MUNICIPALITY OF GREY HIGHLANDS

Transcription

1 MUNICIPALITY OF GREY HIGHLANDS Strategic Plan Approved by Council on September 9, 2013

2 Strategic Plan Page 2 Table of Contents Message from the Mayor... 4 The Importance of Strategic Planning... 6 Our Municipal Vision... 8 Our Municipal Mission... 9 Our Values Strategic Priorities Strategic Themes Strategic Priority: Communications Strategic Priority: Community and Economic Development Strategic Priority: Sustainable and Principled Growth Strategic Priority: Fiscal and Asset Management Strategic Priority: Operational Excellence Evaluation Introduction to the Evaluation Strategy Developing Targets Financial Citizen Perspective Internal Process Innovation and Learning Municipal Performance Measurement Program (MPMP)... 38

3 Strategic Plan Page 3 General Government Fire Police Building Services Transportation Environmental Services Wastewater Storm Water Drinking Water Facilities Library Services Land Use Planning MUNICIPALITY OF GREY HIGHLANDS COUNCIL Photography and Photo Layouts provided by Nancy Matthews All Photographs taken in the Municipality of Grey Highlands

4 Message from the Mayor Strategic Plan Page 4 On behalf of members of Council, I am pleased to present to you our new five-year Strategic Plan. This document reflects our expression, on your behalf for the future of our community; it will serve as a guide to Council and our staff. Staff will then develop operational plans to execute the outcomes outlined in the Strategic Plan. The Plan includes what we believe to be an exciting and inspirational statement of vision for the future of Grey Highlands. It goes on to make it clear in a Mission Statement that we at the Municipality are here to be of service to you. The Plan then presents five key value statements that will guide the behaviours of all of us who serve and who are served. The Strategic Plan is organized around five key focus areas and within each, there are one or two strategic outcomes that Council will oversee, and that staff and other interested stakeholders will contribute to in to ensure their achievement. The five key focus areas, in alphabetical order are as follows: Communication Community and Economic Development Fiscal and Asset Management Operational Excellence Sustainable and Principled Growth We hope that you will share our enthusiasm for this document, and that your contributions will assist us in helping to achieve the identified outcomes. Please know as well, that this Plan will be reviewed and revised on an annual basis. If you have any questions, please contact myself, any other member of Council, or senior staff member. Wayne Fitzgerald Mayor

5 Community-Based Plan Strategic Plan Page 5 What kind of community will Grey Highlands be in five years? Ten years? Twenty years? What kind of community do we want Grey Highlands to become? These questions are the basis for the Grey Highlands Strategic Plan. Developed over the summer and fall of 2012 through direct consultation with the residents of Grey Highlands, we asked residents of our community to tell us what was important to them with respect to what kind of community they wanted to live in. We asked residents to share their vision of Grey Highlands, and this plan reflects that vision. This document provides the framework to realize this vision of community. It includes an honest assessment of the challenges facing Grey Highlands, a vision of what the community can become, and both short term and long term objectives for achieving that vision. The Grey Highlands Strategic Plan is a guide for shaping the future of our community as determined by its residents. Keep working with the residents and listening to their problems. Resident Comment Community Consultation Session

6 Strategic Plan Page 6 The Importance of Strategic Planning Change is inevitable. In Grey Highlands, change has meant that the community has faced numerous economic and community-based challenges. In order for Grey Highlands to remain a flourishing Community, it needs to be able to anticipate challenges and develop methods to address them. A strategic plan is a tool for guiding the future of the Community. It examines the needs of the Community and assesses the Community strengths, weaknesses, opportunities and threats. It identifies key issues that need to be addressed and offers strategies that can be undertaken to address the issues. A strategic plan provides an honest assessment of community situation and helps set guidelines for identifying and overcoming future challenges. The following bullet-points highlights general feedback from community engagement session participants on the community snapshot information presented as part of the engagements exercise. In many sessions, it should be noted, a type of push-pull dichotomy emerged in the discussion; that dichotomy being those participants stating the positive benefits of living in a non-urban (i.e. GTA) setting and the accompanying lifestyle and pace the community setting affords yet lamenting the lack of urban-style amenities. Key themes that emerged in this discussion included: Is growth sustainable? Are we losing population due to lack of appropriate housing (for seniors, lower income working families, and youth)? How can we make the community relevant to commuters, in terms of services and programs? There is a need to consider Aging-in-Place strategies. My thought process is that we need organized growth. In other words, keep the residential in the residential areas and the industrial in the industrial areas. We don t need willy-nilly growth. Resident Comment Community Consultation Session The issue that generated some of the most lively and passionate discussion from the sessions participants dealt with the overall issue of quality of life. One participant s statement in particular captures the overarching theme expressed by many in their comments in terms of this issue, We live where others vacation.

7 Strategic Plan Page 7 Feedback on quality of life issues, concerns and values is convened in the following themes: Health care in terms of need for greater support, more clinic care, resolving the hospital issue, keeping children healthy, etc. Recreation in terms of amenities for families and children (rinks, pools, parks and so forth), community centres (operations and offerings), natural environment, municipal service and/or service co-ordination, recreation hubs, etc. Environment in terms of preservation of natural landscape, environmental health issues, biodiversity of community, etc. Stronger local decision-making powers in terms of wind turbines, quarries, policing downloads, planning authority, etc Economic development in terms of growing from with-in, agricultural focus, affordability (opportunities for employment), affordability of housing, etc. Ensuring and building community in terms of communication, equitable service delivery, diversity and respect for diversity, public safety, etc.

8 Our Municipal Vision Strategic Plan Page 8 Grey Highlands will be a healthy and vibrant rural community of communities celebrating its diverse and creative culture, promoting its agricultural base, natural heritage and environment

9 Our Municipal Mission Strategic Plan Page 9 The Corporation of the Municipality of Grey Highlands ensures that the values of a diverse, creative, healthy and vibrant rural/agricultural community are achieved through good governance, community engagement and advocacy

10 Our Values Strategic Plan Page 10 The mandate of all local government is to provide services to its community according to the unique wishes, need, and values of that community. Grey Highlands is no different. As a result, any planning for the future of the community has to be grounded in its values. Values reflect the shared beliefs of a community. They tell us what is important to a community, and how we should go about achieving our goals. Grey Highlands values form the basis of this strategic plan. The values reflect the culture of Grey Highlands as one committed to the principles of equity and diversity, dedicated to maintaining an atmosphere conducive to building community and providing opportunities for all. The development of the Grey Highlands Strategic Plan was guided by these values. In our conversations with the community, municipal staff, and council, the following values emerged: Integrity Grey Highlands is a large and diverse community. In order to respect this diversity, constant and respectful communication between community members is necessary. Accountability The trust between community members is what makes Grey Highlands an inclusive community. Community trust is built through accountability, including; sensible planning, reliable service, and public engagement. Respect The residents of Grey Highlands come from diverse backgrounds. It is only through respect for the varied backgrounds and experiences of residents that common ground can be achieved. Tradition As a diverse municipality, Grey Highlands is home to many proud histories and varied traditions. The actions of community must value those existing traditions while continuing to forge new traditions moving forward. Excellence Grey Highlands must be a community which embraces excellence. It must remain open to all ideas to become a flexible, progressive municipality which can successfully anticipate and adapt to changing conditions.

11 Strategic Plan Page 11 Strategic Priorities This plan outlines five strategic priorities for Grey Highlands. Each of these strategic priorities represents a broad area of importance to the future of the municipality. Each of these priorities represent several themes; specific areas where the community must take action to improve its future or maintain its existing strengths. Each of these themes has an outcome associated with it; a specific goal that Grey Highlands will seek to achieve. Finally, there are several initiatives for each goal; actions that the community can take to accomplish each task. The strategic priorities identified by Grey Highlands residents, Council and staff are: Communications A central element of civic participation and community building is an informed and engaged public. Grey Highlands must strive to ensure that the means and methods for all residents to actively participate in the wide range of events, opportunities, and decisions impacting the community are in place. This will require that systems and places for dialogue and consultation are actively pursued for residents, staff, council and others. Community and Economic Development A changing economy is occurring all around Grey Highlands and new opportunities are constantly emerging. These circumstances are challenging fundamental community characteristics, including: identity, business opportunities, cultural heritage, and overall sustainability. Grey Highlands must take action to diversify its local economy, within the contexts of sustainable and principled growth, to provide its residents with opportunities to work and shop in their home community. Sustainable and Principled Growth Grey Highlands is a beautiful place to live. Ensuring this condition continues to exist is the responsibility of everyone, and requires equal attention to the needs of both our urban and rural areas. Sustainable and principled growth is about balancing this condition, defining Grey Highlands as a desirable community through: heritage, culture, tourism, recreation, the natural environment and municipal investment in building communities. Fiscal and Asset Management Grey Highlands is committed to providing those services essential to the maintenance of the high quality of life that its residents have come to expect, within a framework of both equality and equity. Within that context there is a need to ensure that this provision of service occurs adhering to the highest values of fiscal stewardship, responsibility and fairness. Grey Highlands must conduct a comprehensive and thorough review of its

12 services and facilities moving to an integrated service delivery model that ensures operational value. Operational Excellence Citizens depend on the services provided to them by municipal government. Maintaining excellence in these services requires a partnership between council, staff, and citizens to Strategic Plan Page 12 continually improve the community s operations. Excellence in planning and implementation of programs delivered to residents are essential in maintaining a high quality of life in Grey Highlands.

13 Strategic Themes Strategic Plan Page 13 The following tables provide a framework for operationalizing the strategic priorities. The themes associated with the priorities are complementary by nature, and may appear in multiple places, assisting in achieving alignment between the priorities. The themes under each priority are ordered according to their significance to the community.

14 Strategic Plan Page Strategic Priority: Communications A central element of civic participation and community building is an informed and engaged public. Grey Highlands must strive to ensure that the means and methods for all residents to actively participate in the wide range of events, opportunities, and decisions impacting the community are in place. This will require that systems and places for dialogue and consultation are actively pursued for residents, staff, council and others. 1.1 Strategic Themes Create greater opportunities for public communication and dialogue 1.2 Develop and deliver a Accountability Statements Grey Highlands supports a community strategy designed to ensure an engaged, informed and aware public, staff and council. Grey Highlands will invest in rural/agricultural and Initiatives (Short-Term) Launch a number of initiatives such as: mayor s breakfast, forums, town hall meetings, etc. Recognize /Create a community advisory committees covering the range of municipal geographic areas or community of communities. Host a series of workshops with key Initiatives (Mid-Term) Report Card to the Community Development of a Community Information Strategy Improvements to the website. Integrate input of community advisory committees in the formal decisionmaking process. Secure professional resources to work with the Initiatives (Long-Term) Maintain, monitor and seek out opportunities for dialogue with community stakeholders Launch a new branding program to assist with

15 renewed marketing and branding approach through community engagement 1.3 Building a common identity development options to promote terms of economic opportunities, greater self-sufficiency, and a strong community identity. Grey Highlands is an engaged community, united by a shared awareness of diversity and a commitment to civic engagement. Strategic Plan Page 15 stakeholders on the issue of community identity. Develop a strategy to promote better communication between all areas of the community. Municipality in developing a new Brand. Secure professional resources to work with the Municipality in developing a new Brand. Establish a communication protocol that reinforces two-way communication. economic development initiatives and to build a sense of a united community. Launch a new branding program to assist with economic development initiatives and to build a sense of a united community. 1.4 Create means and methods for enhanced staff communication Grey Highlands is committed to ensure the highest level of staff to staff and staff to community communication is designed to promote greater understanding, respect and productivity Create a standardized staff code of communication to ensure consistent quality in all interactions. In-service training for staff communication techniques and protocols. Include staff communication activity as a criteria included in staff work plans

16 1.5 Engage in proactive advocacy activities advancing the issues and concerns of Grey Highlands Grey Highlands will passionately pursue every opportunity to ensure that the municipality s interests are foremost in the consideration of decision-makers (e.g. other levels of governments, business interests, etc.) Strategic Plan Page 16 Create a strategic approach to ongoing advocacy activities; including identifying responsibilities for staff and council, associations for involvement and participation. Strive to establish formalized meeting schedules with other levels of government, etc. Formalize the role of advocacy activities in the work plans of senior staff. In addition, establish this element as a key foundation in Mayor and Council work plans. Grey Highlands representatives will be supported in seeking leadership position on key advocacy bodies (e.g. AMO, CFM) that advance the community s broader interests.

17 Strategic Plan Page Strategic Priority: Community and Economic Development A changing economy is occurring all around Grey Highlands, and new opportunities are constantly emerging. These circumstances are challenging fundamental community characteristics, including: identity, business opportunities, cultural heritage, and overall sustainability. Grey Highlands must take action to diversify its local economy, within the contexts of sustainable and principled growth, to provide its residents with opportunities to work and shop in their home community. Strategic Themes 2.1 Realizing development opportunities 2.2 Capitalizing on Grey Highlands location advantage Accountability Statements Grey Highlands will proactively create and promote the best environment for opportunities, education, and awareness. Grey Highlands will build on its in between status: proximity to the large urban areas surrounding the GTA and the recreational attractions of its neighbouring communities. Initiatives (Short-Term) Establish local community /economic development as a key municipal role and priority. Establish local economic development as a key municipal role and priority. Initiatives (Mid-Term) Consulting with the local community to develop a community/ economic development plan. Consulting with the local community develop an economic development plan. Initiatives (Long-Term) Reallocate existing municipal resources to actively implement the new communityeconomic development plan. Launch a new branding program to assist with economic development initiatives.

18 2.3 Promoting local commercial, industrial and retail growth and sustainability 2.4 Developing tourism potential Grey Highlands will provide an environment to position locally owned and operated businesses as regionally competitive, reducing reliance on neighbouring enterprises. Grey Highlands will be a destination of choice through the strength of its local and natural heritage. Strategic Plan Page 18 Enhance local stores by fostering locally owned and operated initiatives. Agree to support local business in the global economy. Compile an inventory of opportunities and identify/prioritiz e a list of strategic investments. Coordinate and establish linkages with Grey County tourism to promote local and County initiatives. Also linkages with NGOs, Pursue proactive downtown revitalization in settlement areas. Incorporate retention strategies and open dialogue with the business community Promote tourism opportunities such as autoroutes and daytrips. Invest in the expansion of passive recreation opportunities (trail systems) Establish a Grey Highlands Community Business Development entity. Establishing opportunities through the Official Plan for commercial, industrial and retail growth Integrate tourism development activities into economic development opportunities.

19 Strategic Plan Page Expanding local employment options Grey Highlands will grow its local economic base and opportunities by promoting and nurturing human and social capital. GTTA and other provincial entities for tourism. Infrastructure improved highspeed Wi-Fi, review official plan, challenges of rural community taken into account. Promote small industry flexible approach to small business, nurture a robust cottage industry Encourage a critical mass of commercial and industrial business through growth and retention. 2.6 Promoting a sense of community pride, engagement and belonging Grey Highlands is a place where residents are involved in their community and proud of their achievements. Promote volunteerism through actions such as a volunteer recognition Create community advisory committees. Integrate input of community advisory committees in the formal decisionmaking process.

20 Strategic Plan Page Strategic Priority: Sustainable and Principled Growth Grey Highlands is a beautiful place to live. Ensuring this condition continues to exist is the responsibility of everyone, and requires equal attention to the needs of both our urban and rural areas. Sustainable and principled growth is about balancing this condition, defining Grey Highlands as a desirable community through: heritage, culture, tourism, recreation, the natural environment and municipal investment in building communities. 3.1 Strategic Theme Building recreational opportunities 3.2 Harmonizing community services across the municipality Accountability Statements Grey Highlands will meet existing community needs and anticipate future needs by maintaining the ability to respond to changing trends and demands. Grey Highlands will foster community engagement by consistently meeting the varied and unique needs of its geographic areas. Initiatives (Short-Term) Recreation for all groups through use of municipal facilities. Connection with youth, retirement programs and active living programming through 3 rd party partnerships and MOUs. Conduct frequent demographics reviews to chart development process with emerging trends. Initiatives (Mid-Term) Promote more opportunities for recreational and community programs through MOUs and 3 rd parties that are accessible to all. Implement a Service Delivery Review resulting in establishing service levels Initiatives (Long-Term) Commit to a program of ongoing investment focused on maintaining and upgrading current facilities to meet both current and future demand. Commit to a program of ongoing investment focused on maintaining and upgrading current facilities.

21 3.3 Meeting the needs of both current and future citizens 3.4 Environmental Stewardship Grey Highlands will continue to be a desirable place to live by ensuring its amenities are in line with growth. Grey Highlands will promote a sustainable green community limiting impacts on local surroundings. Strategic Plan Page 21 Assess the challenges of the demographic shift. Take forward the priorities outlined in the Strategic Plan in the Official Plan review. Identify land-use pressures in order to build a sustainable planning model Develop and establish a master storm water management plan for Markdale and Flesherton Encourage growth in existing settlement areas. Review and assess Provincial planning tools for implementation. Continue to move forward with waste diversion and recycling programs Develop a multi-modal master transportation plan Promote mixed residential development and mixed housing solutions. Harmonize future land development with green initiatives.

22 Strategic Plan Page Strategic Priority: Fiscal and Asset Management Grey Highlands is committed to providing those services essential to the maintenance of the high quality of life that its residents have come to expect, within a framework of both equality and fiscal management. Within that context there is a need to ensure that this provision of service occurs adhering to the highest values of fiscal stewardship, responsibility and fairness. Grey Highlands must conduct a comprehensive and thorough review of its services and facilities moving to an integrated service delivery model that ensures operational value. 4.1 Strategic Theme Ensure that municipal assets are equitably available to all residents of Grey Highlands. 4.2 Ensure the long term stability of municipal infrastructure and associated services. Accountability Statements Grey Highlands is committed to the principle of equity in terms of the availability and delivery of services to all its residents. Grey Highlands employs the highest standard of responsible stewardship in the management of municipal resources and infrastructure. Initiatives (Short-Term) Initiate an asset management plan Explore a variety of means to service delivery. Identify new methods (e.g. public-private partnerships) for future Initiatives (Mid-Term) Act upon the asset management plan, deciding which assets to keep and maintain, to add to, and to divest from. Align the budget with strategic priorities. Emphasize sustainability resilient growth, growth from within, balance, inclusive of both full and part time residents Initiatives (Long-Term) Commit to a program of ongoing investment focused on maintaining and upgrading current facilities. Explore other opportunities that improve service delivery. Affordable Housing planned for all demographics. Promote suitable housing for multi demographics such as active living, etc. Renew inventory

23 Strategic Plan Page 23 action. Assess opportunities to partner with neighbouring municipalities of building lots 4.3 Maintain a realistic approach in terms of balancing municipal revenues with expenditures. Grey Highlands will consistently work to ensure that the needs of its residents are met while working within a practical and responsible fiscal framework. Communication to public reporting on financial projects to the public, look to multiple approaches for reporting. Review current fees and other revenue streams to ensure resource maximization while maintaining public equity. Set multi-year budgeting targets ensuring fiscal accountabilities.

24 Strategic Plan Page Strategic Priority: Operational Excellence Citizens depend on the services provided to them by municipal government. Maintaining excellence in these services requires a partnership between municipal council, staff, and citizens to continually improve the community s operations. Excellence in planning and implementation of programs delivered to residents is essential in maintain a high quality of life in Grey Highlands. Strategic Theme 5.1 Maintaining positive staffcommunity relations 5.2 Maintaining appropriate staffing levels Accountability Statements Grey Highlands is committed to cultivating a positive feeling about the work of the municipality through a culture of inclusion. Grey Highlands will maintain staffing levels that are necessary to deliver services effectively and efficiently. Initiatives (Short-Term) Adopt proactive communication protocols through an outreach model promoting understanding of the scope of services. Utilize and maintain a professional development fund for skill advancement. Initiatives (Mid-Term) Devote resources to engaging new models of communication such as social media and other web-based communication modes Encourage staff retention and advancement through the implementation of a rewards and recognition program and more structured HR policies. Initiatives (Long-Term) Include staff communication activity as a criteria included in departmental and individual work plans. Long term review of future staffing needs given both fiscal realities and shifting public needs and expectations.

25 5.3 Fostering a forward-looking workplace environment 5.4 Building a common municipal vision 5.5 Forging partnerships with other levels of government Grey Highlands is committed to attracting, developing, and maintaining highquality, professional staff. Grey Highlands council and staff are committed to a shared blueprint of longrange sustainable change. Grey Highlands will work with other levels of government to harmonize and align funding objectives, end redundancies, and collaboratively address shared issues. Strategic Plan Page 25 Commit to staff training, teambuilding, and professional development. Consult with the community to validate the implementation of the strategic plan. Conduct funding audits to identify where disagreements exist, and align grants with strategic priorities. Pursue opportunities for joint service deliveries with other municipalities. Conduct a review of personnel policy and procedures. Prepare a midterm report of vision actualization and a progress update on the strategic plan implementation. Nurture a crossfunctional departmental partnerships strategy to coordinate with other levels of government Build municipal leadership skills through sustained succession planning. Compare the vision to the actual implementation of the plan to provide a foundation and continuity to the next strategic plan. Conduct Town Hall information sessions relating to new developments.

26 5.6 Adapting to changing demands and expectations. Grey Highlands will continue to meet the service demands of its growing community in a timely manner. Strategic Plan Page 26 Conduct an internal service review to prepare for new and emerging service expectations. Invest in technology and equipment to meet services demands. Assess and evaluate staff complement to manage anticipated increases in service demands.

27 Evaluation Strategic Plan Page 27 Introduction to the Evaluation Strategy More than ever, there is a push for local governments to become more transparent, economically viable and customer oriented. This shift from a departmental approach to becoming a business management, target based organization requires changes both internally and externally. These changes have resulted in the need to establish performance management and measurement. For local government, financial measures are not enough to measure and control organizational performance. As a result, the implementation of a strategic management system such as a balanced scorecard enables local governments to improve results and processes cultural change within the organization. Moreover, the balanced scorecard allows local government to look at its services from the perspective of a customer, shareholder and employee. For Grey Highlands, the implementation of the balanced scorecard will align activities to the vision and strategies of the Municipality improve internal and external communications and monitor organizational performance against strategic goals. In short, the balance scorecard provides a framework of what should be done and how it is to be measured. Be aggressive about putting this plan in place. Make yourself accountable for reaching these goals Resident Comment Community Consultation Session

28 Developing Targets Strategic Plan Page 28 Targets are used to define the performance measures success on achieving the desired outcome. The targets are normally set for a defined time frame, for example, monthly, quarterly, or for a fiscal year. Targets should also be linked to the performance appraisal system for employees. If this approach is used, a full one year of measuring targets should be completed before using the information for appraising performance. The targets must be achievable and realistic, yet challenging enough to make an impact on overall performance. Baselines must be set in which to measure the level of achievement. Historical data and peer performance are two ways where information can be obtained to set baseline performance. The Balanced Scorecard is a living document and should be able to be modified and adjusted as goals and objectives are achieved and as internal and external environmental factors change. It is essential that accurate and comprehensive reporting tools are used to communicate the progress made over the reporting period. At each evaluation period, the results should be used to make adjustments in measure, targets, or initiatives as needed to keep the alignment of the department s goals and objectives with the organizational goals and objectives. The overall success of the Balanced Scorecard will depend on how well the gap between the measured performance and he preferred performance is evaluated and addressed.

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30 Financial Strategic Plan Page 30 Measurement Objective F1 Create a Community Economic Health Index F2 A Measure of Future Community Sustainability Performance Metrics Strategic Opportunities Strategic Priorities 1. Total value of residential building permits 2. Total building permits by type. 3. Percentage increase in real residential and nonresidential assessments 1. Annual tracking of number and type of housing starts (create five years target to achieve a degree of residential diversification) 2. Annual review of number of local businesses 3. Annual inventory of land ready for development Economic Development: Realizing economic development opportunities Promoting local commercial and retail growth and sustainability Expanding local employment options Greater resources focused on community development initiatives Planning and Positioning: Realizing development potential Economic Development Promoting local commercial and retail growth and sustainability Quality of Life: Meeting the needs of both current and future citizens Promoting environmental Community and Economic Development Sustainable and Principled Growth Fiscal and Asset Management Community and Economic Development Sustainable and Principled Growth Fiscal and Asset Management

31 opportunities 4. Percentage and value of revenue from the following streams; residential taxes, nonresidential taxes, fees, provincial and federal grants, other sources 5. Debt limit 6. Debt service limit Strategic Plan Page 31 initiatives

32 Citizen Perspective Strategic Plan Page 32 Measurement Objective CP1 Create a Citizen Satisfaction (QofL) Index Performance Metrics Strategic Opportunities Strategic Priorities 1. Develop an annual citizen/resident survey of services and community. 2. Percentage of citizens surveyed who report satisfaction with programs, activities and services offered. 3. Percentage of program space utilization. 4. Square metres of public indoor recreational space per capita. 5. Square meters of public outdoor recreational space per capita. 6. Annual review of number and type of bookings of municipal facilities. 7. Annual inventory of amount of parkland (sq. ft.) and community trails. 8. Annual review of type and quality of municipal and community amenities. Planning and Positioning: Preserving rural heritage Quality of Life: Building recreational opportunities Harmonizing community services across the municipality Community and Neighbourhood Preservation: Building a common identity Promoting a sense of community engagement, pride, and belonging Respecting the unique rural-urban traditions of Grey Highlands. Operational Excellence: Adapting to changing Communication Community and Economic Development Sustainable and Principled Growth Operational Excellence

33 9. Number of recreational/cultural events. 10. Estimated number of attendees per event. 11. Total financial support for community identity initiatives. 12. Total other support for community identity initiatives. 13. Percentage of residents and business community surveyed who report that, in their opinion, Municipal initiatives have successfully made Grey Highlands a destination of choice. Strategic Plan Page 33 demands and expectations

34 Internal Process Strategic Plan Page 34 Measurement Objective IP1 Create a Municipal Engagement and Communication Measure Performance Metrics Strategic Opportunities Strategic Priorities 1. Ongoing tracking of number and type of town hall meetings (where, attendance, etc.) 2. Ongoing tracking of phone calls to municipal staff. 3. Ongoing tracking of number and type of unique hits on website. Quality of Life: Meeting the needs of both current and future citizens Community and Neighbourhood Preservation: Promoting a sense of community engagement, pride, and belonging Communications Community and Economic Development Operational Excellence Operational Excellence: Maintaining positive staffcommunity relations Building a common municipal vision

35 IP2 Create Staff Performance Indicators 1. Regular review of the following data: staff turnover, absenteeism, injuries 2. Annual staff survey questionnaires 3. Average tenure of employees Strategic Plan Page 35 Operational Excellence: Fostering a forwardlooking workplace environment Supporting and building a common municipal vision Communications Operational Excellence IP3 Create an Operational Acuity Measure 4. Analysis and ongoing tracking of amount of time for processing various applications (e.g. planning approvals, inquiry response times). 5. Number of news releases and stories published. 6. Costs for road maintenance per kilometer. 7. Cost of winter maintenance for roadways per kilometer. 8. Operating costs for recreational infrastructure per resident Operational Excellence: Maintaining appropriate staffing levels Forging partnerships with other levels of government Adapting to changing demands and expectations Communications Community and Economic Development Sustainable and Principled Growth Fiscal and Asset Management Operational Excellence

36 Innovation and Learning Strategic Plan Page 36 Measurement Objective Performance Metrics Strategic Opportunities Strategic Priorities IL1 Grey Highlands is a learning environment - including staff competencies, innovation, and satisfaction Performance measures tied to employee work plans. Ongoing tracking of number of hours of staff training, and type of training experiences. Operational Excellence: Fostering a forward-looking workplace environment Adapting to changing demands and expectations Communications Operational Excellence IL2 Creating opportunities for new and creative economic and community ventures Annual assessment of extent and diversity of local agriculture. Examine what is being produced, to identify potential agribusiness opportunities. Periodic traveller survey. To help direct/measure tourism efforts, identify who is coming to the community, from where, and why. Economic Development: Realizing economic development opportunities Capitalizing on Grey Highlands location advantage Developing tourism potential Operational Excellence: Forging partnerships with other levels of government Adapting to changing demands and expectations Communications Community and Economic Development Sustainable and Principled Growth Operational Excellence Number of hectares developed for residential use Number of housing starts by type of housing

37 Number of infill and current vacant lands developed Percentage of land available for residential development Number and description of green initiatives implemented Number of kilometers of trails and sidewalks per capita Strategic Plan Page 37

38 Municipal Performance Measurement Program (MPMP) Strategic Plan Page 38 MPMP is a performance measurement and reporting system that promotes local government transparency and accountability. It also provides municipalities with useful data to make informed municipal service level decisions while optimizing available resources. The following service elements will be analyzed on an annual basis as part of the reporting back to the Community: General Government Operating costs for governance and corporate management as a percentage of total municipal operating costs. Total costs for governance and corporate management as a percentage of total municipal costs. Fire Operating costs for fire services per $1,000 of assessment. Total costs for fire services per $1,000 of assessment. Number of residential fire related civilian injuries per 1,000 persons. Number of residential fire related civilian injuries averaged over 5 years per 1,000 persons. Number of residential fire related civilian fatalities per 1,000 persons. Number of residential fire related civilian fatalities averaged over 5 years per 1,000 persons. Number of residential structural fires per 1,000 households. Police Operating costs for police services per person. Total costs for police services per person. Violent crime rate per 1,000 persons. Property crime rate per 1,000 persons. Total crime rate per 1,000 persons (Criminal Code offences, excluding traffic). Youth crime rate per 1,000 youths.

39 Strategic Plan Page 39 Building Services Operating costs for building permits and inspection services per $1,000 of construction activity (based on permits issued) Total costs for building permits and inspection services per $1,000 of construction activity (based on permits issued) Median number of days to review a complete building permit application and issue a permit or not issue a permit, and provide all reasons for refusal: Category 1: Houses (houses not exceeding 3 storeys/600 square metres) Reference: provincial standard is 10 working days Category 2: Small Buildings (small commercial/industrial not exceeding 3 storeys/600 square metres) Reference: provincial standard is 15 working days Category 3: Large Buildings (large residential/commercial/industrial/ institutional) Reference: provincial standard is 20 working days Category 4: Complex Buildings (post disaster buildings, including hospitals, power/water, fire/police/ems, communications) Reference: provincial standard is 30 working days Transportation Operating costs for paved (hard top) roads per lane kilometre. Total costs for paved (hard top) roads per lane kilometre. Operating costs for unpaved (loose top) roads per lane kilometre. Total costs for unpaved (loose top) roads per lane kilometre. Operating costs for bridges and culverts per square metre of surface area. Total costs for bridges and culverts per square metre of surface area. Operating costs for winter control maintenance of roadways, excluding sidewalks and parking lots, per lane kilometre maintained in winter. Total costs for winter control maintenance of roadways, excluding sidewalks and parking lots, per lane kilometre maintained in winter.* Percentage of paved lane kilometres where the condition is rated as good to very good. Percentage of bridges and culverts where the condition is rated as good to very good. Percentage of winter events where the response met or exceeded locally determined municipal service levels for road maintenance.

40 Strategic Plan Page 40 Environmental Services Operating costs for garbage collection per tonne or per household. Total costs for garbage collection per tonne or per household. Operating costs for garbage disposal per tonne or per household. Total costs for garbage disposal per tonne or per household.* Operating costs for solid waste diversion per tonne or per household. Total costs for solid waste diversion per tonne or per household. Average operating costs for solid waste management (collection, disposal and diversion) per tonne or per household. Average total costs for solid waste management (collection, disposal and diversion) per tonne or per household. Number of complaints received in a year concerning the collection of garbage and recycled materials per 1,000 households. Total number of solid waste management facilities owned by the municipality with a Ministry of Environment certificate of approval. Number of days per year when a Ministry of Environment compliance order for remediation concerning an air or groundwater standard was in effect for a municipally owned solid waste management facility, by facility. Percentage of residential solid waste diverted for recycling. Percentage of residential solid waste diverted for recycling (based on combined residential and ICI tonnage). Wastewater Operating costs for the collection/conveyance of wastewater per kilometre of wastewater main. Total costs for the collection/conveyance of wastewater per kilometre of wastewater main. Operating costs for the treatment and disposal of wastewater per megalitre. Total costs for the treatment and disposal of wastewater per megalitre. Operating costs for the collection/conveyance, treatment, and disposal of wastewater per megalitre (integrated system). Total costs for the collection/conveyance, treatment, and disposal of wastewater per megalitre (integrated system). Number of wastewater main backups per 100 kilometres of wastewater main in a year. Percentage of wastewater estimated to have by-passed treatment.

41 Strategic Plan Page 41 Storm Water Operating costs for urban storm water management (collection, treatment, and disposal) per kilometre of drainage system. Total costs for urban storm water management (collection, treatment, and disposal) per kilometre of drainage system. Operating costs for rural storm water management (collection, treatment, and disposal) per kilometre of drainage system. Total costs for rural storm water management (collection, treatment, and disposal) per kilometre of drainage system. Drinking Water Operating costs for the treatment of drinking water per megalitre. Total costs for the treatment of drinking water per megalitre. Operating costs for the distribution/transmission of drinking water per kilometre of water distribution/transmission pipe. Total costs for the distribution/transmission of drinking water per kilometre of water distribution/transmission pipe. Operating costs for the treatment and distribution/transmission of drinking water per megalitre (integrated system). Total costs for the treatment and distribution/transmission of drinking water per megalitre (integrated system). Weighted number of days when a boil water advisory issued by the medical officer of health, applicable to a municipal water supply, was in effect. Number of water main breaks per 100 kilometres of water distribution pipe in a year. Facilities Operating costs for parks per person. Total costs for parks per person. Operating costs for recreation programs per person. Total costs for recreation programs per person. Operating costs for recreation facilities per person.

42 Strategic Plan Page 42 Total costs for recreation facilities per person. Operating costs for recreation programs and recreation facilities per person Total costs for recreation programs and recreation facilities per person Total kilometres of trails and total kilometres of trails per 1,000 persons. Hectares of open space and hectares of open space per 1,000 persons (municipally owned). Total participant hours for recreation programs per 1,000 persons. Square metres of indoor recreation facilities and square metres of indoor recreation facilities per 1,000 persons (municipally owned). Square metres of outdoor recreation facility space and square metres of outdoor recreation facility space per 1,000 persons (municipally owned). Library Services Operating costs for library services per person. Total costs for library services per person. Operating costs for library services per use. Total costs for library services per use. Library uses per person. Electronic library uses as a percentage of total library uses. Non-electronic library uses as a percentage of total library uses. Land Use Planning Percentage of new residential units located within settlement areas. Percentage of land designated for agricultural purposes which was not re-designated for other uses during the reporting year. Percentage of land designated for agricultural purposes which was not re-designated for other uses relative to the base year of Number of hectares of land originally designated for agricultural purposes which was re-designated for other uses during the reporting year. Number of hectares of land originally designated for agricultural purposes which was re-designated for other uses since January 1, 2000.

43 Strategic Plan Page 43 MUNICIPALITY OF GREY HIGHLANDS COUNCIL Councillor Dave Clarke, Councillor David Kell, Councillor Lynn Silverton, Mayor Wayne Fitzgerald, Deputy Mayor Paul McQueen, Councillor Paul Allen, Councillor Stewart Halliday