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HomeMy WebLinkAboutCAO-005-23Staff Report If this information is required in an alternate accessible format, please contact the Accessibility Coordinator at 905-623-3379 ext. 2131. Report To: Joint Committees Date of Meeting: February 27, 2023 Report Number: CAO-005-23 Reviewed By:Mary-Anne Dempster, CAO By-law Number: File Number:Resolution#: JC-035-23 Report Subject: 2019-2022 Strategic Plan Final Report Recommendation: 1. That Report CAO-005-23 be received for information. Municipality of Clarington Page 2 Report CAO-005-23 Report Overview Strategic priorities and their associated goals, as set by council, provide staff with the necessary direction through which to allocate resources and accomplish goals. This report is a high-level close-out against the 2019-2022 strategic plan (as approved by the previous council). Staff have included notable achievements as well as items for future consideration, which should be helpful to inform priority building during the upcoming 2023 -2026 strategic planning sessions. 1. Background Strategic Priorities and Goals 1.1 The Clarington Strategic Plan 2019 - 2022 (The Plan) 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, under the above priorities. 1.3 Additional background can be found in Report CAO-008-21, which summarizes the status of each of the 17 goals in the Plan as of September 21, 2021. 1.4 This Report summarizes the status of each of the 17 goals in the Plan as of the date of this Report. 1.5 This list of updates is not meant to be exhaustive, but to reflect notable accomplishments and suggested items for the next strategic plan. Municipality of Clarington Page 3 Report CAO-005-23 2. Strategic Priorities Final Update A. Engaged Communities Strategic Priorities Notable Accomplishments Future Consideration A.1. – Enhance two-way communication with community  Implemented hybrid meetings and adjusted communication practices throughout the Pandemic.  Aligned the Strategic Initiatives division with Communications to increase the scope of influence (internally and externally).  Council approved Community Engagement Framework and Tools guidebook.  An Informal Request for Quotation has been issued to undertake a fulsome review of our communications function.  Staff are finalizing a departmental communications policy, which will provide protocols and standards for internal and external communication practices and expectations.  The Community Engagement Framework and Tools guidebook requires actionable components for implementation.  Undertook an internal brand compliance exercise to set standards and expectations for departments.  Partnered with the Tourism Advisory Committee to undertake a tourism brand strategy initiative.  Creation and adoption of brand guidelines. Municipality of Clarington Page 4 Report CAO-005-23 B. Strong Economy Strategic Priorities Notable Accomplishments Future Consideration  Through the ongoing Secondary Plan as well as upcoming development applications, Staff are working directly with the Bowmanville Hospital, the owners of the Bowmanville Mall, the owner of several redevelopment sites, and the owners of the Goodyear site to ensure compatibility and continuity in the planning process.  Staff are also working on the implementation of Phase I for the Newcastle Streetscape. Municipality of Clarington Page 5 Report CAO-005-23 Notable Accomplishments Future Consideration  Advocated with the private sector and other levels of government to increase investment in broadband deployment – leading to over 98% high-speed coverage.  Fibre has been installed across urban areas, with notable rural pockets having (or committed to receiving) Fibre as well.  High-speed coverage gaps remain in a limited number of specific pockets. Further advocacy to private sector providers is required to close out gaps.  Cellular service (lack of connectivity and reliability) has been identified as significantly lacking across the Municipality. Consideration should be given to allowing cellular towers/equipment on municipal land and/or infrastructure in appropriate locations.  Enbridge Gas can propose expansion projects to the Ontario Energy Board at any time, assuming they are economically viable. Staff should re-engage with Enbridge to determine if there are any opportunities to support expansion applications in our community.  Advocacy efforts to local MPPs should be undertaken to request further government investment in expansion efforts. Municipality of Clarington Page 6 Report CAO-005-23 Strategic Priorities Future Consideration B.4. – Expand our transportation network into commercial and industrial areas  Baseline Road from Lambs Road to Bennett Road was constructed to improve the road networks and provide direct access to Hwy 401. This was essential for the Toyota distribution facility. Lambs Road was also improved at this location.  Lake Road from South Service Road to Bennett Road was constructed, providing direct access to the landlocked properties.  Upgrades to Courtice Court were completed through a cost-sharing / cost recovery to provide sanitary and water to the existing properties. Road and drainage improvements were also included in the project.  Future area to consider is Energy Drive Extension to Crago Road. This would improve the current road network and provide additional frontage to employment lands.  As part of the Clarington Official Plan Review, there will be an update to the Clarington Transportation Masterplan. This work will outline transportation improvements that can be undertaken to accommodate new growth. It will also include the proposed urban boundary expansions. Municipality of Clarington Page 7 Report CAO-005-23 Strategic Priorities Future Consideration B.5. – Explore an economic development strategy/framework in collaboration with the business community and other stakeholders  Strategy has been completed, and adopted in principle by Council, working on the implementation based on 2023 budget.  The Economic Development Division within Planning and Infrastructure has been established and Tourism has moved to this Division. Municipality of Clarington Page 8 Report CAO-005-23 C. Sustainable Infrastructure Growth Strategic Priorities Future Consideration C.1. – Develop an Affordable Housing Policy  Parameters around how the affordable housing fund will be distributed are currently being designed and will be brought to Council in 2023.  Council ratified the Housing Task Force resolution to post the Newcastle Fire Hall vacant land for sale for affordable housing.  Due to legislative changes related to incenting affordable housing, the Affordable Housing toolkit should be reviewed and updated.  Secondary Plans will continue to include the Policy requiring land or cash equivalent for affordable housing.  Planning will continue to give priority to those applications that have a non-profit housing component. Municipality of Clarington Page 9 Report CAO-005-23 Strategic Priorities Future Consideration C.2. – Develop strategies for infrastructure investments, including employment lands  The major focus for infrastructure and economic development is on the Major Transit Station Areas in Courtice and Bowmanville; these two will be the focus of high-density mixed-use developments.  The municipality will continue to work with the Region in expediting servicing of the Technology Business Park. C.3 - Develop a realistic strategy for broader infrastructure investment  The Region through Envision Durham has proposed the addition of 528 ha of employment lands; however, the proposal does not have a complementary servicing plan. The Municipality will need to initiate a servicing strategy for the employment lands.  Provincial regulations for Asset Management Plans require two additional phases by 2025. The next phase will involve including all assets in the plan, the final phase will develop a financial strategy and proposed levels of service for those assets.  A long-term financial plan, including updated Asset Management Plans and Development Charges Studies will be developed to create an integrated financial planning framework. Municipality of Clarington Page 10 Report CAO-005-23 D. Legacy Projects Future Consideration b) Port Darlington waterfront  Completion of the Clarington Waterfront Strategy and creation of Courtice Waterfront Park.  Waterfront development concepts currently being completed by landowners for Municipal consideration, inclusive of park and amenity design.  A Block Master Plan for the Port Darlington Waterfront lands will be initiated and tied into the overall Clarington Waterfront Strategy.  The OPG announcement related to its formerly proposed headquarters will impact these developments moving forward, the impact of which is still unknown. Municipality of Clarington Page 11 Report CAO-005-23 Strategic Priorities Future Consideration 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  The proposal for land transfer submitted to the Federal Government in 2015 (PSD-032-15) included a Stewardship Plan to guide the restoration and management of the excess lands. Updating of the Stewardship Plan to account for changes in the area, stewardship work already completed by AECL, indigenous knowledge, and requirements of the governance structure and memorandum of understanding, and to refine implementation plans will be needed.  The proposal provided capital and annual operating costs that would create the basis for annual budgeting over the first five years following approval of the Proposal. The cost estimates were based on 2014 dollars. Updated cost estimates, reflecting any updates made to the Stewardship Plan, will be needed. The Port Granby Reserve Fund includes funds for some of the work that will be required. Municipality of Clarington Page 12 Report CAO-005-23 Strategic Priorities Notable Accomplishments Future Consideration 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  Resolution #GG-078-22 as part of the 2022 Budget deliberations, approved $61,055,550 for this project.  Colliers Project Leaders were retained by the Municipality to act on our behalf as project managers and coordinated independent third-party Class D costing of the approved facility program. Considering the current construction market conditions and supply-chain challenges, this costing exercise resulted in estimated “high level” costing significantly above the approved budget.  A report has been drafted for Council consideration outlining alternate recommendations, due to construction cost escalation. This will consider heightened interest in outdoor refrigeration skating amenities, among other options – within the originally approved funding envelope.  Funds were approved in the budget to complete a recreation and leisure master plan in 2023. With recent changes to growth projections for Clarington, it will be important to update the indoor facilities development work completed in 2016 and establish what facilities, programs and services are needed to best service residents. Municipality of Clarington Page 13 Report CAO-005-23 Strategic Priorities Notable Accomplishments Future Consideration D.4 – Articulate a vision of a Performing Arts space  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.  COVID has had a major impact on the performing arts sector and opportunities to partner to provide a performing arts space are extremely limited at this time.  Community Services will be completing a recreation and leisure master plan in 2023. It is likely that discussion will take place in that document related to a potential need for such space and a path towards achieving that goal. D.5 - Make a Decision on Camp 30  The Official Plan Amendment, implementing the Camp 30 vision, has been adopted by Council.  The Municipality has taken ownership of the cafeteria building and immediate grounds (approximately 2 acres).  Staff will work with Jury Lands Foundation to create a joint project management team to coordinate and implement items from the Memorandum of Understanding.  The current owner is not undertaking any work to stop the other buildings from deteriorating, which will increase the future cost to the municipality once the municipality becomes the owner.  Following budget approval, staff will undertake the necessary work to “mothball” the cafeteria building to mitigate further deterioration from weather and vandalism. Municipality of Clarington Page 14 Report CAO-005-23 E. Environmental Sustainability Strategic Priorities Notable Accomplishments Future Consideration E.1 – Advance waste reducing initiatives, by promoting the four Rs, Refuse, Reduce, Reuse, and Recycle.  Staff are reviewing actions that have been prioritized for implementation in 2023 and developing workplans accordingly.  Funds have been approved in the 2023 Community Services budget to expand the customer facing recycling stations to increase rate of recycling in recreation facilities. Additionally, with the introduction of compost sorting and pick-up, increased diversion from landfill will be achieved Next Steps 2.1 This report will form a foundational piece to the development of the 2023-2026 Strategic plan. 3. Conclusion It is respectfully recommended that Council receive this report for information. Staff Contact: Justin MacLean, Manager – Strategic Initiatives, JMacLean@Clarington.net.