HomeMy WebLinkAboutCAO-003-14 Clarbgton REPORT
CHIEF ADMINISTRATIVE
OFFICE
Meeting: GENERAL PURPOSE AND ADMINISTRATION COMMITTEE
Date: June 9, 2014 Resolution #: � � By-law#:
Report#: CAO-003-14 File #:
Subject: CORPORATE STRATEGIC PLAN 2011 — 2014
FINAL PROGRESS REPORT
RECOMMENDATIONS:
It is respectfully recommended that the General Purpose and Administration Committee
recommend to Council the following:
1. THAT Report CAO-003-14 and the attached Final Progress Report be received for
information.
Submitted by: CQ
Franklin Wu,
Chief Administrative Officer
CORPORATION OF THE MUNICIPALITY OF CLARINGTON
40 TEMPERANCE STREET, BOWMANVILLE, ONTARIO L1C 3A6 T 905-623-3379
REPORT NO.: CAO- 003-14 PAGE 2
REPORT:
1. The Corporate Strategic Plan was completed in the Spring of 2011 through the
collaboration between Council members and senior staff. The plan sets out six
priorities for the Municipality and identifies numerous actions to be implemented
throughout the term of this current Council.
2. In 2012, staff provided a progress report to Council summarizing the status of
each of the action items.
3. The Corporate Strategic Plan is now in its final year of implementation.
Therefore it is only appropriate that a final report be prepared to document the
accomplishments completed during this term of Council. The CAO and
Department Heads are pleased to advise that the bulk of the action items have
been completed. This is a significant accomplishment as the actions in the
Corporate Strategic Plan were largely over and above the ongoing operations of
the Municipality in serving our residents, businesses and visitors. Attached to
this report is a summary of the actions undertaken.
Attachment - Corporate Strategic Business Plan 2011-2014 Final Progress Report
CONFORMITY WITH STRATEGIC PLAN —The recommendations contained in this
report conform to the following priorities of the Strategic Plan:
X Promoting economic development
X Maintaining financial stability
X Connecting Clarington
X Promoting green initiatives
X Investing in infrastructure
X Showcasing our community
Not in conformity with Strategic Plan
Staff Contact: Curry Clifford, MPA, CMO, Corporate Initiatives Officer
ATTACHMENT# TO
CORPORATE STRATEGIC PLAN 2011-2014 REPORT# GAO-QUic IL{
FINAL PROGRESS REPORT
Objectives Actions Status
1 Expedite business/industrial Collaborate with the Region to expedite Ongoing collaboration, including:
park development servicing of industrial parks, including Technology Park-The Region's consultant has been working on the EA study
the technology park and the energy and they are planning to hold a Public Information Centre in June 2014
park followed by the filing of the final report by the end of September 2014 as per i
the Host Community Agreement.Timeline for the extension of service will be
subject to Regional decision on the final report.
Energy Park-the west end of the Energy Park, from Osborne Road westerly to
Courtice Road is being serviced under the Host Community Agreement. The
anticipated completion of construction is August of 2014.The construction is
completed for the servicing of the east end from Osborne Road easterly
approximately 400 metres. The balance-connecting to the South Service
Road - is ready to be serviced privately.
Investigate alternative methods of Investigated and implemented alternative methods of financing for the
jfinancing services in industrial parks extension of Lake Road to Lambs Road in a significant part of the industrial
park south of the 401 in Bowmanville,freeing up 13 hectares for vital,job
creating industrial development while at the same time improving emergency
access to the Bowmanville waterfront. This is scheduled for construction in
July of 2014 with completion by October of 2014.
i
Ongoing investigation of alternative methods of financing services in other
industrial parks has included completing a policy concerning funding sources
for a Strategic Capital Reserve Fund, its program parameters and then
reviewing eligible projects against these parameters.
Complete Environmental Assessment On hold pending completion of Technology Park Environmental Assessment
study for Baseline Road servicing by the Region (see first line item above).
Encourage public/private partnerships Investigating other public/private partnership opportunities and front-ending
to front-end costs of servicing servicing schemes with landowners to complete Lake Road from Lambs Road
strategically selected parcels of land to easterly to Bennett Road and provide a vital transportation link for the
increase inventory of shovel-ready site Industrial Park and the waterfront.
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CORPORATE STRATEGIC PLAN 2011-2014
FINAL PROGRESS REPORT
Objectives Actions Status
2 Attract new businesses and Fast track processing of industrial Standard Practice
retain existing businesses to development applications Utilizing a "Priority Processing Process" for industrial development
improve/increase non- applications. All agencies are aware of our prioritization system.
residential assessment growth Create a small business advisory Ongoing
and employment opportunities committee to focus on small business CBOT has undertaken this task through round table discussions with small
development businesses.
Develop a handbook to support small Completed
business development Biz Pal application and site plan approval handbook are examples of tools
supporting small business development.
Enhance pre-consultation process to be Completed. Included:
more effective in communicating and - assigning additional resources
educating businesses in development - improved departmental communications
requirements - maintaining continuous dialogue with developers to seek further
improvement.
Ensure positive messaging is reaching Standard Practice
our stakeholders The Municipality, collaborating with the CBOT that provides the economic
development service under contract, has developed effective leads through
positive messaging delivered through:
- hosting an annual Clarington Energy Summit that draws existing and
potential businesses to highlight opportunities for expanding or
creating energy businesses in Clarington
- one-on-one conversations with existing businesses and potential
investors at PowerGen conference
- monthly evening social networking events hosted by a CBOT member
I
- buying advertising in major print publications read by site locators
- meeting with the Ministry of Economic Development and Trade so
they can help promote Clarington to foreign investors and gaining
"investment ready" designation for lands on Lake Road
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CORPORATE STRATEGIC PLAN 2011-2014
FINAL PROGRESS REPORT
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Objectives Actions Status
2 Attract new businesses and Ensure positive messaging is reaching - meeting with Ontario Ministry of Rural Affairs
retain existing businesses to our stakeholders (Cont'd) - hosting twice annual "manufacturing tours" to profile local
improve/increase non- businesses' success and beginning to host annual farm tours
residential assessment growth - hosted first agricultural summit in 2014 drawing 60 people, half of
and employment opportunities whom were not from the sector
(Cont'd) - maintaining a robust, up to date website with easy to use information
on investment opportunities, quarterly electronic newsletters and
creating a video "Why Clarington?" that includes powerful
testimonials from six local business people
- developed with the Municipality, persuasive briefs on the nuclear
industry in Clarington and partnered with others (Durham Region,
Mayors with nuclear supply chain businesses, WomeninNuclear) and
met several times with key decision-makers with the Ministry of
Energy about the community support and readiness for the re-
development of the nuclear industry
- demonstrating municipality's appreciation for the business
community through: Mayor's Annual Address (Dinner) to the business
community, municipal participation in all CBOT events and Board
meetings.
Undertake a review of municipal I Substantially completed, including:
processes and regulations to identify - established working groups with developer/consultant to drill down
opportunities to streamline for areas for improvement
development application approval - updated and substantially simplified (from over 100 pages down to 35
pages) the standard subdivision agreement that also addresses pre-
servicing and in the process of updating the standard site plan
agreement
- delegated to staff authority for approval of routine planning matters
including part lot control approval, removal of holding, minor heritage
permits
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CORPORATE STRATEGIC PLAN 2011-2014
FINAL PROGRESS REPORT
Objectives Actions Status
2 Attract new businesses and Undertake a review of municipal - lead brokering of action by Region to address the shortfall in building
retain existing businesses to processes and regulations to identify permits availability in Bowmanville to meet concerns of the Durham
improve/increase non- opportunities to streamline Home Builders Association. This resulted in the availability of an
residential assessment growth development application approval additional of 600 permits and the opportunity of preserving
and employment opportunities (Cont'd) subdivisions in 2014 and 2015-completed review of rules pertaining to
(Cont'd) Letters of Credit and modified to make process easier to development
community
completed review of payment processes and eliminated the
requirements for certified cheques for development charges
completed review of extending transition date for annual DC indexing
from Dec. 31 to Jan.15 to accommodate volume of activity during
non-holiday time.
Explore the feasibility of a business CBOT staff has made themselves available to assist several businesses to work
development facilitator position to through the development process and process improvements noted above
assist businesses in working through the will further assist here as it streamlines the process.
development process
i
i
Continue the relationship with the Council has renewed a 5 year contract (March 1, 2012 to March 1, 2016) with
Clarington Board of Trade for the the Board of Trade for the provision of economic development services. Staff
provision of economic development continues to assist the Board of Trade in facilitating potential development
services opportunities.
Continue to investigate incentives for Ongoing
new development - Development charges incentives are under ongoing review and the
Municipality provided comments to Provincial review looking at more
effective tools for financing growth.
- Project specific solutions are being sought by Board of Trade and staff.
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CORPORATE STRATEGIC PLAN 2011-2014
FINAL PROGRESS REPORT
Objectives Actions Status
2 Attract new businesses and Enhance and expand use of community Underway
retain existing businesses to ambassadors to promote economic Board of Trade is lool<ing at the details of assigning responsibility to the Board
improve/increase non- development Members to be community ambassadors.
residential assessment growth Explore initiatives for downtown Ongoing
and employment opportunities redevelopment such as community - CIP grant funding for Newcastle and Bowmanville continued with
(Cont'd) improvement plans modest increases in 2011, 2012 and 2013
- Streetscape Study for Newcastle nearing completion and to be funded
in future years
- Ongoing CIP Liaison Group with quarterly meetings
- Ongoing review of applicability of CIPs in other areas.
Improve appearance of existing Underway
industrial areas - gateway Signs for Newcastle and Bowmanville Industrial Park installed
- directional signs installed by Region and MTO
- Courtice to be considered in future years after Energy Drive is
connected to Courtice Road
- long-term litigation around Baseline Road property resolved and
property clean-up and improvement now ongoing
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CORPORATE STRATEGIC PLAN 2011-2014
FINAL PROGRESS REPORT
PRIORITY: . STABILITY
Objectives Actions Status
1 Achieve tax rate stability Build awareness around reasonable Ongoing
expectations to match service level - conducted Budget Education Sessions each year to build Council and
desires media awareness
- Budget presentations made publicly available
- interviews with media at each stage of Budget review
- press releases issued after Council meeting adopting Budget
- Budget documents posted to website in more readable format.
Established ongoing predictable tax rate increases over term of Council.
i
Examine the feasibility of establishing a Achieved through consistent tax levy expectations consistent with previous
I policy limiting tax rate variances strategy.
Define and establish service levels by Various methodologies are being investigated.
category and function (e.g.firefighting
services, snow removal services, etc.)
Establish policies, procedures and Next step following the above task.
rationalization for changes to levels of
services
2 Expand and consolidate asset Complete corporate wide building Underway
replacement strategy condition survey; include age, - corporate software acquired and conversion/implementation
replacement cost, expected operational underway
life span, risk assessment - many building audits completed and significant data accumulated
work to be completed in 2014.
Prioritize corporate wide asset Underway
inventory replacement - inventorying roads and bridges set as first priority and first version of
Asset Management Plan for these assets completed and approved
- significant analytical and co-ordination activity underway along with
review of prioritization methodologies.
Provide adequate funding for asset Next step following the above task from a comprehensive perspective.
replacement; annual funding allocation Currently Council decision through consideration of annual Budget.
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CORPORATE STRATEGIC PLAN 2011-2014
FINAL PROGRESS REPORT
PRIORITY: MAINTAIN
Objectives Actions Status
3 Develop policies for long-term Formalize borrowing practices in policy Planned to be incorporated as part of the next version of the Corporate Asset
financial health Management Plan as our existing practice is to borrow only for significant
capital infrastructure.
Develop funding guidelines for Standard practice although this is done informally as part of the annual
replenishing reserve funds budget process. The intention is to formalize this as part of the next version of
the Corporate Asset Management Plan.
A part of this is the Strategic Capital Reserve Fund policy which has been
approved and a related item —the Investment Policy—has been updated.
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CORPORATE STRATEGIC PLAN 2011-2014
FINAL PROGRESS REPORT
Objectives Actions Status
1 Improve Communication Develop a comprehensive, proactive Completed
communication strategy including all Communications strategy approved by Council in 2013 and implementation
forms of media,technology, and underway assisted by a staff committee.
community engagement
Encourage and support staff in Ongoing
becoming ambassadors for the As new staff are brought on, all must undertake a comprehensive one day
Municipality by enhancing existing customer service training program which is updated with current examples.
customer service programs Other customer service training programs are developed tailored to
Departmental needs
Conduct regular update of community Standard Practice
data - The municipal website is constantly updated, and social media
postings often are made at the same time,to update residents,
businesses and visitors on:
- Municipal meeting dates
- customer information to assist in interacting with the Municipality
- emergency information
- information on events in the community.
- Regular reports are provided on building activity,fire and emergency
services calls, participation in Community Services programs,
economic development activity
- A media habits survey of Clarington residents was undertaken in 2012
and a survey about what information residents want to receive and
how they wish to receive it was undertaken in 2013
- Planning Services Department provides regular update of community
data on the municipal website and through a regular Planning E-
Update.
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CORPORATE STRATEGIC PLAN 2011-2014
FINAL PROGRESS REPORT
PRIORITY: CONNECTING
MAL
Objectives Actions Status
1 Improve Communication Ensuring communication is timely, Standard Practice
(Cont'd) accurate and accessible - Communications strategy is being implemented
- Regular updates and monitoring of social media sites
- Communications accessibility standards under the ODA are being
implemented according to legislated requirements.
Ensure two-way communication in Ongoing
enhancing understanding of issues, A customer service survey was conducted in 2013 to obtain feedback from
proposed solutions, and residents.
accomplishments
2 Establish the Clarington Brand Clarify, refresh, and promote Currently at research and investigation stage.
Clarington's Brand
Will continue to develop strategy and program over next two years. No
funding provided for branding program through budget process.This item is
listed for Council consideration in each annual budget for completion at the
appropriate time that Budget permits.
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CORPORATE STRATEGIC PLAN 2011-2014
FINAL PROGRESS REPORT
PRIORITY: • • •
Objectives Actions Status
1 Reduce the Municipality's Prioritize and communicate Energy Ongoing
energy consumption Management Plan recommendations The Energy Management Committee continues to work on various initiatives
and implement in the draft Energy Management Plan. A draft is currently being developed.
The finalized plan will go before Council for endorsement in 2014 in advance
of July 1st deadline to publish the approved plan as required by the Green
Energy Act.
Develop financing strategy to ensure Completed
recommendations are corporately In December 2012, Council approved funding (through the Municipal
supported and implemented Government Enterprise Reserve Fund with repayment from energy savings)
for energy retrofits- Phase I of the recommended energy conservation
savings that were identified in building energy audits.Work on completing the
projects has been ongoing with Phase I work to be completed in 2014.
Develop LEED policy for municipal Being Investigated
buildings The finalized Energy Management Plan that will go to Council for
endorsement later in 2014 will address this matter.
2 Create a culture of`going green' Continue Green Committee for Completed
Clarington Sustainable Clarington Community Advisory Committee established by Council
in 2013 with mandate to prioritize for Council the Green Committee's
recommendations. New Committee completed this task in Fall 2013 and is
developing other recommendations to "foster a community-wide culture of
sustainability" per its terms of reference established by Council.
Develop municipal buildings waste Underway
reduction program - the organic bin program has been implemented at the MAC
- water stations implemented to reduce usage of plastic bottles.
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FINAL PROGRESS REPORT
PRIORITY: • • •
Objectives Actions Status
2 Create a culture of`going green' Develop community participation Underway
(cont'd) programs - there have been four successful "Pitch in" weeks with the Rotary Club
of Bowmanville
- there have been eight Regional special drop off days
I i
- Priority Green Project is undertaking extensive community
consultation on green buildings and green neighbourhoods, which
includes surveys and focus groups.
Collaborate with Region of Durham Underway
climate change initiatives - New Sustainable Clarington Community Advisory Committee has met
with the Region on its climate change initiatives and considered these
in developing their advice to Council in Fall 2013.
Involve all staff in development of Underway
corporate green culture and then - Energy Management Committee communicating with all staff on
encourage promotion by all energy conservation.
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CORPORATE STRATEGIC PLAN 2011-2014
FINAL PROGRESS REPORT
PRIORITY: INVESTING IN INFRASTRUCTURE
Objectives Actions Status
1 Expand and integrate Improve traffic management by Ongoing
transportation network updating and expanding traffic data - expanded use of radar boards, four boards now in use with wireless
j collection data collection
- development of a collision data analysis process for intersections
under our jurisdiction in collaboration with Durham Regional Police
- implementation of community safety zones
- expansion of the traffic count program municipal wide
- updating of traffic bylaws.
Develop a comprehensive Substantially Completed
transportation master plan that The Transportation Master Plan is well underway and it is expected to be
reviews all modes of transportation completed by June 2014.
(i.e. vehicular, cycling, pedestrian) on
our roads, sidewalks, and trails
Implement transportation master plan Subject to step above. In meantime, cycling lanes and routes were introduced
when completed in 2013 into our Transportation Network. Upon completion of the
I Transportation Master Plan our cycling initiative will be advanced as well as
other modes of transportation.
2 Review existing waterfront land Review and update current land Underway
acquisition strategy acquisition strategy To be completed in 2014 in coordination with the parks, open space and trails
policy review
Explore availability of funding Follows above task
3 Advocate, influence, and lobby Promote Provincial investment in Hwy Council has established their position on 407. Council members, staff and the
senior levels of government to 407 extension CBOT have had several meetings with the provincial officials and the
invest in infrastructure programs extension to 35/115,the Government announced in April 2014, is now to
proceed in 2020.
Promote Provincial investment in GO Council members, staff and the CBOT have had several meetings with the
extension provincial officials and have worked in conjunction with the City of Oshawa.
Promote Provincial investment in Hwy Ongoing task including the decision of Council to request the MTO to improve
401 corridor and interchange interchanges and incorporate a Lambs Road interchange as part of their
improvements current 401 Study.
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CORPORATE STRATEGIC PLAN 2011-2014
FINAL PROGRESS REPORT
PRIORITY:
Objectives Actions Status
I
3 Advocate, influence, and lobby Advocate for further Provincial and Continuous work with AMO and FCM to ensure the continuous funding.
senior levels of government to federal infrastructure funding and gas
invest in infrastructure programs tax funding New Federal/Provincial agreement completed incorporating inflationary
(Cont'd) increases and updating for population growth.
Promote Regional investment in This is being pursued by Municipal representation on Regional Council.
roads, transit, sanitary sewer, and
municipal water infrastructure
4 Develop waterfront parks Build West Beach park Underway
Port Darlington Waterfront Park, Phase 1 West Beach park (parking lot) was
completed in 2012. Phase 2 has been implemented through the task below.
Develop comprehensive strategy for Being Investigated- comprehensive strategy as part of land acquisition, Official
park implementation, including Plan Review and development charges to address multiple lakefront
provisions for funding of new parks development.
Currently:
Port Darlington Waterfront Park, Phase 2 conceptual plan and
detailed design were completed early in 2013. Construction of the
park commenced in the fall of 2013 and is scheduled for completion in
July of 2014.
- Completion of the entire Port Darlington Waterfront Park requires the
construction of Phase 3, which includes the ultimate expansion of the
West Beach and East Beach parks and will be addressed in future
budgets in the 2015-2020 time horizon.
Develop conceptual plans with public Standard Practice
participation
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CORPORATE STRATEGIC PLAN 2011-2014
FINAL PROGRESS REPORT
PRIORITY:
Objectives Actions Status
4 Develop waterfront parks Build Bond Head park expansion Conceptual design with public participation is proposed in 2014. Construction
(Cont'd) is anticipated to be included in the 2015/16 Capital Budget forecast.
Pursue Public/Private Partnership (P3) Staff will continue to investigate all available opportunities. Currently P3
and/or senior government funding Canada opportunities limited to large scale multi-million dollar projects (i.e.
opportunities for waterfront park water and sewer and waste projects).
development
FDe termine feasibility of Municipal Not Proceeding j
ticip ation in dredging Bowmanville Council decision in 2014.
ek
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FINAL PROGRESS REPORT
PRIORITY:
Objectives Actions Status
1 Promote Clarington as a tourism Prepare a comprehensive, long-term Underway
destination tourism marketing strategy/master Approval in 2014 budget for development of a tourism plan to be completed
plan in Spring 2014 by Clarington Tourism Marketing Board.
Continue to promote special events Ongoing partnership with BIA, Marketing Minds, external business community
with community and tourism partners (e.g. MO sport Boots & Hearts Concert). "First Impressions" program was
introduced and completed by the Marketing Minds group.
2 Improve the visual appearance of Improve appearance of all Municipal Standard Practice
the Municipality buildings - the Community Services Department has an ongoing program to
maintain the exterior appearance of recreation facilities including
garden and landscaping projects and is undertaking a major
renovation to the Clarington Fitness Centre that will provide a fresh
and updated focal point when it re-opens in 2015.
- the Operations Department continues to maintain the exterior
appearance of all other municipal buildings and has provided new
siding at the Tourist Information Centre, painted the clock tower at
Newcastle Community Hall, improved the canopy at Hampton Hall
and replaced soffit and eaves trough at Haydon Hall.
accessibility improvements are also occurring in various departments.
Explore opportunities for boulevard/ Ongoing
median beautification and - maintenance with horticultural society and community partners
maintenance work with community - will look at boulevard opportunities with community partners
partners - median maintenance will be part of our annual review.
Create a gateway for each urban area Underway
- In 2014 a similar landscape gateway feature to what was constructed
in 2008 in Courtice will be constructed on the east side of Waverly
road just north of the 401. Gateway features in other areas of the
Municipality will be subject to approval in future capital budgets.
Improve road-side environment Ongoing
through by-law enforcement - a boulevard maintenance by-law was passed by Council in 2013
- staff have removed, and continue to remove, illegal signs.
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FINAL PROGRESS REPORT
PRIORITY: • COMMUNITY(Cont'd)
Objectives Actions Status
2 Improve the visual appearance of Continue to support and enhance Program is on hold for 2014 as it is reviewed.
the Municipality (Cont'd) I Clarington Blooms Program
Explore opportunities to enhance Underway
existing banner program - Implemented a resident "Support the Troop Banner" program
- Courtice Banner program being rolled out in 2014
- Bowmanville and Newcastle BIAS have a banner program; Orono BIA
does not.
3 Promote our heritage (historical, Explore possibility of'Buy Local' Not Proceeding as local farmers operate a Durham Region Farm Fresh Program
cultural, agricultural, etc.) program for agricultural produce and a municipal program would overlap this effort.
CBOT has with the assistance of the Agriculture Advisory Committee produced
the "Barn Door Directory" which is an inventory of what local farms produce.
Establish a position on historic Camp Underway
i 30 - federal government has declared the site a National Historic site
the Jury Lands Foundation is being formulated
- limited structural assessment being undertaken in 2014 based on
funding allocated in 2014 Budget
future decision required on whether to secure the land and the extent
of municipal involvement on interim basis.
Facilitate all BIAS working together To be undertaken by Council liaisons to BIAS.
on Clarington-wide initiatives
Continue to assist local groups to Ongoing
apply for senior level government Past accomplishments include assisting with:
grants - residents for Hampton Skate Park
- Valleys 2000 with Fish Ladder
- the Newcastle Horticultural Society with Heritage garden
- Orono Horticultural Society with the Living Wall
- the Visual Arts Centre with the portable accessible stage.
Staff continuing to assist and partner for Trillium grants for qualifying agencies.
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FINAL PROGRESS REPORT
• • •ITY: SHOWCASING COMMUNITY
Objectives Actions Status
3 Promote our heritage (historical, Continue to support and promote Ongoing
cultural, agricultural, etc.) cultural initiatives (e.g. Doors Open - marketing and communication assistance for initiatives developed by
(Cont'd). Program) cultural groups
- assist with support of public donations by providing charitable donation
receipts where eligible
- sponsor Doors Open Clarington
- sponsor Clarington Heritage Week
- hosted in 2013 and 2014 Mayor's "Love of Art" Gala (fully funded by
donations and admission fees)
- support through Municipal Budget, e.g., Clarington Library, Clarington
Museum and Archives, Visual Arts Centre
- support through special events, e.g., Operations Department support to
parades, festivals
- support to a range of cultural groups through Municipal Grant program.
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