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HomeMy WebLinkAboutCAO-017-25Staff 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: October 6, 2025 Report Number: CAO-017-25 Authored by: Paul Pirri, Director, Economic Development Submitted By: Mary-Anne Dempster, CAO By-law Number: Resolution Number: File Number: Report Subject: Economic Development Semi-Annual Update Recommendation: 1.That Report CAO-017-25, and any related delegations or communication items, be received for information. Municipality of Clarington Page 2 Report CAO-017-25 Report Overview This report provides an overview of the Municipality of Clarington’s Economic Development portfolio in the first half of 2025. 1. Background 1.1 In January 2025, Council received CAO-001-25. This report provided an update on the progress of the municipality’s Economic Development Strategy and established the Economic Development Action Plan for 2025-2026. This report provides an overview of the work undertaken in the first half of 2025. 1.2 The 2025-2026 Action Plan is structured around three pillars: Getting Investment Ready, Strengthening Local Sectors, Adopting a Best-in-Class Mindset. Below is an overview of each pillars along with their associated action items. Priority 1: Getting Investment Ready 1.3 The first priority of the action plan will support the Municipality’s investment attraction goals. Increasing 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. 2025 actions include:  Identify priority unserviced areas;  Advocate for increased water/sewer and electrical servicing capacity for industrial and commercial lands;  Develop and implement a concierge program;  Develop an Investment Attraction Strategy;  Develop Investment Attraction SOP Document; and  Complete Hotel and Banquet Centre Feasibility Study. Priority 2: Strengthening Local Sectors 1.4 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. 2025 actions include:  Partner with Region of Durham to create a Family Physician Recruitment program; Municipality of Clarington Page 3 Report CAO-017-25  Connect with local health care providers to advocate for increased access to services;  Identify and capitalize on economic opportunities from small modular reactor deployment;  Strengthen Clarington’s Agricultural Sector; and  Collaborate on the implementation of Durham Region’s Local Food Business Retention and Expansion Strategy Action Plan. Priority 3: Adopting a Best-in-Class Mindset 1.5 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. 2025 actions include:  Develop tools to support local businesses (large, small and home-based);  Undertake a Community Improvement Plans (CIP) review;  Report annually to Council;  Develop Sector Profiles that align with existing branding;  Integrate advanced data tools; and  Launch new resident welcome package. 2. Municipal Economic Development Activities, First-Half 2025 Below is an overview of 2025 updates and accomplishments grouped by key pillar. Getting Investment Ready – Identify priority unserviced areas 2.1 Economic Development has partnered with Planning and Infrastructure Services to deliver the Employment Lands Study (ELS) as part of municipality’s Growth Management Study. The Growth Management Study is being completed as part of the municipality’s Official Plan Review which will consider development until the 2051 planning horizon. The purpose of the Employment Lands Study is to provide a comprehensive examination of our employment lands to determine if our existing employment lands supply is sufficient to accommodate Clarington’s job growth forecast to 2051. By combining the ELS with work being undertaken by the Planning and Infrastructure Services, it is estimated that we’ll be saving approximately $50,000. The RFP for the Growth Management Study has been issued, it is expected to be awarded in October of 2025. Municipality of Clarington Page 4 Report CAO-017-25 Getting Investment Ready – Advocate for increased water/sewer and electrical servicing capacity for industrial and commercial lands 2.2 Economic Development tracks our interactions with the Regional Municipality of Durham. Interactions are tracked as being either ‘Internal’ Servicing Interactions or ‘External’ Servicing Interactions. Internal interactions are classified as meetings taking place between Regional and Clarington staff, External interactions include meetings with Regional and Clarington staff as well as including external stakeholders/property owners. 2.3 Over the first half of 2025, Economic Development has held 5 meetings, of which two were internal, and three were external. Getting Investment Ready – Develop and implement a concierge program 2.4 Economic Development developed and launched a development concierge program. The Clarington Concierge Program provides tailored support to help qualifying projects progress smoothly while aligning with the Municipality’s economic and development goals. Key benefits of the program include:  Customized Work-Back Schedule: Opportunity to co-develop a customized work- back schedule that places expectations on both the municipality and investors to ensure on-time project completion.  Expedited Review Process: A streamlined review pathway for projects meeting the program’s criteria, including priority booking of pre-consultation meetings.  Dedicated Expert Team: Access to a team of municipal specialists who will guide each development through the approvals process.  Collaborative Approach: A cross-departmental effort to ensure alignment and success in meeting project goals.  Single Point of Contact: A designated liaison from Economic Development to coordinate with Planning staff and other municipal departments.  Clear Expectations: Emphasis on staff clearly communicating what is being asked for, alongside timely follow-up and resubmission by developers to ensure high- quality submissions and an efficient process.  Strategic Use of Planning Tools: Leveraging Planning mechanisms such as conditional permitting, concurrent zoning and site plan applications, and other flexible planning tools to maintain project momentum and reduce approval timelines. Getting Investment Ready – Develop an Investment Attraction Strategy 2.5 Economic Development Staff have completed the delivery of the municipality’s first Investment Attraction Strategy. This document is comprised of a situational analysis, SWOT analysis, overview of the investment landscape, a description and overview of our municipal priority sectors, and investment readiness assessment/action plan. Municipality of Clarington Page 5 Report CAO-017-25  This strategy focuses on attracting investment in four key sectors:  Future Energy: Clarington is a leader in clean energy with OPG's Darlington Nuclear Station and the development of Small Modular Reactors (SMRs).  Agri-Food: The area supports sustainable agriculture and food innovation, with a strong presence of farms and agricultural products.  Advanced Manufacturing: The manufacturing sector is growing, driven by local businesses and involvement in the Darlington New Nuclear Project.  Downtime Destinations: Clarington’s cultural and recreational offerings, including breweries, festivals, and green spaces, help boost tourism. 2.6 Clarington’s value proposition includes advantages like proximity to clean energy, agri- tech innovation, strategic transport access, and relatively affordable housing for young families. To improve investment readiness, Clarington has conducted an assessment that identifies gaps in land inventory, community information, and infrastructure. A targeted action plan with 24 steps will address these challenges and improve Clarington’s ability to attract and sustain investment. 2.7 The creation of this strategy provides a clear investment attraction vision for the municipality, and enables the Municipality of Clarington to seek Provincial and Federal grants to support investment attraction and trade missions. Getting Investment Ready – Develop Investment Attraction SOP Document 2.8 In addition to the investment attraction strategy, economic development has created a set of Standardized Operating Procedures (SOPs) to establish a structured and consistent approach in generating investment leads as well as responding to inbound investment inquiries. 2.9 The Outbound SOPs identify three stages of Outbound Investment Attraction: Target Audience Identification, Marketing tools & Investment Promotion, and Trade Mission & Market Visits. While the Inbound Investment Inquiries outlines four states: Inquiry Intake and initial engagement, Site information packaging & delivery, Subject Matter Expert Verification, and Follow Up and Relationship Management. Getting Investment Ready – Complete Hotel and Banquet Centre Feasibility Study 2.10 Economic development engaged contractors to complete a Hotel and Banquet Centre feasibility study in the municipality. This study has identified that the municipality could accommodate the development of an upper-midscale 85 room hotel with a 4,000 square-foot banquet space. The study has identified that the cost of acquisition and development is likely to make the project unfeasible. Municipality of Clarington Page 6 Report CAO-017-25 2.11 As a result of this feedback, Economic Development staff will consider the implementation of a hotel/banquet centre program when reviewing t he Community Improvement Plan (CIP). Strengthening Local Sectors – Partner with Region of Durham to create a Family Physician Recruitment program 2.12 Economic Development has engaged all physician clinics within the Municipality of Clarington to discuss the municipality’s physician recruitment program. To date, four clinics have signed on to the program and are in the recruitment phase of the initiative. It is expected that clinics will have staffing announcements in the fall of 2025. Strengthening Local Sectors – Connect with local health care providers to advocate for increased access to services 2.13 In our one-on-one meetings with local physicians, it has been determined that there is an identified interest in establishing additional medical services such as d iagnostic imaging services, phlebotomy, laboratory testing. Economic development will be bringing together the medical community in the fall of 2025 to explore collaborative opportunities amongst clinic owners. Strengthening Local Sectors – Identify and capitalize on economic opportunities from small modular reactor deployment 2.14 Economic development staff serve on the working group for the Central and Eastern Ontario Isotopes Alliance (CEOIA), an industry advocacy group that is a partnership among isotope producers and supply chain, regional leaders, isotope users and the municipalities in Central and Eastern Ontario. Economic Development played a leadership role in the development of the CEOIA’s Strategic Plan leading the in -person consultative process as well as the strategy writing and revision process. 2.15 The CEOIA strategy has the following main actions/activities:  Establish CEOIA governance and structure  Expand participation of communities and indigenous groups  Develop a talent pipeline for regional isotope producers, supply chain partners and end-users  Support regional health care sector Strengthening Local Sectors – Strengthen Clarington’s Agricultural Sector 2.16 Representatives from Economic Development attended an Agricultural Advisory Committee of Clarington meeting in the winter of 2025 to provide an update on Economic Development Activities. Municipality of Clarington Page 7 Report CAO-017-25 2.17 Economic Development is leading the development of a workshop on the implementation of On-Farm Diversified Uses (OFDUs) in partnership with the Region of Durham. Strengthening Local Sectors – Collaborate on the implementation of Durham Region’s Local Food Business Retention and Expansion Strategy Action Plan 2.18 Economic Development has met with the Region of Durham to discuss partnership opportunities on the implementation of the Region’s Local Food Business Retention and Expansion Strategy Action Plan. As part of the Community Improvement Plan (CIP) review, staff will be investigating the implementation of a CIP program related to establishing On-Farm Diversified Uses (OFDUs). Planned workshops also aim to support the implementation of the action plan. Adopting a Best-in-Class Mindset – Develop tools to support local businesses (large, small and home-based) 2.19 Economic Development has launched a variety of new tools and initiatives in 2025. These include:  Local Vendor Directory.  Launching the review of the municipality’s CIP program,  The development of the municipality’s Concierge Program 2.20 Economic Development is also partnering on the delivery of training sessions in the fall of 2025. These include:  Clarington Local: Side Gig Bootcamp. A training session delivered in partnership with both the Business Advisory Centre Durham and Clarington Board of Trade on growing a side hustle into a thriving business.  Municipality-Business Connect and Exchange. Delivered in partnership with the Clarington Board of Trade, a networking session between municipal staff responsible for purchasing, and local service providers. Adopting a Best-in-Class Mindset – Undertake a Community Improvement Plans (CIP) review 2.21 Economic Development has launched an RFP to undertake a Community Improvement Plans review. The successful proponent, Sierra Planning and Management will launch the project in the fall of 2025. Adopting a Best-in-Class Mindset – Report annually to Council 2.22 This report represents the first of Economic Development’s bi-annual reports to Council. Municipality of Clarington Page 8 Report CAO-017-25 Adopting a Best-in-Class Mindset – Develop Sector Profiles that align with existing branding 2.23 In partnership with the municipality’s Strategic Communications and Initiatives team, Economic Development has successfully launched a Community Profile document which highlights the municipality's offerings to potential investors. The team also launched four sector profiles which provide additional data and information regarding the municipality’s key sectors:  Future Energy;  Agri-Food;  Advanced Manufacturing; and,  Downtime Destinations. Adopting a Best-in-Class Mindset – Integrate advanced data tools 2.24 In the fall of 2024, Economic Development implemented a Customer Relationships Management Program (CRM). This platform enables the economic development team to track interactions with local businesses. To date, the economic development team has created and validated approximately 1,500 accounts (businesses) for the municipality. Staff continue to work through the list to validate the data ensuring that every listing includes a municipal ward and NAICS code. The North American Industry Classification System is a harmonized business classification system to collect, analyze and compare economic Data. In addition, staff have begun the process of importing contacts (individuals) to the system. To date, this list includes approximately 850 individuals. Although this work happens behind the scenes, it is essential to building a strong foundation for effective economic development. 2.25 In addition to the utilization of the platform for contact management, economic development also uses the platform to track investment inquiries. The platform enables economic development staff to receive follow-up prompts at 3-6-12 month intervals with leads determining project status and key decision criteria. Additionally, Staff have built an investment attraction dashboard which provides an overview of inves tment attraction activities, and their pipeline stage. Adopting a Best-in-Class Mindset – Launch new resident welcome package 2.26 Economic Development is developing a New Resident Welcome Package in partnership with the municipality’s Strategic Communications and Initiatives team. It is expected that the document be completed in the fall of 2025. Municipality of Clarington Page 9 Report CAO-017-25 3. Clarington Board of Trade, Contracted Activities 3.1 The Clarington Board of Trade undertakes Business Retention and Expansion opportunities on behalf of the municipality. Below is an overview of the activities that that have taken place in partnership with the municipality over the first half of 2025. Not-For-Profit Sector Roundtable 3.2 Purpose: Understand the challenges and opportunities facing not-for-profits serving the Clarington community. Explore capacity-building strategies, emerging community needs, and leadership development. Identify areas of service duplication and discuss ways to streamline efforts. Share ideas to strengthen fundraising, volunteer engagement, and operational sustainability. Promote collaboration and shared solutions to support long-term growth and impact across the sector. 3.3 Outcome: 22 representatives from local not-for-profit businesses attended the roundtable. Conversation highlighted the strength of community partnerships, dedicated staff and volunteers, and the diversity of services offered. Identified key challenges including staff burnout, limited funding, space shortages, and lack of public awareness. Brainstormed actionable solutions such as joint grant applications, shared resources, volunteer recruitment tools, and greater use of technology. Explored opportunities for collaboration, promotion, and advocacy to build capacity and amplify the sector’s impact. 3.4 Impact and Next Steps: CBOT has created and will facilitate a Not-for-Profit Peer2Peer group to support continued conversation. The purpose of the group is to explore actionable solutions, share best practices, and host guest speakers on key topics. The first meeting was scheduled in June and featured guest speaker Anna Naud of True North Law Professional Corporation, who walked the group through the importance of Board adherence to Governance models that guides function and clarifies roles and responsibilities of NFP Board members. Fire and Crime Prevention Information Session 3.5 Purpose: Provide a platform for Clarington Emergency and Fire Services (CEFS) and Durham Regional Police Services (DRPS) to engage with the local business community. Offer education on fire safety and share updates on crime prevention and community safety. Equip businesses with practical tips to keep their premises safe and secure, understand when and how to report a crime, and recognize signs of criminal activity. 3.6 Outcome: 21 representatives from local organizations and businesses attended the session, leaving with valuable knowledge on how to better protect their businesses from potential hazards and criminal activity. The importance of the event was underscored shortly after by a fire in downtown Bowmanville, which served as a real-time reminder of Municipality of Clarington Page 10 Report CAO-017-25 the risks discussed. Several attendees reached out to CBOT following the incident to express their appreciation for the timely and relevant information shared during the session, reinforcing the critical value of proactive education and preparedness. 3.7 Impact and Next Steps: Attendees were equipped with the tools allowing them to schedule in-person evaluations with CEFS and DRPS for their businesses, this facilitates personalized safety assessments and actionable recommendations. Opportunity to also connect CEFS and DRPS representatives to the business community, strengthening relationships. Courtice Business Association Meeting 3.8 Purpose: To establish a collaborative forum for Courtice’s “downtown” business community in the absence of a formal BIA, with the aim of fostering a supportive environment, promoting local economic growth, and creating opportunities for advocacy. 3.9 This session featured a presentation by Kay Matthews of the Ontario Business Improvement Area Association, who shared information on the formal process of establishing a BIA. Ron Hooper, Chair of the Bowmanville BIA, also attended to share his firsthand perspective and experiences with Courtice business owners. 3.10 Outcome: Six individuals representing four businesses attended. Through the discussion, it became clear that any future effort to establish a BIA in Courtice will require a collaborative approach between the Municipa lity of Clarington and local business stakeholders, with CBOT positioned to provide ongoing support in community engagement, communication, and advocacy. This session helped to lay the groundwork for the potential formation of a BIA within the next 12 mont hs. 3.11 Impact and Next Steps: CBOT had a meeting with Mayor Foster shortly after the Courtice meeting to discuss challenges with engagement and alternative options to re - engage to determine interest from businesses to form a BIA . CBOT has coordinated with Mayor Foster/Councillor Elhajjeh/ Councillor Anderson and economic development staff to visit and have conversations with as many main street Courtice business as we can during a 4-day blitz in the summer and September. 3.12 The OBIAA indicated that BIA would ultimately be established as a committee of Council, and formal approval from Clarington Council will be required to move forward. The municipality would be responsible for key administrative functions such as contacting property owners, tracking responses, and managing official communications. Municipality of Clarington Page 11 Report CAO-017-25 Clarington Community Career Fair 3.13 Purpose: To promote hiring opportunities and help close the gap between employer and job seeker needs. In collaboration with Durham College Community Employment Services (DCCES) and Invest Clarington. 3.14 Outcome: Secured 28 local businesses who were interested in hiring part-time or full time for a variety of positions. Over 500 job seekers attended the job fair. A post-career fair survey received responses from 12 of the 29 attending businesses and revealed the following insights:  100% of survey respondents indicated that they would participate in the Career Fair again.  92% of survey respondents found their interactions with candidates to be beneficial.  75% had already initiated follow-ups with candidates within one week of the event. 3.15 Impact and Next Steps: Follow-up survey was sent on May 28, two months after the career fair, to check in with participating businesses and inquire whether any new hires have been made. Next Career Fair will be held October 24, 2025. Durham Nuclear Host Communities Reception 3.16 Organized and hosted Annual ‘Durham Nuclear Host Communities Reception’ in collaboration with the City of Pickering, Ontario Tech University and Region of Durham at the Canadian Nuclear Association Conference in April 15 -16, 2025. Networking with nuclear industry partners. 3.17 Purpose: Messaging focused on Durham strengths & assets, including Clarington strengths, the importance of celebrating collaboration and support community as we strive to support Darlington New Nuclear Project and explore opportunities to connect vendors to local Clarington talent and facilitate community integration for industry workforce. Reconnect with industry leaders, learn more about their involvement in supporting Darlington and DNNP and if investing in Clarington is included in their strategy. 3.18 Outcome: 75 members of the nuclear industry and partners in attendance at the reception. Organized subsequent meetings with Mayor Foster and project leaders with:  Framatome – hoping to learn about how Clarington can support their growth and expansion into Durham. Community integration as their workforce supports Darlington.  Hatch – conversation in May in Bowmanville to discuss how Clarington and CBOT can support their growth as they ramp up their services in support of DNNP, Pickering and Wesleyville. Starting to have the conversation internally about benefits Municipality of Clarington Page 12 Report CAO-017-25 for their workforce in locating locally to better serve projects. Importance of community integration. Change Leadership Workshop 3.19 Organization of a change leadership workshop targetin g small business owners in Clarington. The workshop was delivered by Joanne Free Coaching & Consulting. 3.20 Purpose: Help strengthen the leadership capacity of local business owners, with the aim of promoting business growth, workforce stability, and long-term resilience in Clarington’s small business community. Focused on equipping local entrepreneurs with practical tools to strengthen team performance and enhance retention. 3.21 Outcome: 25 small business owners from across Clarington attended the workshop. Participants were equipped with practical strategies to manage change and improve team engagement. Several participants expressed interest in future workshops or continued leadership development opportunities, suggesting a strong appetite for ongoing support in this area. 3.22 Sample of Success: In-person feedback shared during and after the session indicated that attendees found the content highly relevant - particularly in the areas of employee retention and navigating evolving workplace dynamics. Tapping Into Talent: Bridging Co-op Programs & Workforce Gaps 3.23 Organization of an event bringing together local businesses and educational institutions to collaboratively address workforce challenges, specifically talent acquisition and retention. 3.24 Purpose: To connect Clarington-area employers with regional post-secondary and secondary institutions through co-op, internship, and experiential learning opportunities. The event aimed to strengthen talent pipelines by showcasing accessible and cost - effective student placement programs, helping businesses access funding supports and work-ready students. 3.25 Outcome: The event attracted 51 attendees and saw participation from four key education partners: Ontario Tech University, Trent University Durham GTA, Durham College, and Kawartha Pine Ridge District School Board. Attendees gained insight into how to tap into the student talent pool, navigate funding avenues for onboarding, and build long-term relationships with schools offering co-op programs. Panel presentations from students and local employers highlighted real-world co-op experiences, adding practical context to the event’s message. Municipality of Clarington Page 13 Report CAO-017-25 3.26 Sample of Success: Positive attendee engagement during the Q&A sessions and networking discussions indicated high interest in exploring co-op opportunities. Several businesses-initiated follow-up conversations with institutional representatives post- event, reflecting a growing interest in leveraging student talent as a strategic hiring solution. Agriculture Familiarization Tour 3.27 A guided familiarization tour aimed at raising awareness of Clarington’s local agricultural sector by connecting community leaders and business owners. 3.28 Purpose: To strengthen relationships between municipal, regional, and provincial leaders and the agriculture community by providing first-hand insight into the realities, challenges, innovations, and growth potential of local agri-businesses. The tour aims to help participants better understand how agriculture contributes to Clarington’s economy and the supports needed to ensure the sector’s continued success. 3.29 Outcome: The event brought together 14 attendees, including:  2 Provincial representatives (Minister Todd McCarthy and staff)  2 Clarington Councillors  1 representative from the Region of Durham  5 representatives from the Municipality of Clarington  4 CBOT Directors 3.30 Attendees toured two agri-businesses and engaged directly with business owners to learn about the sector’s contribution and challenges. Through conversation, participants gained a deeper understanding of the broader rural community, its values, and its impact on the local economy. The experience sparked thoughtful dialogue around how policies, partnerships, and investment strategies can better support the agriculture sector in Clarington. 4. Financial Considerations 4.1 None. Activities are being completed utilizing budgeted funds. 5. Strategic Plan The work highlighted in this report supports the following Strategic Plan Priorities: C.2.1: Support efforts to improve access to medical practitioners and health care services Municipality of Clarington Page 14 Report CAO-017-25 G.1.1: Expand Clarington’s commercial and industrial tax base G.1.2: Continue to support business and industry to thrive G.1.3: Continue active involvement in clean energy sector 6. Climate Change Not Applicable. 7. Concurrence A copy of this report has been shared with the Clarington Board of Trade for information and feedback. 8. Conclusion It is respectfully recommended that General Government Committee receive this report for information. Staff Contact: Paul Pirri, Director, Economic Development, ppirri@Clarington.net Attachments: Not Applicable Interested Parties: There are no interested parties to be notified of Council's decision.