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October 11, 2024
Rural Community of Hanwell
Five-Year Strategic Plan 2025-2029
Page | ii
Definitions & Abbreviations
Municipality: The Rural Community of Hanwell
Council: Mayor and Council of The Rural Community of Hanwell
CAO: Chief Administrative Officer of The Rural Community of Hanwell
RSC: Capital Region Service Commission
GEMTEC: GEMTEC Engineers and Scientists Inc.
Project/Plan: Five-Year Strategic Plan for The Rural Community of Hanwell
SWOT: Strengths, Weaknesses, Opportunities, and Threats
Page | iii
Table of Contents
Definitions & Abbreviations ....................................................................................................................... ii
Table of Contents ...................................................................................................................................... iii
A Message from Mayor and Council ...................................................................................................... iv
Introduction .................................................................................................................................................. 1
Methodology ................................................................................................................................................ 5
Vision, Mission, & Core Values ................................................................................................................ 6
Strategic Priorities ...................................................................................................................................... 7
1 - Growth and Development ............................................................................................................... 8
2 - Recreation......................................................................................................................................... 9
3 - Public Safety................................................................................................................................... 10
4 - Transportation ................................................................................................................................ 10
5 - Environmental Stewardship ......................................................................................................... 10
6 - Boosting Sense of Community .................................................................................................... 11
Key Performance Indicators ................................................................................................................... 11
Conclusion ................................................................................................................................................. 12
Hanwell Park Academy
Page | iv
A Message from Mayor and Council
Dear Residents of Hanwell,
Mayor and Council members of the Rural
Community of Hanwell are thrilled to announce a
significant milestone in the continued progress
and development of our beloved municipality.
We are excited to present the community's new
five-year strategic plan, crafted with a focus on
growth and fiscal responsibility while delivering
services efficiently and keeping taxes as low as
possible. Our vision, for the Rural Community of
Hanwell is based on what we heard from you,
what we see today, and what we hope for
tomorrow.
Council Strategic Priorities, 2025-2029:
1. Growth and Development: the goal is to
continue to grow the community while respecting its rural nature.
2. Recreation: the goal is to enrich and enhance the recreation activities the community
currently offers.
3. Public Safety: the goal is to improve public safety in the community. It is important to
note that Policing Services are currently offered by the RCMP and the roads are
currently owned by DTI, and hence the community is restricted to what it can implement
on the road network.
4. Transportation: the goal is to improve connectivity within the community and with the
neighbouring communities.
5. Environmental Stewardship: the goal is to demonstrate environmental leadership and
sustainability.
6. Boosting Sense of community: the goal is to foster a stronger sense of pride and
belonging within the recently expanded community.
Together, let us embrace the opportunities that lie ahead, overcome the challenges that may
arise, and continue to build a Hanwell that is vibrant, inclusive, and prosperous for all.
Warm regards,
Mayor and Council of the Rural Community of Hanwell
Hanwell Council 2024
Page | 1
Introduction
In November 2021, the Provincial
Government issued the White Paper for a
Local Governance Reform (LGR), and, as a
result, a portion of the Local Service District of
Kingsclear, including Island View, joined the
Rural Community of Hanwell.
The area of the Rural Community of Hanwell
is approximately 248 square kilometres, and
its population is approximately 7500 residents
as per the 2021 census data. The municipal
office is located at 5 Nature Park Dr, Hanwell.
The Municipality offers the following services:
1. Governance
2. Sports, recreation, and culture
3. Economic development (through Ignite)
4. Solid waste collection (contracted)
5. Planning and building permits (through the Capital Region Service Commission)
6. Bylaw enforcement (through the Capital Region Service Commission)
7. Fire fighting (volunteer-based fire department)
8. Policing (through a provincial contract with the RCMP)
9. Animal control (contracted)
Residents of the Rural Community of Hanwell enjoy a comfortable, affordable lifestyle in a clean,
friendly environment close to nature. The municipality offers ample land for residential,
commercial, and industrial development, as well as existing opportunities for trade-based
businesses. Many homes in the area are situated on large lots surrounded by forests and nature,
giving residents plenty of space and privacy.
Page | 3
Hanwell boasts rich natural assets, including the Saint John River (Wolastoq), along with
numerous trails for outdoor activities and vast forests. These features present excellent
opportunities for entrepreneurs to establish outdoor experience-based businesses, and makes
Hanwell an ideal location for outdoor enthusiasts who enjoy hiking, biking, and wildlife watching.
Additionally, Hanwell is close to the larger, more expansive outdoor spaces of Mactaquac
Provincial Park and Kings Landing Historical Settlement, both offering opportunities for camping,
boating, hiking, and historical exploration. This makes Hanwell an appealing place for those who
enjoy a rural lifestyle with easy access to rich natural surroundings.
Hanwell has a K-8 school (Hanwell Park Academy) which opened in 2022 and is part of the
Anglophone West School District.
The community is also well-connected by road, with the Trans-Canada Highway (Route 2)
providing easy access to Fredericton and other parts of New Brunswick. Despite its rural nature,
the community is well-served by modern infrastructure, including internet and phone services,
which makes it viable for remote workers or those who require connectivity.
The welcoming community has experienced steady tax base growth in recent years, driven by an
influx of new residential developments as more people move to the area for its rural charm and
proximity to Fredericton. Beyond housing, Hanwell's thriving industrial park attracts a diverse
range of businesses, from manufacturing and distribution to heavy equipment dealers,
engineering, and construction firms. The local government is focused on maintaining the area's
natural beauty and rural character while also improving services and amenities for residents. The
balance of growth and preservation is a key concern for its Council members, as they aim to
enhance the quality of life without overdevelopment.
In 2024, the municipality's budgeted property tax revenue was $3.67 million, with a tax base
valued at approximately $1.075 billion. Of this, 84% comes from residential properties and 16%
from commercial and industrial properties. Hanwell offers five tax rates, ranging from 0.3808 to
0.5313, with an additional 0.4115 for a special provincial levy. Compared to other municipalities
in the Capital Region, Hanwell's tax rate is below average.
The Municipality's location, services, infrastructure, natural assets, and quality of life give it a
strategic advantage to continue this growth trajectory. Additionally, continual growth in the City
of Fredericton and the surrounding areas brings a great opportunity for prosperity and more
growth moving forward. With this growth, comes some challenges as it relates to municipal
Page | 4
planning, housing, new sports and recreational programs, and competing for economic
development opportunities.
Mayor and Council of the Rural Community of Hanwell realize the importance of having a
strategic plan for their expanded municipality to maintain the sense of strategic direction and to
be pro-active in building a prosperous community. This Strategic Plan includes the Strategic
Priorities of Council and it also provides the CAO with sufficient details to build operational
action plans for the coming five years.
Page | 5
Methodology
The Municipality retained the services of GEMTEC to assist in conducting this Five-Year
Strategic Plan. The Consulting Team
completed the following steps in the process of
developing this Strategic Plan:
1-
Held an initial meeting with the Mayor and
CAO, and discussed the importance of
strategic planning, the objective of
developing a strategic plan, and the role
of Council in this process.
2-
Facilitated a workshop with the
Municipality's Council and CAO to identify
and discuss the Strengths, Weaknesses, Opportunities, and Threats (SWOT) of the
recently formed municipality and to identify key areas of focus for Council over the next
five years.
3-
Facilitated two public engagement sessions, one on Monday, July 29th, at Hanwell Place
(5 Nature Park Drive), and one on July 30th, at the Upper Kingsclear Community Centre
(22 Mazerolle Settlement Road).
4-
Prepared and conducted an online
survey for public input to help Council
establish its priorities.
5-
Summarized the input received during
the public engagement sessions and the
online survey.
6-
Collaborated with the CAO to identify the
action items, leaders, timelines, and
metrics required to execute on Council
priorities.
7-
Prepared a draft report of this Strategic Plan and presented the report to the CAO and
Mayor for review and feedback.
8-
Prepared and presented a final report considering the feedback received.
Photo from Public Engagement Session
Photo from Public Engagement Session
Page | 6
Vision, Mission, & Core Values
Our Vision
"A vibrant rural community providing a voice for
residents and businesses by listening, asking
questions, being aware of needs, and responding
with best practices."
Our Mission
"Local people, making local decisions, on local
issues."
Our Core Values
➢ Rural Community Perspective
➢ Active, Healthy Living
➢ Responsible Growth
➢ Environmental Responsibility
➢ Fiscal Responsibility
➢ Family Friendliness
➢ Transparent Decision Making
Hanwell's Veteran Memorial
Bicycle Skills park
Page | 7
Strategic Priorities
The following outlines the Strategic Priorities for the Rural Community of Hanwell over the next
five years, barring any urgent or unforeseen matters the municipality may need to address.
Each Strategic Priority is linked to specific Actions, and Timelines, as detailed in the tables
below.
1. Growth and Development: the goal is to continue to grow the community while
respecting its rural nature.
2. Recreation: the goal is to enrich and enhance the recreation activities the community
currently offers.
3. Public Safety: the goal is to improve public safety in the community. Note that Policing
Services are currently offered by the RCMP and the roads are currently owned by DTI,
and hence the community is restricted to what it can implement on the road network.
4. Transportation: the goal is to improve connectivity within the community and with the
neighbouring communities.
5. Environmental Stewardship: the goal is to demonstrate environmental leadership and
sustainability.
6. Boosting Sense of community: the goal is to foster a stronger sense of pride and
belonging within the recently expanded community.
Page | 8
1 - Growth and Development
Action
Lead
Financial Considerations
Schedule
Improve the clarity in zoning bylaws with
particular focus on allowable Industrial and
Commercial zones.
Rural Plan
Committee
NA
2025
Increase the residential tax base by
identifying areas and services for various
types of residential development.
Rural Plan
Committee
NA
2025
Attract Strategic commercial services (for
example - convenience, refueling, health,
dental, etc.) in specific areas.
CAO-
Potentially
delegated to
Development
Officer
Funding will be required
to build in-house capacity
or for contracting out.
2025-2029
Encourage and support industrial
development in specific, transportation-
logical areas only such as the Mazerolle
Settlement Rd intersection with the TC
highway and the existing industrial area
near the Hanwell Rd intersection with the
TC highway.
CAO-
Potentially
delegated to
Development
Officer
Funding will be required
to build in-house capacity
or for contracting out and
for land acquisition.
2027-2029
Encourage the development of additional
housing options appropriate for seniors,
starters, and lower-income families.
CAO-
Potentially
delegated to
Development
Officer
Funding will be required
to build in-house capacity
or for contracting out.
2025-2029
Attract and retain new residents to ensure
population growth.
CAO-
Potentially
delegated to
Development
Officer and
Ignite
Funding will be required
to build in-house capacity
or for contracting out.
2025-2029
Encourage the establishment of a local
business association.
Committee
of Council
Minimal funding required
2026-2027
Conduct a water availability study.
CAO
Funded via CCBF and
other funding programs
Subject to
funding
Page | 9
2 - Recreation
Action
Lead
Financial
Considerations
Schedule
Develop a Recreation
Master Plan.
Recreation
Director
Funding required if
outsourced
2025
Develop a Land
Acquisition Plan.
CAO- Potentially
delegated to
Development
Officer
Funding will be required
2025-
2026
Establish specific financial
reserves and set the stage
for constructing new
assets as required.
CAO/Treasurer
Funded through the
municipality's capital
budget
2025
Short-list and complete
feasibility analysis on
potential new assets. For
example, splash pad(s),
pool(s), ice rink(s), trails,
etc.
Recreation
Director
Funding would be
required for third party
engagement on feasibility
studies
2025-
2027
subject to
funding
Complete a study to
explore trail connections
within the community and
with neighbouring
communities with
particular emphasis on an
active transportation
connection to the City of
Fredericton.
Recreation
Director
Funding would be
required for third party
engagement. There could
be other funding
programs to support this
study through RDC or
federal programs
2025-
2026
A Section of Hanwell Walking Trail
Page | 10
3 - Public Safety
Action
Lead
Financial
Considerations
Schedule
Implement Traffic calming
measures within the
community.
CAO
Funding would be required
for the supply and
installation of equipment.
2025-2028
Review options for front-
line Policing Services.
Council
It is very likely additional
funding will be required.
2026
Improve property
appearance standards by
improving by-law
enforcement.
Clerk
NA- unless an increased
level of service is
necessary.
2025-2026
4 - Transportation
Action
Lead
Financial
Considerations
Schedule
Explore options, based on
a needs analysis, for
affordable public
transportation including a
shared ride public service.
Clerk
Funding would be required
for a third-party
Transportation specialist.
2025-2026
Work with DTI on a plan to
address congestion on
Hanwell Rd.
Council
NA
2025-2028
5 - Environmental Stewardship
Action
Lead
Financial
Considerations
Schedule
Develop a Climate
Change Adaptation Plan.
Steering
Committee (CAO
+ Council
members+ Public
members)
Funding is in place
2025
Page | 11
6 - Boosting Sense of Community
Action
Lead
Financial
Considerations
Schedule
Develop and implement a
Communications Strategy.
Committee
of staff
NA
2025
Establish a volunteer base
and encourage leadership
of some select programs
outside the existing
corporate structure.
Committee
of staff
NA
2025
Transition Hanwell Sports
to be led by a volunteer
structure and/or existing
associations.
Recreation
Director
No major funding is
required
2025-2027
Key Performance Indicators
GEMTEC recommends that the Chief Administrative Officer (CAO) develop annual
operational plans aligned with this Strategic Plan. The CAO should also provide regular
updates throughout the year on the progress of these plans. Each operational plan
should include measurable outcomes, known as Key Performance Indicators (KPIs),
which will define the success of the plan. These KPIs can be tied to:
1- The completion of specific action items; and/or
2- The achievement of the desired objectives related to those action items.
For instance, if an action item involves collaborating with the Department of
Transportation and Infrastructure (DTI) to create a plan for alleviating congestion on
Hanwell Road, potential KPIs could include:
1- Completion of the congestion reduction plan for Hanwell Road by a specified
deadline.
2- A measurable improvement in traffic flow, such as a reduction in peak-time
congestion by a target percentage (e.g., a 50% decrease).
Page | 12
This approach ensures that progress is tracked through both task completion and the
tangible outcomes of those tasks, allowing for clear evaluation of success.
Conclusion
Hanwell is a peaceful and growing rural community offering a balance between natural
beauty and accessibility to urban conveniences. Its community spirit, outdoor
recreational opportunities, and strong connection to nature make it a desirable place for
families, retirees, and anyone looking to escape city life without being too far removed
from essential services.
Establishing a Strategic Plan is an important step for any municipality and particularly
for a one that recently almost doubled in size. It is also important that Council and staff
develop a regular system of review to ensure the Strategic Plan is still relevant and that
objectives are being met.