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HomeMy WebLinkAbout2023-2026 Strategic Plan1 Municipality of Bayham Community Strategic Plan 2023-2026 22 CONTENTS Introductory Letter 4 The Municipality 5 What the Municipality Has to Offer 6 Vision 7 Mission 8 Values 9 2023-2026 Strategic Directions 10 Quality of Place 11 Quality of Life 12 Quality of Governance 13 Contact 14 4 Bayham Municipal Council is pleased to present its 2023-2026 Strategic Plan! The revised Community Strategic Plan builds on the success of the previous Plan. Our plan will identify important goals and strategic directions Bayham will take over the next three-plus years. In addition, our revised Plan will provide added detail regarding key projects and Initiatives to ensure that Bayham continues to grow and thrive. Important priorities for Council include increased communication and accessibility; strategic partnerships and service delivery; sustainable development; and a long-term financial perspective. These areas of focus will result in a new Municipal website, consideration of social media, expansion of recreation opportunities, continued rehabilitation of core infrastructure, and the retirement of the debt associated with the HMCS Ojibwa project. Using this Plan as a roadmap, Bayham will position itself as well-resourced and competitive, and a continuing contributor to the ongoing success of Elgin County. We are excited to see what the future brings, and equally poised to face opportunities and challenges head-on. Welcome to Bayham, where Opportunity is Yours! Mayor Ed Ketchabaw INTRODUCTORY LETTER FROM THE MAYOR 5 The Municipality of Bayham is a rural community in Elgin County, with a significant waterfront on Lake Erie that allows for high quality recreation, tourism and quality of life experiences and opportunities. The population in 2021 was approximately 7,100 residents, and this is forecasted to grow to 7,800 by 2026. The community has a history of modest population growth and economic development related to agriculture and agri-business, tourism, local commercial services, trades and related business activities. From a cultural perspective, Bayham has the Port Burwell Marine Museum and Historic Lighthouse and related historical activities, along with a range of parks, open spaces, trails and recreation facilities that add to the community’s attractiveness and valued lifestyle. The 2023-2026 Strategic Plan provides a guiding strategy for Council and the community in realizing its future vision. It is designed to guide decision-making with respect to priority setting and investment in programs and services, and facilitating positive change as the needs of the community and its residents evolve. Bayham has utilized its past Strategic Plans as a basis to establish municipal and community priorities. It will continue to utilize this new Strategic Plan as one of several important tools in supporting priority setting and community investment decision-making. THE MUNICIPALITY OF BAYHAM 6 • Municipal Services: Water, Storm Drainage, Wastewater, Roads • Economic Development Opportunities • Agriculture and Agri-Business • Service Oriented Governance • Employment Opportunities • Waterfront, Beaches, Boating, Fishing • Community Centres, Parks & Green Spaces • Sports Fields, Children’s Recreation Equipment • Ball Diamonds • Picnic Pavilions • Trails: Historic, Art, and Waterfront • Rural and Urban Living • Tourism Opportunities WHAT THE MUNICIPALITY OF BAYHAM HAS TO OFFER 7 Bayham is a thriving and welcoming rural community offering a distinctive and valued quality of life. Bayham’s vision identifies the importance of being a thriving place - always striving to grow, to improve and to excel in realizing its collective potential. Bayham welcomes people from all backgrounds, both residents and increasingly important, tourists and visitors. It is through this welcoming value that the community ensures all residents are engaged in and experience an outstanding quality of life that is both distinctive to Bayham and highly valued by its residents. It is upon these foundational qualities that Bayham looks to its future, and that the Municipality will undertake its governance responsibilities and public investments on behalf of its residents. VISION 8 Bayham will effectively invest the community’s resources in public services and infrastructure that achieve an enhanced resident quality of life, innovative economic opportunities, and improved visitor experiences. As a municipality, Bayham’s Council has a unique role and responsibility in working with the community, directly and through collaborative efforts, to ensure that Bayham is thriving, welcoming and delivers the quality of life that is highly valued by its residents. One important dimension of the mission is the ongoing development of public infrastructure, economic strategies and related perspectives that provide a strong foundation for supporting agriculture and to attract and retain businesses that support Bayham’s quality of life and ongoing sustainability as a thriving community. Within today’s economic environment, there is a distinct need to be innovative in building the foundation for economic growth and moving beyond what has been pursued historically. As the economy changes, business preferences evolve and the competition for economic development investment intensifies, innovation becomes vital. Also important in the mission, based on Bayham’s distinctive waterfront, is to continually improve visitor experiences as tourism continues to grow and contribute economic and other important benefits to the community. MISSION 9 VALUES Bayham Believes In... Agriculture and Business In the importance of agriculture to our economic growth and well-being, and the contributions of all our businesses in realizing the community’s economic potential. Building on Our Legacy In the importance of recognizing the strengths and positive legacies of our community in continuing to build a thriving future. Community Engagement In working to bring all dimensions of the community together to realize the full potential of our people, businesses and organizations. Inclusiveness and Caring In promoting our community as caring, welcoming, safe and inclusive of all its residents. Innovative Culture In developing an organizational culture that supports innovation, is open to all people and new ideas, is progressive in its actions and embraces the potential of our future. Integrity In ensuring the effective stewardship of the resources provided by the community, being accountable for our decisions on behalf of the community, and acting with integrity in all that we do. Quality Community Services In providing quality and efficiently delivered community services that meet the evolving needs of our residents and visitors. Values are a vital part of the Municipality’s decision-making. They represent lenses through which all decisions should be assessed in order to ensure that these decisions align with the vision and mission and are focused on the identified priorities moving forward. 10 Strategic Directions identify the key priority areas that the Municipality will focus on advancing the achievement of the vision and mission. These areas of focus will influence decision-making, community engagement and investments, partnerships and other initiatives. The Strategic Plan also needs to recognize that events and changes will emerge that will need to be considered as the operating environment of the Municipality is dynamic, new funding and government policies will emerge continuously, and some flexibility in the priorities will be needed in moving forward. 2023 - 2026 STRATEGIC DIRECTIONS Each Strategic Direction has objectives and initiatives associated with their successful implementation over the next four years. 1. Quality of Place Ensuring our public infrastructure strategies and investments enhance the capacity of the community to retain current and to attract new businesses and economic opportunities. 2. Quality of Life Ensuring quality community services and supports are available that meet the diverse and evolving needs and choices of our residents. 3. Quality of Governance Ensuring the presence of a service oriented governance approach that innovates, communicates effectively and continually builds community affinity, cohesion and confidence. 11 1. QUALITY OF PLACE Ensuring our public infrastructure strategies and investments enhance the capacity of the community to retain current and to attract new businesses and economic opportunities. 1.1 1.2 1.3 To invest in community infrastructure initiatives that create an effective foundation that contribute to Bayham’s quality of life and economic prospects. To develop policies, plans and strategies that continually enhance the visitor experience to Bayham, and increase the economic benefit of tourism to the community. To continually work to create innovative opportunities and strategies that attract new businesses and retain current businesses. Focus on core infrastructure based on the Asset Management Plan and compliance with legislation Focus on strategically encouraging urban development and growth Rehabilitate the Port Burwell Lighthouse Enhance the Port Burwell East Beach Continue to work with Elgin County and other organizations to increase business attraction and retention (for example: Elgincentives program, review of the Community Improvement Program (CIP), marketing, etc.) OBJECTIVES INITIATIVES 2.1 2.2 2.3 To work collaboratively with community organizations and others in ensuring the availability of a diverse range of passive recreational, heritage, cultural and other community services that contribute to enriching Bayham’s valued quality of life. To ensure, through planning and related strategies, a diversity of housing opportunities that meet the needs of new and current residents. To engage the community in raising its value for and consciousness of the environment through innovative natural area, energy and other environmental conservation initiatives. Develop partnerships and education to improve water sources and protection for Fire Services Ensure that the municipality is compliant with the Accessibility for Ontarians with Disabilities Act (AODA) Enhance the Port Burwell East Beach Strategic improvements to recreational amenities to promote healthy living Review and enhance the Emergency Response Program Encourage the development of affordable housing, where applicable Review of the Official Plan Encourage a mix of housing types in any proposed development Review the Municipal Energy Plan Continue to work closely with the Long Point Region Conservation Authority on local environmental ventures Leverage opportunities to enhance green technology (for example: charging stations) 12 Ensuring quality community services and supports are available that meet the diverse and evolving needs and choices of our residents. 2. QUALITY OF LIFE OBJECTIVES INITIATIVES 3.1 3.2 3.3 To undertake strategies and technology and knowledge capital investments that continuously improve a service-oriented governance approach in Bayham. To continually demonstrate financial responsibility to the community. To strategically engage in partnerships, joint ventures and other collaborative activities that leverage the Municipality’s resources and capabilities in order to achieve enhanced efficiencies and benefits for the community and its residents. Ensure the maintenance of knowledge capital and establish department succession planning Continue to develop knowledge regarding new innovative strategies in Fire Services Continue to address and evaluate technology and communication opportunities Actively seek and apply for grants to support operational and capital projects Pay off the remaining debt related to the HMCS Ojibwa Investigate options for moving services to full cost recovery Conduct a holistic review of own source revenues Review of the Procurement Policy Initiate and review shared service arrangements Investigate public-private partnerships, where applicable Encourage ongoing networking with provincial and federal partners and other industry representatives 13 Ensuring the presence of a service oriented governance approach that innovates, communicates effectively and continually builds community affinity, cohesion and confidence. 3. QUALITY OF GOVERNANCE OBJECTIVES INITIATIVES 14 Municipality of Bayham 56169 Heritage Line, P.O. Box 160 Straffordville, ON N0J 1Y0 Tel: 519-866-5521 Email: bayham@bayham.on.ca www.bayham.on.ca CONTACT INFORMATION 15 16 Municipality of Bayham 56169 Heritage Line, P.O. Box 160 Straffordville, ON N0J 1Y0 Tel: 519-866-5521 Email: bayham@bayham.on.ca www.bayham.on.ca