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Staff Report
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Report To: General Government Committee Report Number: CAO-015-19
Date of Meeting: November 25, 2019 By-law Number:
Submitted By: Andrew Allison, CAO Resolution#:
Report Subject: Strategic Plan Update
Recommendation:
1. That Report CAO-015-19 be received for information.
Municipality of Clarington
Report CAO-015-19
Report Overview
Page 2
This Report summarizes the actions taken to date to implement Clarington's Strategic Plan
2019 to 2022.
1. Background
1.1 The Clarington Strategic Plan 2019 to 2022 was approved by Council on June 10, 2019.
The Plan sets out the following five Strategic Priorities:
A. Engaged Communities
B. Strong Economy
C. Sustainable Infrastructure Growth
D. Legacy Projects
E. Environmental Sustainability
1.2 The Plan also identified a total of 17 specific goals. They are as follows:
A. Engaged Communities
A.1. Enhance two-way communication with community
A.2. Establish and develop a unique Clarington brand for promoting our
community
B. Strong Economy
B.1. Complete the implementation of the Downtown Plans
B.2. Create partnerships in broadband expansion, working to achieve 100%
connectivity
B.3. Create partnerships to promote investment in infrastructure to make natural
gas more accessible
B.4. Expand our transportation network into commercial and industrial areas
B.5 Explore an economic development strategy/framework in collaboration with
the business community and other stakeholders
C. Sustainable Infrastructure Growth
C.1. Develop an Affordable Housing Policy
C.2. Develop a realistic strategy for infrastructure investment in employment
lands
C.3. Develop a realistic strategy for broader infrastructure investment
Municipality of Clarington
Report CAO-015-19
D. Legacy Projects
Page 3
D.1 Clearly articulate our plans for:
a) Courtice waterfront
b) Port Darlington waterfront
D.2 Pursue a final decision from Atomic Energy of Canada Limited (AECL) and
Canadian Nuclear Laboratories (CNL) respecting the disposition of lands for
the Port Granby Nature Reserve
D.3 Develop the concept, financing, project plan and potential construction
schedule for the South Bowmanville Recreation Centre for Council in 2019,
for consideration in the 2020 budget, with a design to follow
DA Articulate a vision of a Performing Arts space
D.5 Make a decision on Camp 30
E. Environmental Sustainability
E.1 Advance waste reduction initiatives by promoting the four Rs: Refuse,
Reduce, Reuse and Recycle
1.3 By Resolution #GC-417-19, Council directed that Staff provide quarterly updates to
Council on the progress of goals outlined in the Strategic Plan 2019 to 2022.
1.4 This Report summarizes the status of each of the 17 goals in the Plan.
2. Summary of Actions
A. Engaged Communities
Enhancing Communication
A.1. Enhance two-way communication with community
Responsible Department: CAO's Office
2.1 Staff anticipate bringing a report in early 2020 that will include a recommended process
to develop a formal public engagement policy. Once staff have conducted the
necessary research and consultation, a final report including the proposed engagement
policy will be brought to Council for approval. This document will guide all of
Clarington's engagement initiatives.
Municipality of Clarington Page 4
Report CAO-015-19
Branding
A.2. Establish and develop a unique Clarington brand for promoting our community
Responsible Department: CAO's Office
2.2 The Municipality does not have a standard set of internal branding guidelines. Staff
have decided that the most efficient way to tackle this strategic goal is therefore to
break the branding initiative into two parts.
2.3 First, we will focus on internal branding and compliance. This will help ensure the
success of a more fulsome branding exercise. We have begun the process of
developing a branding guideline. It will be presented to Council for approval in 2020.
2.4 Second, we intend to develop a corporate place branding strategy. Place branding is
an organizational principle and decision -making tool that has as its overall objective
"making key audiences aware of what the place has to offer and to shape the message
that these audiences receive" (Place Branding, Malcolm S. Allen, Locum Consulting,
Aug 2007).
2.5 In September 2019 (Resolution #C-302-19), Council endorsed an initiative of the
Tourism Advisory Committee to work in partnership with the Municipality to "develop a
comprehensive tourism branding strategy which is consistent with Clarington's overall
brand". The first step of this process will be for the Committee to develop a shared
vision of what its members feel Clarington can offer of value to consumers (tourists).
This is a critical first step to the success of any place branding strategy. There is no
vision in the current corporate Strategic Plan. Previous versions of the corporate
Strategic Plan have stated Clarington's vision to be "building a sustainable, creative,
caring community". Tourism branding initiatives, including the development of a shared
vision, do not need to align in every respect with the overall corporate brand, but they
do need to be consistent. Future reports to Council will contain recommendations to
address this issue.
B. Strong Economy
Downtown Plans
B.1. Complete the implementation of the Downtown Plans
Responsible Departments: Engineering and Planning
2.6 The streetscape plan for Downtown Bowmanville was completed in 2004/2005 which
included lighting, sidewalks, interlocking brick boulevards and street trees. Since that
time, Clarington has been reviewing options for the rehabilitation of the pavement and
Municipality of Clarington
Report CAO-015-19
Page 5
curb through this area. Staff have met with the BIA on several occasions to discuss the
timing of the rehabilitation. They had asked that (a) the work be delayed for a year or
two to allow for an upswing in the economy as they have seen some sales reductions in
the last couple of years; and (b) consideration be given to scheduling this work during
the evening to reduce the impact to local businesses.
Staff will meet with various contractors to discuss options to reduce impacts on local
businesses and develop a plan to present to the BIA in 2020. Staff will consider 2021
budget allocation for the rehabilitation works pending the outcome of discussions with
the BIA.
2.7 Staff are developing a streetscape plan for Newcastle (King Avenue from North/Baldwin
to Brookhouse/Arthur). Based on budget restrictions for 2020, this project will be
phased over several years, potentially starting in 2021 with Phase 1. A small portion of
the overall plan was constructed at the intersection of Beaver and King in 2017 to
address safety concerns at this location and to give the public an idea of what the
overall plan might look like. The following is a summary of the suggested phasing and
associated costs (based on 2014 Newcastle Streetscape Master Plan):
Phase 1 — Baldwin/North Streets to Mill Street - $665,000 costs — $332,500 DC funded
and $332,500 from other funding (Taxy Levy, Gas Tax, Funding Program if available)
2021 year of construction
Phase 2 — Mill Street to Beaver Street - $470,000 costs - $235,000 DC funded and
$235,000 from other funding (Taxy Levy, Gas Tax, Funding Program if available)
2023 year of construction
Phase 3 — Beaver Street to Brookhouse/Arthur - $480,000 costs - $240,000 DC funded
and $240,000 from other funding (Taxy Levy, Gas Tax, Funding Program if available)
2025 year of construction
Total Cost off all phases = $1,615,000 - $807,500 DC funding and $807,500 other
funding sources.
2.8 Staff are in ongoing discussions with the Region of Durham as part of the Road
Rationalization review, and Main Street in Orono is one of the streets being considered
for transfer to the Municipality. The transfer of this road section will allow Clarington, in
consultation with the local BIA, to develop and implement a streetscape and
infrastructure improvement plan that should help with the attraction of more businesses
to the downtown. Staff will look to resolve the issue in 2020 with reports back to both
Regional and Clarington Councils.
The CAO's Office has dedicated staff time to work with the Orono BIA to review the
Implementation Plan provided by Mellor Murray Consultants. Several key priorities and
Municipality of Clarington
Report CAO-015-19
Page 6
actionable next steps were identified. Over the last number of months, our office has
worked to create the Orono Economic Development Team (OEDT), a sub -committee of
the BIA, tasked with the implementation of the key priorities. The OEDT is governed by
a Terms of Reference and is made up of a diverse membership including Orono BIA,
Orono Community Collective, Orono Fair Board, new business owners, OMAFRA,
Municipality (CAO's Office, Planning, Tourism and CBOT) and other stakeholders. The
key priorities have been reviewed at two meetings of the OEDT, facilitated by the
Municipality, with an action plan around timelines and resource allocation/requirements
to come forward to Council in early 2020.
2.9 Clarington Staff have recognized the importance of Highway 2 in Courtice as a street
that can help provide unique identity for the area and as such have developed a strong
secondary plan for the corridor. The plan will aid in the transformation of the corridor
from what it is today to more of a "downtown" with a mix of uses from higher density
residential to personal service businesses and commercial retail that will appeal to a
variety of Clarington residents, businesses and visitors. In addition to the secondary
plan, staff have also identified just over $4.4M of streetscape works in the 2015
Development Charges by-law that will aid in this transformation. The timing for this
streetscape work will be driven by local development but mainly by the development
and implementation of the Region of Durham's transit plans for the corridor which will
require major infrastructure investment in the future as the business case for the transit
investment makes sense.
2.10 In 2018, Clarington received funding from OMAFRA for Community Improvement Plan
enhancements. Council approved using this funding for public art initiatives in the four
downtowns. The proposal calls have been issued, evaluated and the artists are working
on the implementation of the various art pieces that will be installed in the different
downtowns.
2.11 In 2018, the Community Improvement Plans for Orono, Newcastle and Bowmanville
were renewed and refreshed with the addition of accessibility grants and change in
eligibility criteria to allow businesses to access funds after 10 years to fagade
improvement, signage, etc. Council is the recipient of annual reports on the CIP grants
and initiatives including the upgrading of the bus shelter at 20 King Street West in
Bowmanville and the outdoor patios.
2.12 Staff will work with the various BIA's and other stakeholders (DRPS, Region of Durham,
Fire Services, and transit providers) to review to current special events procedures to
identify improvements to streamline the process for temporary pedestrian malls in the
downtowns.
Municipality of Clarington
Report CAO-015-19
Broadband
Page 7
B.2. Create partnerships in broadband expansion, working to achieve 100% connectivity
Responsible Department: CAO's Office
2.13 Clarington is continuing to partner with telecommunication companies to bring reliable
broadband to everyone. We have successfully connected pieces of our employment
lands and will continue to push for 100% coverage in this space. We are also continuing
to push for reliable broadband in our rural areas.
2.14 The Region of Durham hired a Broadband Specialist in August 2019, who is responsible
for establishing a Broadband Working Group, an accompanying work plan, and
supporting local Internet Service Providers with projects that would bring high speed
internet to underserved areas. Further details regarding Regional broadband initiatives
are set out in "Connecting Communities — A Broadband Strategy for Durham Region"
dated February 5, 2019.
Natural Gas
B.3. Create partnerships to promote investment in infrastructure to make natural gas more
accessible
Responsible Department: CAO's Office
2.15 Municipal staff have been in discussions with Enbridge Gas for several years regarding
the expansion of natural gas services in rural Clarington. The company's business
cases/feasibility studies have consistently shown that there is insufficient demand in
rural Clarington to support natural gas expansion in the absence of subsidies.
2.16 In 2017, Enbridge applied to the Ontario Energy Board for permission to provide
subsidies across its entire customer base to fund rural expansion projects. The
application was denied.
2.17 Bill 32, Access to Natural Gas Act, 2018, was one of the first pieces of legislation
passed by the new Provincial government. It provides natural gas suppliers like
Enbridge with the flexibility to subsidize expansion costs from the natural gas rate base.
Staff are in discussions with Enbridge to see if this new legislation can facilitate the
expansion of natural gas into parts of Clarington where it would otherwise not invest.
Municipality of Clarington Page 8
Report CAO-015-19
Transportation Network
8.4. Expand our transportation network into commercial and industrial areas
Responsible Departments: Engineering (in consultation with Active Transportation and Safe
Roads Committee)
2.18 The active transportation network has been expanded over the past year with the
addition of Soper Creek Trail Phase 2 and Farewell Creek Trail Phase 1, and there are
plans and an approved budget to extend the Bowmanville Creek Trail from Baseline
Road to the Waterfront Trail. Phase 2 of the Farewell Creek Trail from Phase 1
terminus to Townline Road is also in design and planned for 2020 construction. The
construction of the Toyota Trail from Soper Creek to Lambs Road will also add to our
active transportation network. This work will be completed in 2020.
2.19 Clarington has also improved the active transportation network with the paving of the
waterfront trail in 2 locations, from Bowmanville Avenue to West Beach Road (2019-
2020) and from Cobbledick Road to Toronto Road (2019).
2.20 Staff plan to complete an Active Transportation Master Plan in the next year to provide
further guidance with strategic expansion of the active transportation network.
2.21 Staff continue to identify active transportation opportunities within new developments in
order to create more sustainable and walkable communities. Staff will also continue to
work with Active Transportation and Safe Roads Committee to identify ways to improve
and expand our active transportation network.
2.22 Staff meet with DIRT annually to review development proposals, completion of new
developments and new transportation network links and look at options for expanding
and improving transit servicing of Clarington.
Economic Development Strategy
B.5 Explore an economic development strategy/framework in collaboration with the
business community and other stakeholders
Responsible Department: CAO's Office
2.23 This strategic goal needs to be addressed prior to the expiration of the term of the
Municipality's contract with the Clarington Board of Trade and Office of Economic
Development (CBOT) which is December 31, 2021.
2.24 As part of its review of the Municipality's Organizational Structure, Grant Thornton LLP
has been requested to review different models for the delivery of economic
development services. They have not been asked to provide any specific
Municipality of Clarington
Report CAO-015-19
Page 9
recommendations respecting a best practice for Clarington because the scope of their
retainer did not permit any consultation or "collaboration with the business community
and other stakeholders".
C. Sustainable Infrastructure Growth
Affordable Housing
C.1. Develop an Affordable Housing Policy
Responsible Department: CAO's Office (in consultation with Clarington Task Force on
Affordable Housing)
2.25 Report CAO-013-19 dated November 25, 2019 provides an overview of the steps taken
to advance this goal and provides Council with several options to incentivize affordable
housing in Clarington.
Investment in Employment Lands
C.2. Develop a realistic strategy for infrastructure investment in employment lands
Responsible Departments: Engineering, Finance and CBOT
2.26 Report EGD-009-19 dated May 6, 2019 described our initiatives to partner with the
Region and the private sector to bring water and waste water services to Courtice
Court. Staff are finalizing the design, tender and legal agreement with the land owners.
The tender for the works will go out by the end of November and the completion of the
water and sanitary servicing works are anticipated to be complete in the summer of
2021. Other employment lands in South Courtice will be serviceable upon completion of
the Courtice Trunk Sanitary Sewer and Water infrastructure which we anticipate being
complete in the fall of 2020.
2.27 Report #2019-EDT-15 dated September 3, 2019 was prepared by the Region's
Commissioner of Planning and Economic Development for the Region's Planning and
Economic Development Committee. It describes the steps that are being taken to
advance servicing of employment lands through the Region. In the second quarter of
2020, we hope to see a report from the Region that recognizes and prioritizes Regional
pre -servicing of Clarington's Technology Business Park and Courtice Main Street
projects (Highway 2 from Sandringham Drive to Courtice Road).
2.28 We are updating the Energy Park Secondary Plan given the OPG announcement that
reaffirms the vision for the Energy Park to create an Energy Cluster in Clarington.
Infrastructure improvement will be required to support the OPG expansion.
Municipality of Clarington
Report CAO-015-19
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2.29 We are preparing the Secondary Plan for the Courtice Employment lands together with
the proposed GO Station that will drive future of regional and municipal infrastructure in
support of transit oriented development in the employment lands in Courtice.
Strategy for Infrastructure Investment
C.3. Develop a realistic strategy for broader infrastructure investment
Responsible Departments: Finance, Engineering and Planning
2.30 In April 2019, the Municipality approved an Asset Management Policy, as required by
provincial regulation, which guides the Municipality in developing and following an asset
management policy. Report FND-010-19 provides all of the details. The 2020 budget
has started the process of aligning the capital budget forecast and the asset
management plan to ensure that there is proper planning for financial requirements as
related to infrastructure investment. This fall, the Municipality also began the
Development Charge Study and Community Benefit Study for July 1, 2020 rates. Both
of these studies will be integral in determining required funding levels for growth -related
projects and the development of a long-term financial strategy to address growth and
maintain infrastructure.
D. Legacy Projects
Courtice Waterfront
D.1 Clearly articulate our plans for ... a) Courtice waterfront
Responsible Departments: Planning and Engineering
2.31 Through Report PSD-033-19 dated September 9, 2019, Council approved an expansion
to the Courtice Energy Business Park Secondary Plan area to include the Courtice
waterfront. The development of a concept plan for the Courtice waterfront will be an
integral part of this secondary plan. The technical analysis of potential land uses along
the waterfront are expected to be incorporated into both the Durham Region and
Clarington Official Plans.
Port Darlington Waterfront
D.1 Clearly articulate our plans for ... b) Port Darlington waterfront
Responsible Departments: Engineering and Planning
2.32 Along the Port Darlington waterfront, we have existing parks on both sides of the
Bowmanville Creek. Port Darlington West Beach Park Phase 1 was completed in 2012.
Municipality of Clarington
Report CAO-015-19
Page 11
The park continues to expand in size as we acquire additional properties along the
lakefront. The next phase of development in our long-range forecast is planned for
2027. It will include additional trails, boardwalk, seating areas and shelters.
2.33 Port Darlington East Beach Park Phase 1 was completed in 2014. We have a second
phase of development in our long-range forecast for 2024. It will include additional
parking and a lakefront shelter. There are village/commercial lands located along the
north side of Port Darlington Road opposite the park. The ultimate plan for East Beach
Park is attached to this report as Attachment 1.
2.34 As part of the Lakebreeze subdivision development, the Municipality will take ownership
of a long section of linear parkland along the waterfront. That park will include trails,
viewing areas, interpretive signage and shelters. Much of the infrastructure will be built
by the developer at their cost. Construction on the liner parkland (by developer) will start
next year.
Port Granby Nature Reserve
D.2 Pursue a final decision from Atomic Energy of Canada Limited (AECL) and Canadian
Nuclear Laboratories (CNL) respecting the disposition of lands for the Port Granby
Nature Reserve
Responsible Departments: Planning and Engineering
2.35 This strategic initiative is progressing well. Municipal staff have accompanied AECL to
meetings with First Nations. Further meetings are scheduled with representatives from
AECL, First Nations, Port Hope and GRCA, and a facilitator to advance the governance
framework for the nature reserve.
2.36 The Port Granby Discussion Group which includes the South East Clarington
Ratepayers Association met on November 6, 2019. The agenda included the review of
the next steps required for the Nature Reserve. In addition, the completion of the new
waste facility and rehabilitation plantings for the existing facility, plus the future of Elliott
Road were discussed.
South Bowmanville Recreation Centre
D.3 Develop the concept, financing, project plan and potential construction schedule for the
South Bowmanville Recreation Centre for Council in 2019, for consideration in the 2020
budget, with a design to follow.
Responsible Department: Community Services
2.37 Report CSD-009-19 was presented at the General Government Committee and
recommendations were ratified at the October 28, 2019 Council meeting. The approved
Municipality of Clarington
Report CAO-015-19
Page 12
facility program includes a twin -pad arena, gymnasium, indoor walking track, multi-
purpose programming space, a branch library, tourism and administration spaces. The
project budget of $48,005,300 was referred to the 2020 budget deliberations.
Community Services staff have applied for provincial and federal funding through the
Investing in Canada Infrastructure Program. This could result in up to $35.2M towards
the total cost of this project. Final federal approval is expected by the summer of 2020
with design work on the facility to follow immediately. The tentative project schedule
shows the facility being open to the public in the fall of 2023.
Performing Acts Space
DA Articulate a vision of a Performing Arts space
Responsible Departments: CAO's Office, Planning and Community Services
2.38 Staff are not aware of any immediate opportunities respecting a potential location for
performing arts space. It is possible that through the preparation of one or more of the
secondary plans that are currently being developed that a site could be identified (as an
example, the Courtice waterfront or the Bowmanville East Urban Centre that includes
the former Goodyear property).
Camp 30
D.5 Make a decision on Camp 30
Responsible Department: Planning
2.39 Report PSD-041-19 set out a proposed Official Plan Amendment for Special Policy Area
F which includes the Camp 30 lands. The report was tabled to the October 22, 2019
Planning and Development Committee meeting. At that meeting, the Committee tabled
the report to the Council meeting of October 28, 2019. Report PSD-041-19 was then
tabled at that meeting with no specified return date. The plans for this site need to be
coordinated with the work being carried out as part of the Soper Hills Secondary Plan.
E. Environmental Sustainability
Reduction Initiatives
E.1 Advance waste reduction initiatives by promoting the four Rs. Refuse, Reduce, Reuse
and Recycle
Responsible Departments: CAO's Office, Community Services and Operations
2.40 Through Report CSD-008-19 dated September 23, 2019, Council resolved to ban single
use plastics in Municipal facilities and buildings effective November 30, 2019.
Municipality of Clarington
Report CAO-015-19
Page 13
Operations and Community Services have met regarding the next steps to carry out this
direction. A communique to all Municipally operated buildings including the Municipal
Administrative Centre and community halls and arenas is being developed to advise of
the initiatives underway and to encourage reduction, recycling and reusing where
possible. Staff will be updating Council in spring 2020 on the highlights of the program
and results achieved.
2.41 Reports CAO-011-19 dated November 4, 2019 and CAO-014-19 dated November 25,
2019 outline several initiatives (described below) that are intended to advance waste
reduction initiatives by promoting the four R's.
2.42 The Municipality has partnered with Trent University Durham Campus to develop a
Clarington Electric Vehicle Infrastructure Strategy. The Strategy will highlight municipal
best practices related to the adoption, use, administration and maintenance of electric
vehicles (EVs). By encouraging the adoption of EVs, the Municipality will be helping to
reduce the amount of fossil fuels that are consumed and greenhouse gasses released
into the atmosphere, while encouraging the use of clean, locally -produced electricity.
2.43 In July 2019, the Municipality's Interdepartmental Climate Change Working Group
(ICCWG) initiated the creation of a region -wide Electric Vehicle Zero -Emission Vehicle
Infrastructure Working Group. Representatives from Clarington, Ajax, Oshawa, Oshawa
PUC Networks, Whitby and the Region of Durham submitted a proposal to NRCan to
establish a region -wide network of 60 Level 2 EV chargers across 21 municipally -
owned, publicly accessible sites within Durham. A region -wide network of EV stations
will make it easier for the public to adopt electric vehicles, decreasing the consumption
of fossil fuels, while encouraging the use of clean, locally -produced electricity.
2.44 In accordance with O. Reg. 507/18 under the Electricity Act, the Municipality tracks
energy consumption in all of its operations. This data enables the Municipality to make
informed decisions about opportunities to reduce its energy consumption and save
money. In spring 2019 the Municipality released a 5-year corporate Energy
Conservation and Demand Management (ECDM) Plan. The ECDM Plan reviews the
historical and forecasted energy performance of the facilities that are owned and
operated by the Municipality and recommends measures to reduce energy consumption
and GHG emissions and save money. The actions outlined in the ECDM Plan will be
implemented by staff on an ongoing basis to reduce energy consumption and save
money.
2.45 In late September 2019, Municipal staff submitted a proposal to NRCan to fund 100% of
the costs associated with hiring a full time Energy Manager. If awarded, the principal
role of Energy Manager will be to support municipal staff with the implementation of
Clarington's 2019-2024 Energy Conservation and Demand Management Plan (ECDM
Plan). The ECDM Plan outlines the current energy consumption of municipally operated
Municipality of Clarington
Report CAO-015-19
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facilities and how the Municipality can reduce overall energy consumption, operating
costs and greenhouse gas (GHG) emissions and save money.
2.46 In September 2019, Municipal staff submitted a proposal to NRCan to fund 100% of the
costs associated with conducting energy audits on two recreational facilities using
CircuitMeter sub -metering technology. CircuitMeter is a real-time energy management
and monitoring system that integrates sub -metering hardware and data collection
software. The data collected though CircuitMeter would enable municipal staff to
recommission the facilities to reduce the amount of energy they consume.
2.47 Through Report CAO-014-019, staff are recommending that Council endorsed the
Durham Community Energy Plan (DCEP). The DCEP is an action -oriented plan that
defines region -wide energy priorities to reduce greenhouse gas pollution, save money
and create jobs. It seeks to accelerate the transition to a clean energy economy in
Durham, while simultaneously achieving economic, environmental and social benefits
by following a low carbon pathway (LCP) for energy production and use in the region.
The LCP pathway supports the Region of Durham's target to reduce Greenhouse Gas
emissions by 80% by the year 2050.
2.48 By early spring of 2020, the Municipality will have completed Phase 2 of its LED street
light conversion program resulting in over 7,000 HPS lights being converted to LED.
This will result in roughly a 50% reduction in energy use for street lighting.
3. Conclusion
3.1 The 2019 — 2022 Strategic Plan is in its first year of implementation. Staff will continue
to take steps to implement the action items identified in the Plan.
3.2 It is respectfully recommended that this report be received for information.
Staff Contact: Andrew Allison, Chief Administrative Officer, 905-623-3379 extension 2002 or
aallison@clarington.net.
Attachment 1 — East Beach Park Concept Plan
There are no interested parties to be notified of Council's decision.
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