Strategic Plan Come for the view, stay for a lifetime Rick Winters, - - PowerPoint PPT Presentation

Strategic Plan

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Come for the view, stay for a lifetime Rick Winters, CAO / Director of Operations | rwinters@georgianbluffs.ca

Township of Georgian Bluffs

Outline

• Back to Basics – What is strategic planning?
• Where have we been?
• Where are we going?
• How will we get there?

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Back to Basics

• An organizational management activity that is used to:
• set priorities
• focus energy and resources
• strengthen operations
• ensure that employees and other stakeholders are

working toward common goals

• establish agreement around intended outcomes/results
• assess and adjust the organization’s direction in

response to a changing environment.

• Helps identify who we are, who we serve, what we do,

and why we do it, with a focus on the future.

• Effective strategic planning articulates not only where we

are going and the actions needed to make progress, but also how we will know if we are successful.

What is strategic planning?

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2008—2015

• Current Strategic Plan was completed and approved in 2008
• Updating process commenced in 2015, however was not completed

2019

• Council considered report OPS2019-04 at their meeting on January 9, 2019 and

adopted corresponding recommendation, Resolution Number RES2019-010: That the Council of the Township of Georgian Bluffs receives Report OPS2019-04 from the Acting CAO and further authorizes retaining the services of Nigel Bellchamber and Associates to facilitate the process of updating the strategic plan at an upset limit of $13,400 plus HST to be funded from the 2019 operating budget.

Where Have We Been?

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2019 Continued:

• On March 26, 2019 a Special Council meeting was called for a workshop, held by the consultant for

development of the new plan.

• Discussion at the workshop included:
• The 2008 plan
• Strategic priorities of the Township
• Mission and vision of the Township in moving forward
• An open house was held at Shallow Lake Community Centre on May 14, 2019 from 7:00 p.m. to 9:00

p.m. to consider feedback of the public regarding the plan.

• Senior Management met with the consultant to review the Plan on June 24, 2019.
• The consultant consolidated notes from the June 24th meeting with Senior Management, which were

then presented to Committee of the Whole on September 11, 2019.

• The updated plan was considered by Committee of the Whole at their meeting on October 9, 2019.
• And now we’re here today!

Where Are We Going?

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Imagine 5 years into the future, what do you see?

Steps

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Step 1 Perform Environmental Scan Undertake SWOT Analysis Recommend Strategic Areas of Focus for Goals and Actions Step 2 Consult with the public at Public Meeting Step 3 Develop Goals and Actions for Strategic Areas of Focus Step 4 Council review work to date and consider adoption and any amendments

Environmental Scan

Council and Senior staff considered the changes that the municipality will face over the next 20 years in regard to:

• Population composition
• Technological change
• Social change
• Physical environment change
• Economic change
• Political change

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Population Growth

2006-2016

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Georgian Bluffs Ontario 2006 10,506 12,100,285 2011 10,404 12,851,821 2016 10,479 13,448,494

Comparison of 2016

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Ontario Owen Sound Georgian Bluffs Total 14.45 M 100.0% 21,341 100.0% 10,479 100.0% 0-14 2.21 M 16.4% 3,075 14.4% 1,460 13.9% 65+ 2.55 M 19.0% 5,325 25.0% 2,365 22.6% Working Age 64.6% 60.6% 63.5% What does the future hold for Georgian Bluffs and area?

Population to 2040

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• Canada and Ontario will age
• Grey County growth projected at ½% per year to 2040
• Ontario will have Owen Sound’s profile today in 2040
• Over 65

25%

• 0-14

15%

• Working age60%
• Georgian Bluffs Projection
• Over 65

25-30%

• 0-14

10-12%

Economics to 2040

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• Less manufacturing in Ontario
• Housing supply and price challenges continue
• Smaller household size
• Farm labour will decline
• Farm size will increase
• Rural incomes will not keep pace with urban
• Retiree services will be in greater demand
• Technology can encourage knowledge work from anywhere
• Health care spending will increase faster than other areas
• Service demands will shift
• Accessible transit more in demand

Technology to 2040

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• Universal internet must be here long before 2020
• Communications will be heavily oriented to internet
• Transportation will change, more so in urban centres
• Technology will lead the green revolution
• Farming will be even more tech reliant
• Remote health care will be substantially enhanced
• Retail shopping will largely be online
• More home occupations possible

Physical Environment to 2040

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• Climate change will continue
• Built environment needs different forms of housing types
• Recreation uses will increase for lands
• Environmental protection demands will grow
• More snow, more rural stormwater, altered growing conditions
• Weather volatility
• Roads will need improvement
• More demand for stone and aggregate
• Less ability to dispose of waste
• More invasive species

Politics to 2040

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• Funding shifts to municipal governments
• Greater pressure on user pay
• Local government structures will change
• Accountability structures will also change
• Local service collaboration between communities must improve
• Federal and Provincial governments will demand greater accountability
• International events will lead to greater local volatility
• Local councils will be responsible for fewer services if they still exist

Social Factors to 2040

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• Increased cultural diversity
• Tourism and leisure will increase in society
• Urban concentration in GTA will continue
• Demand for community spaces and activities will increase
• Accessibility will be a given
• Income disparity will continue to be a concern
• Religious activities will not rebound and will likely decline
• Social service demands will be high

SWOT Analysis

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• What are the Strengths & Weaknesses that the municipality

must consider when meeting the changes?

• What are the Opportunities & Threats the municipality must

consider?

Strengths

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• Capable and professional staff
• Natural attractions, proximity to GTA and Bruce Nuclear
• We are a safe community
• Increased political will in Council for change
• Financially responsible
• “Outsized attractions”—Cobble Beach, Biodigester, Airport, Shoreline, Natural Areas

Weaknesses

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• Limited recreation programming
• Limited responsiveness to using technology
• Reactive instead of proactive
• Limited designated employment lands
• Citizen engagement and communication not strong
• Facilities need attention
• Joint boards need review to be more effective
• Limited attention to tourism potential
• We are not large and have limited resources

Opportunities

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• Expanded airport activity
• Tourism demands for seniors
• Greater use of internet for communications with community
• Expansion of collaboration with neighbours
• Heritage assets
• Encouragement of more community activity

Threats

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• Reduced senior government funding
• Being late in meeting environmental change
• Forced amalgamation of unlike communities
• First Nations litigation result
• Getting caught up in competition vs collaboration with others
• Neglecting risk management

Vision Statement

Quality of life through opportunity, beauty and adventure.

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Mission Statement

Creating economic and social

• pportunities through responsible

leadership, innovation and partnership.

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Corporate Values

• People – growing and working together
• Trust – Providing open and clear communications to the public
• Respect – for every voice
• Excellence – providing great service to our community
• Integrity – being honest and fair in all we do
• Accountability – being committed and accountable to our community
• Stewardship – caring for the present, committed to the future

The Township is committed to doing our best and the right things for the community. We are constantly looking for ways to improve our services in striving for municipal excellence.

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How Will We Get There?

Strategic Goals and Objectives

• 1. Improve Communication, Collaboration and Transparency

Objectives:

• 1. Improve communications to foster public engagement and participation.
• 2. Monitor implementation of strategic plan and assist departments with

implementation of their strategic priorities.

• 3. Enhance collaboration with stakeholders, partners and neighbouring municipalities

to discuss items of mutual interest and benefit. Examples: hiring of a Communications and Strategic Initiatives Officer, public computer terminals.

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• 2. Foster Economic Growth

Objectives: 1.Retain, expand and attract new commercial activities 2.Support increasing residential development 3.Initiate and foster collaboration between Grey and Bruce Counties & neighbouring municipalities to promote the region 4.Promote and support development opportunities at the airport to utilize the facility to its potential to become a transportation hub for the Grey Bruce Region, as well as attract aviation businesses that will offer employment opportunities 5.Develop and implement strategic communication policies to support business/ industry /tourism within the Township

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• 3. Demonstrate and Enhance Environmental Stewardship

Objectives:

• 1. Continually strive to reduce environmental footprint by reducing energy

consumption and greenhouse gas emissions to minimize climate change

• 2. Protect environmentally sensitive areas and habitat
• 3. Manage drinking and storm water
• 4. Monitor and manage invasive species

Examples: investigate opportunities to improve the Biodigester, investigate

• pportunities for a green box program

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• 4. Increase Available Recreational and Social Opportunities

Objectives:

• 1. Provide enhanced recreational opportunities for residents
• 2. Develop and implement a Community Safety and Well Being Plan

Examples: Complete a Recreation and Trails Master Plan, undertake arena/community facility condition assessments, improve public/open spaces to ensure accessibility and safety.

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• 5. Deliver Effective and Cost-Efficient Services

Objectives:

• 1. Enhance online services for more efficient customer service
• 2. Create more accessible meetings to encourage citizen engagement
• 3. Exceed set targets for asset management planning
• 4. Ensure proper distribution of workload and retention of staff
• 5. Manage Fire and Police Services appropriately
• 6. Develop inter-municipal / inter-local agreements to ensure efficient delivery of

services for mutual benefit

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Implementation and Monitoring

• The Strategic Plan is an active document, undergoing regular review
• The plan will be included in annual budget discussions and referenced in staff reports
• A minimum of one public meeting will be held every two years to assess progress
• Every five years, a comprehensive review will be conducted, which will include public input

Final Thoughts

Thank you for participating in this process!

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Questions?

Email us with your feedback: strategicplan@georgianbluffs.ca