VISION CHECK-UP STRATEGIC POSSIBILITIES STRATEGIC TOPICS. Lacombe County Vision. An attractive, balanced, prosperous, progressive community.

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1 STRATEGIC PRIORITIES 2014

2 Introduction Strategic Planning is a process to define an organization s direction, determine long range planning goals and guide decision-making. Most strategic plans address high level initiatives and overarching goals. Metaphorically, a strategic plan is an organizational roadmap. If strategic planning is the roadmap, Strategic Priority Setting is the vehicle to reach the destination. In fact, it is a tool to narrow the array of choices facing a local government amidst limited resources. To assist Council in this process, Lacombe County enlisted the services of Dr. Gordon McIntosh of the Local Government Leadership Institute to facilitate a Priority Setting Workshop. The outcomes of these April 2014 sessions resulted in specific priorities for Council attention NOW as well as NEXT and LATER as resources become available. The purpose of this report is two-fold: To document the process as a reminder of how Council s strategic priorities were identified. Knowledge of the steps and tools used allow Council and Administration to replicate the process thereby keeping strategic priorities current and relevant. To document outcomes from the session providing Council with a synopsis of strategic priorities and operational action items along with a detailed work plan to allow for successful follow-up action. The graphic below illustrates the ever flowing cycle of strategic priority setting. The process and products are documented in the following pages of the report. VISION CHECK-UP PRIORITIES ORGANIZATIONAL CAPACITY ISSUES & OPPORTUNITIES STRATEGIC POSSIBILITIES STRATEGIC TOPICS Lacombe County Vision An attractive, balanced, prosperous, progressive community Mission Building a safe and vibrant community through leadership, innovation and the development of healthy relationships. 2

3 Process Council Key Principles The Key Principles that we apply daily are: INTEGRITY * honest * trustworthy RESPECT The priority setting process followed the open systems model of strategic planning. Beginning with the end in mind, the preferred future is defined and the community vision is revisited. The next step is looking at the community s present conditions by highlighting the current issues and discussing opportunities facing Lacombe County. It is the transformation stage where the gap between vision and reality is closed by defining achievable actions and setting priorities. Strategic priority setting steps involve identifying actions, developing strategies and making choices consistent with the County s mandate and available resources. A final critically important element of the process is adjusting to change. Strategic priorities need to be regularly monitored and adapted to changing external conditions and organization capacity. Once priorities are completed, new ones can take their place. As well, policies and systems must be aligned for successful implementation of strategies. Throughout the priority setting process, Council used the key principles contained in Lacombe County Strategic Plan as a touchstone. * open minded * understanding PROFESSIONALISM * in our ethics * in the image we present APPROACHABLE * caring & compassionate * friendly & courteous FAIR & OBJECTIVE * in our decisions * in how we treat individuals ACCOUNTABLE & TRANSPARENT * for our decisions * for our actions COMMITMENT * to the vision and mission of Lacombe County * to our citizens and stakeholders * to our future 2

4 Vision Check-up Council used the key organizational success measures contained in Lacombe County Strategic Plan as a backdrop for further defining what success would look like. As well, a checklist was developed for using five distinct areas of a sustainable community Economy, Environment, Infrastructure, Social and Governance factors. The framework creates a Vision Checklist that articulates measurable outcomes that can be assessed in quantifiable terms such as amounts or percentages; observable benefits that can be seen or perceived such as feelings and experiences; tangible outputs that are produced such as services and programs delivered to the community. During the workshop, the checklist was used as a tool to conduct a Vision Check-up what is working well (factors that ought to be strengthened) and areas for attention (factors that should be addressed. Council can utilize this tool to monitor and assess the health and progress of the organization either internally with staff or externally through public consultation processes. Involving stakeholders allows Council to understand community perspectives from residents, businesses and partners. It causes Council and the organization to think about the big picture not just recent issues, consider external not just internal interests and define measures of success for future analysis of strategic directions and priorities. A Vision Check-up can be conducted annually as part of Council s Priority Setting process. Council Key Success Measures Stakeholder Satisfaction reduced number of complaints timely response healthy relationships with neighbours Council Satisfaction effective communications with CAO policy development, implementation, evaluation public consultation Employee Satisfaction low levels of absenteeism high levels of staff retention job performance improved internal communications professional growth safe working environment Financial Viability diversity / strength of tax base levels of reserves - financial & physical high quality & well maintained infrastructure success at working within budgets taxation and fee levels Process and System Improvements decision making at the appropriate level investment in new technologies implementation of innovative suggestions Sustainability current services are maintainable and provide benefits for the future, while minimizing negative impacts on the community Source: Lacombe County Strategic Plan

5 VISION CHECK-UP April 2014 EXPECTATIONS WHAT WORKS WELL AREAS FOR ATTENTION ENVIRONMENT Human Environment Community Aesthetics Natural Area Protection Environmental Quality Clear Definition Recycling Environmental Footprint Quality Water Supply Air Quality Good Drainage Soil Retention Public Engagement Good Land Use Balance of Land & Economy Sensitive Area Protection Land Use Framework Agricultural Practices Natural Species Intergovernmental Cooperation Sustainable Natural Areas ECONOMY Job Creation Business Retention Business Growth Business Attraction Community Image Community Sustainability Traffic Tax Rate / Balance Number of Permits Construction Activity Road Quality Community Growth Happy People Plant Expansions Recreation Facilities Small Business Growth Employment Diverse Demographics Good environmental plan Public education Land use planning High standards Good quality of life Citizen satisfaction Clean rivers & lakes Stewardship groups Decreased pesticide use Regional / Community water systems Land owner stewardship Land owner liquidity expertise Planned opportunities Good infrastructure Agricultural land protection Community cooperation Environmental plan Urban contributions Diverse opportunities Low tax rate Low unemployment Streamlined decisionmaking Attraction of human resources Lake development Tourism Local spending County best practices Rural recycling County leadership Public communication Public education Water use policy Renewable energy Lakeshore development Drainage issues Renewable energy Managing conflicting expectations Balance in agriculture use Municipal collaboration Government regulations Government credibility Advocate to senior government Increased diversity Manpower Accommodation Business environment Water usage Peer competition Infrastructure standards Regional partnership Layers of regulations Impact on agriculture 4

6 VISION CHECK-UP April 2014 EXPECTATIONS WHAT WORKS WELL AREAS FOR ATTENTION INFRASTRUCTURE Transportation Utilities Facilities Community Systems Service Delivery Good Roads Broadband Access Capital Plan Sustainable Bridges Quality Water Sewer Systems Trails and Park Areas Lifecycle Plan Public Lake Access Fire Protection Services Road plan maintenance Road network Capital plan Capital plan partnership Water & Sewer partners Recreational facilities Development standards Adherence to standards Clear policies Asset management Shared services Level of service Maximize grants In-house capacity Teamwork Alternative methods / revenue Replacement of reserves Offsite levies Neighbour preventative collaboration Sharing resources Gravel reserves / reclamation Lifecycle forecasting Infrastructure maintenance New infrastructure Changing demands Meeting expectations Policy of liability Stakeholder communication SOCIAL Arts & Culture Support Network Citizen & Property Safety Healthy Lifestyles Health Service Access Sense of Heritage Sense of Community Safe Community Active Citizens Cohesive Community Medical Access Protective Services Grass Roots Action Value for Community Groups Volunteerism Cultural Diversity Safe community Group support / resources Urban dinner program Community engagement Community activism Library support Positive external image Don t stick to rules FCSS programs School programs Open minded Public communication School partnerships Public awareness Understanding needs Rate payers expectations Stakeholder collaboration Volunteer recognition Recreation programs Seniors programs Community engagement Cultural sensitivities Affordable housing Domestic violence Medical marijuana 5

7 VISION CHECK-UP April 2014 EXPECTATIONS WHAT WORKS WELL AREAS FOR ATTENTION GOVERNANCE Good Policies Strategic Direction Role Clarity Agency Liaison Respectful / Professional Good Decision-making Clear & Concise Clear Direction Accountable Government Sustainability Good Communication Fiscal Responsibility Open & Transparent Competent Staff Stakeholder Engagement Council policy evaluation Council / staff relations Council works well Positive public perception Willing to self-evaluate Dedicated staff Open Council Informed decisions Council/admin alignment Transparent decisions Respect for views Fiscally responsible Common vision Financial planning Long range planning Succession planning Role clarity Being decisive Procedural bylaw Council conduct Public communication Just as an explorer uses a compass, a regular Vision- Check-up is a helpful assessment tool for checking the direction of the organization and the community. 6

8 Issues and Opportunities Before designing a building, architects survey the landscape then they bring the client s vision into existence. Following this notion, by surveying the landscape of the community, Council is better prepared to address public expectations and needs. The end result is key strategic topics to be addressed in the priority setting process. During the April workshop, Council identified a list of current and emerging issues and opportunities facing Lacombe County. LONG LIST C indicates Council scoring. S indicates staff scoring. ISSUE / OPPORTUNITY C S ISSUE /OPPORTUNITY C S Medical marijuana 3 - Boat access to lakes 2 3 Inter-municipal development plans - - Indecisiveness 8 24 Social media - - North leg - Trans Canada Trail 6 4 Bylaw clarity for Enforcement staff - - Understanding mandate - - Successful partnerships 16 6 Ag needs vs County regulations - 4 Aging gravel road system - - Relationship with neighbours - - Keeping small muni s viable Water / drainage management 21 1 Pace of technological change - - Registration of fish huts - - Employee recruitment / retention - 30 Land use planning / conflicts IT back office support - - Divisional / regional thinking 10 - Density opportunity in hamlets - - Pressure on QE II corridor We / they thinking - - Depletion of natural resources - - Future financial viability 22 4 Declining rural populations - - Staff succession planning Remote shops Urban sustainability / location - - Access to public amenities 5 4 Adjusting to changing Ag. practices 15 - Tax assessment rate 10 - Broadband upgrade 17 3 Assessment base diversification 1 5 Bridge infrastructure shortfall 10 5 Financial reserves management 4 - County residential density 11 - Trail funding opportunities 5 6 Recreation funding - - Lack of resources - - Long range fire protection planning 7 3 Code of conduct 2 9 Dysfunctional politicians / all levels 9 - Staff workload - - Upper level grant structures 2 - Modernization of road standards 32 - Workplace culture / environment - - Transition / rural to urban services 7 5 7

9 LONG LIST C indicates Council scoring. S indicates staff scoring. ISSUE / OPPORTUNITY C S ISSUE /OPPORTUNITY C S Environmental sensitive protection 7 15 Maintaining current levels of service - - Public Input / Ag Plan review - 5 Partnership possibilities - - Zero growth in outlying areas - - Wetland drainage alterations - - Recreation / Utility dept expansion - - Council education 6 - Invasive species - 7 Agriculture secondary processing - - Public engagement 14 4 Economic development / growth - - Changing workforce demographics - 6 Bylaw enforcement - - Aging demographics /neighbourhoods - - Camping on private land 5 - Procedural bylaw - - Staff training - - Balancing expectations / resources - 35 Comprehensive staffing review - 62 Clubroot 5 - Tourism - - Regional water and sewer 4 24 Staff engagement / direction - 4 Growth potential - - Lack of cultural facilities - - Lifecycle Costing - 16 Park planning - 10 Issues and Opportunities to Priorities ISSUES/OPPORTUNITIES (Long List) CRITERIA STRATEGIC TOPICS SHORT TERM PRIORITIES LONGER TERM DIRECTIONS S WORK PROGRAM 2003 LGL INSTITUTE The long list of items was scored with both Council and staff choosing their top ten items from the list. The facilitator extracted the overall top ranked items forming a short-list of issues and opportunities (see next page). Some items were ranked higher by Council or staff and some were common to both. The short list contains Council driven matters and staff-lead items. 8

10 Issues and Opportunities to Priorities SHORT LIST ISSUE / OPPORTUNITY COUNCIL STAFF TOTAL SUSTAINABLE COMMUNITIES 26 (#3) 38 (#1) 64 SUSTAINING RECREATION PLAN 29 (#2) 28 (#6) 57 AGING STAFF - SUCCESSION PLANNING 23 (#4) 30 (#4) 53 Land Use Conflicts (#2) 50 Remote Shops (#5) 42 MODERNIZE ROAD STANDARDS 32 (#1) - 32 Staff Recruitment - 30 (#3) 30 FUTURE FINANCIAL VIABILITY 22 (#5) 4 26 PARTNERSHIPS 16 (#8) 6 22 RECYCLING 21 (#6) 1 22 BROADBAND 17 (#7) 3 20 PUBLIC ENGAGEMENT 14 (#10) 4 18 CHANGING AGRICULTURE 15 (#9) - 15 BOLD CAPITALS = COUNCIL / STAFF COMMON ITEMS CAPITALS = COUNCIL ITEMS and Title Case = Staff lead items Keep in mind you are always saying no to something. Even when the urgent is good, the good can keep you from your best - your unique contribution, if you let it. Stephan Covey 9

11 Strategic Topics The Issue and Opportunity Short List was reviewed and discussed. From this discussion, Council developed a list of Strategic Topics, which became the focus of the priority setting process. The Strategic Topic list is not the same as the issue short list. There may be several items captured within one topic. Council agreed to explore the following strategic topics: 1. Staffing 2. Sustainable Communities 3. Recreation 4. Road Standards 5. Financial Viability 6. Recycling 7. Partnerships 8. Agriculture 9. Broadband 10. Land Use 11. Public Engagement 12. Remote Shops Seeing the Possibilities Moving towards something that is desirable, the possibilities are immense. To move from strategic topics to strategic priorities, a four-step process, the Solution Seeking Model, was utilized. Participants began by clarifying the strategic topic, then identifying desired outcomes if the topic was successfully addressed. Next, options or ways to achieve the desired outcome were explored and a preferred strategy was selected. The solution seeking discussion generated enough information to consider the strategic topics as strategic possibilities. This does not make them priorities yet. There are too many of them given the organization s limited capacity. An organization s capacity box is not readily visible but does have limitations or boundaries. It is useful to look at organizational capacity as a box of balls. If the box is full then Council must be realistic about putting more initiatives inside. Some of the limitations include: Policy procedures that define mandate and roles Finances available net resources Culture norms delineating acceptable behaviours Risk tolerance for organization and legal exposure Human resources available staff and competency levels These capacity box elements are impacted by dynamic internal and external factors: Funding available funding beyond day-today operations Scrutiny level of visibility for organizational actions Demands diverse requests from clients and the public Environment conditions impacting the organization Support legitimacy and trust among stakeholders 10

12 STRATEGIC POSSIBILITIES DISPOSITION 1. STAFFING (COUNCIL NOW PRIORITY) Service Capacity Review 2. SUSTAINABLE COMMUNITIES (COUNCIL NEXT ITEM) Municipal Development Plan 3. RECREATION (COUNCIL NOW PRIORITY) Recreation Plan (COUNCIL NEXT ITEM) Recreation Agreements 4. ROAD STANDARDS (COUNCIL NOW PRIORITY) Road Plan / Standards Review 5. FINANCIAL VIABILITY (COUNCIL NEXT ITEM) Long Term Capital Plan 3 Year Budget 6. RECYCLING (COUNCIL ADVOCACY ITEM) Agriculture Plastic Recycling 7. PARTNERSHIPS (COUNCIL NEXT ITEM) Regional Vision 8. AGRICULTURE (COUNCIL NOW PRIORITY) Agriculture Plan 9. BROADBAND (COUNCIL NOW PRIORITY) Business Case 10. LAND USE (COUNCIL NEXT ITEM) Land Use Bylaw Amendment Comprehensive Review 11. PUBLIC ENGAGEMENT (Operational Item) ACTION Undertake a review that looks at the current service inventory, expectations and gaps. Determine service adjustments based on balanced resources. Draft terms of reference for a County visioning process with the Municipal Development Plan process. Present draft recreation plan for Council approval. Determine resource allocation for inclusion in the 2015 budget and long term capital plan based on recreation agreements. Review standards to determine relevancy and accuracy. Identify hotspots for priority attention in Inventory current projects and create a priority list for the 2015 capital budget. Budget for long term capital plan in Inventory services and identify revenue with strategies to deal with projected gaps in a 3 year budget. Work through AAMD&C to provide input into agricultural plastic recycling options and legislation. Meet with partners to develop a regional vision that will facilitate the analyses of current shared services and future opportunities, identify gaps and advance strategies for mutual benefit (after the development of the County vision). Complete the Agriculture Plan based on public input and feedback for Council direction and subsequent approval. Undertake business case to determine options and County role. Advocate to Province re: Broadband spectrum impact and funding support. Update document with current amendments. Develop terms of reference that will outline the process for an update of the current land use bylaw. Review of current communication methods deemed adequate. 12. REMOTE SHOPS (Operational Item) Develop a business case that addresses gaps, location options and funding to determine single location. 11

13 Results Strategic Priorities Based on the number of topics, organizational capacity and the application of the reality, urgency and responsibility criteria, the strategic topics were translated into five strategic priorities to be addressed NOW (see Strategic Priorities Chart, next page). The Strategic Priorities Chart captures Council s priorities and operational strategies at the time of the April workshop. Items listed in BOLD CAPITALS indicate priorities Council wishes to address NOW. These items automatically enter the appropriate operational unit at the bottom of the chart. This shows the alignment of staff work with Council direction. Items listed in CAPITALS indicate priorities that will be addressed NEXT or when a NOW item is completed. Bold items indicate Organizational Improvements to maximize Council and staff capacity as well as excellence in governance. SELECT NEXT PRIORITIES NOW PRIORITIES DONE OPERATIONAL Day-to-Day LATER In addition to Council priorities, there are other strategic matters receiving the attention of administration. These Operational Strategies are noted in regular font on the Strategic Priorities Chart. The utility of the priority setting process is evident in the number of items that can truly be acted upon as Strategic Priorities. The focus is on five NOW priorities. When these are completed, one-by-one they are replaced with NEXT items. LATER items or NEW items are not lost. They are reviewed using specific criteria and move up the list as resources become available or as new needs emerge. Accomplishments are achievable - not just words on paper. To this end, the Strategic Priorities Chart should be reviewed regularly as a reminder of the organization s capacity to make adjustments, change priorities and celebrate achievements. It should be included in every Council meeting agenda as a constant reference, updated monthly by the CAO (Chief Administrative Officer) with Council and reviewed quarterly by the CAO with Council and with staff. 12

14 STRATEGIC PRIORITIES CHART April 2014 CORPORATE PRIORITIES (Council/CAO) NOW 1. SERVICE CAPACITY REVIEW: Report BROADBAND: Business Case RECREATION PLAN: Approval AGRICULTURE PLAN: Direction ROAD PLAN: Standards Review NEXT RECREATION AGREEMENTS (2014) URBAN MUNICIPALITY SUSTAINABILITY (2016) LAND USE BYLAW (2015) MUNICIPAL DEVELOPMENT PLAN (2016) ADVOCACY Agriculture Plastic Recycling Options Agriculture Plastic Legislation Broadband Infrastructure Funding Broadband Spectrum Impact LONG TERM CAPITAL STRATEGY (2015) 3 YEAR BUDGET (2014) REGIONAL VISION (2015) OPERATIONAL STRATEGIES (CAO/Staff) COUNTY COMMISSIONER 1. SERV. CAPACITY REVIEW: Report West QE II Servicing Plan Staff Compensation: Review URBAN MUNICIPALITY SUSTAINABILITY Council / Staff Relations ENVIRONMENTAL & PROTECTIVE 1. AGRICULTURAL PLAN: Direction Fire Services: Review Utilities & Agriculture: Review EPS Service Review Aspelund Completion CORPORATE SERVICES 1. RECREATION PLAN: Approval BROAD BAND: Business Case Budget Process: Review LONG TERM CAPITAL PLAN 3 YEAR BUDGET: Draft OPERATIONS 1. ROAD PLAN: Standards Review Bridge Maintenance Plan: Update Gravel Source Strategy Park Reserve Review: Standards Environmentally Sensitive Practices Review PLANNING & DEVELOPMENT 1. LAND USE BYLAW: Draft East Gull Lake Sewage Proposal Planning Department. Review MUNICIPAL DEVELOPMENT PLAN: REGIONAL VISION CODES: BOLD CAPITALS = NOW Priorities; CAPITALS = NEXT Priorities; Italics = Advocacy; Regular Title Case = Operational Strategies 13

15 Strategic Priorities Work Program As the final stage in the solution seeking process, an action plan was developed that identifies resources and responsibilities to implement Council s priorities. The Strategic Priorities Work Program is used to determine the activities and resources required to implement strategic priorities. It is necessary for: Budgeting the true acid test for a strategic priority is whether it gets funds within the annual budget process. If not it should move to NEXT status. Work Planning the CAO will be better equipped to assign work knowing the time and effort required of staff to implement Council priorities. Performance Monitoring Council will be able to perform its oversight role better if there are timeframes to monitor progress and results. The Work Program lays out what is necessary from staff and / or partners to implement a strategic priority. The Work Program clearly itemizes Council expectations in terms of: Who responsibility for implementation and decisions Why success indicators to monitor progress and results What specific task and activities that need to be done When sequencing of activities with target dates How human, material and fiscal resources required The Strategic Priorities Work Program defines the desired outcomes for each priority (column 1), options for achieving the priority (column 2) and actions, responsibility and timelines (column 3). Regular updating of the chart ensures that everyone is on the same page. Roles are clear, the focus is defined and progress is monitored and celebrated. Extracted from the report, the Strategic Priorities Chart and Work Program are intended to be working documents, updated regularly. 14

16 Strategic Priority Work Program PRIORITY/Desired Outcomes OPTIONS/ Strategy ACTION - What, When NOW April SERVICE CAPACITY REVIEW (CAO) How can we maximize our service capacity? * Service Capacity Review Complete service inventory Define service expectations Identify efficiencies Assess current service delivery Assess effectiveness of services Positive staff morale Attraction and retention of employees Ensure value for money In-house with facilitator Comprehensive Review Targeted Review 1. Assemble inventory Conduct workshop Approve service adjustment strategy BROADBAND (Corporate Services) What is the County s role in increasing internet service? * Business Case High speed internet service Enhanced capacity for businesses Streaming service for residents Revenue opportunity Community viability 1. Draft request for proposals Retain consultant to develop business case Present business case for Council consideration RECREATION PLAN (Corporate Services) How do we plan for recreation facilities and infrastructure? * Recreation Plan Wide range of recreation options Active and healthy community Cross generational recreational opportunities Facilities and infrastructure priorities Parks and open space priorities Meets public needs / expectations Funding plan Finalize Plan 1. Review resource allocation Approve plan Recreation Agreements See Recreation Agreements 15

17 PRIORITY/Desired Outcomes OPTIONS/ Strategy ACTION - What, When April AGRICULTURE PLAN (Env. & Protective Svcs) How do we ensure the protection of agricultural land for future generations? * Agriculture Sustainability Plan Benefits and impacts understood Clear policy direction Consistent system to manage change / development Agriculture viability and balanced growth Consistent with Provincial Land Use Framework Aligned with Provincial Water for Life Strategy Maintain beauty of the land 1. Adjust Plan based on public feedback Present to Council Develop themes (Committee of the Whole) Draft Plan ROAD PLAN (Operations) Are our standards still relevant and adequate? * Standards Review Solid network plan Road policy Roadway classifications Road paving standards Sustainable funding Adequate reserves Fair Divisional funding Inclusion in long term capital plan NEXT 1. Review classification system Determine hotspots Include priorities in long term capital plan Update road standards RECREATION AGREEMENTS (Corporate Services) How do we fund recreation facilities and infrastructure? * Funding Complete service inventory Define current and future needs Identify key program gaps Identify facility gaps Regional support / commitment Mutual benefit Recreation Agreements 1. Resource allocation Draft agreements

18 PRIORITY/Desired Outcomes OPTIONS/ Strategy ACTION - What, When April 2014 URBAN MUNICIPALITY SUSTAINABILITY (County Commissioner) Investigate options for County support of Urban Municipality Sustainability * Formula Maintain independence Proactive approach / before download Understand community capacity Gauge community viability Enhance quality of life Share benefits 1. Research best practices Confirm approach Develop formula LAND USE BYLAW (Planning & Development) How should we approach amending the LUB? * Land Use Bylaw Update Alignment with Municipal Development Plan Long term goals and objectives for land use Engaged and supportive public Land use planning guidelines Foundation for planning decision-making Developer certainty Complete rewrite Targeted amendments Housekeeping updates 1. Draft document Approval MUNICIPAL DEVELOPMENT PLAN (Planning & Development) What are the future priorities? * Plan Update Alignment of growth plans and bylaws Clear growth priorities and expectations Clear understanding of current growth patterns / needs Developer certainty Efficient use of resources Sustainable community Comprehensive Targeted Housekeeping 1. Develop terms of reference Review current MDP Define Council growth philosophy and approach Identify issues and gaps Establish targeted revisions Update plan

19 PRIORITY/Desired Outcomes OPTIONS/ Strategy ACTION - What, When April 2014 LONG TERM CAPITAL STRATEGY (Corporate Services) How do we allocate current and future capital funding and what are the priorities? * Long Term Capital Plan Current and future needs assessed Operating and maintenance costs known Funding sources identified Priorities determined Comprehensive inventory Efficient and safe systems and facilities Inventory of projects Budget alignment / proactive planning 1. Inventory current projects Identify gaps and funding sources Create priority list of projects and timelines Develop strategy YEAR BUDGET (Corporate Services) How do we anticipate and plan for operational, maintenance and project funds? * 3 Year Budget Process / Long Term Financial Plan Staff certainty Financial stability Fiscal responsibility Better decision making Ability to incorporate priorities Ability to plan for next projects 1. Inventory services and costs Assign resource allocations / revenues Determine gaps Draft 3 year budget for cycle REGIONAL VISION (Planning & Development) What is the shared vision for our region? * Strategy Clear vision and direction Benchmark for alignment of plans Touchstone for collaboration Reduced duplication of services / infrastructure Adequate facilities / infrastructure Satisfied residents Mutual financial benefit Community viability Community sustainability 1. Develop terms of reference Community based process Link to MDP Update

20 PRIORITY/Desired Outcomes OPTIONS/ Strategy ACTION - What, When AGRICULTURE PLASTIC RECYCLING * Options AGRICULTURE PLASTIC * Legislation BROADBAND * Infrastructure Funding BROADBAND * Spectrum Impact ADVOCACY Request Solid Waste Commission to investigate options for agriculture plastic recycling Advocate through AAMD&C to have Province take a lead role in agriculture plastic recycling Advocate through AAMD&C for broadband infrastructure funding Advocate for clarity regarding the future impact of the broadband Spectrum Initiative April 2014 Bolded items indicate the Council priority, the preferred option to achieve the outcome and the primary action necessary to address the priority. The question used by the Council to focus their priority setting discussion is italicized. 19