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HomeMy WebLinkAboutCAO-010-18Clarington CAO 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: September 4, 2018 Report Number: CAO -010-18 Resolution: GG -402-18 File Number: By-law Number: Report Subject: S W U D W H J L F L@®® f@ H S R U W Recommendation: 1. That Report CAO -010-18 be received for information. Municipality of Clarington Report CAO -010-18 Report Overview This Report summarizes the actions taken to implement the Strategic Plan 2015-2018. 1. Summary of Actions Page 2 The Clarington Strategic Plan 2015 — 2018 was completed in the spring of 2015 through collaboration between Council members and senior staff. The Plan set out six strategic priorities for the Municipality and identified several actions to be implemented. This Report summarizes the status of each of the 31 action items in the Plan. Strategic Priority 1: Facilitate the creation of jobs, attraction of new businesses and expansion of existing businesses. 1.1 Work with the Clarington Board of Trade to update our economic development strategy to advance our considerable strength and competitive advantage in nuclear energy and in agriculture. Status: COMPLETED In October 2016 (Report CAO -004-16), Council approved CBOT's Economic Development Plan 2021 and entered into a 5 year service contract. 1.2 Identify, in consultation with the business community, key projects such as the GO Train extension, improved fibre optic service and serviced land that will encourage business retention, expansion and attraction and then collaborate with other orders of government, businesses and community organizations to advance these projects. Status: ONGOING Staff have been working closely with Metrolinx, Oshawa, Whitby and the Region to promote the extension of GO Train service to Courtice and Bowmanville by 2024. In May 2018, Bell announced that it will be extending its all -fibre broadband network into Clarington. Bell has been working closely with Engineering Department staff to install the necessary infrastructure as expeditiously as possible. The company has also been very receptive to requests from staff to prioritize certain industrial areas (south Courtice and Lake Road / Baseline Road, Bowmanville). The Region's work regarding broadband is on-going (see Regional Report 32018 -INFO -55 dated April 13, 2018). CBOT and staff are actively participating in the Region's working group. Discussions (some roundtables) amongst service providers (e.g. Bell, Rogers, FlashFibr and Enbridge Gas), staff, CBOT and residents representing some of our hamlets (e.g. Enniskillen and Leskard) are ongoing with regard to broadband, natural gas and geothermal energy. Municipality of Clarington Page 3 Report CAO -010-18 Discussions between Engineering Services and the Region continue regarding Regional services in our industrial areas (see Engineering Services memoranda dated August 15, 2018 (re south Courtice) and August 9, 2018 (re Orono). Staff and CBOT are helping facilitate local businesses partnering to bring Regional services to south Courtice. 1.3 Continue with process improvements that streamline development approvals, including approvals by other government agencies and effectively communicate the improvements. Status: ONGOING The Process Enhancement Project (PEP) report was completed in September 2017 and implementation of a majority of the recommendations (53 in total) has been initiated. In October 2017 (Report CAO -008-17), Council approved the IT Strategic Plan which incorporated the PEP software requirements for a land management system that will improve workflow, electronic processing, and customer communication. This project will be the major focus of IT systems improvement in 2018 and 2019. The JET (Joint Economic Development Team) was established in June 2016 to expedite the processing of significant development opportunities. The process was employed with the Toyota Product Distribution Centre and Premium Outlet Mall proposals. Our pre -consultation process is continually being refined to provide greater direction for pending development applications. Procedures have been adapted to deal with LPAT appeals. 1.4 Explore innovative approaches to Development Charges on industrial and commercial property that balances the cost of servicing with economic gains for the community. Status: COMPLETED The Development Charges By-law was updated in July 2015. The new By-law includes industrial exemptions and small business exemptions. The Finance Department has reported quarterly on the uptake of these exemptions. Budget allocations of $250,000 in 2017 and $330,000 in 2018 reflect a successful uptake. 1.5 Review and implement the best option for the delivery of the tourism function. Status: COMPLETED Council decided in the fall of 2015 (Report COD -016-15) to enhance this service and deliver it in-house. A dedicated Tourism Coordinator was hired in December 2015. Municipality of Clarington Page 4 Report CAO -010-18 A service delivery review of Clarington Tourism was completed in August 2018. The results of the review are set out in Report CAO -012-18. 1.6 Collaborate with local organizations to enable arts and culture to make a strong contribution, directly and indirectly, to business expansion in the community. The genesis of this action item was Report CSD -007-14 which recommended that the subject of arts, culture and heritage be referred to and included as part of the 2015-2018 Strategic Plan process. In that Report, it was recognized that the Municipality plays an important role as planner, facilitator, funder and enabler of arts, culture and heritage conservation. Collaboration amongst Clarington Tourism, Newcastle Village and District Historical Society, Clarington Museums, Visual Arts Centre, the Municipality (Planning and Communications) has been occurring to develop Clarington Heritage Historic Tours in Solina, Bowmanville, Tyrone, Newcastle, Newtonville and Orono, and on the Jury Lands. These tours have been taking place since 2013 and each year staff try to add a new tour. The tours are used by Doors Open when they highlight different communities. The Municipality supports Doors Open with community grants and in-kind services from Planning, Tourism and Communications. Main Street Revitalization funding of $110,000 from OMAFRA has been dedicated to public art across the 4 downtowns with assistance from the Visual Arts Centre (see Report FND-007-18). In November 2017, an application was made under the Ontario Sponsorship and Governance Mentorship Program (supported through the Ontario Trillium Foundation). The application was denied in part because Clarington does not have a Cultural Master Plan. In the fall of 2018, staff will be working with a cultural development consultant, CBOT and all of the cultural organizations identified in Report CSD -007-14 to prepare a Cultural Master Plan. Strategic Priority 2: Demonstrate good governance and value for the tax dollar. 2.1 Communicate widely, frequently and through various channels how good governance and value for the Clarington tax dollar are being provided. Status: ONGOING In 2015, Clarington launched a new, fully accessible website. The Communications Division is utilizing a new online engagement tool called Engage Clarington that allows the Municipality to obtain feedback from residents on a variety of issues. It has been used to help inform (a) the 2018 budget process; (b) issues in the rural community; (c) the development of the Courtice Youth Centre; and (d) the Orono Economic Development Strategy. Communications continues to enhance education and information on budget -related issues. A comprehensive budget explainer is on the website, and is updated annually to reflect any changes. Also added in 2017 was a video entitled "Budget Planning: A Guide to Clarington's Budget Process". In the fall of 2017, Communications worked closely with the Finance Municipality of Clarington Page 5 Report CAO -010-18 Department to develop a Budget Planning tool and the Engage Clarington online platform (discussed above) to solicit feedback from residents on service priorities. A formalized communications process is in place, with Clarington actively pushing out news and stories through structured press releases. From August 1, 2017 to July, 2018, Clarington issued 41 press releases that resulted in approximately 64 news stories in local print, television and radio. Clerk's and Communications staff have developed a robust, comprehensive multi -channel 2018 Municipal Elections Communications Campaign Plan. Our social media engagement has grown exponentially. As compared to 2014 when the Communications Division was restructured, Facebook exposure has increased as follows: Impressions 527%; Engagements 287%; Clicks 312%; Fans 163%; and Posts 18%. The same growth has been experienced with Twitter: Engagement 386%; Clicks 258%; Followers 86% (with potential reach of 72,000 residents); and Tweets 40%. 2.2 Investigate putting in place an ongoing evaluation process in which specific services are identified and systematically reviewed to determine the most effective and efficient way to provide them. Status: COMPLETED Council decided in March 2017 (Report CAO -002-17) to adopt an evaluation process based on best practices. Under that approved process, the Audit Committee select services for review. To date, Animal Services (Report CAO -001-17) and Tourism Services (Report CAO -012-18) have been reviewed. In the fall of 2018, it is anticipated that some of the services within the Operations Department will be reviewed. Funds may also be used to explore a service enhancement in Community Services (sponsorship/naming rights). 2.3 Review opportunities for joint capital and/or operations with School Boards, Regional Government and other public agencies. Status: ONGOING Incremental gains to date include a partnership with Oshawa Clarington Association for Community Living for the repurposing of the Baseline Community Centre, cooperative purchasing with the Region of Durham and other Durham local municipalities, partnering with Courtice High School in response to flooding in 2017, and partnering with GRCA in the redevelopment of naturalization areas in Soper Creek Park. The Municipal Law Enforcement Division works with DRPS and school board representatives to address safety concerns associated with illegal parking/stopping in and around schools. Staff across all Departments continue to work with various community groups to ensure that our community events are safe while minimizing impacts on area residents. The list of community events is long and growing. Municipality of Clarington Page 6 Resort CAO -010-18 In 2017, Council passed a resolution (C-333-18) encouraging our school boards to schedule Voting Day (October 22, 2018) as a PA day. The Clerk made a delegation to the Kawartha Pine Ridge District School Board in support of the resolution. The Board denied the request. Despite this disappointing decision, staff continue to work with the school boards to facilitate a smooth election. Strategic Priority 3: Manage growth to maintain our "small town" feel. 3.1 Provide for walkable mixed-use neighbourhoods and encourage a "small town" feel in the Official Plan and neighbourhood plans. Status: ONGOING The new Clarington Official Plan (adopted November 1, 2016 and approved by the Region in June 2017) contains several policies on walkable communities. The Green Clarington: Green Development Framework and Implementation Plan was approved by Council in December 2015 (Report PSD -060-15). It established standards and walkability criteria for new neighbourhoods. To date, a total of 7 secondary plan studies or updates have been commenced, all of which place an emphasis on walkable communities. The Clarington Transportation Master Plan (CMTP) was adopted by Council in December 2016. One of the main objectives of the CMTP was improving vehicular movement. However the CMTP also focused getting away from the use of the automobile and addressed improvements relating to all modes of transportation including cycling and walking. The creation of an Active Transportation and Safe Roads Committee empowers the committee members to work with the Municipality and our residents to create or retrofit neighbourhoods by improving walking and cycling infrastructure that provides viable alternatives to the automobile. Encouraging walking and cycling through facilitation provides recreational and commuter based opportunities for our residents and shapes the neighbourhoods acting as a catalyst to promote residents interacting with each other while using our sidewalks and trails and creating a small town feel. 3.2 Support a variety of affordable mixed housing types and community design attributes that support our residents at every stage of life and across all abilities. Status: ONGOING Council has supported higher density housing projects through planning approvals. Since 2015, over 2000 higher density housing units have received zoning approval. In June 2018 (Report PSD -050-18), lands in Courtice Main Street corridor were pre -zoned for approximately 2000 medium and higher density housing. Staff assisted (a) North View Holdings Inc. and Durham Region in a successful bid for 75 supportive housing units in Bowmanville; and (b) Parkview Lodge and Durham Region with 91 supportive housing units in Newcastle Village. Municipality of Clarington Resort CAO -010-18 Page 7 In July 2015, Council approved Development Charges exemptions for residential and mixed use buildings. In November 2016 (Report PSD -062-16), Council approved Courtice CIP/Development Charges incentives for affordable housing in the Courtice Corridor. Staff are actively participating on the Implementation Team for the Region's Affordable & Seniors' Housing Task Force. In July 2018, Council formally established the Clarington Task Force on Affordable Housing. 3.3 Investigate, with the Clarington Board of Trade, the interest of each BIA in additional downtown revitalization programs. Status: ONGOING CBOT completed its final report on the BR+E Main Street Survey and presented findings to representatives from all BIAs in the study area in January 2017. The 13 action items in that report, several of which relate to revitalization, are being undertaken by CBOT. Following a review of the Bowmanville, Orono and Newcastle Community Improvement Plans (CIPs), they were amended in January 2018 (Report PSD -006-18) to introduce new accessibility grants and renew the grant programs. Over this term of Council (2015 — 2018), CIP grant funding of $438,000 has been budgeted and partially distributed. The Orono Economic Development Strategy commenced in June 2018 with funding from the Rural Economic Development Program and the Orono BIA. An outdoor patio project was initiated in May 2017 through Report PSD -033-17 and approved in January 2018 through Report PSD -006-18. Funding for public art was received in 2018 under the Main Street Revitalization Program. 3.4 Reinforce our "small town" feel through tourism initiatives that showcase our agriculture and small town attributes. Status: ONGOING Staff assisted in the development of Historic Tours with tour brochures for: Tyrone, Solina, Bowmanville, Orono, Newcastle, Newtonville, and the Jury Lands (see comments under Item 1.6 above). Staff worked closely with Doors Open Clarington to promote events in Orono and Leskard Area (2015), Newcastle Village (2016), Kendal and Oak Ridges Moraine Area (2017), and Newtonville and Port Granby Area (2018). Municipality of Clarington Resort CAO -010-18 Page 8 In 2018, Tourism launched its brand new Tourism video which showcased local attractions, restaurants, festivals and rural areas. In late 2018, around harvest season, Tourism staff will film an agriculture -focused video including farm to table promotion. In August 2018, Tourism began have a monthly column in durhamregion.com promoting local tourism. Tourism launched a new Instagram Stories video series that is included on Facebook. The series showcases local businesses, restaurants and attractions. One of the first videos focused on the Newtonville General Store and resulted in 2,600 views and the store owners reported that people travelling from Europe who saw the video, stopped in to order food and explore the store. Social media campaigns which reinforce "small town" feel include: • #WhereinClarington, showcasing Clarington attractions and local spots. Tourism posts a photo of an attraction or business in Clarington and asks followers to respond and guess where it is. • #HometownClarington, this campaign showcases local history by posting fun facts and historical photos. • #TakeABiteTueday. Clarington Tourism is also "spotlighting" different businesses throughout the Municipality to draw attention to their unique products. • #NowandThensday with Clarington Museums highlighting Clarington's history. In July 2018, Tourism launched its Sweet Summer Trail experience, an initiative that received coverage on durhamregion.com. The self -guided tour encourages visitors to explore 20 fun locations and attractions across Clarington. Tourism is working on way -finding signage to get people to our towns and local farms and businesses. It continues to participate at and promote special events that draw attention to Clarington and all of its agriculture and small town attributes. 3.5 Educate and promote how growth needs to be managed to maintain and sustain our "small town" feel. Status: ONGOING Public meetings that were held to inform the new Clarington Official Plan addressed the growth management strategy regarding infill and intensification. A Provincial Open House was held in Newcastle in May 2015 respecting the Four Plan Review. Growth and preservation strategies were discussed at the Open House. Public Information Centres and Community Engagement on all Secondary Plans are addressing growth issues. Municipality of Clarington Resort CAO -010-18 Page 9 Communications is working with Planning Services on key educational pieces to inform residents about growth and development and how we are protecting our "small town" feel. 3.6 Advocate to the Provincial and Regional governments the need to reflect the significance of this Clarington priority in updates to the Growth Plan for the Greater Horseshoe, the Greenbelt Plan and the Oak Ridges Moraine Conservation Plan. Status: ONGOING Council approved the following reports that set out Clarington's position on these issues: PSD - 026 -15 (May 4, 2015); PSD -031-15 (May 25, 2015); PSD -059-16 (October 24, 2016) and PSD - 055 -17 (June 26, 2017). Discussions are on-going with the Region and advocacy continues with the Province regarding Greenbelt boundaries including a meeting with the Minister of Municipal Affairs in March 2017. Strategic Priority 4: Enable safe, efficient traffic flow and active transportation. 4.1 Determine transportation projects, including active transportation projects, to be given priority through the completion of Clarington's Transportation Master Plan and implement the decisions. Status: ONGOING The Clarington Transportation Master Plan (CTMP) was completed and approved by Council in December 2016. The objective of the Plan was to identify challenges and make improvements to the transportation network to accommodate existing growth and anticipated growth through to 2031. The key initiatives identified in the CTMP include addressing east/west continuity and north/south congestion (related to capacity constraints) on our collector and arterial road networks, as well as enhancing interchange accessibility to Highway 401. Active transportation and its integration into our road, sidewalk and trail systems form another key initiative. A 10 year Capital Transportation Improvement Plan was also prepared and is based on the findings of the CMTP. It incorporates improvements to all key initiatives listed in the Plan. The Plan's projects are integrated into our annual capital budget and four year forecast. 4.2 Refine and update the Asset Management plan to efficiently manage and prioritize maintenance of roads, bridges and sidewalks and expand to a comprehensive plan incorporating all municipal assets. Status: ONGOING The Comprehensive Asset Management Plan (AMP) was completed and received by Council in September 2017. On December 13, 2017, the Province approved a new regulation that took effect January 1, 2018. This was anticipated when Council received the AMP. By July 1, 2019, all municipalities must have a finalized initial strategic asset management policy that Municipality of Clarington Resort CAO -010-18 Page 10 includes 12 required components. Staff will be reporting to Council in the first half of 2019 to comply with this requirement. 4.3 Create a dedicated rural road levy to address our rural road infrastructure deficit Status: ONGOING Council approved a 0.63% dedicated rural road levy in 2016, a 0.50% dedicated rural road levy in 2017, and a 0.56% dedicated rural road levy increase in 2018. Overall, Council approved a 1.78% levy increase dedicated to infrastructure in 2018. 4.4 Work with and influence the Ministry of Transportation to address community concerns with their services, including but not limited to, improvements to Hwy 401 interchanges, Hwy 407 extension and Extension of GO Train Service to Courtice and Bowmanville Status: ONGOING HWY 401 Interchanges Interchange improvements on the 401 have been a high priority and the CMTP has identified needs relating to these interchanges. Residential growth in north Bowmanville has stressed these challenges. As a result of the potential development of an outlet mall at Waverley Road and Baseline Road, an opportunity arose for a cost effective transportation solution to improve the Waverley Road interchange though a partnership with MTO, the Region and SmartREIT. During the negotiations, staff advised MTO that the Waverley Road interchange was Clarington's highest priority, since this opportunity could realize short term, cost effective interchange improvements. Unfortunately, market pressures and unexpected additional construction costs resulted in the SmartREIT development not advancing, which further resulted in a lost opportunity for our 401 interchange improvement project. However, much of the information relating to the proposed of the improvements to the Waverley Road interchange can be used to advance this project in the future. Since our focus with MTO in terms of Municipal priorities was on the Waverley Road interchange, little was advanced on our other interchange priorities such as Liberty Street and Lambs Road/Bennett Road. This fall, staff will be meeting with MTO officials to focus on the Liberty Street and Lambs Road/Bennett Road interchanges. The objective will be to develop an understanding of the municipal benefits of these interchanges and other interchanges, and strategize on how to collectively advance them. HWY 407 Extension The 407 project is entering its final stages with construction of the 401 mainline to Highway 35/115 and Highway 418, West Link connection with the 401. MTO and Blackbird have been actively addressing the challenges of the timely construction of the 407. They have also been addressing the impacts of the construction to our residents (e.g. significant traffic detours). Municipality of Clarington Page 11 Report CAO -010-18 While the challenges have been numerous, the project is advancing and the completion is on schedule for 2019. Extension of GO Train Services Clarington received a commitment for GO Train service extension into Courtice and Bowmanville from the previous provincial government. In conversation with local MPP Lindsay Park, we have been advised that all Durham Region MPPs have confirmed their support for the project as has the Honourable John Yakabuski, Minister of Transportation. Council authorized the acquisition of lands for the Courtice GO Rail Station (the agreement was assigned to Metrolinx and then completed). Construction of a Kiss and Ride on the site has commenced. Staff have been working closely with Metrolinx, Oshawa, Whitby and the Region to implement the extension by 2024. Planning Services undertook the preparation of Transportation Hub Design Study in the spring of 2017 to influence the EA Update for GO Rail and to provide input for secondary planning. Strategic Priority 5: Promote residential engagement in our community. 5.1 Leverage technology to effectively communicate to residents the range of community organizations in Clarington and their events and activities. Status: ONGOING From funding opportunities to new legislation, much information becomes available from many different sources that is applicable to our community organizations offering programs and services to our residents. Community Services continues to share information through Clarington Community Connections, a quarterly newsletter that serves to streamline information sharing and helps the Municipality to better connect with our community groups and organizations. This communication tool currently has 235 subscribers and it is growing. Staff continue to partner with our local organizations and not -for -profits by posting their events and programs on our in-house electronic displays and bulletin boards within our facilities. As well, staff actively promote the use of online event calendars to share information about their activities and events. The Municipal website also provides links to various community organizations that provide services in Clarington. Communications leverages technology and live abilities through Facebook and Instagram, as well as Twitter periscope, to create videos as a tool to inform, promote and educate. The Division also engages bloggers and influencers to share local community events and activities and works with local media to obtain coverage and promotion. 5.2 Actively promote volunteerism, including helping Clarington residents interested in volunteering to be matched with organizations needing volunteers through such services as United Way's volunteer registry. Municipality of Clarington Resort CAO -010-18 Status: ONGOING Page 12 This fall (soft launch and testing Sept. 2018, full launch November. 2018), Community Services will be introducing the Municipality's online volunteer matching program. The program will be searchable by interest, organization or date for volunteers to seek out opportunities in our community. Upon request, organization representatives will receive a log -in that provides them access to post volunteer opportunities. Volunteers will be able to identify their area of interest and submit their application to the agency completing the connection. A volunteer resource manual "Guide for Successful Groups" is being compiled and will be shared with our not-for-profit community this November. The manual is designed to be a resource for those looking to become involved with a not-for-profit as well as those currently involved to help guide their work. Information will include topics such as board roles and responsibilities, record keeping, volunteer recruitment and retention, planning for special events and many more. The manual will be available on our website so individuals can download the document or any section(s) they are interested in. In 2017 (Report OPD -001-17), Council endorsed the operation policy for the maintenance of volunteer -based outdoor skating rinks. The policy helps clarify how residents can become engaged in their community. Two rinks were approved in Tyrone and Courtice in January 2018. 5.3 Assess the needs for training in leadership, governance, volunteer retention and recruitment for community organizations and jointly develop a means to address these needs Status: ONGOING In 2016, the first Community Connections Networking Event was organized by Community Services and held with a goal to bring representatives of local organizations together, find opportunities for collaboration, share information and make connections. Nineteen representatives from 17 local organizations participated in this event and 100% of those who responded to a post event survey felt they would follow up with one or more individuals they connected with that evening. This event will be offered again in the fall of 2018. Community Service has offered, and continues to offer, annual training and development workshops to our volunteer community on various topics including: x Accounting 101 for Not -for -Profits x Best Practices for Volunteer Engagement x Building Blocks to Strategic Planning x Board Development — Steps to building a better board x Creating Persuasive Funding Proposals x Introduction to Mental Health and First Aid x Smart Serve x Social Media Overview — Getting a grasp of the basics Municipality of Clarington Page 13 Report CAO -010-18 Community Services is currently developing a Municipal Community Group Affiliation Program. This initiative is intended to provide affiliation benefits to our local organizations and could include incentives such as preferred access to our community guide, links to the Municipal website, and access to Municipal message boards to name a few. The target date to launch this new initiative is the fall of 2019. The Operations Department has prepared manuals for the hall board volunteers that are operating within our municipal buildings. The Department also offers ongoing training relating to current and emerging issues in the buildings. The Clerks Department has participated in these training sessions to provide advice relating to meetings, records management and the impacts of the Election Sign By-law. The Clerks Department has successfully run several volunteer recognition events. In 2017, 245 volunteers were recognized. In 2019, responsibility for these events will shift over to the CAO's Office and the Mayor's Office. 5.4 Support and enhance youth and older adult services Status: ONGOING Community Services currently provides for the ongoing delivery and enhancement of the Municipality's recreation programming portfolio, particularly as it pertains to youth and older adults. Municipally -operated Older Adults services and programming was established in 2016 and has quickly become an integral part of the Department's program delivery showing steady growth since that time. Recently, Council has approved a partnership scenario with the John Howard Society establishing two (Courtice and Newcastle) new Youth Centres. Plans are well underway for the opening of the Courtice location this September at which point we will turn our attention to the Newcastle site scheduled to open this December. In addition to the Youth and Older Adult Centres, the recreation, fitness and aquatic portfolios continue to offer a variety of state-of-the-art programming opportunities for our community members positioning the Municipality to continue to support and enhance recreation services. 5.5 Pursue the "Youth Friendly" community designation and enable our community's youth to contribute to the community's zest and future Status: ONGOING As previously indicated, staff have reviewed the application process for the Youth Friendly designation and are recommending that an application for this designation be deferred at this time, and that staff resources be dedicated to continue to expand youth opportunities and services to our community. It is noteworthy to identify that Council has recently appointed two youth representatives to the Municipality's Diversity Committee which aligns well with this action item, enabling our youth to become more involved in contributing to the zest and future of Clarington. Municipality of Clarington Page 14 Resort CAO -010-18 5.6 Enhance Council and corporate communications. Council received survey results from (a) a pollster's random sample of residents on their satisfaction with municipal services and (b) a municipally administered survey on customer service experience in a memorandum from the CAO dated December 6, 2016. In 2017 an internal customer survey was conducted. A cross -departmental team developed and administered the survey. It assessed the quality, timeliness and knowledge of the internal customer service across all Departments. The results were used by individual Departments to make service improvements. Communications works with all Departments supporting needs and creating communications plans on Council initiatives. Communications will launch, in late 2018, a Council Highlights newsletter that will include key Council decisions. It will be available online and through social media. In 2017, Communications launched the "The Reel Clarington" video initiative. It includes behind the scenes live videos explaining municipal services and initiatives. Internally, Communications produces a monthly newsletter called "Clarington Connected" to engage and inform staff about key events and initiatives. Many other communication improvements initiated by the Communications Division have been identified under action items 2.1, 3.5 and 5.1 in this Report. Planning Services continues to distribute its Planning E -Update every three weeks, which is distributed to 330 people. Other communications -related initiatives have included improved format (easier access and easier readability) for Council and Standing Committee Agendas/ Minutes, an improved complaint page on the website, and a Transparency and Accountability page on the website. A future task to be undertaken is the development of formal policies on community engagement. Strategic Priority 6: Enhance access to our unique natural environment. 6.1 Adopt updated natural heritage preservation policies in the Official Plan. Status: COMPLETED Updated natural heritage policies were included in updated Official Plan adopted by Council on November 1, 2016 and approved by the Region in June 2017. 6.2 Collaborate with community organizations and other stakeholders and partners wishing to advance this priority through events. Status: ONGOING Municipality of Clarington Resort CAO -010-18 Page 15 Tourism is working with Durham Region Tourism and Central Counties Tourism, the provincially funded regional organization, to promote our trails, waterfront, parks and camping grounds. Tourism develops packages and experiences for visitors, works actively on a cycle tourism piece, and cooperates/coordinates with local organizations on promotion. In fall of 2018, Tourism will launch an initiative promoting Clarington's apple harvest and local farms called "The Great Apple Adventure". All promotion occurs through the website and social media as well as paid advertising. In 2018, Ganaraska Forest Centre "took over" our Clarington Tourism Instagram to promote their outdoors activities. Tourism features many of Clarington's outdoor attributes. 6.3 Integrate the promotion of our unique natural environment into tourism initiatives. Status: ONGOING Tourism continues to work with Central Counties RT06 on a regional trails strategy and local sub -strategy to highlight Clarington's trails. The Clarington Tourism website and Visitor's Guide both promote the natural environment by creating traveller -based experiences targeted to certain types of tourists including adventure seekers, anglers, families, cyclists and more. Each experience is targeted and includes suggestions and activities that will appeal to that type of traveller. Clarington's new column in the local Metroland newspaper highlights experiences and encourages residents and visitors to take in our natural environment. Tourism creates Vlogs, or video blogs, around the Municipality that highlight local attractions and nature. Ongoing social media promotion and messaging highlight local trails, the waterfront and opportunities to explore Clarington's natural assets. 6.4 Continue the development of parkland along the waterfront. Status: ONGOING An updated Land Acquisition Strategy was approved by Council September 2017. The following lands have been acquired: 30 ha in Courtice (former Durham Radio site); 8.5 ha in Graham Creek Valley; 0.5 ha on Newcastle waterfront; and two properties on the Bowmanville waterfront. Bond Head Waterfront Park construction was completed in July 2017. The waterfront park that the Municipality will be receiving as part of the Port Darlington development will include over 1 km of waterfront (along the top of a bluff). The developer will Municipality of Clarington Resort CAO -010-18 Page 16 be building a new section of waterfront trail through this park as well as several seating areas with benches, bike racks and shade structures. 6.5 Prioritize and build additional trails including trails to connect our community to the waterfront. Status: ONGOING A long-term trails concept plan has been identified in the new Official Plan (Policies 18.4 and Map K). The Clarington 10 year Capital Trail Plan forms the basis of trail projects included and implemented through the annual Capital Budget and Forecast. The Plan will be reviewed and amended annually to incorporate input from the public, the Active Transportation and Safe Roads Committee, staff and Council. During the term of this Strategic Plan, the following projects have been completed or construction has started: x Farewell Creek Phase 1: 580 metres x Farwell Creek Phase 2: 1,250 metres x Soper Creek Trail: 1,700 metres x Bowmanville Valley Trail Extension, provides a safe connection to the waterfront trail under the 401 and railway : 600 metres x Waterfront Trail Paving (Waverly Rd to West Beach Rd): 1,250 metres x Waterfront Trail (Cobbledick Rd to Service Rd): 1,200 metres x Northglen East Trail: 500 metres x Waterfront Trail (Port Darlington): 1,500 metres x Timber Trails Trail: 1,400 metres Total Trails 9,730 metres Funding programs become available from time to time and are generally promoted by different levels of government or specific organizations, such as trail or bike enthusiasts. These programs allow the Municipality to partner with other organizations with similar interests and provide a cost effective opportunity to expand our trail network. The Municipality was recently successful in securing funding under the Ontario Municipal Commuter Cycling Program in the amount of $313,899.53 for the construction of a multi-purpose trail on Bloor Street from Townline Road to Prestonvale Road and the construction of the Farewell Creek Trail Phase 2. 6.6 Investigate putting in place a Trails Council or similar body as a means of community engagement on promotion, location and maintenance of trails. In 2018, the Clarington Active Transportation and Safe Roads Committee was formed. This Committee will be instrumental in reviewing new ideas and providing input to the annual updating of the 10 year Capital Trails Plan, development of standards, setting priorities and the Annual Capital Budget and Forecast for trail construction and maintenance. A key focus of the Municipality of Clarington Page 17 Report CAO -010-18 Committee is cycling and the improvement and integration of accessibility and connectivity between trails, multi-purpose trails, sidewalks and bike lanes. Every year, the Municipality expands the on -road bike painting program which provides recreational and commuter based opportunities to destinations including Car Pooling lots. During the term of this Strategic Plan, the Municipality has added approximately 59 kilometers of various types of bike lanes throughout Clarington. Listed below is a summary of the different bike lane types and their corresponding lengths. x Reserved Bike Lanes: 23.8 kilometres x Rural Paved Shoulders: 10.7 kilometres x Urban Paved Shoulders: 13.8 kilometres x Shared Lanes: 10.7 kilometres Total: 59.0 kilometres 2. Conclusion The 2015 — 2018 Strategic Plan is in its final year of implementation. The bulk of the action items identified in the Plan have either been completed or have been initiated and built into the base of our service delivery. This is a significant accomplishment as the actions in the Strategic Plan were largely over and above the ongoing operations of the Municipality in serving our residents, businesses and visitors. Submitted by: Andrew C. Allison, B. Comm, LL.B, CAO Staff Contact: Andrew Allison, CAO, aallison@clarington.net There are no interested parties to be notified of Council's decision.