Town of Woodstock Strategic Plan — full text

This is an automated transcription (OCR) of the captured official document — minor recognition errors are possible; the source document governs. Snapshot 6d5dea7e6712 · verified 2026-06-07 · original document · archived snapshot · unofficial consolidation, the official version is held by the municipal clerk.

## STRATEGIC PLAN AUGUST, 2025     CONTE ## A Note from the Ma Our Vision Our Mission Values Organizational Fram Alignment of Strate  ## A Dear In 202 that l for th ensure Maint This initiat stemn must As suc for gr We wa keep ‹ safe al Lastly will br and c Movin will h in imp OUR VISION STATEMENT  A passionate and engaged community that is welcoming, forward thinking and safe, with a growing and vibrant economy and providing opportunities and activities for all ages.   OUR MISSION STATEMENT Woodstock proudly serves its community by providing high-quality services that balance economic growth, tourism development, and the well-being of our residents.      ## STRATEGIC OBJECTIVE STRATEGIC OBJECTIVE Strengthening operational Efficiency Establish strategic relationships and partnerships ACTION 1: Determine a long-term solution for a Town Hall/Administration location based on existing and future needs of the community ACTION 5: Establish appropriate committees that contains relevant Council members, staff, and community stakeholders to help improve relations in the following ACTION 2A: Create and implement a performance ## review framework for all non-union employees ACTION 2B: Create and implement a performance review framework for all union employees ACTION 3A: Develop a formal job requisition, approval, posting and onboarding process for all future positions ACTION 3B: Develop a formal succession plan for all existing and future positions ACTION 4: Develop a formal process for reviewing all services delivered to the community to ensure relevancy and costs areas: ## · Union Negotiatons and relations · Community non-profit collaboration · First Nations Relations · Provincial and Federal Partnerships - TOWN OF WOODSTOCK STRATEGIC PLAN 8 STRATEGIC OBJECTIVE ## STRATEGIC OBJECTIVE Enhancing Community Engagement Improving internal communications and designing and implementing a CRM (citizen relationship management) system ACTION 6: Create a marketing strategy that promotes our brand and encourages community pride and engagement ACTION 7: Develop a formal community engagement ## program leveraging use of social media and web presence in addition to traditional channels ACTION 8: Implement a software based communications system for internal and external efficiencies to improve speed to respond to community needs, including a Citizen Relations Management system, EMO response, and for ## service notifications to keep the public informed about infrastructure and road work ACTION 9: Develop & implement a software based solution for collecting customer feedback to ensure service levels are monitored appropriately ## SERVICE DELIVERY The Service Delivery pillar is a critical component of our plan, as it allows us to focus on delivering high-quality services that meet the needs and expectation of our citizens and stakeholders. Delivering high-quality services will lead to increase citizen satisfaction while increasing efficiency in service delivery. We will be focused on ensuring that our services are reliable, dependable and consistently delivered. ## STRATEGIC OBJECTIVE Making targeted investments in water and sewer infrastructure and pubic works infrastructure to ensure long-term sustainability and reliability ACTION 10: Establish a robust multiyear asset management plan with detailed long-term implementation strategies for water and sewer infrastructure above ground ACTION 11: Establish a robust multiyear asset management plan with detailed long-term implementation strategies for water and sewer infrastructure below the ground in tandem with proper upgrades to storm water systems ACTION 12: Develop an interim 3 year road maintenance and paving plan that can be implemented while water and sewer infrastructure plans are being developed and enacted ## STRATEGIC OBJECTIVE Ensuring provision of services that promote active-living for all ages ACTION 13: Develop a culture of active-living based on existing recreational & cultural assets and development of new programs and assets that will encourage citizens to participate and promote in healthy living ACTION 14: Develop an implementation plan for the active transportation plan developed for the Town of Woodstock ACTION 15: Perform a comprehensive review of all recreational services and identify gaps and necessary enhancements needed to ensure our community recreation offerings make Woodstock an attractive place to live throughout all stages of life ## STRATEGIC OBJECTIVE Expanding and modernizing protective services and facilities to meet the needs of the community today and into the future ACTION 16: Ensure the administration is staffed appropriately to support the expansion of the Woodstock Police Force in their daily operations ACTION 17: Assist Mayor and Council in finding adequate funding for new protective services building(s) ACTION 18: Ensure protective services are reviewed for longterm viability in both resources and finances ACTION 19: Review the Planet Youth pilot program to determine how to integrate this upstream drug prevention program into our community ## STRATEGIC OBJECTIVE Exploring new services to meet the demands ofa a growing community and help maintain affordability ACTION 20: Analyze effectiveness of the current solid waste collection system and determine whether a new system isrequired to ensure the service remains affordable, efficient and environmentally responsible ACTION 21: Conduct analysis of traffic flow needs to ensure we are providing safe and relevant pedestrian and vehicular systems, such as traffic calming measures, and/or new traffic lights, traffic circles, etc. and invest to address challenges with existing street, curb and lighting infrastructure throughout the community ACTION 22: Analyze the feasibility of a public transit system that would provide a new, sustainable, and cost-efficient system that would not over-burden tax payers. Determine federal funding opportunities for related infrastructure and equipment STRATEGIC OBJECTIVE ## STRATEGIC OBJECTIVE STRATEGIC OBJECTIVE Pursuing community revitalization development programs in the downtown and Connell Park areas Investigate economic development opportunities that could include town owned properties and lands for industry Supporting housing development projects that provide low income, assistive, affordable, and general housing projects, to fill current and future housing needs. ACTION 23: Undertake comprehensive ## Connell Park and Waterfront development review with strategies for a phased-in implementat an approach and engagement. ACTION 24: Develop a tourism strategy to establish priorities and expectations, including our capacity to host major events ACTION 25: Establish a regular calendar to meet with prospective tourism developers and event organizations to investigate new ideas to determine if they align with our strategy, and report on outcomes ACTION 26: Collaborate with the Chamber of Commerce and BIA to promote financial incentive program ACTION 27: Conduct an inventory of ## all existing and available vacant buildings and lands to determine future projects & developments, and ensure engagement with relevant stakeholders potential locations of current and ACTION 28: Assist as appropriate in the development and sustainability of healthcare assets that aim to improve the health of the community and provide for a better economic development climate for industry ACTION 29: Assist in the active ## development of both private and public sector housing projects in any of the following stages: planning, development, investments, or funding applications. Ensure funding maintains a fair balance for taxpayers in the short-term and long-term ACTION 30: Develop a consistent framework for review and revitalization of housing development incentives at the local level. Provide a framework that is clear to developers and incentivizes development that addresses current housing gaps and needs as supported by the latest housing assessment reviews by the Town and the Regional Services Commission TOWN OF WOODSTOCK STRATEGIC PLAN