Embracing Our Future Municipality of Red Lake 2012 Strategic Plan. 2 Fifth Street, Box 1000 Balmertown, Ontario P0V 1C0.

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2 Embracing Our Future Municipality of Red Lake 2012 Strategic Plan 2 Fifth Street, Box 1000 Balmertown, Ontario P0V 1C0 2

3 TABLE OF CONTENTS Message from Mayor and Council Message from the CAO and Senior Management Team 1. Embracing Our Future Our Strategic Plan 2. Environmental Scan S.W.O.T. Analysis 3. Our Passion and Values 4. Our Vision and Mission 5. Rights and Responsibilities 6. Our Goals and Objectives Sector One Social and Cultural Sector Two Environment and Economy Sector Three Operations and Communications

4 MESSAGE FROM MAYOR AND COUNCIL On behalf of the Municipality of Red Lake Council and Staff, I am proud to present our Strategic Plan. This Strategic Plan is a document that sets out our Vision and the thresholds required to achieve that Vision. This Plan reflects the expectations of our as outlined in our consultation process. The realization of the expectations will require a series of Action Plans. These Action Plans should be in alignment with our Official Plan and our Sustainable Plan. Like all planning, this Strategic Plan must be flexible to reflect the continuing changes that Red Lake will experience. Our Council and Staff firmly believe that the Strategic Plan is representative of the whole community. The Strategic Plan will be utilized as a tool in the decision making process of the Municipality. The decisions that are made today will shape our tomorrow. On behalf of our committed Council and professional Staff, we look forward to serving you as we move forward with our Strategic Plan. We do hope that we continue to enjoy community engagement as we make Red Lake a better place to live, work and play. Yours truly, Phil T. Vinet Mayor Councillors Ken Forsythe, Deputy Mayor Anne Billard Sandy Middleton Paul Parsons Debra Shushack 4

5 MESSAGE FROM THE CAO AND SENIOR MANAGEMENT TEAM The Strategic Plan for The Corporation of The Municipality of Red Lake is Council s five year vision and future direction for the Corporation. The Strategic Plan consists of three pillars, which provides guidance for all Municipal programs and service. Council, Municipal Staff, along with the residents of the Municipality of Red Lake have been involved with the development of the Strategic Plan, which means it has been developed for the community and its residents. Municipal Staff will be using the Vision, Mission and Belief Statements to complete Municipal tasks and projects. Along with the Strategic Plan, the Municipality of Red Lake has recently completed a Parks and Recreation Master Plan, Sustainable Plan and Cultural Plan that will be part of the decision making process. There is a Fire Master Plan that is scheduled to be completed early in All four plans include short and long term goals, and these goals will be completed by using the Vision, Mission and Belief Statements within the Strategic Plan. The Strategic Plan will assist the Municipality in completing the review of the Official Plan over the next 18 months. The Official Plan is a policy document that sets out the general guidelines for the orderly growth and development of the Municipality of Red Lake. The Strategic Plan will play the major role in completing the Official Plan for the Municipality of Red Lake. Municipal programs will be managed by the annual budget and through this process, decisions regarding future programs, services and resources that are delivered to the residents of the Municipality of Red Lake will be completed by the use of the Strategic Plan. The Strategic Plan is a living document which will be monitored on a regular basis and will have a review by the in-coming Council in early 2015, with a complete review again in the fall of The updated Zoning By-Law was completed in 2010 and a Comprehensive Review was completed in Zoning By-Law is a tool used to implement the goals, objectives and policies of the Municipality of Red Lake s Official Plan and Provincial Policy Statement. The Comprehensive Review was completed to identify additional land within the Municipality of Red Lake for Residential, Commercial and Industrial use. Yours truly, Brian Anderson Chief Administrative Officer Senior Management Team Brian Anderson, Chief Administrative Officer Shelly Kocis, Clerk Brian McQuarrie, Treasurer Todd Olson, Operations Superintendent 5

6 1. EMBRACING OUR FUTURE OUR STRATEGIC PLAN PURPOSE OF OUR STRATEGIC PLAN A Strategic Plan is the cornerstone of a community as it sets forward the guiding principles and implementation tools over a set period of time. The creation of this Strategic Plan is an opportunity for the community of Red Lake to project where the Municipality will be in five years and how they will arrive there. It is a systematic planning process involving a number of steps to determine the current status of the Municipality inclusive of its: vision and mission; goals and objectives; implementation; and monitoring. In order for the Municipality to flourish, everyone must work together to ensure the success of the plan. CREATING THIS STRATEGIC PLAN Information for this Strategic Plan was gathered through a review of policy documents, the results of a questionnaire, and three workshops. The policy documents which were reviewed include: The questionnaire requested that participants list the community s:strengths and weaknesses; what services/programs should the Municipality offer; what are your values as a resident; what goals/initiativesshould the Municipality be working towards; what needs to be done tohave the Municipality improve its image; and what should the Municipality be known for in the year There were three workshops held, each occurring on November 2, 2011.The first included Municipal Staff, the second Mayor/Council and the third, Residents of the Municipality of Red Lake. The workshop activities and discussions were focused on determining the Municipality s: strengths and weaknesses, opportunities and threats; passion and values; vision and mission; goals and objectives; and rights and responsibilities. Accessibility Plan (2011) Comprehensive Plan (2011) Emergency Plan (2011) Municipal Cultural Plan (2011) Sustainable Plan (2011) Parks and Recreation Plan (2010) Zoning By-Law (2010) Strategic Plan (2007) Official Plan (2005) The information within this Strategic Plan worked to complement and advance the above stated documents. The questionnaire was presented online using the Municipality s Newsletter, Website, Twitter, Facebook page and was available in hardcopy format at public centres within the Municipality. 6

7 2. ENVIRONMENTAL SCAN S.W.O.T. ANALYSIS An Environmental Scan was performed for the Municipality. The purpose of the scan was to assist in the creation of the Municipality s Passion, Values, Vision, Mission, Goals and Objectives. The strengths, weaknesses, opportunities, and threats (S.W.O.T.) of the Municipality were analyzed. Points for each of the four criteria were chosen from the data gathered and are outlined below: S STRENGTHS Natural Resources/Beauty Economy/Employment Motivated and Warm Knowledgeable Municipal Staff Life Style Customer Service Diversity of Residents High Average Household Income Geographical Location Hub for the North W WEAKNESSES Lack of Housing Options Infrastructure is Aged, Dispersed, and Insufficient Division between the Communities Geographically and Socially Insufficient Medical Amenities/Services Youth Retention Cost of Living Lack of Municipal Vision Lack of communication and operational protocols Geographical Location O OPPORTUNITIES Economic Growth Commercial/ Forestry/Tourism Staff Development and Training Create a Shared Cultural/Recreation Centre Improved Housing Options Engage Northern Aboriginal Communities Public Transit Improve the Beauty of the Municipality T THREATS External Legislation/Government Approvals Commercial Industries not being able to compete with the Mining Wages Lack of Housing Transient Workers (those that fly in and out for work) Life after the Gold Mines Lack of Economic Diversity Lack of Investors for Small Businesses Lack of a Clear Vision and Well Defined Goals 7

8 3. OUR PASSION AND VALUES Passion Statement The Municipality of Red Lake A healthy, happy and prosperous community to live, work and visit! SHARED COMMUNITY VALUES Sense of Family Environmental Heritage Sense of Integrity Respect Cooperation Honesty Civic Pride Acceptance Security/Safety Affordability Commitment Sustainable Reliability Compassion Public Participation 8

9 4. OUR VISION AND MISSION VISION STATEMENT The Municipality of Red Lake will prosper in its social engagement, cultural wealth, environmental awareness, economic diversity, service and efficiency. The Municipality of Red Lake in five years will have created or have a plan for: a medical clinic, recreation centre, and a trail system. It will have enhanced its: housing numbers and options; opportunities for economic growth, community engagement; service efficiency; and community safety and beauty. It will have reduced its impact on the environment by encouraging local food economies; by improving waste management; and by encouraging alternative energy production. MISSION STATEMENT Citizens, Staff, and Council of the Municipality of Red Lake will pursue its vision as a committed collective; inspired by their desire to reside in a sustainable, harmonious, and diverse community. 9

10 5. RIGHTS AND RESPONSIBILITIES To better create a sense of responsibility, conviction, and interdependence within the Municipality, the, Staff, and Council were asked in three workshops to comment on how they perceived their rights and responsibilities. They were asked to complete the following: As a Citizen, you have the Right to As a Citizen, you have the Responsibility to Within this exercise participants were requested to identify how they, as residents of the Municipality of Red Lake, desired to be labeled. Citizen was the label chosen. The following are the responses produced by the participants. As a Citizen, you have the Right to As a Citizen, you have the Responsibility to Inclusion Services and Access A Healthy Lifestyle/ Clean Water OPEN COMMUNICATION/BEING INFORMED Respect Ask Questions Health Care Accountability Dignity A SAFE ENVIRONMENT Infrastructure A Decision Transparency Equal Opportunity To Participate Be Informed Participate Volunteer Respect Your and Fellow Residents Be Respectful Be Engaged in Our Future Be Proud of Our Communicate Your Concerns Respect Set our youth up Assets for success Look out for Each Other Embrace Our 10

11 6. OUR GOALS AND OBJECTIVES THREE SECTORS In arriving at our goals and objectives three sectors were formed. The three sectors represent three vital areas that are required for a sustainable and functional municipality. SECTOR ONE SOCIAL AND CULTURAL SECTOR TWO ENVIRONMENT AND ECONOMY SECTOR THREE OPERATIONS AND COMMUNICATIONS The workshops and questionnaire were specifically designed to provide information and opinions regarding goals and their subsequent objectives the Municipality of Red Lake should be oriented to accomplish within the next five years. Based upon the feedback, goals and objectives were chosen for each of the three sectors. Each objective is accompanied by implementation strategies, and a monitoring strategy. The implementation strategies are inclusive of two ideas which, where relevant, are in support of other policy documents. Implementation also includes a mention of who would need to create a collaborative coalition as leaders and participants to fulfill the objective. The monitoring strategy for each takes the form of an Annual Report Card. 11

12 SECTOR ONE - SOCIAL AND CULTURAL GOAL 1: A HEALTHY MUNICIPALITY OBJECTIVE A OBJECTIVE B OBJECTIVE C Through partnerships increase housing stock and diversity of housing options with an emphasis on affordability and housing for seniors Increase land availability for residential development Develop a plan to create a retirement centre in conjunction with the Ministry of Health and Long-Term Care Business/Industry Housing costs Number of residential units Average annual vacancy rate Types of housing options available Quantitative appeal of neighbourhoods Obtain current topographic mapping (at a scale of 1:2,000 or larger) of the potential selected expansion areas, where existing mapping is not available Conduct preliminary geotechnical investigation of the proposed expansion areas to supplement existing information Work with residents, all levels of government and the hospital to create a medical plan and clinic that meets the community needs Locate and secure property for the clinic Assist in the Recruitment and Retention of required medical staff (doctors, nurses, researchers, administrative staff) Create a community wide wellness strategy Hospital CEO Business/Industry Determination if a location for a clinic is available and if it has been purchased Creation of a site plan and building design for the clinic Build clinic Number of medical professionals working within the Municipality and the duration of their commitment Creation of a community wide wellness strategy Analysis of the health and well-being of the community Collaborate with the community to improve safety for all residents Create a Watch Program in association with the Ontario Provincial Police Form a Walking School Bus program Design new housing developments so that there are eyes on the street Increase community wide social events such as festivals Ontario Provincial Police Volunteers Creation of a Watch Program Creation of a Walking School Bus program Increase and well attended school events Well maintained public infrastructure Conduct preliminary geotechnical investigation of the proposed expansion areas to supplement existing information 12

13 SECTOR ONE - SOCIAL AND CULTURAL GOAL 2: A CONNECTED MUNICIPALITY OBJECTIVE A OBJECTIVE B Promote and create an integrated municipal wide trail system Create trails within the Municipality of Red Lake Create a collaborative team Determine and raise funding Connecting the communities through trail design, maintenance program, safety protocol and development of trails Parks & Recreation Advisory Committee Business/Industry Creation of collaborative team Availability of funds Design of the trails, maintenance and safety programs Development of trails A report on who is using the trails, why and how they feel they can be further improved Increase a sense of community through the creation of more festivals Support Existing Festivals Norseman and Canada Day Raise funds Creation of a Winter Festival Existing community festival groups Local businesses Red Lake Publicity Board Availability of funds Presence of Winter Festival 13

14 SECTOR TWO - ENVIRONMENT AND ECONOMY GOAL 2: A DIVERSIFIED AND WELL SUPPORTED ECONOMY OBJECTIVE A OBJECTIVE B C Advance currently active and proposed capital investment projects relating to the airport, waterfront, medical services and municipal infrastructure while further investing, analyzing and implementing other capital investment opportunities for the Municipality Work with the Economic Development Office and continue with the Municipality of Red Lake s Marketing Plan Develop a Business Improvement Area within the Business District of Red Lake and Balmertown Determine budget Look for alternative investors and government business monies Business/Industry Federal Agencies Provincial Agencies Progress reports on each project where they are in their development timelines Balance sheets Number of new investors and investment capital Establish tourism opportunities Promote commercial development Create more opportunities for cottage development Increase opportunities for Eco tourists Red lake Publicity Board Local businesses Recreation Department Number of visitors Determination of monies earned through tourism 14

15 SECTOR TWO - ENVIRONMENT AND ECONOMY GOAL 2: A HEALTHY AND RESPECTED ECOLOGY OBJECTIVE A OBJECTIVE B OBJECTIVE C C Protect Aquatic Interests Collaborative with Ministry of Natural Resources to ensure the riparian zone is healthy Create relationships with University programs to analyze the health of water bodies Promote an educational program on lake health and responsibilities Nitrogen levels of the lake Creation of riparian zone environmental protection guidelines Fish health Improve waste management through improved efforts to handle garbage, composting and recycling programs Continue Waste Management Education Program Monitor and continue to evaluate the strategies present within the Waste Management By-Law Create a Back Yard Composting Program Encourage local businesses to promote recycling of their product lines Investigate economical ways to dispose of recyclable material Reduction of waste in landfill site Levels of recycling materials and processing costs The number of back-yard composting bins provided Collaborate with the community to improve Promote opportunities for localized food production Assist in creating a Garden Program Set up farmers markets Encourage greenhouses Northern Ontario Agri-Food Education and Marketing (NOAFEM) Diversity of foods produced and sold locally Calculating food miles for the municipality Number of community garden plots and gardeners 15

16 SECTOR THREE - OPERATIONS AND COMMUNICATIONS GOAL 2: ENHANCED QUALITY OF SERVICES AND OPERATIONS OBJECTIVE A OBJECTIVE B OBJECTIVE C C Create innovative vehicles for public participation and education Create a Social Media Strategy Provide on-line surveys Create festivals/art programs with informative messages Provide venues for public gatherings Create two annual meetings for question and answer sessions with community Participation rates in public meetings The number of individuals visiting the Website, Twitter and Facebook page Number of individuals completing the surveys Maintain Council s transparency Create an Annual Report Card which outlines the progress Create on-line questionnaire Annual Report Card completed and filled in Commit to a healthy working atmosphere for municipal employees Create organizational reviews Create an office cultural review Provide opportunities for staff members to pursue a relevant personal project Create opportunities for informal gatherings with all Municipal staff and council Job satisfaction Staff retention 16 16

17 SECTOR THREE - OPERATIONS AND COMMUNICATIONS GOAL 2: WELL MAINTAINED AND EXPANDED INFRASTRUCTURE OBJECTIVE A OBJECTIVE B OBJECTIVE C Determine the best value and practice for service delivery within the Municipality Annual review of Servicing Strategy Create a social venue for people to gain information and to share their comments Continue to provide updates in tax and/or water and sewage bills Business/Industry Customer satisfaction Service financial costs Employee satisfaction Facilitate energy independence through the expansion of alternative forms of energy production such as geothermal and solar Provide information on opportunities to convert to alternative forms of energy production Provide information for creation of LEED buildings and neighbourhoods Attract alternative energy business entrepreneurs Educate the public and building industry Ad Hoc Committee of Council be created to research opportunities for growth and funding of alternative forms of energy production; and to create a Local Climate Action Plan to become a net zero Municipality Green Committee Emissions calculations Energy consumption Number of projects that are using alternative energy Financial impact of the alternative energy projects Number of LEED buildings being proposed and built Improve the quality of the roads and sidewalks with a focus on accessibility Comply to Accessibility for Ontarians with Disabilities Act Prepare greater budget awareness for streets and sidewalks Create on-line survey to determine community needs Create the trail system Budget expenditures Citizen satisfaction Sense of pride 17

18 Funding Assistance was received by Northern Ontario Heritage Fund Corporation and Chukuni Communities Development Corporation