A loyal three made stronger in one. Loyalist Township Strategic Plan ( )

Transcription

1 A loyal three made stronger in one Loyalist Township Strategic Plan ( ) Adopted by Council on August 13, 2012

2 Loyalist Township Strategic Plan I. Community Profile As prescribed by the Ministry of Municipal Affairs and Housing Order made under Section 25.2 of the Municipal Act, dated January 7, 1997 and being effective January 1, 1998, The Corporation of the Township of Ernestown amalgamated with the Corporation of the Village of Bath and the Corporation of the Township of Amherst Island to become The Corporation of Loyalist Township. Geography, Environment, Population Loyalist Township is a growing community of over 16,000 people situated on the north shore of Lake Ontario between the Town of Greater Napanee and the City of Kingston. The Township is a blend of rural and urban areas with a number of smaller hamlets throughout, including an island community accessible only by ferry. Economic and Development Trends Loyalist Township is a fast growing municipality in Eastern Ontario. Residential development continues to be the driving force of the Township s economy. Economic diversification remains a top priority for Council and efforts are being made to attract more light industry to the Loyalist East Business Park. Although a major company in the Taylor-Kidd Industrial Park has closed in recent years, Council is dedicated to retaining the current and significant enterprises in the Park and to attracting new industrial investment. Municipal Government & Services Loyalist Township is governed by an elected Council consisting of a Mayor, Deputy Mayor and five councillors from three wards within the municipality, currently serving a four year term. The Mayor and Deputy Mayor are elected at large and one Councillor is elected from each of the Wards 1 (Amherst Island) and 2 (Bath) and three Councillors are elected from Ward 3 (Ernestown). The actual governing of the Township follows the rules and regulations set out by the Provincial Government in the Municipal Act. Council makes decisions affecting the community and the services provided by the Township. The Township offers a wide variety of municipal services, including the following: Loyalist Township Strategic Plan

3 Planning and Development Services - Planning - Building - Property Standards - Heritage Services Environmental Services - Solid waste management - Drinking water treatment and distribution - Wastewater collection and treatment Transportation - Roads - Transit - Ferry Recreation and Culture - Parks - Sportsfields - Arena - Pool - Maintenance of municipal buildings, heritage buildings, properties and libraries - Cemeteries Township Services Protective Services - Fire Protection and Prevention - Medical First Response - Emergency Management - Police Services OPP (Contract) - By-Law Enforcement General Government - Council - Administration - Finance - Human - Information Technology - Legal II. Strategic Planning In the spring of 2012, Council and senior management began developing a 4-year corporate Strategic Plan in order to provide the Township with a common strategic direction, while also promoting the virtues of transparency and accountability in municipal governance. The initial strategic planning session was facilitated by the Ministry of Municipal Affairs and Housing and focused on a discussion between Council and senior management about the Township s current strengths, weaknesses, opportunities and threats, as well as Council s priorities for Upon analyzing the results of that discussion, Council and senior management attended a working session to draft a preliminary framework for the Strategic Plan, which included such components as a vision statement, a mission statement, supporting goals and high-level strategic actions that demonstrated how the goals would be achieved. Public input regarding Council s proposed Strategic Plan framework was gathered using a strategic planning questionnaire and considered during the development of the Strategic Plan. Senior management reconvened on July 4, 2012 to determine which of the strategic actions in the draft Strategic Plan framework could be accomplished in the chosen 4 year timeframe given Loyalist Township Strategic Plan

4 the existing financial and other resource constraints. With Council s approval, senior management provided the selected strategic actions with specific implementation plans, which consisted of timeframes, information on costs and evaluation criteria. A draft strategic plan document was prepared by the Research Assistant and submitted to Council for adoption. Council approved the Strategic Plan on August 13, The Strategic Plan will be reviewed annually to take into account the changing priorities of Council. The strategic actions will be monitored using a set of comprehensive evaluation criteria. III. Strategic Plan Components and Implementation The components of the Loyalist Township Strategic Plan include a number of integrated elements, such as the Vision, Mission, Goals and Strategic Actions. Together, these Strategic Plan components assist the political and administrative sides of the municipality to realize Council s Vision for the Township. Vision The Vision statement describes what the Township is striving to become. Mission Loyalist Township is dedicated to promoting the quality of life and prosperity of community for present and future generations. The Mission statement describes how the Vision will be realized. Goals The Township Vision will be achieved through Council leadership and the provision of professional, cost-effective, communityfocused and sustainable services and economic growth. The Goals describe the results that the Township wants to achieve in its key areas of interest and responsibility. The Goals are of equal importance and are being pursued concurrently. The Township s Goals are to: Promote and Manage Economic Development Manage Growth with Environmentally Sound Policies Strengthen the Township s Financial Position Address the Township s Municipal Infrastructure Needs Provide a Well-Managed and Effective Municipal Government Enhance Communication between the Township and its Stakeholders Promote Healthy Lifestyles, Culture, Heritage and Sports Loyalist Township Strategic Plan

5 Strategic Actions Strategic Actions are high priority, focused activities that describe how specific Goals will be achieved. The Strategic Actions are both one-time and ongoing initiatives that represent the highest priority issues of the current Council. They will take place over time and will be reviewed annually by Council to consider changing priorities. The following tables list the Goals and their supporting Strategic Actions. Promote and Manage Economic Development Develop an Economic Development Growth Strategy. Strengthen ties with economic development partners. Plan sufficient designated serviceable land for prospective businesses. Manage Growth with Environmentally Sound Policies Update and maintain the Official Plan with the following goals: a) to identify a direction regarding future growth of the Township b) to expand existing sustainability policies and review growth policies and settlement area boundaries c) plan sufficient designated land for prospective residents Develop rural and urban design guidelines and policies to promote healthy, walkable and accessible communities. Foster partnerships with diverse stakeholders to prepare an Ecologically Sensitive and Shoreline Lands Assembly Plan. Develop strategies and implement policies based on existing ground water and drinking water source protection studies. Determine requirements for augmenting water and sewer plant capacity where possible in order to allow for continued long-term growth. Strengthen the Township s Financial Position Develop a long-term Financial Plan. Conduct cost benefit analyses of significant new initiatives. Continue to work with the federal and provincial governments to secure greater funding for the Township. Address the Township s Municipal Infrastructure Needs Address the space issues within the Odessa Municipal Building to enhance the operations and productivity of Staff. Construct a new training room at the Amherst Island Fire Station. Develop a policy for establishing service levels for different road surface types. Loyalist Township Strategic Plan

6 Provide a Well-Managed and Effective Municipal Government Develop service standards for each municipal department to continually improve operational efficiencies. Review the Township s organizational structure. Develop a Succession Plan Policy. Plan and enhance technology-based options to improve service delivery, including e-billing and online payment options as well as electronic document storage. Continue to review options for Alternative Service Delivery. Create and put into practice an Energy Conservation and Demand Management Plan. Enhance Communication between the Township and its Stakeholders Develop a communication strategy. Promote Healthy Lifestyles, Culture, Heritage and Sports Complete the Recreation Master Plan review. Encourage the preservation and maintenance of heritage buildings and sites. Actively promote healthy community features when reviewing development proposals. IV. Monitoring the Strategic Plan In order to monitor the Strategic Plan, evaluation criteria and monitoring mechanisms have been established as an integral part of the plan itself. They are directly related to each strategic action and will assist Council and Staff in assessing the success of implementing the Plan. Annual budget reports, as well as other reports to Council, will include brief statements from Staff explaining how a proposed project(s) will either promote, support, or reflect the Vision, Mission, Goals and Strategic Actions in the Strategic Plan. Appendix I Evaluation Criteria and Monitoring Mechanisms to Achieve Specific Goals and Implement the Strategic Plan will be used by Council and Staff throughout the year to maintain a record of implementing and monitoring the strategic actions. Appendix II Corporate Work Plan is a graphical representation of the timeframes for each strategic action. Loyalist Township Strategic Plan

7 Appendix I V. Evaluation Criteria and Monitoring Mechanisms to Achieve Specific Goals and Implement the Strategic Plan 1 st Monitoring Period September 2012 to February nd Monitoring Period July 2013 (reviewed annually thereafter). 1. Direct and Manage Economic Development. Strategic Actions a) Develop an Economic Development Growth Strategy. By developing an Economic Development Growth Strategy for the Township in consultation with community leaders, the County and Provincial ministries. Timeframe C.A.O. 1 and Council County Manager of Economic Development, Director of Planning and Development Services, Director of Engineering Services, other Township staff, Loyalist Economic Development Task Force and future budget considerations Loyalist Economic Development Task Force recommendations (Fall 2012) and implementing said recommendations (June 2013) The creation of an Economic Development Growth Strategy Loyalist Economic Development Task Force (has been initiated) Recommendations (to be initiated) b) Strengthen ties with economic development partners. By strengthening the relationship between Loyalist Township and the Kingston Economic Development Corporation (K.E.D.C.O). Mayor, C.A.O. and Director of Planning and Development Services C.A.O., Director of Planning and Development Services and County Manager of Economic Development Timeframe December 2012 A stronger relationship with K.E.D.C.O. 1 Chief Administrative Officer Loyalist Township Strategic Plan

8 c) Plan sufficient designated serviceable land for prospective businesses. By projecting the potential residential, commercial / industrial growth via a defensible study and determining the needs versus availability. Also, by initiating secondary plan(s) if additional land is required. Timeframe Director of Planning and Development Services Growth trend study - $17,000 in the 2013 capital budget for staff time and consultant fee Secondary plan(s) - $80,000 in the 2015 capital budget for staff time and consultant fee January 2014 (growth trend study) January 2016 (secondary plan(s)) Completed growth trend study and secondary plan(s) 2. Manage Growth and Protect the Environment. Strategic Actions a) Update and maintain the Official Plan with the following goals: I) To identify a direction regarding the future growth of the Township. II) To expand existing sustainability policies and review growth policies and settlement area boundaries. III) Plan sufficient designated land for prospective residents. By reviewing and updating the Official Plan. Director of Planning and Development $17,000 in the 2013 capital budget and staff time Timeframe An updated Official Plan adopted by Council in early 2013 b) Develop rural and urban design guidelines and policies to promote healthy, walkable and accessible communities. Based on the strategic direction in the Official Plan, by developing more specific operational guidelines for achieving the stated objectives. Director of Planning and Development Services Staff time Timeframe 2015 Guidelines and policies are in place Loyalist Township Strategic Plan

9 c) Foster partnerships with diverse stakeholders to prepare an Ecologically Sensitive and Shoreline Lands Assembly Plan. Based on the strategic direction in the Official Plan and Recreation Master Plan, by identifying stakeholders and opportunities for land assembly and partnerships. Director of Planning and Development Services, Recreation Director and Cataraqui Region Conservation Authority Staff time and consultant (no budget determined) Timeframe 2015 The existence of an Ecologically Sensitive and Shoreline Lands Assembly Plan and establishment of an acquisition budget and reserve fund d) Develop strategies and implement policies based on existing ground water and drinking water source protection studies. By including policies for implementation in the Official Plan, developing levels of departmental operational procedures for Transportation, Utilities and Recreation and producing an education / awareness plan. Timeframe Official Plan Director of Planning and Development Services 2. Operational Transportation and Solid Waste Manager, Utilities Manager and Recreation Director 3. Educational To be determined 4. Investigate and implement the requirements for the Quality Management System updates from the Drinking Water Source Protection Plan, once approved Project Coordinator and Compliance Supervisor Staff time and the Cataraqui Source Protection Authority Source Protection policies implemented by deadlines defined in the Plan Decrease in drinking water concerns at the Township s water treatment plants Increase in the number of Staff trained or public informed Required updates to Quality Management System completed Awaiting approval of the Cataraqui Source Protection Plan Loyalist Township Strategic Plan

10 e) Determine requirements for augmenting water and sewer plant capacity where possible in order to allow for continued long-term growth. By an ongoing review of the available capacity and possibilities for expansion for each treatment plant as well as discussing the feasibility of financial aspects for each system and providing comments on each system's ability to meet future growth expectations. Director of Engineering Services Fairfield Water Treatment Plant - $1.8 million (including staff time and consultant fees) Amherstview Water Pollution Control Plant capital budget Timeframe December 2014 Formal approval from the Ministry of Environment for increased capacity Amherstview Water Pollution Control Plant Initiated Fairfield Water treatment Plant 3. Strengthen the Township s Financial Position. Strategic Actions a) Develop a long-term Financial Plan. Based on the 10 year capital budget and long-term operating budget projections, by forecasting the financial sustainability of projected requirements, while considering their impact on ratepayers and the debt level. Director of Finance Staff time (175 hours) Timeframe December 2012 Completion of the Financial Plan Has been initiated b) Conduct cost benefit analyses of significant new initiatives. By developing a template for Staff to present cost benefit analyses in a standardized format using standardized criteria. Director of Finance Staff time (40 hours) Timeframe December 2012 Creation of a cost-benefit analysis template Loyalist Township Strategic Plan

11 c) Continue to work with the federal and provincial governments to secure greater funding for the Township. By pursuing grant opportunities as they are announced. Timeframe Council / C.A.O./ Director of Finance / Director of Engineering Services Staff time Ongoing An increase in senior government funding Ongoing 4. Address the Township s Municipal Infrastructure Needs. Strategic Actions a) Address the space issues within the Odessa Municipal Building to enhance the operations and productivity of Staff. Phase 1: By developing a plan to accommodate the current number of Staff + 20% for growth. Phase 2: By implementing the plan to address the space issues. Phase 1 Director of Administrative Services Staff time, consultant and financial resources Timeframe April 2013 Creation of the plan to address municipal office space issues Has been initiated Phase 2 Project Management Staff Staff time, consultant and contractor Timeframe April 2014 Renovation completed b) Construct a new training room at the Amherst Island Fire Station. By determining the scope of requirements, developing a budget, and executing the project. Timeframe Fire Chief Staff time, financial resources, consultant & contractor Mid-2014 to Mid-2015 Completion of the training room Loyalist Township Strategic Plan

12 c) Develop a policy for establishing service levels for different road surface types. By establishing a policy that outlines a proposed level of service for roadway surface types based primarily on traffic counts and considers other appropriate parameters. Transportation and Solid Waste Manager Staff time Timeframe 2014 Creation of said policy 5) Provide a Well-Managed and Effective Municipal Government. Strategic Actions a) Develop service standards for each municipal department to improve operational efficiencies. By establishing service levels and determining how to measure and implement them over time. All departments Staff time, financial resources and legislation from governing organizations Timeframe December 2014 The existence of service standards Has been initiated b) Review the Township s organizational structure. By considering the organizational hierarchy, operational efficiency, span of control and depth of organization with the directive of streamlining accountabilities, facilitating communication and accomplishing the Township s goals by maximizing Staff expertise. C.A.O. Staff time and the Department Heads Timeframe December 2012 A more efficient and effective organizational structure with improved accountabilities and communication Loyalist Township Strategic Plan

13 c) Develop a Succession Plan Policy. By identifying the high risk areas in the event of a sudden loss of a key employee and taking the steps to provide cross training or supplement with a more junior position/stand-in. C.A.O. with input from the Department Heads Staff time Timeframe December 2012 to Spring 2013 Existence of a Succession Plan Policy and successful internal promotions d) Plan and enhance technology-based options to improve service delivery, including e- billing and online payment options as well as electronic document storage. By first attaining an electronic document management system between Timeframe Director of Administrative Services (lead) and the Computer Committee and Information Technology Manager (supporting) Staff time and financial resources Ongoing Implementation of an electronic document storage system Has been initiated e) Continue to review options for Alternative Service Delivery. By identifying opportunities for Alternative Service Delivery. Timeframe Director of Finance (lead) and all other Directors Staff time and financial resources Annual (as part of the budget review process) Cost savings from Alternative Service Delivery Ongoing f) Create and put into practice an Energy Conservation and Demand Management Plan. By identifying criteria and developing a plan to implement actions for energy savings. Director of Engineering Services, Recreation Director, Director of Finance Staff time Timeframe July 2014 The existence of an Energy Conservation and Demand Management Plan Has been initiated Loyalist Township Strategic Plan

14 6) Enhance Communication between the Township and its Stakeholders. Strategic Actions a) Develop a communication strategy. By defining the means and nature of communication in the Township and how it is to be administered. C.A.O. Staff time, municipal guide and social media Timeframe January 2013 to June 2013 The existence of a communication strategy and increased ratepayer engagement 7) Promote Healthy Lifestyles, Culture, Heritage and Sports. Strategic Actions a) Complete the Recreation Master Plan review. By updating the Recreation Master Plan to ensure that it is consistent with the Official Plan. Recreation Department $40,000 in the 2013 capital budget (including Staff time, consulting firm and public consultations) Timeframe Mid-2013 to December 2014 Terms of reference, request for proposal (RFP), project completion b) Encourage the preservation and maintenance of heritage buildings and sites. By executing the project in conformity with the Official Plan and locating additional sources of funding. Timeframe 1) Heritage Committee - Planning Department 2) Maintenance of Buildings - Recreation Department Staff time, the annual heritage budget and the Recreation Department maintenance budget Ongoing 1) Increased number of heritage designations and grants issued to others 2) Maintenance of Township buildings and an increased use of heritage and other facilities Ongoing Loyalist Township Strategic Plan

15 c) Actively promote healthy community features when reviewing development proposals. By defining objectives following from the Official Plan strategies and developing a series of guidelines for reviewing development proposals. Timeframe Planning Department, Engineering Department, Recreation Department Staff time, budget, urban and rural design guidelines, Official Plan and Recreation Master Plan Ongoing The existence of guidelines for reviewing development proposals Ongoing Loyalist Township Strategic Plan

16 APPENDIX II Corporate Work Plan Goals and Strategic Actions Direct and Manage Economic Development. 1.1 Develop an Economic Development Growth Strategy. 1.2 Strengthen ties with economic development partners. 1.3 Plan sufficient designated serviceable land for prospective businesses. 2. Manage Growth and Protect the Environment. 2.1 Update and maintain the Official Plan with the following goals: (I) To identify a direction regarding the future growth of the Township. (II) To expand existing sustainability policies and review growth policies and settlement area boundaries. (III) Plan sufficient designated land for prospective residents. 2.2 Develop rural and urban design guidelines and policies to promote healthy, walkable and accessible communities. 2.3 Foster partnerships with diverse stakeholders to prepare an Ecologically Sensitive and Shoreline Lands Assembly Plan. 2.4 Develop strategies and implement policies based on existing ground water and drinking water source protection studies. 2.5 Determine requirements for augmenting water and sewer plant capacity where possible in order to allow for continued long-term growth. 3. Strengthen the Township s Financial Position. 3.1 Develop a long-term Financial Plan. 3.2 Conduct cost benefit analyses of significant new initiatives. 3.3 Continue to work with the federal and provincial governments to secure greater funding for the Township. 4. Address the Township s Municipal Infrastructure Needs. 4.1 Address the space issues within the Odessa Municipal Building to enhance the operations and productivity of Staff. Phase 1: By developing a plan to accommodate the current number of Staff + 20% for growth. Phase 2: By implementing the plan to address the space issues. 4.2 Construct a new training room at the Amherst Island Fire Station. 4.3 Develop a policy for establishing service levels for different road surface types. 5. Provide a Well-Managed and Effective Municipal Government. 5.1 Develop service standards for each municipal department to improve operational efficiencies. 5.2 Review the Township s organizational structure. 5.3 Develop a Succession Plan Policy. 5.4 Plan and enhance technology-based options to improve service delivery, including e-billing and online payment options as well as electronic document storage. 5.5 Continue to review options for Alternative Service Delivery. 5.6 Create and put into practice an Energy Conservation and Demand Management Plan. 6. Enhance Communication between the Township and its Stakeholders. 6.1 Develop a communication strategy. 7. Promote Healthy Lifestyles, Culture, Heritage and Sports. 7.1 Complete the Recreation Master Plan review. 7.2 Encourage the preservation and maintenance of heritage buildings and sites. 7.3 Actively promote healthy community features when reviewing development proposals. Loyalist Township Strategic Plan Timeframe (i.e., from start date to deadline) Target Date (i.e., just the deadline) Ongoing (i.e., no beginning or end)