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Y11MUNICIPALITY OF BAYHAM COMMUNITY STRATEGIC PLAN
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oirtirigt,.....kAA Community Strategic Plan
A Community Strategic Plan presents a guiding strategy that outlines
11111,111M1 11 a community's vision and strategic directions. It is designed to assist
Council and the community in identifying and acting on priorities and
,p actions that achieve its Vision and the community's future opportunities
�Ortunity iso° and potential.
What the Municipality of Bayham has
to offer:
Municipal Services: Water,Storm
Drainage,Wastewater,Roads; -
Q Economic Development Opportunities;
Agriculture and Agri-Business;
Service Oriented Governance; pr; �
Employment Opportunities;
Waterfront,Beaches,Boating,Fishing;
4 Community Centres,Parks&Green �t
Spaces;
0 Sports Fields,Children's Recreation
Equipment;Ball Diamonds;Picnic -
Pavilions
Trails: Historic,Art,and Waterfront;
t Rural and Urban Living;
( Tourism Opportunities.
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MUNICIPALITY OF BAYHAM COMMUNITY STRATEGIC PLAN
Bayham's Community Strategic Plan
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 2016 was approximately 7,400 residents, and this is forecasted to grow by 2026, to 7,800. 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 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 Community Strategic Plan provides an aspirational and guiding strategy for Council and the community in
realizing its future vision. It is designed to guide decision-making with respect to priority setting the investment
of community resources in programs and services, and facilitating positive change as the needs of the
community and its residents evolve.
In 2018, the Municipality of Bayham initiated the development of a new Strategic Plan following one that had
been developed in 2008 for the planning period of 2008 to 2013. The 2008 Strategic Plan had seven strategic
goals and approximately fifty action items. By 2018, nearly all the 2008's Strategic Plan action items had been
completed within the resources and abilities of the Municipality. Municipal Council subsequently initiated the
development of the next generation Community Strategic Plan.
The future economic perspectives of the community will continue to evolve based on agriculture and agri-
business, tourism and services, along with local industries. The Municipality has consistently invested in public
infrastructure to meet evolving resident needs and as a core economic development strategy to create an
attractive venue for businesses to start-up, locate and grow in Bayham.
Bayham has utilized its Community Strategic Plan as a basis to establish municipal and community priorities.
It will continue to utilize the new Community Strategic Plan as one of several important tools in supporting
priority setting and community investment decision-making.
The development process for this Community Strategic Plan involved building on the previous 2008
Community Strategic Plan, and reviewing a comprehensive range of planning, infrastructure, energy
management, and recreation and cultural assessments and reports. These reports had significant resident
input and engagement that has been utilized to the development the Municipality of Bayham Community
Strategic Plan.
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MUNICIPALITY OF BAYHAM COMMUNITY STRATEGIC PLAN
-- --- - Vision
Bayham is a thriving and
welcoming rural community
KAYAKING offering a distinctive and valued
quality of life.
`; Bayham's Vision identifies the importance of being a thriving
1 ,s.:;., --, ,,--:,rplace, that is, always striving to grow, to improve and to
rf . excel in realizing its collective potential. Bayham welcomes
I r., F people from all backgrounds, both residents and increasingly
''V important, tourists and visitors. It is through this welcoming
value that the community ensures all residents are engaged
HAWK MIGRATION
in and experience an outstanding quality of life that is both
distinctive to Bayham and highly valued by its residents. It
IW 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
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residents.
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MUNICIPALITY OF BAYHAM COMMUNITY STRATEGIC PLAN
Mission
Bayham will effectively invest the
community's resources in public
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achieve an enhanced resident
;; quality of life, innovative economic
AGRI-BUSINESS opportunities, and improved visitor
experiences.
A
_ t' ' As a municipality, Bayham's Council has a unique role and
_ responsibility in working with the community, directly and
-,3 _`� through collaborative efforts, to ensure that Bayham is thriving,
_ welcoming and delivers the quality of life that is highly valued by
i� _ 1 -( '1 ' its residents.
_ One important dimension of the Mission is the ongoing
SMALL BUSINESS 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
Ua thriving community. Within today's economic environment,
there is a distinct need to be innovative in building the
� y foundation for economic growth and moving beyond what
0has been pursued historically. As the economy changes,
u business preferences evolve and the competition for economic
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I -�` _ development investment intensifies, innovation becomes vital.
TOURISM 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.
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MUNICIPALITY OF BAYHAM COMMUNITY STRATEGIC PLAN
Values
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
community's Vision and Mission and are focused
on the identified priorities moving forward.
Bayham Believes. . .
Agriculture and Business Innovative Culture
In the importance of agriculture to our In developing an organizational culture that
economic growth and well-being, and supports innovation, is open to all people and
the contributions of all our businesses new ideas, is progressive in its actions and
in realizing the community's economic embraces the potential of our future.
potential.
Integrity
Building on Our Legacy In ensuring the effective stewardship of the
In the importance of recognizing the resources provided by the community, being
strengths and positive legacies of our accountable for our decisions on behalf of the
community in continuing to build a thriving community, and acting with integrity in all that
future. we do.
Community Engagement Quality Community Services
In working to bring all dimensions of the In providing quality and efficiently delivered
community together to realize the full community services that meet the evolving
potential of our people, businesses and needs of our residents and visitors.
organizations.
Inclusive and Caring
In promoting our community as caring,
welcoming, safe and inclusive of all its
residents.
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MUNICIPALIT AYHAM COMMUNITY STRATEGIC PLAN
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Strategic Directions
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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 Community 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.
11%.41
uality of Place
o �� Ensuring our public infrastructure strategies and investments
0 o Ono enhance the capacity of the community to retain current and
o 9 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
ili choices of our residents.
. = Quality of Governance
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Ensuring the presence of a service oriented governance
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rye r .# I � continually builds community affinity, cohesion and
11:1111G confidence.
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MUNICIPALITY OF BAYHAM COMMUNITY STRATEGIC PLAN
Each Strategic Direction has specific aligned objectives and
actions associated with their successful implementation over the
next five years.
Quality of Place
4rr, 1. To invest in community infrastructure initiatives that
create an effective foundation that contribute to
Bayham's quality of life and economic prospects.
CONSERVATION 2. To develop policies, plans and strategies that
continually enhance the visitor experience to Bayham,
and increase the economic benefit of tourism to the
,+-`� illi ,: community.
� ._� -• % : -<- • 0 3. To continually work to create innovative opportunities
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and strategies that attract new and to retain current
�' fir.` businesses.
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BELONGING
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MUNICIPALITY OF BAYHAM COMMUNITY STRATEGIC PLAN
Quality of Life
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1. To work collaboratively with community organizations
111Pand others in ensuring the availability of a diverse
` .I range of passive recreational, heritage, cultural and
other community services that contribute to enriching
Bayham's valued quality of life.
RECREATION
2. To ensure, through planning and related strategies, a
diversity of affordable housing opportunities that meet
Illm igilk the needs of new and current residents.
3. To engage the community in raising its value for and
consciousness of the environment through innovative
s
Ch 0 0` natural area, energy and other environmental
conservation initiatives.
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CULTURAL HERITAGE
' BRINGING COMMUNITIES TOGETHER
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Quality of Governance '...
1. To undertake strategies and technology :
investments that continuously improve a service- 1/4_ \
oriented governance approach in Bayham. \ : ,�°
2. To continually demonstrate financial responsibility a"
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to the community. .,� :r
3. To actively engage in partnerships, joint ventures .. . .i
and other collaborative activities that leverage the '
Municipality's resources and capabilities in order
to achieve enhanced benefits for the community Q j
and its residents. '-
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MUNICIPALITY OF BAYHAM COMMUNITY STRATEGIC PLAN
Implementation
For each of the stategies supporting the three Strategic Directions, the Municipality is to develop
implementation actions each year via the annual operating budget and updates to the ten-year
capital plan. The actions are to be informed by the community consultation results and the
documents review completed for the Strategic Plan.
Some of the contributing key documents involve:
1. Municipality of Bayham Asset Management Plan
2. Municipality of Bayham Water Financial Plan
3. Municipality of Bayham Roads Needs Study
4. Municipality of Bayham Bridge and Culvert Study
5. Municipality of Bayham Facility Audit
6. Municipality of Bayham Storm Sewer Assessment
7. Port Burwell Waterfront Master Plan
8. Economic Development Opportunities & Initiatives Plan
9. Municipality of Bayham Official Plan Update
10. Municipality of Bayham Energy Plan
11. Other Studies as completed
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_ � Municipality of Bayham
• Address: 56169 Heritage Line, PO Box 160 Straffordville, ON N0J 1Y0
�'s Tel: 519 866 5521 I Email: bayham@bayham.on.ca