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Corporate
Strategic Plan
2025 AND BEYOND
Welcome to Erin
A Message from the Mayor
A Message from the CAO
A Message from Council
Understanding Erin's Strategic Plan
The Process
The Process - Key Dates
Community Engagement
Executive Summary
Vision and Mission
Values
Strategic Priorities
Priority 1: Infrastructure and Finance
Priority 2: Environmental Sustainability
Priority 3: Community Vitality
Priority 4: Good Governance and Org. Management
Priority 5: Economic Development
Implementation
Conclusion
TABLE OF CONTENTS
1
2
2
3
4-5
6
7
8-9
10
11
12
13
14-18
19-21
22-25
26-29
30-32
33
34
TOWN OF ERIN
page | 01
Located in the heart of Wellington County, the Town of Erin is a
community defined by its natural beauty, historic charm, and
strong sense of connection. With its scenic landscapes, thriving
local businesses, and proximity to major urban centres like the
Greater Toronto Area, Erin offers the perfect balance between
small-town and vibrant living.
As our Town continues to grow, we remain committed to
preserving what makes Erin special while shaping a sustainable
and thriving future for generations to come. This Strategic Plan
is our roadmap -- a guide to ensuring that growth is thoughtful,
responsible, and aligned with the values of our community.
Grounded in Infrastructure and Finance, Environmental
Stewardship, Community Vitality, Good Governance &
Organizational Management, and Economic Development,
this plan provides a framework for decision-making and action
over the coming years.
Developed
with
input
from
residents,
businesses,
and
stakeholders, this plan is a testament to Erin's collaborative
spirit. This plan ensures we continue fostering a connected,
resilient, and forward-thinking community while maintaining the
natural landscapes and heritage that defines our town.
A strong strategic plan is essential for guiding progress in a way
that reflects the needs and aspirations of the community. It
allows us to set priorities, allocate resources effectively, and
measure success as we work toward a shared future. With this
plan, Erin is well-positioned to embrace opportunities, navigate
challenges, and ensure a high-quality of life for current and
future generations.
WELCOME TO
THE TOWN OF
ERIN
TOWN OF ERIN
A MESSAGE FROM THE
MAYOR
The Town of Erin is a community with a rich
history, strong values, and a bright future. As
we grow and evolve, we remain committed to
the values that make our community such a
special place to live, work, and visit. This
Strategic Plan reflects our collective vision for
the future -- one that honours our heritage while
embracing new opportunities.
I want to thank everyone who took the time to
share their thoughts, ideas, and perspectives
throughout this process. Your engagement has
helped shape a plan that truly reflects the needs
and aspirations of our community. It will guide
our decision-making, helping us invest in the
right areas to support sustainability, economic
growth, and community well-being.
On behalf of Council, I look forward to working
together to bring this vision to life. The future of
Erin is bright, and with thoughtful planning and
collaboration, we will continue to build a strong,
vibrant, and resilient community.
Michael Dehn
Mayor, Town of Erin
page | 02
A MESSAGE FROM THE
CAO
A strategic plan is more than a document -- it is
a commitment to action. This plan provides a
clear path forward, ensuring that our priorities
align with the needs of our growing community.
By focusing on key areas such as infrastructure,
community vitality, governance, economic
development, and environmental stewardship,
we are setting the foundation for Erin's
continued success.
As we implement this plan, our focus will remain
on delivering high-quality services, strengthening
community connections, and managing growth in
a fiscally responsible and sustainable way. Our
team at the Town is dedicated to making this
vision a reality, and we are excited to take the
next steps.
Thank you for your continued support and
engagement. We look forward to working
together to build a thriving future for Erin.
Rob Adams
Chief Administrative Officer, Town of Erin
TOWN OF ERIN
The Town of Erin's Strategic Plan reflects our shared vision for a green and thriving future. Through
collaboration with residents, businesses, and community partners, we have designed a plan that builds on our
strengths and provides a vision for the future of our community.
We want to thank everyone who contributed their ideas and the Town staff for turning our aspirations into
action. This plan is a collective effort that will guide our growth while preserving our heritage, supporting local
businesses, and protecting our natural environment. Together, we will shape Erin's future -- our home, our
community, our future.
Sincerely,
The Council of the Town of Erin
TOWN OF ERIN
A MESSAGE FROM COUNCIL
page | 03
From left to right: Mayor Michael Dehn, Councillor Cathy Aylard, Councillor John Brennan,
Councillor Bridget Ryan, Councillor Jamie Cheyne.
page | 04
UNDERSTANDING ERIN'S STRATEGIC PLAN
What is a Strategic Plan?
A Strategic Plan is a guiding document that helps shape the future
of our community. It outlines key priorities, goals, and actions to
ensure Erin continues to grow in a way that reflects our values and
aspirations. This plan serves as a roadmap for decision-making,
ensuring that investments, policies, and services align with a
shared vision for our Town's future.
Why Does It Matter?
A Strategic Plan helps the Town of Erin:
Make informed decisions by focusing on long-term priorities.
Manage growth responsibly while preserving what makes Erin
special.
Invest strategically in infrastructure, services, and community
initiatives.
Support environmental sustainability and economic prosperity.
Enhance community well-being by fostering connections and
engagement.
How Is It Used?
Council and Town staff will use this plan to guide policies,
programs, and budgets. It ensures resources are used effectively
while allowing flexibility to adapt to new opportunities. Most
importantly, it keeps Erin moving forward in a way that reflects the
needs of our community.
TOWN OF ERIN
Vision - The long-term aspiration that guides the
community's future.
Mission - The purpose of the municipality and how it aims
to serve the community.
Values - The core principles that shape decision-making
and actions.
Strategic Priorities - The key focus areas that drive the
plan's priorities.
Objectives - The specific goals within each pillar that
define success.
Actions - The steps taken to achieve each objective.
Measures of Progress - How success is tracked and
evaluated over time.
page | 05
UNDERSTANDING ERIN'S STRATEGIC PLAN
TOWN OF ERIN
VISION
MISSION
VALUES
STRATEGIC PRIORITIES
OBJECTIVES
ACTIONS
MEASURES OF PROGRESS
THE PROCESS
Our approach began with an in-depth assessment of the current state of the Town of Erin, followed by internal
workshops to gather insights from staff and Council. We then developed an outline of the strategy, engaging
the broader community through surveys, focus groups and an open house to ensure all voices were heard.
Based on this extensive feedback, we refined and finalized our strategy, ready for implementation. This
integrative process culminates with a health check to evaluate the effectiveness of our initiatives, ensuring our
actions align with the Town's long-term vision and goals.
Strategic Plan
page | 06
Project Initiation
and Current State
Assessment
Internal
Engagement
1
3
5
2
4
6
7
Health Check
Implementation
Refinement and
Finalization
Planning and
Strategy
Development
External
Engagement
TOWN OF ERIN
1.Project Initiation and Current State Assessment
Conducted a detailed review of Erin, including an
analysis of local conditions and gathered relevant
information and resources.
2.Internal Engagement - Held workshops with staff
and Council to gather insights and perspectives.
3.Planning and Strategy Development - Developed
an outline of the strategy, detailing objectives and
aligning with key goals.
4.External Engagement - Engaged with the
community through surveys and open houses to
gather external perspectives and ensure broad-based
support.
5.Refinement and Finalization - Refined the strategy
based on feedback and analysis, ensuring all elements
align with the overall objectives.
6.Implementation - Ongoing execution of the finalized
strategy, ensuring all actions align with the set goals
and milestones.
7.Health Check - Conduct a thorough evaluation of the
implemented strategy to identify strengths and areas
for improvement.
page | 07
THE PROCESS - KEY DATES
Council Workshop #1: Draft Mission, Vision, Values, Key Priorities
May 1st, 2024
Community Survey and Engagement
August - October 2024
Focus Groups #1 and #2
September 24th, 2024
Council Workshop #2: Development of Draft Strategic Plan
June 26th, 2024
Community Open House and Monopoly Night
October 9th, 2024
Presentation of Draft Strategic Plan to Council
April 2025
Strategic Plan Launched and Actioned
April 2025
TOWN OF ERIN
page | 08
COMMUNITY ENGAGEMENT
The Town of Erin's Strategic Plan is the result of a collaborative
process designed to reflect the community's shared vision, mission,
values, and priorities. Council and Town staff engaged with
residents, businesses and community groups to ensure the plan
aligns with the diverse needs and aspirations of the community.
To maximize participation, both online and in-person engagement
opportunities were offered using interactive and innovative tools.
Key activities included:
Online Survey and Fund It Monopoly Tool - Over five
weeks, residents participated in an online survey featuring the
interactive "Fund It Monopoly" tool, where they allocated virtual
dollars to the initiatives they valued most. This provided
valuable insights into community priorities.
Open House Monopoly Night - At this in-person event,
attendees allocated $5 million in Monopoly money to strategic
projects, engaged with Council and staff, and shared feedback
through an open idea board.
Focus Groups - Local organizations and community leaders
provided in-depth feedback, ensuring the plan reflects a broad
range of perspectives.
This engagement process helped shape a Strategic Plan that is both
visionary and practical, rooted in what matters most to the people
of Erin and designed to guide the Town's future.
Thank you to everyone who participated!
TOWN OF ERIN
Key themes
Strategic
Priority
Ranking
Online survey tools: 117 participants
Monopoly Night: 45 participants
Focus groups: 25 participants
COMMUNITY ENGAGEMENT
page | 09
TOWN OF ERIN
Participation
responded positively to the Community
Mission, Vision & Values, and all
participation provided insightful feedback
that shaped the final plan.
77%
1. Infrastructure &
Finances
2. Environmental
Stewardship
3. Community Vitality
4. Good Governance &
Org. Managment
5. Economic
Development
This word map reflects the priorities, ideas, and values shared throughout the engagement process.
Goal: Cultivate a
thriving, inclusive
community with
dynamic events,
improved
accessibility, and
top-tier amenities
Community
Vitality
5 Objectives
16 Actions
Economic
Development
Goal: Stimulate
robust economic
development and
investment
opportunities
13 Actions
4 Objectives
Good Governance
& Organizational
Management
Goal: Be a leader in
rural municipal
excellence through
innovative and
effective
governance
5 Objectives
19 Actions
Infrastructure &
Finances
Goal: Build and
sustain robust
infrastructure
through strategic
development,
modernization, and
financial planning
5 Objectives
19 Actions
Environmental
Stewardship
Goal: Champion a
prosperous
environment
through impactful
sustainability and
unwavering
commitment to
natural preservation
2 Objectives
12 Actions
VISION
A welcoming community, rooted in historic charm while embracing a dynamic tomorrow
MISSION
Enhancing community well-being by fostering a connected community with a sustainable future
VALUES
Accountability - Transparency - Integrity - Sustainability - Inclusivity - Innovation
STRATEGIC PLAN EXECUTIVE SUMMARY
STRATEGIC PRIORITY PILLARS
page | 10
TOWN OF ERIN
page | 11
A welcoming community, rooted in historic charm while
embracing a green and dynamic tomorrow.
VISION
Enhancing community well-being by fostering a connected
community with a sustainable future.
MISSION
To retain our heritage and agricultural roots.
To be a sustainable, green town.
To remain a charming, welcoming community.
OUR FOCUS
TOWN OF ERIN
Accountability
A commitment to responsibility, and excellence in governance and
decision-making for the community's needs.
Transparency
Enhancing openness and accountability through clear and
accessible communication, ensuring that decision-making
processes, actions, and information are readily available.
Integrity
An unwavering foundation of honesty and ethical conduct, fostering
trust and respect in all that we do.
Sustainability
Ensuring the long-term quality of life for current and future
generations by responsibly managing resources and embracing
environmentally friendly practices that support ecological balance
and social well-being.
Inclusivity
A community where empathy guides actions, diverse perspectives
are celebrated, equitable opportunities are prioritized, and
everyone feels valued and included.
Innovation
A commitment to continuous improvement, exploring effectiveness
and efficiency in all that we do.
VALUES
page | 12
TOWN OF ERIN
page | 13
STRATEGIC
PRIORITIES
INFRASTRUCTURE AND FINANCE
ENVIRONMENTAL STEWARDSHIP
COMMUNITY VITALITY
GOOD GOVERNANCE AND ORGANIZATIONAL
MANAGEMENT
ECONOMIC DEVELOPMENT
TOWN OF ERIN
page | 14
Goal: Build and sustain robust infrastructure through
strategic development, modernization, and financial planning.
INFRASTRUCTURE
AND FINANCE
TOWN OF ERIN
Objective
Actions
Performance Measures
1.1 Wastewater and
Water Infrastructure
Plan
Ensure safe, reliable, and
sustainable water systems
to better serve residents,
support new housing, and
accommodate growth -
while protecting our
neighbourhoods and
environment for
generations to come.
1.1.1 Identify connection priorities through septic
inspection monitoring to gather condition data.
Inspection data gathered and healthy septic
systems maintained.
1.1.2 Develop a progressive plan for connecting
current businesses and residents to water and
wastewater treatment infrastructure.
A phased connection plan in place and being
implemented.
1.1.3 Achieve full wastewater servicing for
existing residential, commercial, and industrial
properties to protect the environment.
Full wastewater servicing achieved.
1.1.4 Seek grant funding opportunities to build
wastewater connection infrastructure.
Grant funding approved to increase the number
of properties connected to wastewater treatment
services.
1.1.5 Upgrade and modernize the drinking water
infrastructure system, including new wells, a
delivery system and installing new digital water
meters with advanced readers and
communication.
Faster, more reliable water service delivery with
revenue to support a sustainable water service.
1.1.6 Complete the water, wastewater recovery
facility and linear works infrastructure projects.
Operationalize the water, wastewater recovery
facility and linear works.
INFRASTRUCTURE AND FINANCE
page | 15
TOWN OF ERIN
Objective
Actions
Performance Measures
1.2 Asset Management
Plan
Keep our community's
infrastructure safe and
reliable. Maintain, upgrade,
and replace essential
services in a way that's
sustainable, cost-effective,
and meets the needs of
residents today and in the
future.
1.2.1 Conduct a lifecycle assessment of existing
physical inventory and assets, utilizing GIS
mapping and asset management planning.
Lifecycle assessment completed.
1.2.2 Conduct a road needs study to prioritize
repairs, paving, and improvements based on
current condition and future demands.
Building the roads needs study results into the
long-term budget plan to achieve high resident
satisfaction with road conditions and
improvements.
1.2.3 Implement GIS software for road network
management and establish a new
condition/upgrade procedure.
GIS road network software in place.
1.2.4 Develop a 10-year improvement plan to
rehabilitate or replace aging bridges and culverts.
Achieve higher Bridge Condition Index (BCI)
scores.
1.2.5 Implement recommendations from bi-
annual Ontario Structure Inspection Manual
(OSIM) reports.
Recommendations completed.
1.2.6 Develop and maintain an Asset
Management Plan that captures future
infrastructure requirements.
The budget and asset management plan are in
place to ensure asset replacement happens
annually in a timely fashion.
INFRASTRUCTURE AND FINANCE
page | 16
TOWN OF ERIN
Objective
Actions
Performance Measures
1.3 Fire Master Plan
Keep our community safe
by reducing fire risks and
ensuring a quick, effective
response when
emergencies happen.
Through prevention,
preparedness, and
recovery efforts, we will
protect people, homes,
businesses, and our
environment so everyone
can feel secure.
1.3.1 Maintain our fire fleet balancing NFPA
standards and budget considerations.
Fire fleet maintained.
1.3.2 Investigate fire hall options based on future
growth.
Fire Hall options report to Council for
consideration.
1.3.3 Continue to train & develop fire department
staff and volunteers.
Ongoing training and development in place.
1.4 Transportation
Master Plan
Make it easier and safer for
everyone to get around our
community - whether by
car, agricultural vehicle,
bike, or on foot. By
planning, improving, and
expanding our roads,
sidewalks, and active
transportation options, we
will ensure a connected
and accessible future for all
residents.
1.4.1 Develop a Transportation Master Plan,
including a detailed traffic plan and active
transportation plan to address future growth.
Master Plan completed to accommodate future
traffic needs for residential and industrial growth.
INFRASTRUCTURE AND FINANCE
page | 17
TOWN OF ERIN
Objective
Actions
Performance Measures
1.5 Budget & 10-year
forecast
Keep our community
financially strong to ensure
essential services are
delivered now and in the
future. By planning ahead
with a 10-year capital
forecast, we will make
investments in
infrastructure and services
that support the well-being
of residents and the long-
term growth of our
community.
1.5.1 Develop long-term, sustainable budget
projections with detailed capital and operating
budgets.
Long-term financial strategy completed.
Improved public, staff and Council understanding
of the budget.
1.5.2 Create a comprehensive funding plan by
leveraging marketing to attract partnerships,
sponsorships, and grants.
Accurate forecasting of potential funding sources
to support the Town's budget and development
costs.
1.5.3 Transition to service-based budget which is
aligned with our strategic priorities.
Service-based budget completed.
INFRASTRUCTURE AND FINANCE
page | 18
TOWN OF ERIN
page | 19
Goal: Green Erin: Champion a prosperous environment
through impactful sustainability and an unwavering
commitment to natural preservation.
ENVIRONMENTAL
STEWARDSHIP
TOWN OF ERIN
ENVIRONMENTAL STEWARDSHIP
page | 20
TOWN OF ERIN
Objective
Actions
Performance Measures
2.1 Climate Change
Adaptation Strategy
Take action to protect our
community from the
impacts of climate change
while creating new
opportunities to build a
greener, more resilient
future. By preparing for
challenges and investing in
sustainable solutions, we
will work to keep our
neighbourhoods safe,
healthy, and thriving for
generations to come.
2.1.1 Implement pollution reduction initiatives
and improve air quality by electrifying the
municipal fleet.
Municipal electric fleet in place.
2.1.2 Develop economic drivers that support a
circular green economy and climate-resilient
buildings.
Enhanced community well-being and resilience
through circular economy initiatives and climate-
resilient buildings.
2.1.3 Launch a community education campaign
on circular economies, sustainable development,
and green initiatives.
Education program launched.
2.1.4 Boost community participation in
conservation efforts and environmental activities.
Increased public understanding and adoption of
green practices and projects.
2.1.5 Develop & showcase green projects such as
solar parks and local circular economy systems.
Green projects showcased to community.
2.1.6 Establish a tree planting program and
investigate a tree protection by-law. Replenish
tree canopy lost to development and conduct a
comprehensive tree inventory to guide protection
efforts.
Increased tree planting resulting in net gain in
tree canopy coverage.
2.1.7 Negotiate agreements with pit operators
for cost-free repurposing of old pits.
Pit agreements completed.
ENVIRONMENTAL STEWARDSHIP
page | 21
TOWN OF ERIN
Objective
Actions
Performance Measures
2.1 Climate Change
Adaptation Strategy
Take action to protect our
community from the
impacts of climate change
while creating new
opportunities to build a
greener, more resilient
future. By preparing for
challenges and investing in
sustainable solutions, we
will keep our
neighbourhoods safe,
healthy, and thriving for
generations to come.
2.1.8 Promote the benefits and opportunities of
adopting Sustainable Development and Green
Initiative (SDGIs) to local businesses.
A higher number of businesses implementing
sustainable development and green initiatives.
2.1.9 Establish EV charging locations and create
a budget plan for implementation.
EV charging stations installed leading to
expanded opportunities for sustainable
transportation.
2.1.10 Develop a Green Charter and Green
Community Standards.
Green Charter and Green Community Standards
in place.
2.2 Green Building
Standards
Encourage sustainable,
resilient development to
create a healthier and
more energy-efficient
community. By promoting
Green Building Standards,
we will ensure new
buildings are
environmentally friendly,
cost-effective, and built to
support the well-being of
residents now and in the
future.
2.2.1 Work with Wellington County and the
development industry to establish Green
Development Standards for all new
developments.
Increased integration of green spaces and green
building standards in the community.
2.2.2 Promote the benefits and opportunities of
adopting Sustainable Development and Green
Initiatives (SDGIs) to local businesses using
incentives.
A higher number of businesses implementing
sustainable development and green initiatives as
a result of incentives.
page | 22
Goal: Cultivate a thriving, inclusive community with dynamic
events, improved accessibility, and top-tier amenities.
COMMUNITY
VITALITY
TOWN OF ERIN
Objective
Actions
Performance Measures
3.1 Recreation Master
Plan and Recreation
Programming
Create and maintain parks,
recreation facilities, and
programs that bring our
community together. By
planning and developing
spaces that reflect
residents' needs and
interests, we will ensure
everyone has access to
enjoyable, active, and
inclusive recreational
opportunities.
3.1.1 Upgrades and improvements for existing
facilities.
Upgrades of facilities completed.
3.1.2 Increase green space parkland playgrounds
per capita.
Recreation strategy identifies new parks and
playgrounds.
3.1.3 Plan and execute the launch and
construction of the new multi-plex community
centre.
Feasibility Study conducted
Comprehensive financing plan completed
Construction of multi-plex community centre
completed.
3.1.4 Renovate the theatre and develop
programming.
Theatre renovation completed and new
programming in place.
3.1.5 Partner with community groups, service
organizations and valued volunteers to deliver a
variety of programs.
Increased community engagement through
partnerships.
COMMUNITY VITALITY
page | 23
TOWN OF ERIN
Objective
Actions
Performance Measures
3.2 Cultural and
Heritage Plan
Celebrate and preserve our
community's culture and
heritage to enrich local life
and support economic
growth. By protecting
historic sites, promoting
cultural events, and
showcasing our unique
identity, we will strengthen
community pride and
create new opportunities
for residents and
businesses alike.
3.2.1 Further heritage designations.
New designations in place.
3.2.2 Update architectural and environment
design guidelines for new builds.
Design guidelines updated.
3.2.3 Develop and implement unique and diverse
community events, promoting inclusivity for the
emerging demographic.
Enhanced community inclusivity and positive
feedback on festival and event diversity.
3.2.4 Maintain a community calendar to promote
all service organizations and Town of Erin events.
Greater visibility and recognition of Erin as a
vibrant, tourist-friendly destination.
3.2.5 Promote local food and agriculture by
partnering with the farmers market and local
producers.
Partnership in place.
3.3 Equity, Diversity and
Inclusion Plan
Foster a welcoming and
inclusive environment for
all residents, ensuring
equitable access to
services and opportunities
and promoting respect for
diversity.
3.3.1 Enhance the accessibility of municipal
facilities, including services, programs, ramps and
AODA compliance.
Design guidelines completed. Budget and
complete accessibility projects.
3.3.2 Create a Community Diversity, Equity and
Inclusion Strategy.
Community Diversity, Equity and Inclusion
strategy completed.
COMMUNITY VITALITY
page | 24
TOWN OF ERIN
Objective
Actions
Performance Measures
3.4 Community Safety
Plan
Create a safer, healthier
place by preventing issues
before they arise,
providing support when
needed, and responding
effectively. We will work
together with our
community partners to
make our community safe.
3.4.1 Partner with Safe Communities Wellington
to develop a Community Safety Plan.
Partnership and Community Safety Plan
completed.
3.4.2 Ensuring compliance with municipal by-
laws through education, online reporting,
investigation coordination and ultimately
prosecution.
Compliance activity improving.
3.5 Trails Master Plan
Work to create a
connected, accessible, and
sustainable trail system
that makes it easier for
residents to walk, bike,
and enjoy the outdoors. By
planning, funding, and
maintaining trails, we're
building a network that
supports recreation, active
transportation, and a
healthier community for
everyone.
3.5.1 Develop and expand trails to connect
community areas and green spaces.
Better connections between community areas and
green spaces.
3.5.2 Market the trail network to promote a
healthy lifestyle and environmental stewardship.
Marketing plan for trails and environment
completed.
COMMUNITY VITALITY
page | 25
TOWN OF ERIN
page | 26
Goal: Be a leader in rural municipal excellence through
innovative and effective governance.
GOOD
GOVERNANCE
AND
ORGANIZATIONAL
MANAGEMENT
TOWN OF ERIN
Objective
Actions
Performance Measures
4.1 Customer Service
Framework
Provide reliable, high-
quality service to everyone
with a framework that sets
clear standards for how we
interact with residents. We
will ensure questions are
answered, concerns are
addressed, and we provide
a positive experience.
4.1.1 Review staff levels to ensure optimal
customer service and service delivery.
Increased customer satisfaction and service
delivery with appropriate staff compliment.
4.1.2 Enhance Standard Operating Procedures
(SOPs) and cross-training for all departments.
Streamlined business processes with SOPs in
place.
4.1.3 Utilize technology to digitize and automate
internal systems and processes.
Paperless and automated office delivering
effectively.
4.1.4 Implement a Customer Relations
Management (CRM) system and utilize
performance-tracking metrics to enhance service
delivery.
CRM system and performance tracking metrics
implemented and enhanced service delivery
achieved.
4.1.5 Build and maintain proactive
intergovernmental relationships and collaborative
partnerships to improve service delivery and
efficiency.
Increase participation in shared services, regular
meetings with partners to enhance collaboration
and service outcomes.
4.1.6 Conduct annual customer service survey
for feedback on municipal services.
Annual customer service surveys completed and
feedback actioned.
GOOD GOVERNANCE AND ORGANIZATIONAL MANAGEMENT
page | 27
TOWN OF ERIN
Objective
Actions
Performance Measures
4.2 Human Resource
Plan
Provide the best support
for residents through a
knowledgeable and
committed workforce.
Ensure we have the right
people, with the right
skills, at the right time to
deliver high-quality
services.
Become an Employer of
Choice.
4.2.1 Enhance employee retention and attraction
strategies through a solidified Employer Value
Proposition (EVP) and employer branding to
become an employer of choice.
Employee retention is high, and we are
recognized as a top employer in the GTA through
industry awards or employee surveys.
4.2.2 Implement policy changes to support a
hybrid work environment.
Hybrid work plan in place resulting in higher
levels of satisfaction and retention.
4.2.3 Conduct a market review.
Market review completed and implemented.
4.2.4 Develop training that aligns with individual
career plans.
Career plans are in place.
4.2.5 Review the mandate and purpose of Town
advisory committees to ensure alignment.
Review completed and actions implemented.
4.3 Technology
Roadmap
Invest in technology to
make our services faster,
more accurate, and easier
to access. Use technology
to streamline municipal
operations, and ensure
smart, efficient
investments that benefit
the entire community.
4.3.1 Undertake a municipal technology current
state assessment and establish a Town
technology roadmap. Implement new technology
to modernize business tools to increase
efficiency.
Intelligent strategy and technology road map
completed and actions implemented to
modernize, enhance efficiency and improve
customer service delivery.
4.3.2 Investigate and implement a new
Enterprise Resource Program and financial
software, including online payment and customer
service options.
Enterprise Resource Program and financial
software implemented.
4.3.3 Implement records management
technology system.
Records management technology system
installed.
GOOD GOVERNANCE AND ORGANIZATIONAL MANAGEMENT
page | 28
TOWN OF ERIN
Objective
Actions
Performance Measures
4.4 Communication Plan
Ensure clear, timely, and
transparent communication
with residents and
businesses. We are
committed to keeping
everyone informed,
engaged, and connected.
4.4.1 Establish corporate communications
strategy and brand standards.
Communications strategy and brand standards
implemented.
4.4.2 Implement and promote "Erin Engaged" for
public engagement.
Increase in public participation via
"erinengaged.ca."
4.4.3 Launch a new website for effective
communications including AI and e-commerce.
New web site completed and customer navigation
improved.
4.4.4 Implement marketing initiatives to promote
the Town.
Marketing initiatives implemented.
4.5 Official Plan
Provides a municipal
statement of intent on how
future growth will be
managed.
4.5.1 Undertake an Official Plan review.
Official Plan review approved.
GOOD GOVERNANCE AND ORGANIZATIONAL MANAGEMENT
page | 29
TOWN OF ERIN
page | 30
Goal: Stimulate robust economic development and
investment opportunities.
ECONOMIC
DEVELOPMENT
TOWN OF ERIN
Objective
Actions
Performance Measures
5.1 Investment
Attraction
Grow targeted key sectors:
Agriculture, Agri-food,
Equine, Tourism, Retail,
Entrepreneurship,
Construction,
Manufacturing and Clean
Technology Business.
5.1.1 Implement targeted marketing campaigns
and an updated Community Profile.
Measure the reach, engagement, and outcomes
of the campaign, including investor inquiries and
investments secured.
5.1.2 Enhance land use planning by conducting
employment lands inventory, evaluating servicing
needs, utilizing GIS mapping for investors,
identifying town-owned development
opportunities through Gap Analysis, and rezoning
land for commercial and industrial use.
Growth in nonresidential assessment and
increase in the number of new business inquiries
and successful investments.
5.1.3 Strengthen investment support by
implementing a CRM (Customer relation
management) system to track investor
interactions, providing grants for key sectors,
updating the Community Improvement Plan, and
introducing a Development Charge Deferral
policy.
Monitor the number of investor interactions and
proposals successfully tracked through the CRM
system
Measure the uptake of revised CIP programs and
the funding provided through the CIP
5.2 Infrastructure
Improvements
Provide the foundation for
economic prosperity with a
focus on wastewater &
water, broadband and
tourism infrastructure.
5.2.1 Prioritize and support the advancement of
commercial projects and partnerships.
Increased financial investment secured through
partnerships with private investor.
5.2.2 Advance broadband infrastructure with a
Gap Analysis and communicate the progress.
Broadband coverage gaps identified and
addressed.
5.2.3 Enhance and develop tourism infrastructure
such as parking, washrooms, accommodations
and way-finding and improve the reach and
accessibility of tourism information.
Tourism strategy completed and increase in
overall visitor numbers.
5.2.4 Connect businesses to water and
wastewater infrastructure.
Infrastructure connected.
ECONOMIC DEVELOPMENT
page | 31
TOWN OF ERIN
Objective
Actions
Performance Measures
5.3 Business Retention
and Expansion
Assist our existing
business in thriving and
expanding by identifying
and addressing obstacles
in key sectors, providing
incentives, leveraging
partnerships, and
supporting local
businesses.
5.3.1 Identify and address major obstacles in the
key sectors.
Obstacles have been addressed.
5.3.2 Provide growth and expansion incentives
such as the CIP - Community Improvement
Program.
Community Improvement Plan in place.
5.3.3 Leverage partnerships and collaborate with
partner organizations to provide business
resources.
Partnerships established.
5.3.4 Support and encourage shop local with
targeted campaigns and events.
Measure increase in local sales through business
surveys and feedback
5.4 Vibrant Community
Create vibrant and
welcoming downtowns by
revitalizing our main
streets and showcasing
what makes our
community special. We will
highlight our unique
charm, making it a
destination where
residents and visitors love
to shop, dine, and
connect.
5.4.1 Identity development and promotion
through a unique marketing strategy, tourism
strategy and compelling online presence.
Tourism strategy completed and increase in
overall visitor numbers.
5.4.2 Downtown revitalization and placemaking
with a streetscape furnishing plan to highlight our
unique heritage districts and plan community art
projects to enhance public spaces and promote
local creativity.
A downtown revitalization plan has been
implemented.
ECONOMIC DEVELOPMENT
page | 32
TOWN OF ERIN
The Town of Erin's Strategic Plan outlines a bold and forward-thinking vision for the future of our community.
Now finalized, the focus shifts to implementation -- translating strategic priorities and objectives into tangible
actions that drive meaningful results.
To ensure effective implementation, the Town will use an internal tracking system to monitor progress and
ensure initiatives align with the strategic objectives. This system will enable staff to evaluate ongoing actions,
address challenges, and celebrate successes.
Additionally, a health check will provide an opportunity to assess the plan's effectiveness. During this phase,
adjustments will be made as needed to ensure initiatives remain relevant and responsive to the community's
evolving needs.
Key actions under each strategic priority will be executed in alignment with available resources, ensuring a
balance between ambition and sustainability. Regular progress updates will keep the community informed and
engaged. The health check will help evaluate the plan's impact, recognizing successes and identifying areas for
improvement to maintain momentum and refine initiatives as needed.
This implementation phase marks the beginning of a shared journey -- one that transforms aspirations into
achievements while strengthening and enhancing the Town of Erin.
IMPLEMENTATION
page | 33
TOWN OF ERIN
The Town of Erin's Strategic Plan represents a collective vision for
the future -- one that balances growth, sustainability, and
community well-being. Rooted in the priorities of residents,
businesses, and stakeholders, this plan serves as a guiding
framework to shape the Town's progress over the coming years.
Turning strategy into action requires collaboration, commitment,
and ongoing engagement. Through careful implementation,
regular progress reviews, and adaptability, the Town will ensure
that the goals outlined in this plan lead to tangible improvements
in services, infrastructure, and quality of life.
A successful future for Erin depends on the efforts of many --
Council, staff, community organizations, and residents alike. By
working together, we can build a Town that honours its heritage,
embraces innovation, and fosters a strong and connected
community.
This plan is a stepping stone toward a brighter future for Erin.
Let's move forward, together.
CONCLUSION
page | 01
TOWN OF ERIN
THANK
YOU