flow chart or dashboard outlining the steps and timeframes associated with local land use planning and development approvals. Incorporate modified version in new action plan Staff will be seeking to simplify the action plan. This item can be consolidated into a new action plan item: Implement a concierge program to streamline and prioritize non-residential development applications, leading to employment growth 2.2.3 Establish regular information- sharing sessions between municipal planning staff and economic development staff. Completed Economic Development and Planning staff 2.2.4 Ensure the land-use planning approvals process is included in municipal customer-service quality assurance audits. Incorporate modified version in new action plan Staff will be seeking to simplify the action plan. This item can be consolidated into a new action plan item: Implement a concierge program to streamline and prioritize non-residential development applications, leading to employment growth Objective 2.3: Align target sector opportunities with new growth areas Action Recommendations Update/Rational 2.3.1 Act as trusted advisors to businesses and investors on commercial and industrial development and redevelopment transactions. Incorporate modified version in new action plan Staff will be seeking to simplify the action plan. This item can be consolidated into a new action plan item: Implement a concierge program to streamline and prioritize non-residential development applications, leading to employment growth 2.3.2 Continually evaluate commercial office needs, opportunities and models for mixed-use development, particularly in the municipality’s new growth areas. Incorporate modified version in new action plan This action item lacks clarity as written. This item can be consolidated into a new action plan item: Develop and implement Investment Attraction Standard Operating Procedures document 2.3.3 Facilitate renewed downtown revitalization plans for urban core areas in cooperation with regional planning and place-making efforts for Major Transit Station Areas. Incorporate modified version in new action plan A simplified action plan item is recommended for inclusion: Develop downtown placemaking and revitalization plans for urban core areas 2.3.4 Support talent recruitment initiatives related to Lakeridge Health Bowmanville Hospital’s expansion. Remove from action plan Other action items will support physician recruitment. 2.3.5 Explore opportunities to connect to the proposed Durham Meadoway signature destination initiative. Remove from action plan As Economic Development has been moved away from Planning and Development Services into the CAO’s office, this action item should not be contained in the action plan. 2.3.6 Collaborate with developers on diversifying the potential of Canadian Tire Motorsport Park (CTMP), e.g., vehicle manufacturing research and automotive- related tourism development. Incorporate into new action plan Action plan item: Collaborate with developers on diversifying the potential of Canadian Tire Motorsport Park (CTMP), e.g., vehicle manufacturing research and automotive-related tourism development. 2.3.7 Undertake a feasibility study to support the redevelopment of the Goodyear brownfield site. Remove from action plan The property is in private ownership, this item is no longer feasible. 2.3.8 Position municipal amenities and related programming to support resident attraction and Sports Tourism development. Remove from action plan Economic Development will not be prioritizing tourism activities in the near term. Target high Growth business and investment Objective 3.1: Develop energy-sector value proposition Action Recommendations Update/Rational 3.1.1 Understand and maximize the unique value proposition of the Municipality’s target industry sectors: § Nuclear energy and related engineering, technical, and environmental sectors § Knowledge-based employment that would settle near Major Transit Station Areas and broader community amenities. Incorporate modified version in new action plan Economic Development staff will be undertaking a review of the proposed municipal sectors to determine future sector priority areas. New action item: Undertake a review of the Municipality of Clarington’s Key Sectors. 3.1.2 Convene an advisory working group to support the creation of a high-tech energy hub in Clarington and to explore new best practices for a cluster-focused high-tech energy hub in North America. Incorporate into new action plan Action plan item: Convene an advisory working group to support the creation of a high-tech energy hub in Clarington and to explore new best practices for a cluster- focused high-tech energy hub in North America. 3.1.3 Align the distinctive advantages of specific employment zones to opportunities related to transportation links, waterfront development, and downtown revitalization. Remove from action plan This action item lacks clarity in what is to be achieved. Staff will be seeking to simplify the action plan, and will be removing this action item from the action plan. 3.1.4 Support the creation of an inventory of Clarington’s tourism and cultural assets: cultural and recreational amenities, music, art, food, breweries, and more. Remove from action plan Economic Development will be focusing on traditional economic development services, as such this item will be removed from the action plan. 3.1.5 Align the Municipality of Clarington economic development branding within Durham Region’s “Clean Energy Capital of Canada” promotion to leverage collaboration, resources, and expertise. Incorporate modified version in new action plan This action item is redundant. Staff will be developing new Sector Profiles, and this language will be aligned. New action item: Develop and promote Sector Profiles. 3.1.6 Develop an investment attraction marketing plan identifying specific targets, tactics, channels, timelines, messages, and tracking. Incorporate modified version in new action plan This item can be consolidated into a new action plan item: Develop and implement Investment Attraction Standard Operating Procedures document 3.1.7 Development of lead generation system for intake of investment inquiries. Incorporate modified version in new action plan This item can be consolidated into a new action plan item: Develop and implement Investment Attraction Standard Operating Procedures document Objective 3.2: Implement proactive marketing Action Recommendations Update/Rational 3.2.1 Develop a Clarington brand and consistent messaging platforms, implementing economic development communications tools (e.g., standalone economic development website, social media, print materials, etc.) to attract investors, following best practices in concept, presentation, and engagement. Completed Branding complete: Community Profile complete Website soft launched in fall of 2024. LinkedIn profile launched. 3.2.2 Ensure Clarington’s economic development communications efforts are fully leveraging all local, regional, provincial, national, and international collaborations opportunities. Remove from action plan This action item lacks clarity in what is to be achieved. Staff will continue to launched marketing initiatives which leverage partnerships. 3.2.3 Explore the benefits of joining or increased collaboration with other regional marketing alliances, such as Ontario East Economic Development, Ontario Food Cluster, RTO6, etc. Completed Launched Central and Eastern Ontario Isotopes Alliance. Staff will continue to explore opportunities for regional collaboration. 3.2.4 Develop a library of success stories, images, videos, and messages to support promotional campaigns. Incorporate modified version in new action plan The action item lacks clarity in what is to be achieved. This action can be consolidated into a new action item: Establish an annual economic development wrap up report which provides an overview of economic development achievements and Key Performance Indicators. 3.2.5 Monitor effectiveness of marketing and communications tools. Incorporate modified version in new action plan The action item lacks clarity in what is to be achieved. This action can be consolidated into a new action item: Establish an annual economic development wrap up report which provides an overview of economic development achievements and Key Performance Indicators. 3.2.6 Ensure economic development personnel respond in a substantive way to inquiries within the same workday as they are received. Incorporate modified version in new action plan This item can be consolidated into a new action plan item: Develop and implement Investment Attraction Standard Operating Procedures document Objective 3.3: Build economic development capacity Action Recommendations Update/Rational 3.3.1 Assess options for an economic development service delivery model and recommended structure (e.g., status quo, full service in-house, arms-length economic development corporation). Completed The economic development service delivery model has been established by Council. The current model sees economic development staff supporting a traditional economic development role (investment attraction, business expansion) while outsourcing business retention work to 3.3.2 Provide core economic development services with an organizational business plan that aligns with Durham Region’s Planning and Economic Development Department Business Plan. Completed The development of this Economic Development Action Plan completes this action item. 3.3.3 Increase per-capita funding for municipal economic development to remain competitive with other communities in terms of investment readiness and programming. Remove from action plan The action item lacks clarity in what is to be achieved. Staff believe there is adequate funding to meet existing program objectives. If the Mandate of the Municipality of Clarington’s Economic Development Department were to change, this item could be revisited 3.3.4 Ensure core economic development staff are trained and certified economic development (Ec.D.) professionals and participate in professional development. Remove from action plan Staff will continue to participate in professional development related to Economic Development. There are other certifications and designations relevant to the field beyond the Ec.D. designation. Staff propose removing this from the action plan. 3.3.5 Maintain and regularly update datasets of reliable community economic indicators tailored to respond to investor inquiries, published in the Community Profile and on website pages, and shared with partners. Incorporate modified version in new action plan This action item as written can never be market as completed. Economic Development staff have invested in new data tools, and will be in a position to report on the figures moving forward. This action can be consolidated into a new action item: Establish an annual economic development wrap up report which provides an overview of economic development achievements and Key Performance Indicators. 3.3.6 Ensure any municipal staff or contractor dealing with planning and economic development issues are aware of current policies and site-selection protocols. Remove from action plan This action item is not actionable, nor could it ever be marked as complete. This item will be removed from the action plan. 3.3.7 Publish an up-to-date and easy-to- navigate economic development webpage on the Clarington website or separate economic development website for potential investors to reach Economic Development staff. (Related to Action 3.2.1) Completed This action is complete. 2025-2026 Action Plan Getting Investment Ready This priority of the 2025-2026 includes action items that will support the Municipality’s investment attraction goals. Increasing the commercial and industrial investment in the municipality will support a greater taxation balance for residents and make it easier for residents to live and work in Clarington. The municipality is facing two obstacles in the achievement of this goal. The lack of serviced industrial land, and the policies, processes and tools to support the municipality’s work. The action plan will support the removal of both obstacles. Action Source Description Planned Completion Identify priority unserviced areas Clarington Strategic Plan Staff will utilize a 3rd party to undertake an employment lands study in 2025. This study will review the supply and demand of employment land to ensure the municipality of Clarington is well positioned to attract new investment in future years 2025 Advocate for increased water/sewer and electrical servicing capacity for industrial and commercial lands Clarington Strategic Plan Continue to work with the Region of Durham to advocate for servicing to unlock existing and new employment lands. Staff will investigate other servicing models including front-end agreements to advance local priorities. Ongoing Develop and implement a concierge program Clarington Strategic Plan and Clarington Economic Development Strategy Staff will Develop and implement a Concierge Program in 2025. This program will streamline and prioritize local and regionally significant non-residential development applications, leading to employment growth. It will be developed 2025 in-house utilizing recognized municipal best practices as its foundation. Development Investment Attraction Strategy New The Investment Attraction Strategy will undertake the following analysis to meet the needs of the Municipality of Clarington: external trend review, local and regional sector review, value proposition development. 2025 Develop Investment Attraction SOP Document Clarington Economic Development Strategy An Investment Attraction Standard Operating Procedure Document will be established to ensure consistency when responding to investment inquiries. It will further proactively track investment outcomes. 2025 Develop formal Local Business Ambassador Program Clarington Economic Development Strategy Develop a local business ambassador program with industry leaders who can meet potential investors during site- selection visits and/or to whom site selectors can be confidentially referred for positive testimonials about Clarington. 2026 Develop Economic Development Marketing Plan New Economic Development Staff, in collaboration with Communications will develop an outbound marketing plan to outline audiences, outreach methods and develop standardized templates for items such as newsletters. 2026 Complete Hotel and Banquet Centre Feasibility Study New Staff will utilize a 3rd party to develop a Hotel and Banquet Centre Feasibility study to support the attraction of a hotel and banquet centre to the municipality of Clarington. 2025 Strengthening Local Sectors As a result of the existing Economic Development Strategy and Clarington Strategic Plan, the economic development team will be implementing action items that will have the effect of growing and supporting the clean energy/nuclear sector, the medical sector and the agricultural sector over 2025-2026. As staff undertake an Investment Attraction Strategy, a statistical analysis of the strength of local sectors will be undertaken which will influence the inclusion of other sectors in future strategy updates. Action Source Description Planned Completion Partner with Region of Durham to create a Family Physician Recruitment program Clarington Strategic Plan Staff will continue to work with Docs for Durham to support regional physician recruitment programs. Staff will also continue to work on developing a local family physician recruitment program in partnership with local health care providers. Ongoing Connect with local health care providers to advocate for increased access to services Clarington Strategic Plan Economic Development will undertake meetings with local service providers to promote Clarington’s local family physician recruitment program. Ongoing Identify and capitalize on economic opportunities from small modular reactor deployment Clarington Strategic Plan Economic Development will continue to support the attraction of organizations falling within the nuclear supply chain. Ongoing Explore opportunities to advance clean energy initiatives and partnerships Clarington Strategic Plan Economic Development will engage regularly with upper levels of government and external stakeholders to monitor and identify programs to support businesses to incorporate clean energy technology into their operations. Promote these opportunities through digital media marketing and attending events to support the Clean Energy sector. Ongoing Strengthen Clarington’s Agricultural Sector Clarington Economic Development Strategy Economic Development will work with the agriculture sector to provide targeted support to develop policies and incentives for on-farm diversification, agribusiness, agri-tourism, and agri-tech. Ongoing Collaborate on the implementation of Durham Region’s Local Food Business Retention and Expansion Strategy Action Plan. Clarington Economic Development Strategy In 2023, the Region of Durham adopted the Growing Agri-food Durham Plan 2023- 2027. Clarington Economic Development will partner on relevant initiatives to support the plan’s key themes. 2025-2026 Connect with nuclear sector supply chains Clarington Economic Development Strategy Convene an advisory working group to support the creation of a high-tech energy hub in Clarington and to explore new best practices for a cluster-focused high-tech energy hub in North America. 2026 Adopting a Best in Class Mindset The final priority undertaken in the 2025-2026 action plan will focus on adopting a best in class mindset to the work undertaken by the economic development team. The Municipality of Clarington will aim to create tools, programs and initiatives which will be economic development industry leaders. Action Source Description Planned Completion Develop tools to support local businesses (large, small and home- based) Clarington Strategic Plan Economic development will be launching tools such as the local vendor directory, and relevant training programs for local businesses. 2025 - 2026 Undertake a Community Improvement Plans (CIP) review Clarington Economic Development Strategy Economic Development staff will be engaging a 3rd party to support a review to the municipality’s Community Improvement Plan program responsive to the needs of priority property owners, and to be complementary to the new Regional CIP. 2025 Report annually to Council Clarington Economic Development Strategy Economic Development will be developing a standard reporting template for annual reports to Council 2025-2026 Develop downtown placemaking and revitalization plans for urban core areas Clarington Economic Development Strategy Economic Development will work with a 3rd party to develop downtown revitalizations plans for each of the urban core communities. 2026 Develop Sector Profiles that align with existing branding New Staff will work to develop sector profiles aligned to the new Investment Attraction Strategy. 2025 Integrate advanced data tools New Economic Development has acquired a new labour force and industry tool. This platform will allow the municipality to 2025 respond to investment inquiries with increased professionalism. Launch new resident welcome package New Economic Development is working with corporate communications to develop a new resident welcome package which will include community information and event and program marketing materials. 2025 Implement a Municipal Accommodation Tax New Investigate the feasibility of developing and implementing a Municipal Accommodation Tax. 2026