City of Orillia Strategic Plan

Transcription

1 City of Orillia Strategic Plan October 13, 2011 Carolyn Kearns Consultant w: m:

2 REVISED STRATEGIC PLAN Council has developed a draft Strategic Plan to guide its future direction. The key components of the Strategic Plan include the following elements: Vision, Priorities and Initiatives The components of the revised Strategic Plan are shown in Figure 1. Figure 1 City of Orillia Strategic Planning Session #2: October 13, 2011 Revised Strategic Plan City of Orillia: Vision A healthy progressive community that respects people and promotes growth in a sustainable environment. City of Orillia: Strategic Priorities People First Respect for all through a customer-centred approach Support Business Improving Orillia s competitive position Environmental Stewardship Having regard for the environment in decision-making Healthy Communities Enhancing the wellness of the community - 1 -

3 City of Orillia: Strategic Initiatives People First Respect for all through a customer-centred approach Improving Communications, Cooperation and Community Engagement Taking Timely Action and Ensuring Accountability Encouraging Staff Excellence Demonstrating Excellence in Corporate Governance Ensuring Financial Sustainability Support Business Improving Orillia s competitive position Environmental Stewardship Having regard for the environment in decision-making Supporting Existing Businesses and Industry Improving the City s Image Establishing a Strategy for City Core Revitalization Developing the Waterfront to its Potential Being a Cleaner, Greener City Further Developing the Trail System Managing Growth and Using Land Wisely Improving Transportation Modes Healthy Communities Enhancing the wellness of the community Investing in Arts, Culture and Recreation Enhancing Health, Safety and Accessibility Making Strategic Investments in Infrastructure Promoting a Broad Range of Housing Choices within the Community Priority Strategic Initiatives Priority strategic initiatives refer to the most important things that the City needs to focus on over the next three years. They are things that for the most part, the City can control or influence and things that will have a significant impact and excite people. Priority strategic actions require the time and resources of Council, staff and often community partners. They represent a change in terms of a new direction, an intensification of efforts or improved results. Priority strategic actions do not represent everything that the City intends to do over the next three years. Many actions are being undertaken on a regular basis and represent important operational areas of activity to be continued. Seven priority strategic initiatives were identified. They are shown following beginning with the one identified as most important

4 City of Orillia Strategic Plan Priority Strategic Initiatives Recreation Facilities Downtown and Waterfront Economic Development Communications School Sites Emergency Services Tourism These top seven initiatives should be the ones Council and the begin to work on first. PRIORITY STRATEGIC INITIATIVES Recreation Facilities While there continues to be a variety of views on the location for the recreation facility or facilities, there was agreement that whatever is developed must be based on the following: Components to include: - An aquatic facility able to serve competitive, leisure and therapeutic needs - A gymnasium comprised of a minimum double sized gym Investigate opportunities to use existing facilities to provide the following: - Indoor track - s Centre - Multi-purpose rooms Determine the future of arena needs (amount and timeframe) Explore a variety of ownership options including: - City owned - 3 -

5 - Partnership between the City and one or more municipalities - Partnership with the City, one or more municipalities and Georgian College and/or Lakehead University - Private sector development - Partnership between the City and the private sector - Other combinations and variations including the not-for-profit sector It was suggested that the presentation to Council by Michael McMurter contained many actions appropriate to the recreation facilities implementation discussion. The presentation is attached to this plan. The implementation plan for the City s recreational facilities initiative is shown in Figure

6 Figure 2 Recreation Facilities Implementation Plan Desired Outcomes Recreation programs and services accessible to all New pool and gym operational Recreation facilities represent good value to the taxpayers/citizens Strong partnerships in place to build and operate recreational facilities Healthy active community Actions to be Undertaken Responsibility Timing Required Primary Support Existing New 1. Identify all of the components, locations and potential partners for a pool and gymnasium (long list) 2. Prepare a shortlist for more detailed review and analysis City Manager (for all actions) Director, Parks & Recreation; Manager, Special Projects; (for all actions) 3. Consult on the shortlist 4. Select preferred options 5. Develop an implementation strategy 6. Commence construction x - 5 -

7 Downtown and Waterfront The discussion of the downtown and waterfront revitalization projects involved clarifying the specific physical area to be included and the recently prepared Request For Proposal for the waterfront area. Since then, Council has approved a Request for Proposal for a study that will result in viewscapes from the waterfront to the downtown. Council has also committed to conducting a design charrette for the downtown and waterfront. The implementation plan for the City s downtown and waterfront initiative is shown in Figure 3. Figure 3 Downtown and Waterfront Facilities Implementation Plan Desired Outcomes Integrated downtown and waterfront Increase in private investment in the downtown and waterfront More people living in the downtown Downtown a thriving retail commercial sector Actions to be Undertaken Responsibility Timing Required Primary Support Existing New 1. Prepare options for opening up and acquiring viewscapes City Manager 2. Initiate a design charrette to develop a master concept plan for the downtown and waterfront Director, Planning Manager, EDC; 3. Approve the master concept plan with modifications if required Council 4. Approve prioritized action items Council 5. Implement priority actions City Manager Communications - 6 -

8 Council and the already have spent considerable time and effort addressing the recreational facilities and downtown and waterfront projects. Communications (both internal and external) has been identified as a priority and requires additional time and effort. As part of the discussion, the group talked about communications and marketing and the degree to which they were complementary. It was agreed that communications must be the starting point for the City and that most likely it will include a marketing component. At present, the City has staff in various departments with responsibility for communicating and in some cases marketing the City s activities. However, to date these activities have not been coordinated and remain largely independent of one another. There is a feeling that communications among Council members needs improvement as well as between Council and staff, and with the public. To date, communications has been reactive and often in response to negative press or incorrect information. To be successful with its communications, the City needs to better coordinate existing activities and strengthen its capability in this area. The implementation plan for the City s communications initiative is shown in Figure

9 Figure 4 Communications Implementation Plan Desired Outcomes Good understanding of Council strategies and goals by the community Clear, positive and proactive messaging Public consultation seen as a valued principle of how the City operates Good understanding by Council and staff of City activities Actions to be Undertaken Responsibility Timing Required Primary Support Existing New 1. Undertake an assessment of the City s current communications and marketing functions City Manager 2. Review job descriptions for comparative municipal communications/ marketing staff Director, Human 3. Initiate media/ communications training for Council and senior staff Director, Human ; Council 4. Hire professional communications specialist Director, Human City Manager; Council - 8 -

10 Attachment: Submission to Council by Michael McMurter Future Recreational Facilities in Orillia a Framework for Discussion Background We have amassed over 10 years of studies, reports, opinions, risk assessments, articles and editorials on the need for additional recreational facilities. The construction of the MURF on 255 West St. is no longer an option. Some of those needs were addressed with the completion of the West Orillia Sports Complex. New potential locations for recreation facilities have surfaced. Lakehead University and an expanding Georgian College have added a new set of opportunities and challenges to the recreation puzzle. The city s financials are fundamentally sound but we are operating in a different economic climate with a stronger emphasis on the taxpayer. The location of the recreational facilities is critical issue. It will determine surrounding economic growth, accessibility, affordability, partnerships, etc. There is a lack of consensus on council and in the community on what should build, were it should be built, how much we should spend, etc. There still is a pressing need for additional recreation facilities. We are at the crossroads of making crucial decisions that will affect us for many years. Recommendation I recommend that a framework for discussion for recreational facilities be created so that the all of the information, options, opportunities and constraints and solutions can be systematic reviewed in an open and objective manner. It is important to build a process that we can trust and then trust the process. Purpose of the Framework Provides a systematic, objective and collaborative approach to building consensus Provides a vehicle for clear, honest and objective communications to staff, users, stakeholders and the public Identifies areas that council can agree upon immediately - 1 -

11 Allows council and the public the opportunity to step back from entrenched positions and apply logic and objectivity to the decision making process Develops solutions faster therefore improves the chances of getting recreational facilities built this term Suggested Outcomes Recreational facilities are built this term with the full support of the community The recreational facilities reflect the goals and objects of the strategic plan The facilities are safe The new facilities meet the program needs of the user groups Recognize the competitive, recreational, leisure and therapeutic needs Community demographics such as working families, youth and seniors are addressed Community wellness, economic development, and attracting the creative class are included in the evaluation The provincial contribution to wellness is recognized A clear understanding of the capital costs, ongoing operating costs and revenue streams Community divisiveness is reduced We get the best bang for the buck We maximize partnerships that are mutually beneficial Build successes in our community We become a regional leader Taxpayers concerns are acknowledged Tasks to Consider within the Framework Identify all of the components and all locations and potential partners Engage community stakeholders (recreational, economic, wellness) Understand the past and plan for the future by utilizing the DMA reports, etc. Examine best practices in recreation facilities Take a road trip to other facilities Compile a set of possible configurations, set a deadline and select the best solution of the day Develop a overall business plan and virtual operational plan Summary It is imperative that we build consensus, systematically evaluation solutions, create an action plan for implementation and set deadlines if we hope to build recreational facilities this term