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HomeMy WebLinkAboutBy-law No. 2009-019 THE CORPORATION OF THE MUNICIPALITY OF BAYHAM BY-LAW NO. 2009-019 A BY-LAW TO ADOPT A STRATEGIC PLAN WHEREAS Section 2 of the Municipal Act,2001, S.O.2001, c.25,as amended,provides that Municipalities are created by the Province of Ontario to be responsible and accountable governments with respect to matters within their jurisdiction and each municipality is given powers and duties under this Act and many other Acts for the purpose of providing good government with respect to those matters; AND WHEREAS Section 11 of the Municipal Act,2001, S.O. 2001,c. 25 as amended, states that: 11. (1) A lower-tier municipality and an upper-tier municipality mayprovide any service or thing that the municipality considers necessary or desirable for the publc, subject to the rules set out in subsection(4). 2006, c. 32, Sched. A, s. 8. By-laws (2) A lower-tier municipality and an upper-tier municipality may pass by-laws, subject to the Hiles set out in subsection(4),respecting the following matters: 1. Governance structure of the municipality and its local boards. 2. Accountability and transparency of the municipality and its operations and of its local boards and their operations. 3. Financial management of the municipality and its local boards. 4. Public assets of the municipality acquired for the purpose of exercising its authority under this or any other Act. 5. Economic, social and environmental well-being of the municipality. 6. Health, safety and well-being of persons. 7. Services and things that the municipality is authorized to provide under subsection(1). 8. Protection of persons and property, including consumer protection. 2006, c. 32, Sched. A, s. 8. By-laws re: matters within spheres of jurisdiction (3) A lower-tier municipality and an upper-tier municipality may pass by-laws, subject to the rules set out in subsection (4),respecting matters within the following spheres of jurisdiction: 1. Highways, including parking and traffic on highways. 2. Transportation systems, other than highways. 3. Waste management. 4. Public utilities. 5. Culture,parks,recreation and heritage. 6. Drainage and flood control, except storm sewers. 7. Structures, including fences and signs. 8. Parking, except on highways. 9. Animals. 10. Economic development services. 11. Business licensing. 2006, c. 32, Sched. A, s. 8. AND WHEREAS the Council of the Corporation of the Municipality of Bayham with the assistance of John Craig Consulting has developed of a Bayham Strategic Plan 2008 —2013 for the benefit of the municipality and its publics; AND WHEREAS Council deems it appropriate to adopt the Bayham Strategic Plan 2008 - 2013 by By-law; NOW THEREFORE THE COUNCIL OF THE CORPORATION OF THE MUNICIPALITY OF BAYHAM ENACTS AS FOLLOWS: 1. THAT the Council of The Corporation of the Municipality of Bayham hereby adopts The Municipality of Bayham Strategic Plan 2008 -2013, attached hereto as Schedule"A" and forming part of this by-law, to be used by Council, Staff and Municipal Committees, for development of beneficial programs designed to achieve the goals identified in the Strategic Plan; 2. THAT Council consider recommendations proposed to achieve the goals identified in The Municipality of Bayham Strategic Plan 2008 — 2013, and adopt by resolution for implementation as deemed appropriate; 3. THAT Council reserves the right to reverse or alter any decisions, by resolution, from time to time as deemed necessary by Council in its sole discretion; 4. AND THAT this By-law adopting The Municipality of Bayham Strategic Plan 2008—2013 shall come into full force and effect upon date of passage. READ A FIRST, SECOND AND THIRD TIME AND FINALLY PASSED THIS 19Th DAY OF FEBRUARY 2009. MAYO LERK A ckm.e.4- +0 BIS. abet -0r .101 0. 1,44 , . 1 . .._.,::.,....:. .„,.,., . ., ,. . , , 4101%. .,......„;1::::. ....:..:.„:. .„ . , , F.7„ a _ 1�s _ _ r T? -- 5 F I r' t. } _Ila A, 'v �• k♦• °nurtity 1,91. II The Municipality of Bayham Strategic Plan p 2008 - 2013 Municipality of Bayham, 9344 Plank Road, Straffordville, Ontario,NOJ 1YO 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 fmd 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 2 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. Strategic Planning Process CUP Fall _I, I: MWioi Gia Silae6b■ I l&Mere . Foam Sate Prioritise The Strategic Planning Process defines us in our current state, Identifies how we would rather be defined in the future and outlines them ission ahead to reach our future state.Goals are components of them ission and strategic priorities are the immediate actions that will be taken to begin achieving our goals. 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. 3 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. 4 THE MUNICIPALITY OF SAYHAIVI STRATEGIC PLAN 2008—2013 : . A proud,healthy eholgetommantty, offerin gen abundance_Of ' •- lifestyle opportunities progressive growth 10F, environmentally conscious and sustainablejlidustrit,.; s..!...::,-,,..-......, . ..,:,•::' . -.;, '..-".,.,2.:]"-:: 74gFIXP1`41, •1: .--‘ . ',-;-',--... " -::-. .. 1::„..,..- '-.:"..:- -''..,;:.'. - :,, •':-.-: "•.': ,,_:": To invest:.our ifireeilitidteiottoes in • Renewing and expanding Out letiiidilitifrasttitetur • -'; .'" fli.-...-'4 •'''. apOnsible soivib'oilelikd •'iprowillep&auu-wi ..314t . , ' ", governance 'II. Providing recreation and waterfront amenities . . Su p rtinieniiironmenially conscious business In' vestin, ent .. , and growth opportunities. . . . . .. . --,,, „ . 0Q,A.1 # i ...:. '.. '',..‘-.. GOAtH#7. ::',...: •. :., ., GOAL# 1 ,:.,,,,.„.,, Practice responsible1.,::: - ,--1: Pionlote-e*90.14noe.p 40.614.i*ligag!0q114:.•"--;- . i„.~, :i,:-.01iiirOninentar , ,..--,. -.,- ' ''-'"''' • *iratds101) ....• ...,, -- \ .. ' - ' '• Ail6 .,., . .. • • Etttilill: fOliable. well - '' Provide pn:dour-Age:,. , maintained and secure .. .6. -•:. atiya&ly-clite 'tAfr,- ... ,, ' - 2'2--:'nhOl&A-- .. ."--.; .. intrastruc lure. --. .' :-.'-,-..: .---•- -: :. •.-. • - -.''. ,G00.#3.= . : .. ' •--:Ovate 41Pgs1 - v - . - . . (-TT.7GOAL'II 4 ' . , ' dedicated to '- --' - ' , . ' 1:,biis6 isat*tstohre' ' I . :' service ; (______ ,. .. ,, _ . _. ; . _., .. . , . 0.,,,,..„,„..,,,..,. . , Develop• anesiiiind - . . . improved ,, - , ,,.........._____'- -infilf,siillef4e 4, 1N. • . . ..,. I . 5 Municipality of Bayham STRATEGIC PRIORITIES 2008 to 2013 GOAL& STRATEGIC PERFORMANCE ASSIGNMENT TIMELINE PRIORITY MEASURE (WHO) Goal#1 -Practice responsible financial management 1. Conduct service delivery Project Report to CAO 8 months reviews for all services Council 2. Complete asset management Report to Council Treasurer February, 2009 program 3. Adopt multi-year budgets Presentation and Treasurer February,2009 Report to Council 4. Begin adopting capital budgets Presentation and Treasurer February,2009 earlier Report to Council 5. Conduct an energy audit of Report to Council on Manager of Annually 1st municipal buildings 3 buildings per year Public Works report due February,2009 6. Conduct an alternative revenue Report to Council CAO December,2009 opportunity analysis Goal#2-Ensure reliable,well maintained and secure infrastructure I. Complete asset management See 1.2 above program 2. Design and implement a plan Report to Council on (A)Supt. Of Part(A)—6 for an infrastructure:inspection a design and Water and months and preventative maintenance- implementation plan Wastewater Part(B)`-.1 year program (B)Manager of Public Works 3. Conduct infrastructure needs Proposed Program CAO November,2009 studies: Report to Council -• Roads • Water • Sanitary Sewer • Buildings • Rolling stock • Other 6 Goal#3-Create a positive business atmosphere 1. Seek out economic Activity Report to CAO and Mayor Annually— 1st development partnership Council report due opportunities December,2009 2. Review development standards Reports to Council Deputy Clerk policies . (A)Residential (A)March,2010 (B)ICI (B)October,2010 (C)Agricultural (C)April,2011 3. Review planning approvals Project Report to Deputy Clerk 6 months process Council 4. Conduct a land-use planning , (A) Official PIan Deputy clerk (A)February, policies review Update is underway 2009 • (B)Zoning Bylaw., : (B)April,2010 • Update 5. Improve communications and Host a forum with CAO and Mayor March, 2009 relations with Business Council and Business Representatives 6.. Produce an economic Report to Council CAO June,2010 development initiatives and opportunities plan 7. Undertake a harbor area Report to Council CAO December, 2013 development feasibility study 8. Consider critical infrastructure. As opportunities All Staff and Project based and services partnerships as arise: Council ' required Goals#4-Be dedicated to service excellence 1. Conduct'service delivery See 1.1 above. reviews for all services 2. Improve municipal web site Roll-out of new Treasurer September, 2009 platform, presentation template and content 3. Commence a regulatory review Report to Council.on Fire Chief . January,2010 work plan 4. Deliver Staff Training (A) Training needs (A)CAO (A)December, Programs such as Health and assessment/program (B) Treasurer 2009 Safety, Customer Service and delivery plan (B)December, Accessibility completed 2009 (B)Accessibility training program completed 7 5. Tie Performance Evaluation Policy developed and CAO June,2009 Program to the Strategic Plan implemented 6. Review bylaw enforcement (A)Report to Fire Chief (A)March, 2010 policies and procedures Council on Council (B) September, Policies,Bylaws 2010 (B) Report to council on Internal Policies/Processes 7. Create and implement a staff Program Report to CAO January,2010 service excellence reward : Council program • 8. Complete a master fire plan Master Fire Plan Fire Chief December,2009 Report to Council 9..:Complete an Accessibility Plan Report on Plan to Treasurer September,2009 Council . 10. Begin holding Council—Staff 1st get-together Mayor June,2009 team-building get-togethers Goal#5-Develop a new and improved infrastructure network 1. Complete asset management See 1.2 above program 2. Undertake capacity studies of 2 Reports to Council Supt. Of Water (A)Wastewater sewer and water infrastructure and Wastewater. Plaint February, • 2009, (B)Water Distribution System-January 2010 . 3. Conduct a Development Report to Council Treasurer June, 2010 Charges Policy review 4. Review land-use policies to See 3.4 above ensure designate growth areas are identified 5. Develop a plan for Feasibility Report to CAO December, 2013 construction of a municipal Council industrial park 6. Explore partnerships such as Conduct service Deputy Clerk December,2012 Public-Private Partnerships, needs inventory Inter-municipal service sharing including costs and and Municipal-provincial- approvals required federal partnerships for and report to servicing under-serviced areas . Council. 8 7. Explore water servicing Report on a Plan to Supt. OfWater December. 2011 options for Straffordville and provide water service and Wastewater Eden to Straffordville and Eden 8. Development of resources for Report on needs Fire Chief December,2012 municipal-wide supply of water for fire.suppression Goal#6-Provide and encourage attractive lifestyle choices .1. Conduct a municipal recreation Report on needs to CAO May,2010 programam needs assessment Council 2. Conduct a parks and facilities Report on needs to CAO September, 2010 needs assessment Council 3. Promote Bayham's waterfront Report on Plan to Public Works March,2010 qqa and beach amenities Council Manager 4. Develop partnerships as To be included in required for delivery of needs study—see 6.1 services such as: above • Promoting health and wellness • Recreation and fitness programs • English as a second 'language training 5. Review the Cultural Plan Museums Bayham Mayor September, 2009 review and report to Council 6. Support preserving community Ongoing lobbying Mayor and Ongoing schoolsand education in exercise Council Bay-hain members Goal#7-Promote excellence in environmental stewardship 1. Conduct an energy audit of Buildings: see 1.5 Public;Works December,2009 municipal buildings and above Manager equipment Equipment report to Council 2. Promote the Waste Promotion package Public Works September, 2010 Management Program to developed Manager encourage"Reduce, Re-use and Recycle" 9 3. Reduce water loss from water (A)Current Supt. Of Water. (A)April,2009 servicing networks application under and Wastewater (B)October, 2010 `Canada Builds Program' (B)Alternative: Report to Council on options/methods to reduce water loss 4. Implement green energy Installation of Manager of Per Audit options for municipal facilities options Public Works recommended by energy audit and approved by Council S. Create an economic Inventory of"Green" CAO December,2012 development awareness measures achieved program promoting Bayham as and promotion plan `Green Community' implemented 6. Develop groundwater Report on Policies to Deputy Clerk Subject to protection policies Council completion of Source Water Protection Plan Report from Long Point Region Conservation Authority 7. Encourage brownfield Inventory of Deputy Clerk December,2013. development where brownf eld sites appropriate 10 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. 11