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HomeMy WebLinkAboutStrategic Plan 2008-2013 The Municipality of Bayham Strategic Plan 2008 – 2013 Municipality of Bayham, 9344 Plank Road, Straffordville, Ontario, N0J 1Y0 2 Municipal Profile The Municipality of Bayham is a mostly rural municipality of 6,727 people in the eastern end of Elgin County. Bayham was established on January 1, 1998 through amalgamation of the former Township of Bayham and the former villages of Port Burwell and Vienna. Bayham’s restored 1840’s wooden lighthouse on the sandy northern shores of Lake Erie marks the gateway to an area anchored in history, boasting two significant heritage museums. Visitors also seeking sandy beaches, camping sites, cottages, bed-and- breakfast facilities, bird watching, fishing and boating can find it all in Bayham. North of Erie’s shores, Bayham extends well up into the heartland of south-western Ontario’s rich farm country. Bayham’s population is expected to grow at an average annual rate of 1.1%, for a projected population of 8,220 by the year 2021. Like the rest of Ontario, Bayham will see population shares by age shift, particularly through a sharp increase in the proportion of seniors, while the population under 15 will decline. The current population contains a greater proportion of young people and fewer seniors, with respect to either the County or the provincial average. However, Bayham is expected to follow the overall trend in Elgin and the rest of the province, with an increasing proportion of seniors. This shift has implications for the future provision of health care, social and other services in Bayham. Currently, primary industries (including agriculture) comprise the single largest employment sector at 27.7% of the labour force, followed by manufacturing (25.7%). All other sectors are comparatively small, with the third-largest being retail (8.3%). The agricultural sector remains in transition following decades-long reliance on tobacco production. The large commercial wind turbines, feeding electrical power into the public grid spread along a large stretch of lakefront, are evidence of an emerging energy generation industry in Bayham as a host municipality to the Erie Shores Wind Farm. Although, its location and predominantly rural nature, force approximately 56.5% of the labour force to commute to employment outside the municipality, Bayham remains an ideal community in which to live, work and raise a family. Bayham’s Strategic Planning Process Through the period of its current term of office, Bayham’s Council and senior staff became concerned that, like many organizations they were spending too much of their time reacting to unexpected changes instead of anticipating and preparing for them. This is called ‘reactive’ or ‘crisis’ management. It is a well established fact that organizations caught off guard may spend a great deal of time and energy "playing catch up". They use up their energy coping with immediate problems with little energy left to anticipate and 3 prepare for the next challenges. This vicious cycle locks many organizations into a reactive posture. The Council decided to undertake a strategic planning process to improve its ability to prepare for the future in a thoughtful and deliberate manner. Strategic planning is a step by step process with definite objectives and end products that can be implemented and evaluated. Very simply, it is a process by which leaders define the current situation, look into the future and paint a picture of that future based on current trends, and then chart a definite course based on indicators of what the municipal environment will be like in those years. Consistent with the Council/staff role descriptors and the personal satisfaction of taking charge of the organization’s future, strategic planning offers at least five compelling reasons for its use: 1. Forces a look into the future and therefore provides an opportunity to influence the future, or assume a proactive posture. 2. Provides better awareness of needs and of the service and facilities related issues and operating environment. 3. Helps build consensus to define the overall mission of the organization and focus on the objectives. 4. Provides a sense of direction, continuity, required resources and effective leadership. 5. Plugs everyone into the system and provides standards of accountability for people, programs, and allocated resources. Strategic Planning Process The Strategic Planning Process defines us in our current state, identifies how we would rather be defined in the future and outlines the mission ahead to reach our future state. Goals are components of the mission and strategic priorities are the immediate actions that will be taken to begin achieving our goals. Current Situation Mission, Goals and Strategic Priorities Future State 4 In summary, strategic planning is a key for helping the Council to collectively and cooperatively gain control of the future and destiny of the municipality. The Council and Senior Staff began developing the strategic plan by participating in an online questionnaire followed by three workshops conducted by an external consultant. The questionnaire and the initial workshop focused on assessing the current situation (strengths, weaknesses, opportunities and threats) facing the municipality and defining how the municipality might look in the future. Over the course of three workshops the participants created a Vision, defined the Mission and identified Goals and Strategic Priorities. For each Strategic Priority performance expectations were agreed to ensure that implementation would proceed at an acceptable pace. The Strategic Plan consists of five elements: 1. The Vision Statement A Vision Statement identifies what you want the municipality to be at the end of a strategic plan cycle. 2. The Mission Statement The Mission Statement is an outcome oriented statement that describes in real terms the organization’s role in supporting the Vision over the next 1 to 5 years. It illustrates at the macro level the transformation pathway from the current state to the future state. 3. Goals These are individual actions that together make-up the Mission. They identify where the organization needs to focus. Goals are long term, usually over the life of the strategic plan. They must be realistic and measurable. 4. Strategic Priorities Short term, specific, measurable actions and initiatives designed to contribute to the achievement of established goals. They are fulfilled through creation, change, continuation, or elimination of programs or initiatives. 5. Performance Measures The steps for each strategic priority that will lead to achievement, indicating how you will you know if you are making progress or when you have achieved a strategic priority objective. The following pages represent the results of the strategic planning deliberations. 5 THE MUNICIPALITY OF BAYHAM STRATEGIC PLAN 2008 – 2013 VISION A proud, healthy choice community offering an abundance of lifestyle opportunities and progressive growth prospects for environmentally conscious and sustainable industries. MISSION To invest our energies and resources in: • Renewing and expanding our critical infrastructure • Providing financially responsible service oriented governance • Providing recreation and waterfront amenities • Supporting environmentally conscious business investment and growth opportunities. GOAL # 3 Create a positive business atmosphere GOAL # 4 Be dedicated to service excellence GOAL # 5 Develop a new and improved infrastructure network GOAL # 6 Provide and encourage attractive lifestyle choices GOAL # 7 Promote excellence in environmental stewardship GOAL # 1 Practice responsible financial management. GOAL # 2 Ensure reliable, well maintained and secure infrastructure. 6 Municipality of Bayham STRATEGIC PRIORITIES 2008 to 2013 GOAL & STRATEGIC PRIORITY PERFORMANCE MEASURE ASSIGNMENT (WHO) TIMELINE Goal #1 - Practice responsible financial management 1. Conduct service delivery reviews for all services Project Report to Council CAO 8 months 2. Complete asset management program Report to Council Treasurer February, 2009 3. Adopt multi-year budgets Presentation and Report to Council Treasurer February, 2009 4. Begin adopting capital budgets earlier Presentation and Report to Council Treasurer February, 2009 5. Conduct an energy audit of municipal buildings Report to Council on 3 buildings per year Manager of Public Works Annually – 1st report due February, 2009 6. Conduct an alternative revenue opportunity analysis Report to Council CAO December, 2009 Goal #2 - Ensure reliable, well maintained and secure infrastructure 1. Complete asset management program See 1.2 above 2. Design and implement a plan for an infrastructure inspection and preventative maintenance program Report to Council on a design and implementation plan (A) Supt. Of Water and Wastewater (B) Manager of Public Works Part (A) – 6 months Part (B) – 1 year 3. Conduct infrastructure needs studies: Proposed Program Report to Council CAO November, 2009 • Roads • Water • Sanitary Sewer • Buildings • Rolling stock • Other 7 Goal #3 - Create a positive business atmosphere 1. Seek out economic development partnership opportunities Activity Report to Council CAO and Mayor Annually – 1st report due December, 2009 2. Review development standards policies Reports to Council (A) Residential (B) ICI (C) Agricultural Deputy Clerk (A) March, 2010 (B) October, 2010 (C) April, 2011 3. Review planning approvals process Project Report to Council Deputy Clerk 6 months 4. Conduct a land-use planning policies review (A) Official Plan Update is underway (B) Zoning Bylaw Update Deputy clerk (A) February, 2009 (B) April, 2010 5. Improve communications and relations with Business Host a forum with Council and Business Representatives CAO and Mayor March, 2009 6. Produce an economic development initiatives and opportunities plan Report to Council CAO June, 2010 7. Undertake a harbor area development feasibility study Report to Council CAO December, 2013 8. Consider critical infrastructure and services partnerships as required As opportunities arise All Staff and Council Project based Goals #4 - Be dedicated to service excellence 1. Conduct service delivery reviews for all services See 1.1 above 2. Improve municipal web site Roll-out of new platform, presentation template and content Treasurer September, 2009 3. Commence a regulatory review Report to Council on work plan Fire Chief January, 2010 4. Deliver Staff Training Programs such as Health and Safety, Customer Service and Accessibility (A) Training needs assessment/program delivery plan completed (B) Accessibility training program completed (A) CAO (B) Treasurer (A) December, 2009 (B) December, 2009 8 5. Tie Performance Evaluation Program to the Strategic Plan Policy developed and implemented CAO June, 2009 6. Review bylaw enforcement policies and procedures (A) Report to Council on Council Policies, Bylaws (B) Report to council on Internal Policies/Processes Fire Chief (A) March, 2010 (B) September, 2010 7. Create and implement a staff service excellence reward program Program Report to Council CAO January, 2010 8. Complete a master fire plan Master Fire Plan Report to Council Fire Chief December, 2009 9. Complete an Accessibility Plan Report on Plan to Council Treasurer September, 2009 10. Begin holding Council – Staff team-building get-togethers 1st get-together Mayor June, 2009 Goal # 5 - Develop a new and improved infrastructure network 1. Complete asset management program See 1.2 above 2. Undertake capacity studies of sewer and water infrastructure 2 Reports to Council Supt. Of Water and Wastewater (A) Wastewater Plant – February, 2009 (B) Water Distribution System – January, 2010 3. Conduct a Development Charges Policy review Report to Council Treasurer June, 2010 4. Review land-use policies to ensure designate growth areas are identified See 3.4 above 5. Develop a plan for construction of a municipal industrial park Feasibility Report to Council CAO December, 2013 6. Explore partnerships such as Public-Private Partnerships, Inter-municipal service sharing and Municipal-provincial- federal partnerships for servicing under-serviced areas Conduct service needs inventory including costs and approvals required and report to Council. Deputy Clerk December, 2012 9 7. Explore water servicing options for Straffordville and Eden Report on a Plan to provide water service to Straffordville and Eden Supt. Of Water and Wastewater December, 2011 8. Development of resources for municipal-wide supply of water for fire suppression Report on needs Fire Chief December, 2012 Goal # 6 - Provide and encourage attractive lifestyle choices 1. Conduct a municipal recreation program needs assessment Report on needs to Council CAO May, 2010 2. Conduct a parks and facilities needs assessment Report on needs to Council CAO September, 2010 3. Promote Bayham’s waterfront and beach amenities Report on Plan to Council Public Works Manager March, 2010 4. Develop partnerships as required for delivery of services such as: To be included in needs study – see 6.1 above • Promoting health and wellness • Recreation and fitness programs • English as a second language training 5. Review the Cultural Plan Museums Bayham review and report to Council Mayor September, 2009 6. Support preserving community schools and education in Bayham Ongoing lobbying exercise Mayor and Council members Ongoing Goal #7 - Promote excellence in environmental stewardship 1. Conduct an energy audit of municipal buildings and equipment Buildings: see 1.5 above Equipment report to Council Public Works Manager December, 2009 2. Promote the Waste Management Program to encourage “Reduce, Re-use and Recycle” Promotion package developed Public Works Manager September, 2010 10 3. Reduce water loss from water servicing networks (A) Current application under ‘Canada Builds Program’ (B) Alternative: Report to Council on options/methods to reduce water loss Supt. Of Water and Wastewater (A) April, 2009 (B) October, 2010 4. Implement green energy options for municipal facilities Installation of options recommended by energy audit and approved by Council Manager of Public Works Per Audit 5. Create an economic development awareness program promoting Bayham as a ‘Green Community’ Inventory of “Green” measures achieved and promotion plan implemented CAO December, 2012 6. Develop groundwater protection policies Report on Policies to Council Deputy Clerk Subject to completion of Source Water Protection Plan Report from Long Point Region Conservation Authority 7. Encourage brownfield development where appropriate Inventory of brownfield sites Deputy Clerk December, 2013 11 Implementation and Monitoring The Strategic Plan will be implemented according to the Strategic Priorities Table above. In order to ensure that progress is being achieved as proposed by the Plan, the Chief Administrative Officer (CAO) will report annually to the Council providing information on successes as well as performance variances, should they occur. As noted in the table, the CAO will implement a modified performance evaluation program for senior staff (including the CAO) inclusive of the strategic priorities and performance measures identified in the table. Although this Strategic Plan has a five year life cycle, it is appropriate to conduct a review of the Plan at the beginning of each term of the Bayham Council to ensure that the strategic direction is agreed by the new Council and to update the Plan according to current circumstances.