HomeMy WebLinkAboutCAO-002-15 Zarington
Chief Administrative Office
Report
If this information is required in an alternate accessible format, please contact the Municipal
Clerk at 905-623-3379 ext. 2102.
Report To: General Purpose and Administration Committee
Date of Meeting: Monday June 22, 2015
Report Number: CAO-002-15 Resolution: GPI--A 4 r j—l
File Number: By-law Number: _J
Report Subject: Strategic Plan 2015-2018
Recommendations:
1. That Report CAO-002-15 be received; and
2. That Council endorse the Strategic Plan 2015-2018 appended to Report CAO-002-15.
Municipality of Clarington
Report CAO-002-15 Page 2
Report Overview
To identify the strategic priorities for the Municipality of Clarington for the current term
of Council.
Report:
1. Subsequent to new members of Council taking office December 2014, the Chief
Administrative Officer has recommended to Council that the Municipality should
develop a Strategic Plan identifying priorities that it wishes to accomplish within its
4 year mandate. As a result, three workshop style special meetings between
March and June, 2015 were held where 6 strategic priorities were identified with
accompanying new actions to support the realization of each priority.
2. The process of the development of the Strategic Plan commenced with the
consultation of a Citizen Survey and dialogue with representatives from the
Tourism, and Arts and Culture communities. All of this input was considered during
the aforementioned workshops.
3. Upon endorsement by Council, staff will commence the task of reviewing each
action item to develop the corresponding implementation plan which will be
reported back to Council through the Budget process and separate reporting on
each item where applicable. In addition, an Annual Report will be provided to
Council to track our progress annually.
Submitted by: 4 .L C Wa
Franklin Wu
Chief Administrative Officer
Attachments:
Attachment 1 — Municipality of Clarington Strategic Plan 2015-2018
ATTACHMENT NO. 1 TO
REPORT CAO-002-15
MUNICIPALITY OF CLARINGTON
STRATEGIC PLAN 2015-2018
Mission: Committed to leadership, to respect and to the delivery of
quality services
Vision: Building a sustainable, creative, caring community
z
Strategic Priorities
1. Facilitate the creation at on of fobs and expansion of local businesses
2. Ensure and demonstrate good governance and value for the tax
dollar
3. Manage growth to maintain our "small town" feel
4. Enable safe, efficient traffic flow and active transportation
S. Promote residents engagement in our community
6. Enhance access to our unique natural environment
i
i
3
i
Strategic Priority 1: Facilitate the creation of jobs and expansion of
local businesses
New Actions:
1.1 Work with the Clarington Board of Trade to update our economic development
strategy to advance our considerable strength and competitive advantage in
nuclear energy and in agriculture
1.2 Identify, in consultation with the business community, key projects such as the
GO Train extension, improved fibre optic service and serviced land that will
encourage business retention, expansion and attraction and then collaborate
with other orders of government, businesses and community organizations to
advance these projects
1.3 Continue with process improvements that streamline development approvals,
including approvals by other government agencies and effectively communicate
the improvements
1.4 Explore innovative approaches to Development Charges on industrial and
commercial property that balances the cost of servicing with economic gains for
the community
1.5 Review and implement the best option for the delivery of the tourism function
1.6 Collaborate with local organizations to enable arts and culture to make a strong
contribution, directly and indirectly, to business expansion in the community.
Actions to Date:
- Marketing of industrial lands opened up by Lake Road extension
- Working with property owners to qualify their industrial property for Provincial"investment ready"
designations
- Examining, through the Official Plan Review and the Transportation Master Plan, planning and
engineering policies/standards and processes to facilitate business expansion
- Actively funding, promoting, working with retail, professional and service businesses to
implement the Community Improvement Program
- Supporting tourism operators through planning, marketing and promotion
- Implementing and continuously listening to the Agriculture Advisory Committee of Clarington
about actions to keep the dynamic agriculture sector growing.
4
I
Strategic Priority 2: Ensure and demonstrate good governance and
value for the tax dollar
New Actions:
2.1 Communicate widely, frequently and through various channels how good
governance and value for the Clarington tax dollar are being provided
2.2 Investigate putting in place an ongoing evaluation process in which specific
services are identified and systematically reviewed to determine the most
effective and efficient way to provide them
2.3 Review opportunities for joint capital and/or operations with School Boards,
Regional Government and other public agencies.
Actions to Date:
- Providing tax bill inserts, press releases, website postings on a wide range financial information
and performance measures
- Continuously examining how to improve value for money across some 100 external services and
45 internal services, including examining opportunities for
1. increasing the number of outputs of the service from the number of inputs provided—
improving efficiency
2. increasing the number of benefits from the output—improving effectiveness
3. decreasing the number of inputs and or the cost of these inputs—improving economy.
5
i
Strategic Priority 3: Manage growth to maintain our "small town"
feel
New Actions:
3.1 Provide for walkable mixed-use neighbourhoods and encourage a "small town"
feel in the Official Plan and neighbourhood plans
3.2 Support a variety of affordable mixed housing types and community design
attributes that support our residents at every stage of life and across all abilities
3.3 Investigate, with the Clarington Board of Trade, the interest of each BIA in
additional downtown revitalization programs
3.4 Reinforce our"small town" feel through tourism initiatives that showcase our
agriculture and small town attributes
3.5 Educate and promote how growth needs to be managed to maintain and
sustain our "small town" feel
3.6 Advocate to the Provincial and Regional governments the need to reflect the
significance of this Clarington priority in updates to the Growth Plan for the
Greater Golden Horseshoe, the Greenbelt Plan and the Oak Ridges Moraine
Conservation Plan.
Actions to Date:
- Developing planning policies and amendments to manage growth to maintain Clarington's "small
town"feel
- Reviewing planning applications for conformity with the Provincial Policy Statement, Provincial
Growth Plan, Durham Regional Official Plan, existing Clarington Official Plan and where relevant,
the Greenbelt Plan and the Oak Ridges Moraine Plan
- Supporting and preserving Clarington's historic areas through funding, promotion of Clarington's
heritage through Doors Open, administration of the Ontario Heritage Act and the Clarington
Heritage Committee initiatives.
6
Strategic Priority 4:
Enable safe, efficient traffic flow and active transportation
New Actions:
4.1 Determine transportation projects, including active transportation projects, to be
given priority through the completion of Clarington's Transportation Master Plan
and implement the decisions
4.2 Refine and update the Asset Management plan to efficiently manage and
prioritize maintenance of roads, bridges and sidewalks and expand to a
comprehensive plan incorporating all municipal assets
4.3 Create a dedicated rural road levy to address our rural road infrastructure deficit
4.4 Work with and influence the Ministry of Transportation to address community
concerns with their services, including but not limited to:
• improvements to Hwy 401 interchanges
• Hwy 407 extension
• extension of GO Train service to Courtice and Bowmanville.
Actions to Date:
- Building new roads and bridges, including the $7M Green Road extension and CPR bridge,
reconstructing roads and bridges, resurfacing rural roads, creating bicycle lanes and maintaining
the Municipality's network of over 860 km of roads, 277 km of sidewalk, 252 bridges and 6500
streetlights
- Studying and addressing pedestrian safety risks and traffic control issues through road and
sidewalk design, education and by-law enforcement
- Providing adult cross guards services.
7
i
Strategic Priority 5: Promote residents engagement in our
community
New Actions:
5.1 Leverage technology to effectively communicate to residents the range of
community organizations in Clarington and their events and activities
5.2 Actively promote volunteerism, including helping Clarington residents interested
in volunteering to be matched with organizations needing volunteers through
such services as United Way's volunteer registry
5.3 Assess the needs for training in leadership, governance, volunteer retention and
recruitment for community organizations and jointly develop a means to address
these needs
5.4 Support and enhance youth and older adult services
5.5 Pursue the "Youth Friendly" community designation and enable our
community's youth to contribute to the community's zest and future
5.6 Enhance Council and corporate communications.
Actions to Date:
- Providing operational support to 35-40 special events each year
- Providing publicity to 100s of community events, activities and community organizations each
year
- Offer an annual community grant program and sponsorships for community organizations
- Providing community workshops and one-on-one assistance to build capacity of community
organizations
- Supporting the Youth Leading Youth community initiative
- Providing an annual Sport and Leisure Fair
- Operate a bi-annual volunteer recognition celebration
- Offer fire safety day, Junior Firefighting Camp, school tours of municipal facilities and
demonstration of operational equipment at elementary schools
- Host open houses, public information centres for key municipal decisions to gain public input on
municipal and development proposals
- Working towards a barrier-free Clarington through community based initiatives and accessibility
improvements
- Partner with the community to provide an annual pitch in and special waste events.
I
8
I
Strategic Priority 6: Enhance access to our unique natural
environment
New Actions:
6.1 Adopt updated natural heritage preservation policies in the Official Plan
6.2 Collaborate with community organizations and other stakeholders and partners
wishing to advance this priority through events
6.3 Integrate the promotion of our unique natural environment into tourism initiatives
6.4 Continue the development of parkland along the waterfront
6.5 Prioritize and build additional trails including trails to connect our community to
the waterfront
6.6 Investigate putting in place a Trails Council or similar body as a means of
community engagement on promotion, location and maintenance of trails.
Actions to Date:
- Maintaining 120 hectares of parkland and open space
- Collaborating with Valleys 2000, Samuel Wilmot Nature Area Management Advisory Committee,
Waterfront Trail Regeneration Trust, Durham Trail Co-ordinating Committee, Central Lake
Ontario Conservation Authority, Ganaraska Region Conservation Authority and Kawartha
Conservation Authority to improve access to the areas that these organizations steward
- Developing cycling routes, dedicated cycling lanes and off-road multiuse trails
- Promoting Clarington's fishing, cycling and agri-tourism experiences
- Acquiring additional waterfront lands
- Building, programming and maintaining waterfront parks
- Assessing, with Durham Regional Government and conservation authorities, climate adaptation
actions to protect public safety and the natural environment.
9