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Table of Contents
EXECUTIVE SUMMARY ....................................................................................................... 4
Where are we now? ............................................................................................................ 5
Where are we going? .......................................................................................................... 5
How was the plan developed? ......................................................................................... 6
PERFORMANCE MEASUREMENT ...................................................................................... 7
Stakeholder Analysis .......................................................................................................... 7
Citizen Survey ..................................................................................................................... 8
Municipal Services ........................................................................................................... 9
Municipal Responsibilities .............................................................................................. 11
Interactions with Municipal Staff .................................................................................... 12
Communication & Accountability ................................................................................... 13
"Non-Essential" Infrastructure and Value for Tax Dollars ............................................... 14
Staff Survey ...................................................................................................................... 15
Council Interviews ............................................................................................................. 16
ENVIRONMENTAL SCAN ................................................................................................... 18
Municipal Goals and Objectives ........................................................................................ 18
Road Maintenance ......................................................................................................... 18
Land Use Planning......................................................................................................... 19
Road Snow Clearing ...................................................................................................... 20
Permits & Inspections .................................................................................................... 20
Transparency & Accountability ...................................................................................... 21
Economic Growth & Prosperity ...................................................................................... 21
Financial Responsibility & Sustainability ........................................................................ 24
Customer Service and Responsiveness ........................................................................ 25
Citizen involvement in municipal decision making. ........................................................ 25
Keeping online information up to date............................................................................ 26
Simplifying the website. ................................................................................................. 26
Making account information available online. ................................................................ 26
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Define the Strategic Priorities ........................................................................................... 27
DEPARTMENT ALIGNMENT .............................................................................................. 28
NEXT STEPS ...................................................................................................................... 30
Budget Planning ............................................................................................................... 30
Key Performance Measures ............................................................................................. 30
Timelines .......................................................................................................................... 30
Municipal Elections ........................................................................................................ 30
APPENDIX A: CORPORATE ROLES CHART .................................................................... 31
Administration Department ............................................................................................... 31
Building and Bylaw Department ........................................................................................ 33
Council .............................................................................................................................. 34
Economic Development Department ................................................................................ 35
Emergency Services ......................................................................................................... 35
Environmental Services .................................................................................................... 36
Finance Department ......................................................................................................... 37
Parks and Recreation Department .................................................................................... 39
Transportation Services .................................................................................................... 40
APPENDIX B: STAFF REPORT TEMPLATE ...................................................................... 43
APPENDIX C: STAFF MONTH END REPORT TEMPLATE ............................................... 45
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EXECUTIVE SUMMARY
The Municipality has developed this strategic plan to guide staff and council moving
forward. Municipalities face a continual strain on our limited resources. The Strategic Plan
will ensure there is a responsible allocation of finances and staff time moving forward. We
want to improve our service delivery's effectiveness and efficiency and ensure we remain
accountable to our stakeholders.
The Municipality Is Responsible for the following Services:
1) Road maintenance and snow clearing on assumed roads
2) Water and sewer in the urban boundaries of Marmora and Deloro
3) Municipal facility maintenance and function
4) Municipal park and green space maintenance and function
(*The Crowe Valley Lions and MAARS maintain Memorial Park)
5) Medical Centre building and maintenance
6) Landfill maintenance and function
7) Enforcing Building Code
8) Setting the municipal property tax rate
The Municipality contracts out:
1) Medical Centre services
2) Roadside pickup of recycling and garbage services (different suppliers)
3) Some Lake Township snow clearing service
4) Bylaw enforcement
5) Booster Park management
The Municipality is not responsible for:
1) Natural gas or propane services
2) Hydro services
3) Telecommunication services
4) Resolving neighbour disputes
5) Setting your home assessment value
6) Resolving tenant/landlord issues
7) Highway 7/Matthew Street maintenance or snow clearing
8) Event management
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Where are we now?
Finances
The COVID-19 global pandemic is something that has affected every business, agency,
organization, and government around the world. In response to the financial hit that many
people are experiencing, the Municipality of Marmora and Lake have been suspending all
late payment fees, interest charges, tax sales, and some soft services. Fortunately, granted
funds will cover the loss of revenue from these provisions. Ensuring the corporation is
focused on the same priorities will enable us to direct the limited resources wisely.
As we move into the 2021 budget discussions, no one knows how long the pandemic will be
affecting our daily lives. Extra caution is likely to be seen in policy and procedure updates.
Services
The hard services have been able to continue to run during 2020 without being significantly
affected by the pandemic. The municipality has installed a new water tower and water
meters thanks to successful grant applications. The roads department has continued the
resurfacing, ditching, brushing, and seasonal maintenance as regularly scheduled.
Soft services, including many events and programs, were canceled as per Provincial and
Public Health guidelines. The budget process will have to consider the new normal for
COVID-safe programming and facility usage.
Where are we going?
This four-year plan is a living document that will help to steer the municipality in the direction
of improved communication, infrastructure, services, and programming. Many municipal
governments, including Marmora and Lake, face the challenge of limited resources and
increasing downloaded responsibilities. By focusing our efforts to combat issues identified in
the stakeholder surveys and interviews, we can allocate our limited resources rationally and
confidently to encourage improvement where the people want it most.
With the onset of the global pandemic and the resulting financial impact, there are items in
this plan that might have to be put on hold to focus on the hard services necessary to our
residents. The upcoming few years will be unprecedented. Our municipal government will
need to strive to adapt in these extraordinary times. Nevertheless, continuing to improve
and maintain our public service level is the focus of this document.
The municipality conducted the citizen survey in fall 2018. Some of the identified goals are
complete as of the public release of this document.
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How was the plan developed?
Performance Measurement: The citizen, staff, and council survey and interviews are
collected and analyzed.
Stakeholder Analysis: We identified the services and responsibilities that need review
based on the "gap differential" (a measurement of importance versus satisfaction) in the
citizen survey. Staff and Council's concerns were another important factor in identifying
corporate goals.
Environmental Scan: We identify corresponding goals and objectives to improve those
services and responsibilities.
Define the Strategic Priorities: Based on trends in the goals and objectives, we realize our
Strategic Priorities.
These Strategic Priorities will steer budget discussions, policies, and focus staff
deliverables, they were identified as: 1) Finance and Service Improvement; 2)
Communication and Transparency; 3) Data-Supported Planning.
The Strategic Priorities are:
Finance and Service Improvement
Communication and Transparency
Data-Supported Planning
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PERFORMANCE MEASUREMENT
For detailed information on the data collected in the citizen survey refer to the Strategic
Plan: Performance Measurement Report.
We began this process with stakeholder surveys; staff, the council (outgoing and incoming),
and citizens. We have collected input from all residents of Marmora & Lake, including
property owners, renters, and farmers. We will also review and consider information from
business owners, employees, and visitors.
The survey was available online from September 20 to November 2, 2018. Paper copies of
the survey were available at Town Hall during the same timeframe.
The information collected is being used to identify where we currently stand concerning our
service delivery.
Stakeholder Analysis
Who are the stakeholders? For the purpose of this document the stakeholders are the
seasonal and full-time residents, business owners, council, and staff.
What are the stakeholders telling us? To identify our strategic priorities, we have
analyzed the citizen surveys by looking at the "gap differential" between the level of
importance of service and the satisfaction for that same service. A more significant "gap
differential" means we need to re-evaluate how we are delivering that service.
The information gathered will help us understand how ratepayers view public assets and
allow us to make informed decisions on your behalf.
The staff and council interviews will help us allocate staffing responsibilities and identify
efficiencies.
During this process, we collected information on:
1. Demographic profiles
2. Municipal services
3. Municipal responsibilities
4. Interactions with staff
5. Online services
6. Communication and accountability
7. Non-essential infrastructure
8. Value for tax dollars
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Citizen Survey
RESPONDENT DEMOGRAPHICS 1.0
RESPONDENT DEMOGRAPHICS 1.1
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RESPONDENT DEMOGRAPHICS 1.2
RESPONDENT DEMOGRAPHICS 1.3
Municipal Services
When all respondents ranked the importance of municipal services versus their satisfaction
with those services, the three with the most significant Gap Differential
(GD) are:
1) Road Maintenance
(GD: 8.37)
2) Land Use Planning
(GD: 6.52)
3) Road Snow Clearing
(GD: 5.92)
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MUNICIPAL SERVICES GAP DIFFERENTIAL
When filtering the data to see how the priorities change for current residents and cottagers,
there is a small difference in the top three:
Current Residents:
1) Road Maintenance
(GD: 9.04)
2) Road Snow Clearing
(GD: 6.55)
3) Land Use Planning
(GD: 6.32)
Cottagers:
1) Land Use Planning
(GD: 8.37)
2) Road Maintenance
(GD: 6.17)
3) Permits & Inspections
(GD: 3.91)
What are the stakeholders telling us about our service delivery?
The services in need of a delivery review are:
1) Road maintenance
2) Land use planning
3) Road snow clearing
4) Permits and inspections
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Municipal Responsibilities
When all respondents ranked the importance of municipal responsibilities versus their
satisfaction with those responsibilities, the three that had the most significant Gap
Differential (GD) are:
1) Transparency & Accountability
(GD: 9.6)
2) Economic Growth & Prosperity
(GD: 8.4)
3) Financial Responsibility & Sustainability
(GD: 7.19)
MUNICIPAL RESPONSIBILITIES GAP DIFFERENTIAL
When filtering the data to see how the priorities change for current residents and cottagers,
there is a small difference in the top three:
Current Residents:
1) Transparency & Accountability
(GD: 9.66)
2) Economic Growth & Prosperity
(GD: 9.05)
3) Financial Responsibility & Sustainability
(GD: 7.38)
Cottagers:
1) Transparency & Accountability
(GD: 9.86)
2) Customer Service & Responsiveness
(GD: 7.26)
3) Financial Responsibility & Sustainability
(GD: 7.10)
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What are the stakeholders telling us about Municipal Responsibilities?
The responsibilities in need of a delivery review are:
1) Transparency & Accountability
2) Economic Growth & Prosperity
3) Financial Responsibility & Sustainability
4) Customer Service & Responsiveness
Interactions with Municipal Staff
The Citizen Survey also asked for input on their experience in dealing with Municipal staff. It
is worth noting that the data indicates that most people dealing with the Municipality do so
less than once a month, meaning that each interaction can have a significant impact on
one's impression of the Municipality.
INTERACTIONS WITH MUNICIPAL STAFF 1.0
INTERACTIONS WITH MUNICIPAL STAFF 1.1
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What are the stakeholders telling us about interactions with staff?
We have room to improve in customer service.
1) Allow citizens more opportunity to be involved in decision making.
2) Decrease response time.
3) Make customer service a priority.
Communication & Accountability
Many rural communities are feeling the loss of local media outlets. There is now an
increased responsibility for municipalities to push out more information themselves and
ensure it is easily accessible for the public. The public looks to the Municipality for
information on events, tourism, business opportunities, policy, legislation, planning, and
more. It is a vast undertaking that is met in-house with limited staffing hours to
accommodate the demand.
We have addressed several identified issues with our communication practices since
starting the Strategic Planning process. We will continue this momentum, moving forward
with continuous input from our citizens and visitors.
COMMUNICATION & ACCOUNTABILITY
What are the stakeholders telling us about communication and accountability?
The online services need improvement:
1) Keep information up to date.
2) Continually work toward simplifying the organization of information.
3) Look into the possibility of moving account information online.
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"Non-Essential" Infrastructure and Value for Tax Dollars
The municipality manages many "non-essential" facilities and wants to know where people
would rank those facilities in importance. We want to note that "non-essential" is quite
debatable, and we consider all these facilities essential to community health and well-being.
"NON-ESSENTIAL" INFRASTRUCTURE
VALUE FOR TAX DOLLARS
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Staff Survey
Using the staff survey, we gathered feedback on the current state of each department.
All department heads supplied the following information:
1)
Department task information
2)
The definition of the main objective of their department
3)
Their rating of the effectiveness of their department
4)
Identified the factors that inhibit the department's ability
to work toward their main objective
5)
How they measure success in their department
6)
What they perceive as increasing and decreasing pressures
in any aspect of their job
7)
What other departments they work with regularly
8)
How well departments share information
9)
Whether there are adequate training opportunities for further
development relating to their job
10) How they hope their role will evolve with or without
the municipality over the next four years
11) What type of continuing education courses would they be interested
in to achieve their four-year goal?
12) What they feel should be considered when reviewing
the effectiveness of each department
What are the stakeholders telling us about corporate structure?
Do the department heads feel their department is effective? Overall, they would give a
score of 70% to the municipality, noting much improvement over the past couple of years.
When asked what factors inhibit their department's ability to work toward their main
objective, there were several common factors to consider:
1) Unpredictability of workload equating to lack of staff in high need times
2) Lack of budget to perform duties expected by department
3) Public education of process and policy
4) Extra work created by public (e.g. dumping garbage)
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The increasing pressure found by department heads were:
1) Building trust with new council
2) Limited resources
3) Expectations of incoming residents versus long-time residents
4) General increase of workload over time
5) Staff being bullied online and heckled in council meetings which hurts moral
6) New and changing legislation coming from provincial and federal levels
of government
Very few staff members listed any decreasing pressures. However, when there were any,
they were:
1) Department budget increase
2) Department additional staff member
3) Developing the ability to cope with the demands of public work and the constant
criticism from certain members of the public
The list of items to consider when developing this plan was:
1) Identify and initiate efficiencies within all departments
2) Update job descriptions regularly (bi-annually)
3) Ensure to hire quality staff with a strong work ethic
4) Conduct a building assessment and identify inadequacies to be addressed:
i) Too few phone lines in Town Hall
ii) Storage limitations
iii) Building repairs
iv) Underutilized public facilities
5) Create educational videos
i) help educate the public
ii) humanizing staff to combat bullying
6) Work on team-building exercises with staff and department heads.
Council Interviews
The council surveys supplied insight into what the councillors feel are the main objectives of
their work and how it aligns with staff objectives. We interviewed outgoing and incoming
council members to gain perspective from both groups.
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The outgoing councillors generally found that their main objective was to work within the
boundaries of the legislation and continually try to move the ball forward. Numerous
outgoing councillors commented that promising change is dangerous until one truly
understands their authority. The fact is that municipalities exist at the will of the Province,
and the Province legislates the issues and where most funding will go. They all commented
on the importance of the relationship between the council and staff and encouraged the
incoming council to utilize staff without micromanaging them.
The current council includes one incumbent, the Deputy Mayor, and four new
representatives. The priorities that they identified in their interviews were:
1) Improving communication
2) Encouraging responsible development
3) Economic development
4) Continuing the roads program
5) Improving community input and relations
These five issues align with what was identified as priorities through the citizen survey.
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ENVIRONMENTAL SCAN
Using the input from our stakeholders, we have identified the area's most in need of review.
We will review plans currently in progress within the municipality and integrate objectives
that relate to this document.
Municipal Goals and Objectives
The municipal services and responsibilities with the highest gap differential will be a focus
moving forward during the planning process. Listed below are topline initiatives to be taken
on by staff and council. The Who-Does-What section of the Strategic Plan identifies specific
actions for each goal and objective and delegates each to a particular department.
The Goals are the desired result of the initiatives taken to address the concerns with the
service delivery--the Objectives are considerations to reach the goal. When necessary,
objectives will be brought to Council for approval.
Road Maintenance
Roads services are the largest component of our Asset Management Plan, representing
$37.5 M of all repair and replacement costs through to 2032.
The 2018 Road Needs Study indicates estimated total cost of improvements to the road
network in the amount of $18,296,408.48. Of the identified needs, $217,567.86 is for
roads that are already deficient ('NOW'), $4,311,735.26 is for the 1-5-year horizon, and
the remaining $13,713,105.37 is for the 6-10-year horizon.
GOALS
OBJECTIVES
A1
Review existing policies
to find cost savings or
revenue opportunities.
Review the road assumption and annexing policies
Do not assume any private roads.
Only assume roads through land development
agreements and ensure compliance.
Initiate road cut/occupancy permits with fee and
deposit.
Cancel the private road grant program.
Review the Roads Need Study requirements and
cancel the program, if possible, until the roads
network has improved substantially.
Review and update Entrance Permit Application:
Applicants are required to pave from the
municipal roadway to the property line in the
urban area
Commercial versus residential fees
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Update the site plan bylaw:
include developer fees for entrances
include required plans and reports
A2
Improve service
delivery.
Cancel the noxious weed program and spray only
the guard rails and signs.
Apply for 4 summer students instead of 2 to allow for
two road crews
A3
Develop a 5- to 10-year
forecast for
transportation needs to
help outline budgeting
requirements year to
year.
Related Goals: G3
Implement Programs:
annual traffic counting
shoulder grading
resurfacing
reconstruction
equipment
A4
Utilize the
Transportation
Committee on a more
regular basis.
Set up monthly recurring meetings
Land Use Planning
Land Use Planning is legislated by the province through the Planning Act. The County of
Hastings Official Plan 2017 advises all member municipalities. Marmora and Lake's
Comprehensive Zoning Bylaw must adhere to The Provincial Policy Statement (2014) and
Hasting County's official plan.
GOALS
OBJECTIVES
B1
Increase stakeholder's
general knowledge of
Land Use Planning.
Develop content for the website about commonly
misunderstood information regarding Land Use
Planning, such as the different government levels
and the authority of each.
Use simple online polls to test stakeholder's
knowledge of Land Use Planning regularly.
B2
Update the
Comprehensive Zoning
Bylaw.
Consolidate amendments that have accumulated
over the years.
Update for new considerations such as cannabis and
short-term rentals.
B3
Increase revenue or
cost recovery initiatives.
Consider development fees.
Identify the barriers to development and address
through grant opportunities or other initiatives.
Kirkpatrick Street in Deloro
Industrial Park
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Road Snow Clearing
The Transportation Manager is responsible for following Minimum Maintenance
Standards for Municipal Highways (among other legislation) that dictates which roads
receive service first, how long drivers can be on the road, patrolling highways and more.
GOALS
OBJECTIVES
C1
Increase stakeholder's
awareness on how the
Roads Department is
legislated.
Create online content regarding the Minimum
Maintenance Standards for Municipal Highways Act
(MMS).
Use simple online polls to test stakeholder's
knowledge of MMS.
Add a templated area to public reports that include
legislated requirements in relation to report topic.
Make a Winter Maintenance information package
available on the website.
Make the Municipal Roads Class list available on the
website.
C2
Ensure staff can
operate effectively with
available equipment.
Ensure all staff have usable equipment for their shift.
Utilize parks and recreation staff for urban workload.
Replace the sidewalk machine with two tractors.
Permits & Inspections
The Building and Bylaw Officer must ensure compliance with the Building Code Act,
Planning Act, the comprehensive zoning bylaw and the Conservation Authority.
GOALS
OBJECTIVES
D1
Increase awareness of
the authority of the
CBO.
Use simple online polls to test stakeholder's
knowledge of:
Building Code and Planning Act.
Safety measures covered by legislation and
permits.
Add a templated area to public reports that include
legislated requirements in relation to report topic.
D2
Increase awareness of
building process.
Create online content regarding:
How to get a permit
What to expect when building
When to call the CBO
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Transparency & Accountability
The Restoring Trust, Transparency and Accountability Act, 2018 is legislation that must
be followed by all Ontario municipalities and the responsibility of the Clerk to ensure
compliance. The large gap differential in the citizen survey suggests that there is a low
perception of the Municipalities transparency and accountability even if they are following
the legislation.
GOALS
OBJECTIVES
E1
Increase awareness on
how legislation affects
decision making.
Create online content regarding:
Restoring Trust, Transparency and
Accountability Act
Municipal Freedom of Information and
Protection of Privacy Act
Use simple online polls to test stakeholder's
knowledge of legislation.
E2
Be more proactive in
communicating policy
updates.
Develop a communications practice of highlighting
policy changes from meeting minutes.
o What does this change mean?
o Who will this change effect?
o When will this change take effect?
Add a templated area to public reports that include a
call out of policy changes, who it will affect and when
the change will take effect.
E3
Ensure the public is
aware of meeting topics
to be discussed.
Ensure special meetings are used in emergency
situations only.
Ensure the agenda is followed and debate is limited
to items on the agenda.
Economic Growth & Prosperity
In 2011 the Municipality released its Integrated Community Sustainability Plan.
There are items from that plan that have been moved into the objectives of this table.
In September of 2019 Council passed a resolution that decrees Council's highest
commitment to community safety and well-being for all who choose to live, work, visit,
or play in municipality.
GOALS
OBJECTIVES
F1
Focus on local business
retention, attraction,
and development.
Create and distribute promotional material that is
focused on attracting new business.
Promote local business initiatives.
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Help local business groups utilize public spaces for
events.
Be the liaison between local business and
municipality.
Identify municipal barriers for development.
F2
Increase revenue or
cost recovery initiatives.
Review LED sign policy to allow for business
subscriptions.
Update Business Arrow Sign annually.
Use business advertising initiatives to pay for
marketing materials.
Review Arena and Baseball field marketing
opportunities.
Identify Municipal Property that could tastefully
display business advertising.
F3
Identifying flagship
programs that are
shovel ready for grant
opportunities.
Identify opportunities for improvement that would be
supported by provincial or federal funding.
F4
Strengthen arts and
culture in the
community.
Increase awareness of art and culture business and
events.
Create a directory of local artists that can be called
upon to enhance local events.
Create an inventory of local cultural fixtures.
Strengthen partnerships with historical groups and
organizations.
Work with community groups to create an inventory
of key historic properties that should be preserved.
Share funding opportunities related to arts and
culture.
F5
Advocate for business
and tourism
infrastructure
Beautify the highway 7 corridor through banners,
flowers, and permanent signage where possible.
Support county initiatives for better internet
connectivity.
Support public transit and bus services.
Participate in regional tourism organizations.
F6
Increase active living
programming and
opportunities
Recruit activities and programs that encourage
physical activity for youth, adult, and seniors.
Market municipal facilities as host sites for physical
activity programming.
Identify and address barriers for all ages to
participate in activities.
Install active living equipment in appropriate public
spaces.
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F7
Improve housing
opportunities
Identify municipal barriers to affordable housing.
Identify municipal barriers to development.
F8
Make the Community
Safety and Well-Being
Plan a priority
Get buy in from Council via Council resolutions for all
Central Hastings Municipalities.
Form Committees: Coordinating and Advisory
Gather Data:
vulnerable populations (numbers, demographics,
etc.)
Identify the nature of harms and victimization
from risk factors.
Identify most effective and practicable protective
factors that can be brought to bear.
Public Consultation:
Town Hall meeting for all Central Hastings
municipalities.
Survey: online and paper copies distributed
throughout community and to agencies.
Identify Plan Priorities:
vulnerable populations
risk factors
protective factors
local agencies, organizations and groups that can
and should implement the protective factors
Identify Benchmarks for achievable outcomes
Compose the Plan:
Finalize the overall design and layout of the plan
Order and sequence of priority vulnerable groups
and risk factors
Identify benchmarks and measures to increase
achievability
Identify strategies for presenting draft plan to
municipal councils and obtaining their approvals
Identify plan implementation strategies
Page 24 of 45
Financial Responsibility & Sustainability
The Fiscal Sustainability, Transparency and Accountability Act, 2019 is legislation that
must be followed and is the Treasurers responsibility to ensure compliance. For each
fiscal year, the Executive Council shall plan for a balanced budget.
*Asset management planning is an ongoing and long-term process that allows
municipalities to make the best possible investment decisions for their infrastructure
assets. In many parts of Ontario, existing infrastructure is degrading faster than it is being
repaired or replaced, putting services at risk. To help address this issue, the Province
implemented the Asset Management Planning for Municipal Infrastructure Regulation, O.
Reg. 588/17, effective January 1, 2018.
*Source https://www.ontario.ca/page/municipal-asset-management-planning
GOALS
OBJECTIVES
G1
Set the tax rate to
support the
sustainability of the
municipality.
Identify key priorities year to year and set the tax rate
to support services
G2
Increase awareness on
the financial challenges
faced by municipal
governments.
Educate and test stakeholders on:
Cost of infrastructure, programming,
and services
Limited resources for revenue
The process of conditional grants
Downloading from Province
Allocations to Upper Tier and Joint Service
Bodies
G3
Make the Asset
Management Plan
a priority.
Update the municipal Level Of Service template
regularly.
Target infrastructure identified as Very Poor for
replacement or repair.
July 1, 2021: the municipality shall prepare an asset
management plan in respect of its core municipal
infrastructure assets.
The current levels of service must be defined
for all core assets.
July 1, 2023: the municipality shall prepare an asset
management plan in respect of all other municipal
infrastructure assets.
The current levels of service must be defined
for all other municipal assets.
July 1, 2024: the municipality must establish
proposed levels of service for a minimum of 10
years.
Page 25 of 45
A lifecycle management and financial strategy
that covers a minimum of 10 years.
G4
Improve revenue
generating or cost
recovery opportunities
in each department.
Related goals: A1, A2, B3
Implement user fees for facility usage and
programming to recover costs where possible.
Customer Service and Responsiveness
GOALS
OBJECTIVES
H1
Find time efficiencies
for staff.
Related goals: A1, A3, A4, C2, E2, E3
Ensure new projects link to a goals and objectives in
the Strategic Plan.
H2
Improve Customer
Service Standards.
Offer staff more training in Municipal Customer
Service.
Council, Management, and Staff need to ensure the
working environment is non-toxic and
accommodating to the public.
Make the public more aware of the procedures in
place to ensure timely customer service.
H3
Improve Bylaw
Enforcement.
Review specific bylaws with Municipal Lawyer to
ensure they are enforceable.
Initiate a bylaw enforcement budget.
Citizen involvement in municipal decision making.
GOALS
OBJECTIVES
I1
Increase the
stakeholder's
awareness of the day-
to-day options of
communicating with the
municipality.
Have recurring posts directing people to online
forms, emails, and phone numbers.
Educate stakeholders on the how the council
operates in its decision making, why meetings are
public, and how to get an item on the agenda.
Educate stakeholders on the authority of council
versus staff and when to contact one or the other.
I2
Improve the balance of
three levels of public
involvement: Public
Communication, Public
Consultation, and Public
Participation.
Consult the public more often using opinion polls.
Utilize local public organizations to poll members on
certain topics.
Page 26 of 45
Keeping online information up to date.
GOALS
OBJECTIVES
J1
Increase number of
times the website is
scrubbed for errors and
out-of-date information
Alternate members of staff to scrub the website for
errors weekly.
Make a website feedback form available on the site.
Simplifying the website.
GOALS
OBJECTIVES
K1
Simplify the
organization of the
website.
Separate Tourism and Municipal Office
Communications
Make a Tourism/Business specific Facebook
Page
Make a Tourism/Business specific Blog
Make a Table of Contents
Making account information available online.
GOALS
OBJECTIVES
L1
Make more information
available online
Create RSS emails of all news channels on the
website.
Make bills and receipts emailable.
Make tax bills emailable
Make water bills emailable
Page 27 of 45
Define the Strategic Priorities
What are we going to do?
The goals and objectives articulated in the previous section are the targets for our strategic
initiatives. This will help us define our corporate principals.
There are thirty-three incomplete corporate goals identified, which include three
priority categories:
a. 40% of the goals are financial and aimed at service improvement.
b. 36% of the goals target an improvement in communication practices
to improve transparency.
c. 24% of the goals are advocating for data-supported planning initiatives.
The Strategic Priorities are:
Communication and Transparency
Finance and Service Improvement
Data-Supported Planning
Strategic Priorities
Finance and Service Improvement
Data-Supported Planning
Communications and Transparency
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DEPARTMENT ALIGNMENT
Who is doing what? Each department will be accountable for the goals and objectives that
align with their services and responsibilities.
In Appendix A: Corporate Roles Chart we list the roles within each department. Staff
members fulfill multiple roles as assigned by the department head. The Department
Alignment Chart below identifies who is responsible for each goal getting completed. There
will be times when the lead department will need to work with other departments to satisfy
the objectives, but the reporting and accountability fall on the lead department.
DEPARTMENT ALIGNMENT CHART
Goal Lead Department
Role
Priority
A1
Transportation
Systems and Procedures
Finance & Service
Improvement
A2
Transportation
Systems and Procedures
Data Supported Planning
A3
Transportation
Systems and Procedures
Finance & Service
Improvement
A4
Council
Council
Communication &
Transparency
B1
Administration
Communications
Communication &
Transparency
B2
Building and Bylaw
Chief Building Officer
Data Supported Planning
B3
Administration
Clerk
Finance & Service
Improvement
C1
Administration
Communications
Communication &
Transparency
C2
Transportation
Systems and Procedures
Finance & Service
Improvement
D1
Administration
Communications
Communication &
Transparency
D2
Administration
Communications
Communication &
Transparency
E1
Administration
Communications
Communication &
Transparency
E2
Administration
Communications
Communication &
Transparency
E3
Administration
Communications
Communication &
Transparency
E4
Council
Head of Council
Communication &
Transparency
F1
Economic Development
Economic
Finance & Service
Improvement
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F2
Economic Development
Economic
Finance & Service
Improvement
F3
All Departments
(Department Head)
Data Supported Planning
F4
Economic Development
Communications
Communication &
Transparency
F5
Economic Development
Economic
Data Supported Planning
F6
Economic Development
Community
Finance & Service
Improvement
F7
Administration
Clerk
Data Supported Planning
F8
Administration
CAO
Data Supported Planning
G1
Council
Council
Finance & Service
Improvement
G2
Administration
Communications
Communication &
Transparency
G3
Environmental Services
Asset Management
Planning
Data Supported Planning
G4
All Departments
(Department Head)
Finance & Service
Improvement
H1
Administration
CAO
Finance & Service
Improvement
H2
Administration
CAO
Finance & Service
Improvement
H3
Administration
CAO
Finance & Service
Improvement
I1
Administration
Communications
Communication &
Transparency
I2
Administration
Clerk
Data Supported Planning
J1
Administration
Communications
Finance & Service
Improvement
L1
Administration
Communications
Communications &
Transparency
K1
Administration
Communications
Finance and Service
Improvement
*As goals are complete, we will insert a grey background to the line.
Page 30 of 45
NEXT STEPS
Budget Planning
The budget process should consider the Strategic Priorities and specific goals. Department
Heads should base their requests to council on their deliverables.
Key Performance Measures
Key performance measures will ensure improvement, accountability, and open
communication year after year in municipal service delivery. The identified goals and
objectives are itemized deliverables. We hope that this process will continue to be refined
over time and encourage innovation in how we deliver each service.
Timelines
The Strategic Plan is a four-year living document that should be updated and redistributed
annually. The plan should be reviewed periodically and rewritten in four years.
Municipal Elections
The municipal election schedule is on a four-year cycle. The timeline of the Strategic Plan
allows for overlap from Council to Council to ensure continuity of service. The four-year
calendar allows the incoming council to review newly collected data to help inform the
update to the plan.
2020: Strategic Plan is approved
2022: Municipal Campaign and Election
2023: Stakeholder Surveys
2024: Strategic Plan is approved
Page 31 of 45
APPENDIX A: CORPORATE ROLES CHART
Administration Department
Role
Focus
Duties
Chief
Administrative
Officer (CAO)
Operations
1. Financial Leadership
2. Corporate Performance
3. Enforcement of policies and procedures
4. Defining controls and standards
5. Human Resources
Council Liaison
6. Maintains a sound working relationship with
council
7. Ensures council receives required
information to make sound decisions
8. Prepares reports for council on a variety of
issues
9. Ensures council decisions are implemented
Community Liaison 10. Maintains a sound working relationship with
community leaders and all levels of
government
11. Promotes open and positive communication
within the community
Municipal Clerk
(Officer)
Council
1. Ensures compliance with:
a. Municipal Act, 2001
b. Archives and Recordkeeping Act
c. Commissioners for taking Affidavits
Act
2. Updates council on policy and legislation as
prescribed in the Municipal Act and
numerous other Acts
3. Council Meetings Minutes and Agendas
a. To record, without note or comment,
all resolutions, decisions and other
proceedings of council;
b. If required by any member present at
a vote, to record the name and vote
of every member voting on any
matter or question;
4. Prepares reports for council on a variety
of issues
5. To keep the originals or copies of all bylaws
and all minutes of the proceedings of the
council;
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Elections
6. Ensures compliance with the Municipal
Elections Act,
7. Conducts Municipal Elections every four
years
Vital Statistics
8. Ensuring compliance with Vital Statistics
Act
9. Reporting to The Office of the Registrar
General
MFIPPA
10. Ensures compliance with the Municipal
Freedom of Information and Protection of
Privacy Act
Issuing Lottery
Licenses
11. Ensures compliance with:
a. Criminal Code of Canada
b. Orders in Council
c. Gaming Control Act
d. Alcohol and Gaming Commission of
Ontario
Bylaw
12. Bylaw development and updating
Land Use Planning 13. Ensures compliance with Planning Act
14. Receives and reviews all planning
applications
15. Prepares all notices and bylaws as required
Accessibility
Compliance &
Accountability
1. Ensuring compliance with Accessibility for
Ontarians with Disabilities Act
2. Updating the Municipal Accessibility Plan
Cemetery
Compliance &
Accountability
1. Ensuring compliance with the Bereavement
Authority of Ontario
2. Sales of grave plots
3. Marks graves
4. Record keeping and reporting
5. Secretary on the Cemetery Board
and implements decisions
Facility
Booking
Customer Service
1. Town Hall
2. Community Centre
3. Community Hub
4. William Shannon Room
5. Deloro Hall
Health and
Safety
Compliance &
Accountability
1. Ensures compliance with Occupational
Health and Safety Act
Communication
Compliance &
Accountability
1. Ensures compliance with Web Content
Accessibility Guidelines (WCAG) 2.1
Municipal
Information
2. Public Notices
3. RFPs
4. Employment Opportunities
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5. Announcements
6. Media Placement
7. Presentations
8. Department Updates
Channels
9. Website
10. Facebook
11. Twitter
12. Linkedin
13. Google
14. LED sign
Reception
Front Desk
1. Professionally greet all visitors and direct to
appropriate department
2. Process payments
3. Pick up and sort mail
Phones
4. Receive and direct all calls
5. Respond to voicemail
6. Take messages for staff
Building and Bylaw Department
Role
Focus
Duties
Chief Building
Officer
Compliance &
Accountability
1. Ensures compliance with:
a. Building Code Act, 1992, S.O. 1992,
c. 23
i. Building permits
ii. Building inspections
iii. Stop work orders
iv. Orders to comply
v. Unsafe notices
vi. Demolition permits
vii. Remedy safe orders
viii. Orders to uncover
b. Planning Act, R.S.O. 1990, c. P.13
c. Comprehensive zoning bylaw
i. Proper location of building on
land
ii. Ensuring proper permitted
use
d. Conservation Authority
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Bylaw
Enforcement
Compliance &
Accountability
1. Ensures compliance with
a. Municipal Bylaws
b. Provincial standards
Council
Role
Focus
Duties
Head of
Council
Representation
and Legislation
Roles of Head of Council under the Municipal
Act:
1. to act as the chief executive officer of
the municipality;
2. to preside over council meetings so that
its business can be carried out
efficiently and effectively;
3. to provide leadership to the council;
4. to provide information and
recommendations to the council with
respect to the role of council;
5. to represent the municipality at official
functions; and
6. to carry out the duties of the head of
council under this or any other Act.
Council
Representation
and Legislation
The Municipal Act 2001, section 224, states
these roles for council:
1. to represent the public and to consider
the well-being and interests of the
municipality;
2. to develop and evaluate the policies and
programs of the municipality;
3. to determine which services the
municipality provides;
4. to ensure that administrative practices
and procedures and controllership
policies, practices and procedures are in
place to implement the decisions of
council;
5. to ensure the accountability and
transparency of the operations of the
municipality, including the activities of
the senior management of the
municipality;
Page 35 of 45
6. to maintain the financial integrity of the
municipality; and
7. to carry out the duties of council under
this or any other Act.
Economic Development Department
Role
Focus
Duties
Economic
Development
1. Attracting new business
2. Supporting local business
3. Economic Development Advisory
Committee
4. Funding
Tourism
Development
1. Running the Tourism Centre
2. Supporting tourism businesses and
organizations
3. Downtown beautification
Community
Development
1. Supporting local events
2. Supporting Active Living programming
3. Funding
Communication Compliance &
Accountability
1. Ensures compliance with Web Content
Accessibility Guidelines (WCAG) 2.1
Promotion
2. Business
3. Tourism
Channels
4. Facebook
5. Instagram
6. Website
7. LED Sign
8. Twitter
Emergency Services
Role
Focus
Duties
Fire Chief
Systems and
Procedures
1. Proper practice Ontario Fire Marshall
2. Ensures compliance with:
a. Fire Protection and Prevention Act
b. Occupational Health and Safety Act
3. Develop Policies
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4. Reviews, updates, and implements all
bylaws and standard operating guidelines
and procedures
Investigations
5. Initiates and supports fire and emergency
incident investigations
Training
6. Prepare volunteer firefighters for rescue
and emergency events
Emergency
Management
7. Implement the Emergency Management
Program
8. Ensures the development of the Municipal
Emergency Plan is in compliance with:
a. Provincial requirements
b. Fire Protection and Prevention Act
c. Occupational Health and Safety Act
9. Annual emergency exercise
Fire Fighter
Rescue and
Emergency
1. First Response
Communication Channels
1. Facebook
2. Public Events
3. Media
Environmental Services
Role
Focus
Duties
Water and
Wastewater
Facility
Operations
1. Ensures compliance with:
a. Ministry of the Environment Act
b. Environmental Bill of Rights, 1993
c. Safe Drinking Water Act, 2002
d. Clean Water Act, 2006
e. Health Protection and Promotion Act
f. Ontario Water Resources Act
g. Environmental Protection Act
h. Drinking Water Quality Management
Standard
2. Municipal Drinking Water Licenses
3. Drinking Water Works Permits to take
Water
4. Wastewater ECA's
5. Landfill ECA's
Landfill
Operations
1. Ensures compliance with:
a. Environmental Compliance
Approvals
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b. Development and Operation Plan
c. Occupational Health and Safety Act
2. Landfill ECA's
3. Customer Service
Asset
Management
Planning
Sustainability
1. Infrastructure management
Source Water
Protection
Compliance &
Accountability
1. Ensures compliance with Source Water
Protection
Finance Department
Role
Focus
Duties
Municipal
Treasurer
(Officer)
Financial
Sustainability
1. Collecting money payable to the
municipality and issuing receipts for these
payments;
2. Depositing all money received on behalf of
the municipality in a financial institution
designated by the municipality;
3. Paying all debts of the municipality and
other expenditures authorized by the
municipality;
4. Maintaining accurate records and accounts
of the financial affairs of the municipality;
5. Providing the council with such information
with respect to the financial affairs of the
municipality as it requires or requests; and
6. Ensuring investments of the municipality
are made in compliance with the
regulations made under section 418.
Accounts
Receivable
Compliance
1. MFIPPA
Accuracy
1. Entering all payments into keystone in
timely manner
2. All municipal invoicing and collections
3. All forms of deposits (Bank, cash, debit,
cheque)
Accounts
Payable
Compliance &
Accountability
1. MFIPPA
2. GAPPA
Accuracy
3. Meeting payment deadlines
4. Issuing cheques for all invoices
5. Attaching invoices to Keystone
6. Filing paper copies of all invoices
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Property Tax
Revenue Stream
1. Billing
a. Collections
b. Supplemental Billing
c. Consolidations and Severances
d. Pre-authorized payment plans
e. Mortgage companies
2. Tax Sales
Compliance &
Accountability
3. MFIPPA
a. Confidentiality
b.
4. Municipal Act
a. Section
5. MPAC Assessments
6. Bylaw - Tax Rate
7. Ontario Assessment Act
8. OPTA
9. Tribunal
Customer Service
10. Take payments at the desk
11. Assist public with questions and concerns
Utilities
Revenue Stream
1. Collections
2. Billing
3. Pre-authorized payment plans
Compliance &
Accountability
4. User Fee Bylaw
Customer Service
5. Answering users' questions and concerns
6. Taking payments and collections
7. Investigations
Payroll
Compliance &
Accountability
1. WSIB
2. Revenue Canada
3. Manulife
4. OMERS
5. Employment Standards Act
6. Canadian Payroll Association Guidelines
Accuracy
7. Ensuring correct payment to employees,
council, and volunteer firefighters
8. Meeting strict deadlines
9. Entering correct data into Ceridian
Real Estate
Compliance &
Accountability
1. Zoning compliance reports
2. MFIPPA
Customer Service
3. Changing title on accounts
4. Tax Certificates to legal council
Service
Ontario
Customer Service
1. Driving Transactions
2. Vehicle Transactions
3. Health Transactions
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4. Ontario Photo Card
Compliance &
Accountability
5. Mandated by the Province to operate under
a contract between the Municipality and
ServiceOntario.
5. Commissioners for taking Affidavits Act
Parks and Recreation Department
Role
Focus
Duties
Programming
Active Lifestyle
1. Swim Program
2. Support Local Sports Organizations
a. Baseball
b. Hockey
c. Skating
d. Curling Club
e. Silver Foxes
f. Terry Fox
Events
3. Crowe Valley Lions Club
4. Crowe Lake Waterway Association
5. Agricultural Society
6. Community Care for Central Hastings
7. Girl Guides
8. Marmora Historical Foundation
Facilities
Bookings
1. Arena
2. Fairgrounds
3. Ball Diamond
Safety
4. 24/7 on-call municipal building alarms
5. Snow removal
6. Manage contractors
Maintenance
Buildings
1. Town Hall
2. Tourism Centre
3. Arena & Community Centre
4. Roads Department
5. Parks Building
6. Memorial Building
7. Medical Centre
Facilitation
8. TSSA Inspections
Cemetery
9. Digging Graves
10. Leveling Headstones
Garbage and
Recycling
11. Parks
12. Forsyth Street
13. Buildings
Page 40 of 45
Groundskeeping Parks and green
spaces
1. Grass
2. Brush
3. Gardens/Planters
4. Entrance Signs
5. Ball Diamond
6. Fairgrounds
7. Playground Inspection
8. Cemetery
Naylor's Common
1. Trails
2. Parking lots
3. Picnic Tables
Arena
Ice Surface
1. Ensure compliance of the Occupational
Health and Safety Act
2. Ensure safety of staff and public
3. Ensure quality ice surface
Cleaning
Buildings
1. Town Hall
2. Tourism Centre
3. Arena & Community Centre
4. Roads Department
5. Fire Department
6. Parks Building
7. Memorial Building
8. Medical Centre
Grounds
9. Exterior upkeep
10. Streets and Sidewalks
11. Dumped Garbage
Transportation Services
Role
Focus
Duties
Systems and
Procedures
Compliance
1. Ensures compliance with:
a. Occupational Health and Safety Act
b. Ontario Traffic Manual
c. Drainage Act
d. Municipal Policies & Procedures
e. Commercial Vehicle Operator's
Registration (CVOR)
f. Ontario Structure Inspection Manual
(OSIM)
g. Ministry of Transportation Act
h. Ontario Highway Transport Board
Act
Page 41 of 45
i. Public Transportation and Highway
Improvement Act
j. Dedicated Funding for Public
Transportation Act
k. Bridges Act
l. Public Vehicles Act
m. Public Service Works on Highways
Act
n. Highway Traffic Act
o. Minimum Maintenance Standards for
Municipal Highways
2. Ensures the use of best engineering
practices
a. Ontario Provincial Standards
Specification (OPSS)
b. Ontario Provincial Standard Drawing
(OPSD)
c. Geometric Guidelines for Municipal
Roads
3. Respond and Resolve the public issues as
necessary
4. Proper Practices
Training
Safety
Ensure all staff are up to date on training
Maintenance
Safety
1. Adheres to all legislated requirements of
the Minimum Maintenance Standards for
Municipal Highways
2. Infrastructure repair
3. Occupational Health and Safety Act
4. Drainage Act
5. Legislation re; maximum driving hours
Administration
1. Customer Service
2. Customer Safety
3. Performance Appraisals
4. Human Resource Management
5. Prepare Monthly Reports for Council
6. Making Recommendation to Council
7. Work with other organization (Hydro, Bell,
Contractors, Engineering Firms, Etc.)
Snow Clearing
Compliance
1. Record Keeping
2. Road Patrols
3. Adheres to all legislated requirements of
the Minimum Maintenance Standards for
Municipal Highways
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Sidewalks, paths,
and parking lots
4. Sweeping
5. Snow Clearing
Repairs
1. CVOR annual inspection
2. Equipment
Health and
Safety
Compliance
Ensures compliance with the Occupational
Health
and Safety Act in relation to:
1. Flagging
2. Equipment Training
3. Equipment in working condition
Page 43 of 45
APPENDIX B: STAFF REPORT TEMPLATE
Page 44 of 45
Page 45 of 45
APPENDIX C: STAFF MONTH END REPORT TEMPLATE