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Staff Report
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Report To: Special Council
Date of Meeting: June 27, 2023 Report Number: PDS-045-23
Submitted By: Carlos Salazar, Director of Planning and Infrastructure Services
Reviewed By: Mary -Anne Dempster, CAO By-law Number:
File Number: Resolution#: C-114-23
Report Subject: Economic Development Initiatives
Recommendation:
1. That Report PDS-045-23, and any related delegations or communication items, be
received for information.
Municipality of Clarington Page 2
Report PDS-045-23
Report Overview
To create an environment conducive to achieving significant economic growth, a municipality
must strive to; operate in a business -friendly manor, offer resources necessary to support its
businesses, and be able to provide the up-to-date data businesses need to make informed
investment decisions. This report provides an update on three key initiatives identified in the
economic development strategy related to achieving these goals.
The establishment of a new Business Concierge Service is the first initiative addressed in
this report. This service offers a dedicated staff member to help businesses and investors to
help navigate municipal processes with the goal of providing a quick and frictionless
experience. When businesses know they are supported by the municipality, it gives them
confidence to move forward with new investments.
To help promote the community and attract investment, the second initiative, a Clarington
Community Profile was created. This snapshot of the Clarington economic environment
offers a simple, high-level synopsis of what Clarington has to offer and helps to grab an
investors attention when conducting a preliminary review of locations for investment.
The last initiative outlined in this report is the establishment of a new Business Innovation
Centre. Business Support Centre's play a key role in fostering entrepreneurship and
business development in a community. By creating a space to help business integrate
innovative solutions into their business model, the municipality can support job creation and
economic growth on a grass roots level.
1. Background
1.1 The economic development strategy for the Municipality of Clarington assists in shaping
the local economy. Following the approval of the Strategy in 2021, a new Economic
Development division was created within the Planning and Infrastructure Services
department.
1.2 In January of 2023, staff from Clarington Tourism were reassigned to Economic
Development. Resources for the division were solidified through the 2023 budget and in
early spring of 2023 a manager of Economic Development was hired.
1.3 Since fully staffing the new division, the Economic Development Division established a
structure that best addresses the needs of the business community. This structure
clearly defines the division's role in supporting the local economy and to efficiently
spearhead the implementation of the new Clarington Economic Development Strategy
endorsed in principle by Council in 2021.
1.4 While continuing to tackle the initial initiatives that lay the foundation for the division's
future success, it concurrently began work on specific key projects that have been
identified as early priorities. The following report provides a status update on the
process made on three key priorities.
Municipality of Clarington
Report PDS-045-23
2. Business Concierge Service
Page 3
2.1 Identified in the economic development strategy is the development of a Business
Concierge Service. This action item is linked to Objective 2.2 to enhance the
development approvals process and was identified within the division as one of its early
2023 project priorities.
2.2 The perception of a municipality's level of `business -friendliness' by the business
community is formed over time through the level of service each business feels they
receive as they engage with municipal staff. Those feelings are then communicated
within that business' network and begins to shape public opinion on whether a
municipality is supportive of business investment.
2.3 The primary function of a Business Concierge Service is to create a superior customer
service experience that encourages business investment and growth when engaging
with the Municipality. In addition, the Concierge Service is a solutions -based service
providing a dedicated staff member or `concierge' to help businesses and investors
navigate municipal regulations, permits, licensing, and applications, with the goal of
providing a quick and frictionless experience.
2.4 There are numerous benefits offered to the customers of the Business Concierge
Service, the primary benefit being the connection to an appointed Economic
Development staff member. This dedicated team member serves as a single point of
contact for the business inquiry until its resolution. This personalized approach enables
Economic Development staff to provide customized assistance tailored to the specific
needs of the business owner. To further ensure customer satisfaction, offering a timely
response to inquiries is critical. To address this element, a concierge will respond to
initial inquiries within one business day.
Municipality of Clarington
Report PDS-045-23
Business Concierge Service:
F Q
1.Incoming
2.Inquiry is
Inquiry
directed to
EcDev staff
Direct outreach to
Inquiries are triaged
Invest Clarington
within the Economic
through the front
Development Division
desk portal.
and assigned to the
appropriate staff
member.
V
Resolution
[� r
Follow —! V 5
up with
customer
4. Customer Resolution
staff follow up
directed to
with the customer
appropriate
to gain an
understanding of
resources
the details of the
customer's needs.
If staff are able to resolve the inquiry
directly, the interaction is completed.
If staff aren't able to resolve the inquiry
directly, they make a connection to the
appropriate resource or process that can
offer a solution.
Staff will remain engaged in the process, acting as the municipal point of contact until the customers' needs have
been resolved fully.Hubspot will be an essential tool used within the Concierge Program to help effectively manage
customer interactions, automate parts of the process, and analyze data to measure success.
Page 4
Q Q
0
Continued
support and
success
measurement
Continued communication
and support will follow for
success measurement.
Figure 1, Infographic describing the Clarington's Business Concierge inquiry handling process.
2.5 Example: Brewer's Pantry in historic Downtown Bowmanville has the distinction of
being the first business to benefit from the concierge service. Due to several factors,
Brewer's Pantry was unable to successfully secure a permit for a temporary sidewalk
patio in 2022. In 2023, they were assigned a concierge from the Economic
Development division to assist. Through many points of engagement, the concierge was
able to:
• Guide Brewer's Pantry through the requirements of the application process,
• Work with other divisions in the department to identify solutions to application
obstacles.
• Assist in pulling together the information required by the municipality including
the creation of a site plan that met municipal standards, ensuring a safe space
was created for customers and pedestrians.
• Continued consistent communication between the business and municipal
departments to work within the seasonal deadline for installation and completion.
Municipality of Clarington
Report PDS-045-23
Page 5
Patio construction has been completed and according to the owner, the patio has had
an immediate positive impact on his business, adding additional seating and hiring staff.
Figure 2, Customers of Brewers Pantry enjoying its new temporary sidewalk patio. Located in
historic Downtown Bowmanville.
2.6 Clarington's business concierge service has been designed to standout from other
municipalities with similar programs. The uniqueness comes from providing an elevated
level of support for all business -related inquiries and will not be subject to filters such
as: minimum number of employees, target sectors, or monetary level of investment.
Inclusivity and personalized support will set the Clarington service apart from other
municipalities.
2.7 Clarington's business concierge service aids in creating a business -friendly environment
by instilling confidence in the local business community. Clarington businesses are
empowered to pursue new investment knowing that they have a dedicated resource to
support them through the processes of starting, growing, and sustaining their business.
A positive concierge program will support the success of local businesses, promote
economic growth within the community, and encourage job creation.
2.8 Establishing a business concierge service will also serve as an essential marketing tool.
Promoting businesses success stories will help attract employment -generating
investment and stand out relative to other municipalities competing for the same
investment opportunities. By supporting all businesses, the program helps to achieve
the goal of making Clarington standout as the LTA's most business -friendly community.
2.9 As an extension of the concierge service, the Economic Development Division will begir
supporting the other divisions within the Planning and Infrastructure Services in creating
an expedited development approvals process for significant non-residential investment.
Municipality of Clarington
Report PDS-045-23
Page 6
This new service will formalize the approvals process helping to shorten development
timelines and add predictability in meeting the target deadlines that are critical to
investors. This is facilitated by the integration of the planning and economic
development functions under one umbrella, the new Planning and Infrastructure
Services Department.
3. Community Profile
3.1 The publication of an online and printed Community Profile is another action item
identified as part of Objective 3.3 in Clarington's economic development strategy. To
address this action, a new Clarington specific Community Profile has been created to
provide a quick snapshot of the community by highlighting the strengths of its economic
environment. Clarington's Community Profile will be used to promote the community
domestically and internationally to help attract new investment.
3.2 The attached Community Profile (Attachment #1) highlights Clarington in following
areas:
Location: Clarington is uniquely situated as the eastern most municipality in the GTA
(Greater Toronto Area) with easy access to major ports, highways, and industry.
Quality of Life: Clarington offers all the amenities you would expect of a major urban
city. With a thriving tourism industry, and home to many major attractions including Agri -
Tourism making Clarington the `Pick -Your -Own' Capital of Canada.
Demographics: With a current population of 105,270, Clarington is projected to
increase to 234,000 and create over net new 40,400 new jobs by 2051. Clarington is
truly in the midst of immense growth.
Talent/Education: Clarington can access a highly skilled workforce close to reputable
post -secondary institutions, including Durham College, OntarioTech University, and
Trent University -Durham Campus.
Local Economy: Industry in Clarington is a balanced mix of agriculture, energy,
healthcare, manufacturing & logistics, retail, and tourism. Within these key sectors are
several major catalysts for growth including Ontario Power Generation's new Small
Modular Reactor, the expansion of the GO Train line to Courtice and Bowmanville,
development surrounding the Bowmanville Hospital, and Canadian Tire Motorsport
Park.
3.3 Copies of the Community Profile will be printed for distribution at various tradeshows,
conferences, and events, and will be available to Council, staff, and municipal partners
to use for official business purposes. A copy of the document will be available online,
accessible via a QR code. Staff are also looking into diverse options for an interactive
web -based tool to present the Community Profile digitally. Both print and digital versions
of Clarington's Community Profile will be important tools for the work, outreach, and
marketing efforts of Invest Clarington.
Municipality of Clarington Page 7
Report PDS-045-23
4. Business Support and Innovation Centre
4.1 The economic development strategy notes three strategic priorities, which are: 1)
Cultivate an Innovative Land -Use Strategy, 2) Strengthen the Business Innovation
Support Ecosystem 3) Target High -Growth Businesses and Investment. To help
address objective two, Economic Development has begun work on establishing a
Business Support and Innovation Centre.
4.2 Innovation is defined as something new, such as an invention, or the practice of
developing and introducing new things. An innovation is often a new product, but it can
also be a new process or even a new way of thinking. Innovation is most associated
with business and technology, but it happens in any field where people introduce
change.
4.3 In a study conducted by Industry Canada, over 30 per cent of small businesses will not
survive longer than two years, and 50 per cent will not survive longer than five years.
These stark numbers illustrate the uphill battle that small businesses face on their path
to achieving success. Despite these numbers, there are ways that municipalities can
actively help to improve the success rate of small businesses. According to Mentor
Works Inc., companies nurtured in an Innovation Center environment have a survival
rate of 87%, much higher than that of unassisted companies. It's clear that offering
access to the resources provided in a business support centre can significantly increase
the chances of a new business's success.
4.4 The absence of a local business support centre, regional business support agency, or
post -secondary institution presence in Clarington represents a glaring support gap in
the Clarington business community. As emerging technologies and innovative solutions
are implemented within the general business ecosystem, Clarington businesses require
a local resource to help guide the implementation of these same solutions in their
respective areas of business.
4.5 The Shaw House, located at 156 Church St., is currently undergoing a significant
renovation and restoration to make it accessible. The Shaw House will become a hub
where technology, talent, creativity, and business, come together to create a unique
place to encourage business success. To support this objective and provide services to
the business community, the Economic Development Division and other planning staff
will move to this new space upon its completion.
Municipality of Clarington
Report PDS-045-23
Page 8
Figure 3, Front exterior image of the Shaw House, located at 156 Church St. Bowmanville
4.6 Clients to the business innovation centre will receive immediate access to the following
business support services offered by the Economic Development division:
• Real Estate location services
• Municipal incentives
• Local economic data and insights
• Patio and film permit application support
• Tourism and agri-business support
• Business support resource connections
4.7 In addition, through the exploration of partnerships with key business support
stakeholders in the Region, such as, Ontario Tech, Durham College, Spark Centre,
Business Advisory Centre of Durham (BACD), and Durham Workforce Authority (DWA).
Local businesses will also gain vital assistance in programming, mentorship, networking
Municipality of Clarington
Report PDS-045-23
Page 9
opportunities, resources, funding and grant support. A growing partnership network will
flourish by creating an environment that is focused on generating opportunities for
networking and growth. Municipal staff are in the process of developing these
partnerships in support of Clarington's business community.
4.8 A business innovation centre offers numerous benefits to individual businesses and the
entire community. These centers foster entrepreneurship and new business
development within the community. By providing resources, support, and guidance to
startups and early -stage companies, they contribute to job creation and economic
growth. Nurturing companies through an innovation centre encourages the development
and commercialization of modern technologies and creative ideas. This promotes
innovation within the community and enhances its competitiveness in the broader
market. Moreover, successful startups may serve as a source of knowledge transfer,
sharing expertise and ideas with other local businesses and professionals.
4.9 This support can help businesses overcome hurdles, reduce costs, and accelerate their
growth. As stated earlier in the report, starting a business is inherently risky, and the
failure rate among startups is high. Business Innovation Center's help can mitigate this
risk by providing guidance, support, and mentorship to entrepreneurs. By offering
access to experienced advisors, industry networks, and market insights, innovation
centers increase the chances of business survival and long-term success.
4.10 Over the coming months, staff will work to refine the design of the interior and exterior
spaces at the Shaw house that will foster an innovative atmosphere, identify the scope
of services to be offered at the Innovation Centre, and engage with business support
stakeholders to develop a roster of experts to deliver those services. We expect the
opening of the Shaw House Innovation Centre in the spring of 2024.
5. Financial Considerations
5.1 Funding for the ongoing accessibility upgrades and renovations have been secured to
create the Business Innovation Centre. Some areas are still being explored, such as the
level of connectivity required in the building, high-speed internet, and the quality of
finishes to be offered to new businesses that may require additional funding. Should this
be the case, these requirements will be presented as part of the 2024 budget.
5.2 In 2021, the Municipality signed a contract for two years with the Clarington Board of
Trade for the amount of $625,000; the contract focus was on business retention and
expansion. As the Economic Development division ramps up services through staff, the
services of the Clarington Board of Trade to the municipality in economic development
are being redefined.
5.3 The Municipality is embarking on the preparation of a multi -year budget plan for 2024,
and the Economic Development division will be preparing a detailed work plan for the
multi -year budget; staff anticipates that the services to be contracted to the Clarington
Board of Trade for economic development will be approximately $150,000 per year for
the next two years, half of the previous contract. This reduction reflects the resources
that Council has already allocated to the Economic Development division.
Municipality of Clarington
Report PDS-045-23
Page 10
5.4 As the contract will exceed the $50,000 limit of our purchasing bylaw, a further report to
Council will be forthcoming once the Purchasing Division receives a detailed proposal
from the CBOT that will complement the Economic Development Divisions work plan.
5.5 The Economic Development Division is also collaborating with the Clarington Board of
Trade on the physician recruitment program being established by the region. The
municipality has allocated $20,000 a year for this project, and this initiative has been the
subject of staff Report FSD-028-23 .
6. Concurrence
6.1 This report has been reviewed by the Deputy CAO/Treasurer who concurs with the
recommendation.
7. Conclusion
7.1 Through the creation and implementation of the Business Concierge Service,
Community Profile, and Clarington Business Innovation Centre, the Economic
Development division of the Planning and Infrastructure Services Department has made
tremendous strides in establishing itself as a key resource in the development of a
business -friendly environment in Clarington. Other initiatives of the Economic
Development division are highlighted in the P & I services report as part of today's
agenda.
7.2 The Planning and Infrastructure Services Department, in particular, the Economic
Development division, in collaboration with other departments, levels of government,
and the Clarington Business community, will continue to build off this positive
momentum by continuing to implement the actions identified in the Economic
Development Strategy. This ongoing work will serve to further promote economic
growth within the municipality.
Staff Contact: Andrew Poray, Manager of Economic Development, aporay@clarington.net.
Attachments:
Attachment 1 — Community Profile
Interested Parties:
There are no interested parties to be notified of Council's decision.
Attachment 1 to Report PSD-045-23
Clar18
ington
Community
Profile DRAFT
Business Friendly.
Investment Ready.
� Invest
Clarboon � Clarington
Welcome to Clarington, a thriving
community that proudly embraces its
reputation as a business- riendiy and
investment - ready destination.
Clarington is experiencing a rush
of growth which began during the
COVID-19 pandemic and shows no
signs of stopping. Our community is
attracting a talented new workforce
and celebrating as their ambitions
take root in our municipality.
This growth brings a wonderful
opportunity for new economic and
employment opportunities.
With partnership and collaboration
with the local business community
and the Region of Durham, we saw
municipal water and sewer services
extended to the South Courtice
Business area. Also, we unlocked 13
hectares in Bowmanville for industrial
development and provided businesses
with a direct route to Highway 401 by
extending the dead-end Lake Road to
Bennett Road.
Currently, downtown Bowmanville
is in the midst of an exciting
revitalization, with existing
businesses expanding as new
small businesses open their doors.
Looking ahead, our economy will grow
in many areas. Clarington plans to
develop urban neighbourhoods around
Major Transit Station (GO Train)
Areas in Bowmanville and Courtice,
adding shovel -ready employment
lands to the market and attracting
knowledge -based workers and
employment opportunities.
The Bowmanville hospital will be
upgraded to ensure there is enough
room to serve our growing population.
Canadian Tire Motorsport Park draws
over 500,000 visitors a year, and the
park could expand to attract more
automotive -inspired tourists and
support other industries, including
manufacturing research and
film production.
We are fostering a diversified
economy, focusing on the specific
investments we want to invite into
the community and building the
infrastructure to support them.
Clarington has long been the best
place to live in Ontario, and now it's
also becoming the best place to
do business.
AAdrian Foster, Mayor
:AMunicipality of Clarington
2 Invest Clarington
La ke
Michiga
Chicago •
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Lake
Huron
MICHIGANY"
Montr I
ONTARIO
a Ottawa -
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Claringto
Lake
Toronto' Ontario
NEW YORK
Niagara Falls Buffalo
Detroit Lake
Erie
OUR
LOCATION
Nestled along the shores of Lake Ontario
and only one hour east of Toronto,
Clarington is situated on the eastern most
edge of the Greater Toronto Area (GTA).
Distance to major cities:
Toronto: 75km Niagara Falls: 200km
Ottawa: 375km New York: 790km
Montreal: 470km Chicago: 888km
15 minutes from The Port
of Oshawa, commercial
harbour and St. Marys
Cement deep water
port dock.
One hour from Toronto
Pearson International Airport
20 minutes to the Oshawa
Airport. 40 minutes to the
Peterborough Airport.
Detroit: 434km
Buffalo: 234km
Direct access to the 401 and
the 407 provincial highways
and connected by highway
418. Clarington offers business
convenient access to the Toronto
and Montreal markets.
15 minutes from the Oshawa
GO Train and VIA Rail
Stations. Future site of two
new Major Transit (GO Train)
areas.
DRAI— www.investclarington.ca 3
QUALITY OF LIFE
With a population over 105,000 and growing,
Clarington boasts a high standard of living,
offering residents a balanced lifestyle with access
to both urban amenities and the tranquility of
rural landscapes. The Municipality encompasses
the historic downtowns and urban centers of
Bowmanville, Courtice, Newcastle, and Orono,
and over 14 rural hamlets and neighbourhoods,
each with its own unique charm. Residents
enjoy a sense of community, with numerous
recreational facilities, parks, and trails for outdoor
activities. The proximity to Lake Ontario provides
opportunities for boating, fishing, and waterfront
leisure. Clarington also hosts numerous cultural
events, festivals, and fairs throughout the year,
fostering a vibrant and inclusive community
spirit. Clarington is an ideal place to live, work
and do business.
Clarington as a destination offers a variety of
attractions including Canadian Tire Motorsport Park,
Brimacombe Ski Hill, Darlington Provincial Park,
and many agri-tourism-related farms and markets.
Experience the 'Pick -Your -Own' Capital of Canada and
learn more about Clarington's tourism attractions and
events by visiting www.DiscoverClarington.ca.
4 Invest Clarington
OUR DEMOGRAPHICS
Clarington's current population is over 105,000 people and projected to increase to over 131,000 people
by 2051 including the creation of 40,400 new jobs. Residential, commercial, and industrial growth will be
spurred by several major catalysts including two new Major Transit Station (GO Train) Areas and other
transformative Secondary Plans.
105,000+
$1121000
161615
Total Population' Median Household Total Visible
Income' Minorities'
280,000 square feet
of commercial and industrial space approved in 2022
0 $8613201710
0 value of construction of 22 industrial building permits in 2022
$1919041211
value of construction of 52 commercial building permits in 2022
edz-3i I
401400
Jobs Expected to be
Created by 2051'
75
Business Locations
Opened in 20222
&AG
39.2
Median
Age'
DRAFO www.investclarington.ca 5
OUR TALENT
Clarington is home to a population base representing a total labour force more than 50,000 strong.
Businesses in Clarington benefit from access to a strong and diverse talent pool that are highly skilled
and educated in numerous industries. With three post -secondary educational institutions located at its
doorstep, Clarington businesses have access to workers with the most cutting -edge knowledge in their
field. Access to this level talent offers a clear competitive advantage for new and growing businesses in
the Municipality.
Labour Force by Industry'
•
Industry refers to the general nature of
dP_'q!b
the business carried out by the employer►.
�jv
■� JMj ..
..
Health Care 7,265
Transportation
2,320
54265
Retail 5,945
Finance
2,170
1
Construction 5,250
Other
2,135
Total Labour
Education 4,420
Wholesale
1,580
Force'
Manufacturing 3,685
Information
990
Public Administration 3,555
Arts and Entertainment
985
Professional Services 3,235
Real Estate
920
Accommodation 2,525
Agriculture
730
Administration 2,445
Management
180
O/O
Utilities 2,405
Mining
65
62.9%
Major Fields of Study'
Employment
The major field of study chart shows the predominant areas of
learning or training of a person's highest completed postsecondary
Rate'
certificate, diploma or degree classified by Statistics Canada.
L.�
4.3%
Unemployment
Rate
Other (1
Engineering and Related
Technology (10,060)
Business, Management and
Public Administration (8,685)�
Agriculture and Natural Resources (995)
jLife Sciences and Tech nology(1,335)
Health and Related
Fields (7,465) /
Social Sciences and Law (6,305)
Visual and Performing Arts (1,570)
Mathematics and
\ Information Science (1,655)
Humanities (1,885)
\ Education (2,755)
\ Protective and Transportation
Services (3,695)
6 Invest Clarington
EDUCATION
Clarington is conveniently located near renowned post -secondary institutions: Durham College, Ontario
Tech University, and Trent University with over 24,000 new students enrolled every year. These institutions
offer a wide array of programs and contribute to a well-educated and skilled workforce. Additionally,
Clarington promotes lifelong learning through public libraries, adult education programs, and
community workshops.
LOCAL ECONOMY
The municipality has a mix of manufacturing, agriculture, retail, and service sectors. Major employers
include energy companies, automotive manufacturers, health services, and educational institutions.
Clarington is strategically located along the Highway 401 corridor, making it easily accessible for
commuting and attracting businesses to set up operations. The municipality's economic development
initiatives focus on fostering entrepreneurship, innovation, and attracting investment to ensure a
prosperous local economy in the following key sectors:
Energy Transportation Healthcare Agriculture
a .
Tourism Manufacturing Retail
TOP EMPLOYERS
• Ontario Power
Generation
• Lakeridge Health,
Bowmanville Hospital
• Alpa Pre -Engineered
Panel Systems Inc.
• Ell -Rod Holdings Inc • Canadian Tire
• St. Marys Cement Motorsport Park
• Toyota Eastern Canada • Brimacombe
Parts Distribution • Cardan Contracting
Centre • Algoma Orchards
DRAF P www.investclarington.ca 7
Stay up-to-date
on the latest
economic trends
and opportunities in
Clarington.
•
Invest
Clarington
www.InvestClarington.ca
Invest Clarington is an initiative of the Municipality of Clarington's
GaFbOOREconomic Development Division within Planning and Infrastructure Services.
40 Temperance Street, Bowmanville, ON L1 C 3A6 'Statistics Canada, 2021 Census
905-623-3379 / ecdev@clarington.net 2 Durham Region, 2022 Business Count
'Envision Durham, Draft Offical Plan February 2023
4Labour Market Plan 2023, Durham Workforce Authority