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CAO Report
1 | P a g e
Strategic Plan - Midterm Report
(2024)
Date:
October 31, 2024
To:
Mayor and Council
From:
Derek Poole, CAO / Uriah Waldner EA
Subject:
Strategic Plan - 2024 Mid-Term Report
Our Strategic Plan is from 2023 to 2028. We take this time to reflect both on our
accomplishments this year, and also to take assessment of where we are at on this plan as
we turn the page into 2025.
This report is an executive summary and highlights our major achievements this year.
Please refer to the attached table for updates, status, and notes on all other items on the
Strategic Plan.
By the Numbers
Below is a break down of our objectives, the strategic actions, and how well we did (i.e.,
the performance indicators).
- Achieved (A) means a success this year.
- On-Going (OG) means the project is actively being worked on,
- Incomplete (IC) means the project did not start or complete on schedule, and
- Pending (P) means the project is not scheduled to start yet.
Overall Statistics - How did we do on our Performance Markers?
a. Achieved
51 of 101
b. Ongoing
26 of 101
c. Incomplete
12 of 101
d. Pending
12 of 101
Provide Sustainable and Reliable Service throughout our Departments
a. Achieved:
7 of 20
b. Ongoing:
4 of 20
c. Incomplete: 3 of 20
d. Pending:
6 of 20
Strengthen Regional Partnerships
a. Achieved:
10 of 20
b. Ongoing:
7 of 20
c. Incomplete: 2 of 20
d. Pending:
1 of 20
CAO Report
2 | P a g e
Transparent Governance & Citizen Focused Services
a. Achieved:
7 of 18
b. Ongoing:
5 of 18
c. Incomplete: 3 of 18
d. Pending:
3 of 18
Healthy and Connected Community
a. Achieved:
20 of 28
b. Ongoing:
6 of 28
c. Incomplete: 1 of 28
d. Pending:
1 of 28
Economic and Cultural Development
a. Achieved:
7 of 15
b. Ongoing:
4 of 15
c. Incomplete: 3 of 15
d. Pending:
1 of 15
Highlights
2.1 - The Swan Valley Fire Board (SVFD)
Technically, this win belongs to 2023 as the agreement was signed on October 12, 2023,
however 2024 saw the continued implementation of the Fire Board. The SVFD has
enhanced the relations between the Town of Swan River and the Municipality of Swan
Valley West. Instead of debating over costs, we are working together to provide the best
protective services we can to our residents.
There has been a lot of work done, the hiring of Chief Fedorchuk, a new Pumper
Purchase, and work done completing lists of Assets Contributed. We are currently
working on a new Fire Protection Bylaw in conjunction with the Board and the
Municipality of Swan Valley West.
CAO Report
3 | P a g e
4.2 - PMH - Computerized Tomography (CT) Scanner
The addition of the CT Scanner service to PMH in 2024 highlights the efforts of the G4
and the Medical Services and Recruitment Committee. This is what happens when our
Council's come together and lobby for the best possible health care for our residents.
The Municipality of Swan Valley West, the Municipality of Minitonas-Bowsman, the Rural
Municipality of Mountain, and the Town of Swan River all worked hard to make this project
happen, raising more than $1 Million for this Capital Project.
"The addition of a CT Scanner Service in the centre of Swan River Valley is a major
step forward to addressing Rural Health care inequities. This service will save lives.
Our sick patients, patients who require urgent and time-sensitive diagnostics, can
receive this service right here in the Valley."
MAYOR LANCE JACOBSON
We would also like to acknowledge the contributions of the Swan Valley Medical
Recruitment Committee, MLA Rick Wowchuk, the Swan Valley Health Foundation, The
Province of Manitoba, Shared Health, and Prairie Mountain Health. We also recognize
current PMH CEO Treena Slate along with former PMH CEO Brian Schoonbaert for their
ongoing support for this project.
CAO Report
4 | P a g e
4.1 Crime & General Investigative Section (GIS)
Certainly, one of the biggest
accomplishments of 2024 was the landmark
signing of a contribution agreement for an
additional General Investigative Section
(GIS) unit to our RCMP between all four of
the G4 Municipalities in Swan Valley.
The heads of Council for the G4
(Municipality of Swan Valley West, The
Municipality of Minitonas-Bowsman, The
Rural Municipality of Mountain, and the
Town of Swan River) signed a joint
agreement for the addition of a General Investigation Section (G.I.S.) to the Swan Valley
RCMP Detachment. This new section represents an additional three members serving in
the Valley who broadly will be dedicated to serious and complex investigations in the
entire region of the Swan Valley. This partnership between the G4 is a significant step
forward to addressing crime in our entire Valley.
Crime affects all of us, Rural and Urban. No community in this Valley has been
untouched. This represents a huge stride towards combatting the major undercurrents of
crime in our Valley. Our Councils' have and will continue to advocate for the safety of
our residents.
CAO Report
5 | P a g e
2.3 - Networking with Provincial Government on Crime
2024 has been an exciting year.
- April 30, 2024 - CAO and Deputy Mayor attended Crime Summit in Winnipeg.
- May 2, 2024 - Premier Wab Kinew and Justice Minister met with the G4, and also
had a press release outside our office.
- June 24, 2024 - Minister of Justice Matt Wiebe hosted a Public Safety in Swan
River.
- June 25, 2024 - Hosted Hon. Justice Minister Wiebe at June District Meeting.
- September 19, 2024 - CAO attended Housing and Homelessness Summit
- October 4, 2024 - Mayor attended Retail Business Safety and Security Summit
- *Currently Planning Minister Meetings for 2024 Fall AMM Conference.
CAO Report
6 | P a g e
2.2 - New Municipal Development Services Agreement Signed
with Sapotaweyak Cree Nation
On May 27, 2024, The Town of Swan River was very proud to announce the signing of
another Municipal Development Services Agreement (MDSA) with Sapotaweyak Cree
Nation. This moment marks the 3rd MDSA achievement between the Town of Swan
River and Sapotaweyak Cree Nation.
1.1 - Investments into Infrastructure
For full details, please refer to the previous Capital Review Report (September, 2024).
Overall, there has been a lot of fantastic work done in all our departments this summer
and many remaining projects are on schedule for completion shortly here in the autumn.
Summary of Capital Projects
Total # of Capital Projects for 2024 .................................... 24
Overall $ allocated to capital projects for Budget 2024. ..... $4,279,076
Total Projects complete as of Sept 24, 2024 ........................ 11
$ invoiced on capital projects as of Sept 24, 2024 ............... $793,514
Total Projects on schedule for completion........................... (21 of 24, 88%)
*Includes multi-year projects
CAO Report
7 | P a g e
1.5 - Increasing Memberships to Relevant Associations
Education and training are important facets in our organisation. We need to build our
staff up in their competencies to make efficient and knowledgeable employees.
Under direction by CAO Poole, all clerical staff have been given memberships to the
Manitoba Municipal Administrators Association (MMA). Staff have been attending
various workshops provided by the association including Administration Bootcamp and a
workshop for Municipal Payroll.
In addition, one member of the Town is working towards their Certificate in Manitoba
Municipal Administration.
2.3 & 4.5 Grants
Below are some major wins for the Town in 2024:
- Natural Resources Canada - Clean Fuels Fund Grant - Partnership with EcoStrat
to establish a BDO-Zone in the Valley.
- MEDIP Grant for 100 block of Centennial Dr N Paving
Recreation has been busy, between community supported initiatives and getting grants
from various agencies:
- Community driven and supported Disc Golf Course
- Sponsored Beach Volleyball - Cement Works, SVCTC
- Sponsored Arena playground ( Kinsmen, MB 150, FCC, Home Hardware)
- Rec Locker project - low cost options for community to borrow sports equipment
- partnered with SVCTC.
- Solar light installation at Legion Park - Lights purchased by SVCTC
- Playground equipment for Triangle Park - Elks foundation
CAO Report
8 | P a g e
3.2 - Communications Overhaul
Transparency is a key value in our Strategy Plan. We want information out there for our
residents so that they know what is going on in their community. 2024 saw a substantial
increase in the amount of information we are posting on social media and our website.
What does Administration Currently Post?
We have done an analysis in June 2024 to see what categories we generally post on and
what the percentages are:
Type
Count
Percentage
Animal Control
23
31%
Announcement
21
28%
Town Services
9
12%
Community
7
9%
Public Health
6
8%
Town Page
3
4%
Survey
3
4%
Job Posting
1
1%
Public Safety
1
1%
TOTAL:
74
100%
- Animal Control: This initiative, starting late January 2024, was basically to
repost the Vet Clinic's post whenever there is an impoundment, lost animal, or
some other Animal Control matter. This was seen as Administratively an easy
thing to do and our ACO handles this.
- Announcements: Our second biggest category is Announcements, which are
things that we want our citizens to know about our Municipal Government.
Broken up, reflects two broad categories, that being "Municipal News" (exciting
political announcements) and "Municipal Announcements," (usually required
legally for bylaws, taxation, borrowing, public hearings, etc.).
- Town Services: This is our third biggest category, and the best way to envision it
is "Operational Announcements." This is letting the public know about things like
office hour changes, what street we're doing snow clearing on, garbage schedules,
and the like.
- Community: This are reposts requested from Community Organizations.
- Public Health: These are reposts requested from PMH or public health.
- Town Page: This is a repost of our Town Page, which is published monthly in the
Star and Times.
- Survey: These are survey Announcements.
- Public Safety: This corresponds to emergencies and serious safety issues. In 2023
we had 7 posts in this category, reflecting flood risks and river safety warnings.
CAO Report
9 | P a g e
Post Rates - How much is Administration Posting
You can see here in 2023, we posted 84 times (average 7/month). In 2024, we have
amped up our Social Media presence. Right now, at Midpoint (end of Qrt2) we are
already at 74 total posts (average 12.33/month) with no intention of slowing down. This
is strong evidence that our Administration is making progress on this Strategic Action.
The key cause of the increase is that our various departments are posting more. For
example, our Animal Control Officer now posts for every impoundment. We also see
more posts for Public Works (snow clearing, paving, and water flushing). Administration
also now actively posts our legally required notices on social media (as well as all the
usual spots, Star and Times, Bulletin Board, etc.).
A second cause for the increase is that Swan River has been very politically active in
2024 and there have been a significant number of exciting announcements and visits
(e.g., Premier visit; TLE agreement).
*The above does not include posts from the Recreation or SV Fire Department.
0
5
10
15
20
25
30
35
40
45
Qtr1
Qtr2
Qtr3
Qtr4
Qtr1
Qtr2
2023
2024
Social Media Posting - Rates
Total
CAO Report
10 | P a g e
2.3 & 5.2 - Hosted the June District Meeting for the Parkland.
In June of 2024, the Town of Swan River with assistance from the G4, hosted the
Association of Manitoba Municipalities (AMM) June Parkland District meeting. This
was a fantastic networking event and was attended by elected officials from all
throughout the Parkland District.
Another huge win was, in conjunction with RISE and the G4, running the theme "A taste
of the Valley" to help promote Swan Valley.
3.3 Engaging Partners and Citizens
Although there hasn't been much movement on Citizen Idea groups, there has been some
great collaboration going on between many different organizations in our community.
For example, in developing the up-and-coming Responsible Pet Ownership Bylaw, we
reached out to the Swan Valley Vet Clinic and the Animal Protection League. They were
provided with early drafts and asked questions related to their expertise and operations.
Their contributions are being strongly considered as we continue to draft the bylaw.
In another example, Council met with local resident and entrepreneur Kyle Machan to
discuss an overhaul to the Incentive Plan Bylaw.
1 Sustain & Reliable Serv.
(345)
2023 2024 2025 2026 2027 2028
Complete Town Office Capital Projects: Emergency Coordination Center, Transfer Switch, Front
Step/Entrance Area Plan
OG
P
ONGOING - Generator and Starlink completion for end of 2024
Emergency Coordination Centre - Work has been progressing on this
front.
Installation of Starlink for emergency internet is expected to be complete
in 2024.
Generator is proceeding; currently contractor is awaiting parts.
Front Step Entrance - Work has not commenced yet, planned for 2025
budget.
Aim to ensure the proper maintenance of assets and infrastructure by implementing maintenance
programs, devising future replacement plans, and ensuring fiscal responsibility, all in alignment with the
comprehensive asset management plan.
P
X
X
X
PENDING - Expected completion next year. CFO and CAO received NABS
Asset Management training in 2024.
Renew utility main in 100 block and 200 block of Centennial Dr N
->
A
P
ACHIEVED - 100 block is completed,
PENDING - RFQ issued for 200 block.
Prioritize and right-size capital investments.
->
OG
X
X
X
X
ONGOING - Beginning to review for 2025 budget.
Maintain reserves to avoid costly borrowing
->
OG
X
X
X
X
ONGOING - Cost Efficiency within organization; all reserves fully
maintained each year. 579k submitted to reserves in 2024 budget.
Form an interdepartmental implementation team
IC
INCOMPLETE - This must be included in priority assessment.
Complete Asset Management Plan
P
PENDING - Slated for 2025
Have at least one Management Staff per department complete Asset Management training
A
ACHIEVED - CFO and CAO received NABS Asset Management training in
2024.
Darren Harvey has Asset Management Training
Erin Clouson received RFAM and attended a workshop with AMM in
Dauphin.
Prepare a full assessment of current IT and network capabilities, network security, future needs, options.
IC
P
INCOMPLETE - This will not be completed in 2024 due to budgetary
concerns. Slated for 2025.
Establish Town-Employee process for staff to submit innovation ideas
OG
ONGOING - Slated for completion 2024 Fall
Provide $ for research/investigation for staff on latest technology, software, etc.
IC
P
INCOMPLETE - Plan moving forward is to increase training budget for staff
in 2025 (Diamond/MMA/CMMA/Neptune/etc.). Technology and
innovation remains an ongoing project.
Trial EMF 1000 in partnership with EMFluids to potentially increase the life of our current lagoon
A
ACHIEVED - Trial was completed with EMFluids. Working on ongoing
partnership.
Review current methods to determine where efficiencies could be found within operations and product
purchasing.
P
PENDING - Slated for 2025
Achieved Outcomes & Notes
3. Pursue cost
effective options,
solutions, and
technologies (81)
1. Continue to invest
in and maintain Town
assets and
infrastructure (90)
Strategic Actions
Percentage Complete
Performance Indicators
2. Comprehensive
organizational Asset
Management Plan
(84)
1 of 13
1 Sustain & Reliable Serv.
(345)
2023 2024 2025 2026 2027 2028
Achieved Outcomes & Notes
Strategic Actions
Percentage Complete
Performance Indicators
Complete hand-off of Recycling service to MMSM
A
P
ACHIEVED - Commercial recycling will be fully operated by OSS at the end
of September.
PENDING - MMSM anticipates 2026 as the earliest they will be taking over
residential recycling.
Provide compost containers to residents that request them
P
PENDING - Compost containers will be getting ordered later in 2025.
Advocate for, promote, and lead by example on environmentally friendly products and procedures to
reduce waste and carbon footprint
A
X
ACHEIVED - Applied for Natural Resource Canada "Clean Fuels Fund" to
help develop a BDO Zone and attract a biofuel Industry.
Applying for Canada's GICB grant for a carbon zero grant for new Arena
build.
Increase memberships to relevant Associations
A
ACHIEVED - We are now members of Regional Community Airports of
Canada.
Expanded MMA membership to full Clerical Staff, EA, and CAO.
We note that membership to various relevant associations is an ongoing
task.
CUPE & Town partnership - Budget for CUPE members to receive training to advance their skills/prepare
for mgmt.
P
PENDING - Slated for 2026
Train a second utility operator to level 2 certification in water treatment and water distribution
A
X
ACHIEVED - Level 1 complete. ONGOING - They are now getting hands on
training and then will write their test for level 2 in a year.
Assist in developing staff to further benefit them by creating a development plan.
P
PENDING - Slated for 2025
5. Commitment to
professional
development and
retention of staff (43)
4. Reduce and Reuse
actions and incentives
(47)
2 of 13
2 Regional Partnerships
(345)
2023 2024 2025 2026 2027 2028
Continue meeting with our municipal partners to establish a complete Valley Wide Fire Board
OG
ONGOING - Work needs to continue for a full Valley Wide
Department, and more immediately for Mutual Aid
Agreements.
For the future, work needs to be done to draft formal requests
to join to other municipalities, along with potential
agreements.
Promote the benefits of an amalgamated service.
OG
ONGOING - The SVFD has enhanced the relations between the
Town of Swan River and the Municipality of Swan Valley West.
Instead of debating over costs, we are working together to
provide the best protective services we can to our residents.
Negotiate a fair and appropriate agreement
->
A
ACHIEVED - The partnership for the Swan Valley Fire
Department between Swan Valley West and the Town of Swan
River has been a success.
Complete a list of all Town Assets contributed
A
ACHIEVED - Completed by Fire Board.
Enact impactful protocols and procedures aimed at improving indigenous relations, communication, and
reciprocal understanding
A
ACHIEVED - MDSA signed with SCN in May, 2024
Successful gave sculpture.
Partner with First Nations and MMF for the CSWB, crime, addictions, treatment, etc.
->
OG
X
X
X
X
ONGOING - Councillor Bava Dhillon is on CSWB.
Pursue shared investments in infrastructure.
->
OG
X
X
X
X
ONGOING - Our administration is always looking for opportunities to
work together.
Percentage Complete
1. Start up of Swan
Valley Fire Board (89)
Achieved Outcomes & Notes
2. Increase working
relationships with First
Nations and MMF
governments (83)
Strategic Actions
Performance Indicators
3 of 13
2 Regional Partnerships
(345)
2023 2024 2025 2026 2027 2028
Percentage Complete
Achieved Outcomes & Notes
Strategic Actions
Performance Indicators
Propose Swan Valley Recreation Board
->
->
P
DEFERRED - to 2027
Send council delegate(s) to AMM/FCM events
A
X
X
X
X
ACHIEVED & ONGOING - Council attended Spring 2024 Conference.
Swan River hosted the AMM Parkland District Meeting
Council member is on PMJAC
Mayor is a AMM Director
There was no representation at the FCM conference.
Demonstrate dedication to the Valley G4 initiative; instituting well-defined procedures and establishing clear
policy terms of reference.
->
OG
X
X
X
X
ONGOING - Progress being made on hiring a secretary for
subcommittees for the entire G4.
Ongoing collaboration with MTI personnel regarding upcoming projects and proposed projects for the Town
of Swan River
->
A
X
X
X
X
ACHIEVED - Correspondence sent to MTI following up on numerous
highway projects within town limits.
Anticipating MTI hosting a Round-About public consultation.
Networking and establishing relationship with MLA and MP to lobby for needed funding.
->
A
X
X
X
X
ACHIEVED - 2024 has been an exciting year.
CAO and Deputy Mayor attending Crime Summit in Winnipeg.
Premier Wab Kinew and Justice Minister met with the G4, and also
had a press release outside our office.
Premier Kinew hosted a crime summit in Swan River (June).
Hosted MLA Wiebe at June District Meeting.
Planning Minister Meetings for 2024 Fall.
Proactively explore and pursue available grants to support and fund essential infrastructure projects
->
A
X
X
X
X
ACHIEVED - See below some major wins for the Town in 2024.
TOWN - Natural Resources Canada - Clean Fuels Fund Grant -
Partnership with EcoStrat to establish a BDO-Zone in the Valley.
PUBLIC WORKS - MEDIP Grant for 100 block of Centennial Dr N
Paving
RECREATION:
- Community driven and supported Disc Golf Course
- Sponsored Beach Volleyball - Cement Works, SVCTC
- Sponsored Arena playground ( Kinsmen, MB 150, FCC, Home
Hardware)
- Rec Locker project - low cost options for community to borrow
sports equipment - partnered with SVCTC.
- Solar light installation at Legion Park - Lights purchased by SVCTC
-Playground equipment for Triangle Park - Elks foundation
3. Enhance
Intergovernmental and
intra-provincial
relations (42)
4 of 13
2 Regional Partnerships
(345)
2023 2024 2025 2026 2027 2028
Percentage Complete
Achieved Outcomes & Notes
Strategic Actions
Performance Indicators
Run joint training programs that are shared between municipal partners to improve relations, enhance
understanding, and to assist with decision making.
->
OG
X
X
X
X
ONGOING - No progress
Provide more inter-department training to enhance joint department response and unification of service.
A
ACHIEVED - CAO office is working on mandatory communication
policies to help enhance communication within our organization.
Cross-training between staff and having Clerical Staff trained to
provide assistance to Public Works/ Recreation.
Form a Parkland Recreation Practitioners Association to network with other Recreation Directors and
organizations in the region.
P
PENDING - Currently, we are actively networking with other
communities. Rec Director and staff attend conferences.
Implement an improved program of infographics/statistics/information to assist other parties in
understanding
->
OG
X
X
X
X
ONGOING - This is a policy of clearly conveying information in
accessible formats.
Hold workshops and training on negotiation for council members
IC
INCOMPLETE - This training was not completed by any Councillors in
2024. Will continue to monitor education opportunities for our
elected officials through the AMM.
Instill in our negotiations the values of transparency and the sharing of information freely. Have clear
Agendas with clear asks.
->
A
X
X
X
X
ACHIEVED - There is currently work with the RPO Bylaw - we have
been back and forth with the Vet Clinic and Animal Protection
League. We sent letters clearly showing our plans and looking for
their input.
Within negotiations, develop mutual understanding, empathy, and understanding of rural/urban mentality;
Strive for cooperation, what's best for the valley, and win-win solutions
->
A
X
X
X
X
ACHIEVED - Successful negotiation of MPSA with SCN and MSVW for
the Fire Board.
5. Negotiate in good
faith (13)
4. Mutual
education/training on
key issues with our
regional partners (24)
5 of 13
3 Gov. & Customer Service
(345)
2023 2024 2025 2026 2027 2028
Develop File Archive/Destruction Bylaw
P
PENDING - Slated for 2025.
Strengthen our internal administrative procedures for the use of Memos
A
A
X
X
X
X
ACHIEVED - Our organization has seen an increase in
internal communications through use of memos and new
installation of a staff bulletin board. We are looking to
expand to shared calendars as well
To improve accessibility of information for our citizens, staff, and council, ensuring easy and
appropriate access to the necessary information.
->
A
X
X
X
X
ACHIEVED - Developed online SharePoint for sharing
important information with Council. To rollout Fall 2024.
Exploring the policy/procedures of having more items
available right on All-Net when the public views our
agendas.
For important discussions or items, direct staff to make written records and send formal
letters/emails so that the topic is well documented.
->
A
X
X
X
X
ACHIEVED
CAO Office: We've seen this year expanded use of Memo's
for written directives. Also use of Record of Conversation
templates.
Protective Services: for service of documents, we've seen
complete expansion for the use of In Person Service and
Registered Mail, which ensures accurate written records for
important files, such as demolitions.
Percentage Complete
Achieved Outcomes & Notes
1. Increase distribution
of information within
the organization (52)
Strategic Actions
Performance Indicators
6 of 13
3 Gov. & Customer Service
(345)
2023 2024 2025 2026 2027 2028
Percentage Complete
Achieved Outcomes & Notes
Strategic Actions
Performance Indicators
Add more social media platforms to our notice procedures
IC
INCOMPLETE - Without dedicated Social Media personnel, it is not
seen as viable to expand to the Twitter or Instagram platforms.
There have been some wins though, such as expanding our
presence with regular email blasts to subscribers.
We also expanded use of ads within Facebook for helping get
information out there.
Advertise our website's email e-news subscription service.
A
ACHIEVED - We regularly advertise in Town Page and on Website.
Increase amount of information being posted to the website and social media including snow
clearing, flushing notices and paving notices
A
ACHIEVED - In 2024, we demonstrated a massive increase in the
volume of information posted on Facebook and the Website.
Approx. 35% increase.
Ensure accessibility of our communications
->
A
X
X
X
X
ACHIEVED - Our procedures to use "Alt Text" are being followed.
With Accessibility Communication regulation being invoked, we
will be doing a full review and preparations.
Also important is trying to have real text (that screen readers can
process).
Hold a survey to determine a department where residents would like to see us start and
execute an idea group.
IC
IC
X
X
X
X
INCOMPLETE - Consideration to how this will be implemented
needs to be done.
This year has seen increases in consultation with citizen groups for
large projects such as the SVLC for the Arena, and the Vet
Clinic/APL for the RPO bylaw.
Pilot a citizen rep to volunteer on each of the major 6 committees
P
PENDING - for 2025
2. Effective use of
communication
platforms (46)
3. Create citizen idea
group(s) (35)
7 of 13
3 Gov. & Customer Service
(345)
2023 2024 2025 2026 2027 2028
Percentage Complete
Achieved Outcomes & Notes
Strategic Actions
Performance Indicators
Investigate feasibility of Electronic Service Systems for the Utility
P
P
PENDING - Slated to begin investigations in 2025.
Implement online registration software for recreation programs
IC
P
INCOMPLETE - Pending for 2025.
Explore the possibility of Town Departments using a centralized electronic reporting and
inspections database.
OG
P
ONGOING - Staff developing a pilot Access Database for
Enforcement Activities and tracking of tickets. Will evaluate
success here for 2025 potential rollout or explore other software
solutions.
For document filing, establish procedures for staff to keep digital records.
->
OG
X
X
X
X
ONGOING
FIPPA memo went out regarding file security.
Working on procedures for physically locking highly confidential
files.
Working on procedures for In-Camera Documentation
For Council Meetings, establish a policy to eliminate paper copies by creating digital packages
for their review and uploading documents to the All-Net Documents service.
->
A
X
X
X
X
ACHEIVED - Documentation is available paperless on the All-Net
Council Meeting Management.
Rolled out SharePoint to share important documents with council
in an easy to use system.
Enhance our Recreation Facility Booking / Payments online to encompass all recreation
services.
OG
ONGOING - PILOT ACTIVE - We have recently added arena/ice
times to the current ACTIVENet system. We have changed the
booking process to start receiving contact info for profile building
and payment prior to booking date. This will be a multi step
process.
We are starting with non resident users and special event
bookings for the arena.
Conduct a specific survey on how residents use our website and gather feedback
OG
ONGOING - Survey conducted this fall 2024. Analysis and report
needs to be drafted.
Hold annual website maintenance: reviewing website accessibility, outdated information, and
innovation/improvements.
->
OG
X
X
X
X
ONGOING - Efforts are been made to ensure compliance with
new Accessible Information and Communication Standard
Regulation; as well as explorations into expanding forms and
submission requests to our website.
5. Increase user friendly
ability on website (24)
4. Moving to paperless
systems (30)
8 of 13
4 Healthy & Connected
(345)
2023 2024 2025 2026 2027 2028
Build a Proposal/Secure Funding for Valley-wide Swan Valley GIS Unit
A
ACHIEVED - This has been a huge early success with the G4. A proposal
and agreement have been signed. The G4 agreed to a funding model
and we are now working with the Province and Division D to start the
GIS.
Build a CSWB plan alongside the province
OG
X
ONGOING - This is ongoing. An advisory group has been formed.
Currently data gathering phase is complete and moving now into
Community Consultations (approx. 30-40%)
Assist with implementation of the Camera Surveillance System
OG
ONGOING - Installs are being completed in the community.
The Town of Swan River assisted in securing the Criminal Forfeiture
Grant for the project as well as providing a grant from the Crime
Prevention Reserve.
Partner with the Chamber of Commerce to purchase a Community Safety Vehicle
A
ACHIEVED - This partnership with the Chamber of Commerce was
accomplished using the Town of Swan River's crime reserve.
Put out regular Public Safety advertisements.
->
A
X
X
X
X
ACHIEVED - The Town regularly posts information to report crimes and
information about the Safer Communities Act.
Lobby for federal/provincial funding.
->
OG
X
X
X
X
ONGOING - As of Fall 2024, there is ongoing lobbying to see if the
Province will assist with the costs of the GIS.
Develop, improve, and enforce property bylaws.
->
A
X
X
X
X
ACHIEVED - In 2024, June, we passed the Structure Standard Bylaw. We
have been testing it out to see if it will be an effective solution for our
dealing with property issues.
ONGOING - There are plans to explore the Zoning Bylaw and looking at
Vacant Property Bylaws.
Installation of CT Scanner
A
ACHIEVED - This was a resounding success for the G4 and the Medical
Services Recruitment Committee. We thank the Province of Manitoba
and PMH.
Commitment to continued contributions to Medical Recruitment and Retention Committee
->
A
X
X
X
X
ACHIEVED - The Town of Swan River contriubted for 2024.
Lobby Province to fund needed equipment/recruitment/staffing
->
OG
X
X
X
X
ONGOING - Medical Services Committee is continuing recruitment and
retention activities.
Secure Airport Funding from the province to for airstrip snow clearing for Air Ambulance
A
ACHIEVED - In 2024, we saw a doubling of the grant for Airport
Operations from the province to help support our operations.
Achieved Outcomes & Notes
2. Ensure sufficient
health care services in
our health care facilities
(56)
Strategic Actions
Performance Indicators
Percentage Complete
1. Continue initiatives
to deter and assist with
the prosecution of
crime (76)
9 of 13
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2023 2024 2025 2026 2027 2028
Achieved Outcomes & Notes
Strategic Actions
Performance Indicators
Percentage Complete
Support and Enforce a strong Donation/Grant By-Law or Policy
A
ACHIEVED - The Grant Policy was adopted in 2023. 2024 saw its
implementation which was a great success and supported many good
causes in Swan River.
Have members of Council attend key community events
->
A
X
X
X
X
ACHIEVED - WINS FOR 2024:
Wab Kinew Press Release, David Moriaux spoke
Wav Kinew Safety Summit (in Winnipeg)
Wab Kinew Safety Summit (in Swan River)
Canada Day event in Swan River
Tim Hortons Camp Day
Use our Social Media and Website to advertise for major events
A
ACHIEVED - We have implemented a successfully initiative for posting
on Social Media all our events.
Procedures Bylaw now mandates the requirement to post Public Notices
on Social Media.
Ensure completion of mandatory customer service training by all front-line staff
OG
X
ON GOING - Directive issued for staff to have complete by end of 2024.
Upkeep Accessibility plan and implementation
->
R
X
X
X
X
REFER - See accessibility plan update in report.
Passed Accessibility Plan 2024-2025
Upkeep Policies, Procedures, and Bylaws for staff and the public to ensuring smooth daily interactions and
business conduct.
->
A
X
X
X
X
ONGOING - For 2024 we are reviewing the Animal Control Bylaw. The
Building Bylaw was also briefly looked at with a few minor changes.
The Fire Protection Bylaw has also commenced review process.
Management: Promote constructive discussions and a focus on finding solutions
->
A
X
X
X
X
ACHIEVED - Our management team meets on average twice a month to
discuss and solve problems.
This is a initiative that takes place every time we interact internally
between our staff and council; and externally with outside
organizations. One large step forward is establishing a communication
template with staff sergeant / quarterly meeting - complete (1st mtg
Oct 1st)
Implement, publicize, and champion workplace policies & procedures that foster a respectful environment.
->
A
X
X
X
X
ONGOING - Reviewing Communication procedures to facilitate better
expectations and flow of information.
Reviewing Human Resources Management / Organization Structure for
the Town of Swan River to streamline and make processes more
efficient. More clear job expectations.
4. Promote polite
professional
interactions with the
public and co-workers
(14)
3. Support and
promote community
events (15)
10 of 13
4 Healthy & Connected
(345)
2023 2024 2025 2026 2027 2028
Achieved Outcomes & Notes
Strategic Actions
Performance Indicators
Percentage Complete
Develop a recreation 5-year plan
IC
INCOMPLETE - It is in the works, but due uncertainty with regards to a
potential new Arena build it is not complete.
Commit to a functional Arena Venue
->
->
P
ONGOING - Town is investigating potential new build or retrofits for old
arena.
Grants/Support for community volunteer agencies (hiking trails, skiing, quadding, etc.)
A
A
X
X
X
X
ACHIEVED 2024 - The town Issued 5 grants for groups conducting
fundraising for recreation. All of these were successful and we are happy
to support recreation grounds in our town. Among some of the
awardees was the Swan Valley Curling Club, Swan Valley Folk Fest, and
SV Sport Fishing Enhancement.
Install new playground units received from grant programs
A
ACHIEVED - Successfully installed at the Centennial Arena.
Maintain or increase reserves to pay for costly repairs of existing assets
A
A
X
X
X
X
ACHIEVED - This budget year saw 57k put away for Recreation use. 45k
for major Recreation repairs and 10k for Recreation Equipment
Increase user fees annually to avoid tax overburden.
A
A
X
X
X
X
ACHIEVED & ONGOING - 2024 saw a broad stroke increase of Recreation
Fees on the Fee Schedule to help cover the costs of running the service
while not being to burdensome for our end users. Work commencing
shortly on proposals for 2025 fees.
Meet regularly with CSWB partners.
->
A
X
X
X
X
ACHIEVED - Matthew Linnick, Municipal Lead Hand, has been assigned
to represent the Town on the CSWB front and has been doing an
excellent job in his role.
Meet bi-annually - Age Friendly Manitoba
->
A
X
X
X
X
ACHIEVED - Town Rep has been meeting with Age Friendly MB.
Support non-profit/non-monetary initiatives of our partners and service providers.
->
A
X
X
X
X
ACHIEVED - Providing a platform for announcements is an ongoing
partnership we have with several groups (especially PMH).
Town Council has declared various weeks, including the CN Railway
Safety Week, and in the past the Longest Day of SMILES.
We have written letters of supports to many partners to assist the good
work they do and to help them secure grants (such as the Swan Valley
Crisis Centre).
6. Engaging with our
partners (7)
5. Maintain and
enhance existing
recreational facilities
(14)
11 of 13
5 Economic & Cultural
(345)
2023 2024 2025 2026 2027 2028
Complete Swan Valley-wide Economic Development Incentive Plan approved by municipalities
P
P
*Current draft is for Town of Swan River only.
PENDING - Slated for later work (2025)
Consider extending/expanding Town of Swan River's existing plan.
A
ACHIEVED - Consideration complete. Slated to begin bylaw in 2024 with
goal of implementation for 2025.
Survey applicants / developers for their views on plan.
IC
P
INCOMPLETE - Slated to begin surveying 2025; in conjunction with Bylaw
draft.
Heard presentations by Kyle Machan on the topic.
Work with Community, Immigration Services, and RMED.
IC
IC
X
X
X
X
PENDING - No progress to date.
Promote Town as a welcoming place to live.
->
A
X
X
X
X
ACHIEVED - Huge win for 2024 - June District Meeting - In conjunction
with RISE "A taste of the Valley"
Find Community wants/ideas through Survey
->
OG
X
X
X
X
ONGOING - Planning surveys for the fall time:
- Community Safety Well Being (Complete Sept 30, 2024)
- Planning Animal Control Survey (planned for Fall 2024)
-Website Usage Survey (Complete)
Recreation - Distribute a needs assessment survey in conjunction with fall registration to determine future
programming
->
->
P
X
X
X
INCOMPLETE
Implement an effective means for residents to suggest ideas or give the Town Feedback.
A
ACHIEVED - Implemented Request/Feedback Form system. Working to
do more surveys per year.
Enhance Swan Valley Economic Development connection through RMED/Roblin/Dauphin/Neepawa
OG
->
P
ONGOING / PENDING - CAO's of this community met in 2024 to discuss
Economic Development.
Met with RMED's new staff: Alexander Lavoie and Craig Soldier.
Lobby province for funding social services.
->
OG
X
X
X
X
ONGOING - Planning to meet with Ministers at the 2024 Fall
Continually meeting with Minister Wiebe and Minister Asagwara for
more funding to support Justice and better Health resources.
Support local recreation, social service groups and cultural groups through grants.
A
A
X
X
X
X
ACHIEVED 2024 - There were 12 one-time grants were given out for
various causes. We also supported through our annual grants our
Museum, Immigration Services, the Crisis Centre and ACL.
Percentage Complete
2. Complete an
immigration Strategic
Plan (28)
Achieved Outcomes & Notes
4. Organization and
connection of social
services within region
(20)
3. Increase and detail
community input
through survey (22)
1. Review and
update community
incentive plan; inform
developers of intra-
provincial incentives
(52)
Strategic Actions
Performance Indicators
12 of 13
5 Economic & Cultural
(345)
2023 2024 2025 2026 2027 2028
Percentage Complete
Achieved Outcomes & Notes
Strategic Actions
Performance Indicators
Through partners like RISE/RMED, collect valley-wide data and keep available.
A
ACHIEVED - This is complete and the portal is available from our
website.
Continue tracking water breaks as part of our assessment ranking in determining the order of utility renewals.
->
A
X
X
X
X
ACHIEVED 2024 - Water breaks are being recorded annually on an
AutoCAD drawing.
Track response and other data to assist with decision making using factual information and future planning.
OG
INCOMPLETE - This has been hard to implement, will be a directive to
managers this fall . Part of consideration is explorations in implementing
a request tracker software.
Monitor building permits and tax assessments.
->
A
X
X
X
X
ACHIEVED - This is happening on an ongoing basis.
5. Implement
statistics finding
measures (9)
13 of 13