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Township
of
Perth East
STRATEGIC PLAN
1.0 Summary
1.1 Why A Strategic Plan ..........................................................
1.2 Where It Came From ..........................................................
1.3 How It Was Built .................................................................
1.4 What It Contains .................................................................
2.0 Municipal Overview
2.1 About ...................................................................................
2.2 Our Structure ......................................................................
2.3 Our Services ........................................................................
3.0 Our Strategic Priorities
3.1 Mission ................................................................................
3.2 Vision ...................................................................................
3.3 Community Values ............................................................
3.4 Corporate Values ...............................................................
4.0 Our Strategic Plan
4.1 Overall Goals ......................................................................
4.2 Goal 1 - Growth & Economic Development ...................
4.3 Goal 2 - Service Effectiveness ..........................................
4.4 Goal 3 - Community Development .................................
4.5 Goal 4 - Community Involvement & Participation ........
4.6 Goal 5 - Corporate Sustainability ....................................
5.0 Getting It All Done
5.1 How We Plan To Deliver ...................................................
5.2 How This Relates To Other Plans ....................................
5.3 How We Will Partner..........................................................
5.4 How We Will Keep Track ...................................................
TABLE of
CONTENTS
Overview
TOWNSHIP OF PERTH EAST STRATEGIC PLAN
PG 1
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Summary
1.0
TOWNSHIP OF PERTH EAST STRATEGIC PLAN
PG 2
Strategic plans are the most important documents that municipalities produce. They
define the future direction of the municipality and guide its progress in getting there.
Strategic plans are about change, and realizing the desired future of the organization.
They identify what is important, and provide a basis for making decisions and choices
about what to do, and about what not to do.
This strategic plan has been developed to provide a strategic direction for Perth East for
the 2019-2022 period. It defines the direction for the municipality, and links with the
strategic plans of the other member municipalities and Perth County.
This is the second time that strategic plans have been developed by all of the
municipalities within Perth County. The first set of strategic plans were developed for
the period of 2012-2017. Development of this strategic plan was initiated in 2018 to
define a long-term vision for the municipality, and to focus the strategic priorities of the
municipality in the coming term.
Perth County and the four member municipalities chose to continue with a
collaborative approach to strategic planning. This allows each municipality to set its
own direction while supporting opportunities for collaboration, sharing and
partnerships between municipalities and throughout the County as a whole.
2.1 Why A Strategic Plan
2.1
Where It Came From
1.1
1.2
SUMMARY
TOWNSHIP OF PERTH EAST STRATEGIC PLAN
PG 3
Why A Strategic Plan
The public, businesses and community and service groups (online and in person).
Outgoing and current Councils.
Leadership teams and staff.
Municipal Overview: An overview of the municipality, its structure and the services
it provides, along with how those services align with other levels of government
serving the community.
Strategic Priorities: The enduring priorities of the municipality, including the
mission, vision, community values and corporate values that define Perth East.
Strategic Plan: A discussion of the overall goals--and the corresponding priorities
and actions--that are of particular focus in the coming years. For each goal, a
summary of relevant feedback from those residents who participated in the
engagement process is included, as well as other relevant data.
Outcomes: A summary of what will have changed for residents, businesses, the
community as a whole and the corporation as a result of this strategic plan.
Getting It All Done: An overview of how the work of the strategic plan will be done,
and how progress will be assessed and reported.
How It Was Built
These strategic plans were built on a great deal of consultation and input. This included
interviews, workshops and engagement sessions within each municipality, including
with:
The content of each strategic plan is developed based on this input. This strategic plan
reflects the aspirations and desires of the community, the political direction
of Council and the needs of each corporation.
What It Contains
This strategic plan is intended to be an accessible, understandable and complete
picture of the strategic priorities of Perth East. On the coming pages, you
will find the following sections:
1.3
1.4
2.1
How It Was Built
2.1
What It Contains
1.3
1.4
TOWNSHIP OF PERTH EAST STRATEGIC PLAN
PG 4
Municipal Overview
2.0
TOWNSHIP OF PERTH EAST STRATEGIC PLAN
PG 5
About
Building Services
Clerk's Department
Finance
Fire Services
Recreation & Community Services
Public Works
The Township of Perth East is a lower-tier municipality within Perth County, located in
south-western Ontario. The municipality has a population of 12,261 and is 712 square
kilometres in size.
The municipality is governed by a Mayor, Deputy Mayor and five councillors.
Councillors are elected to represent one of five wards within the municipality: Ellice,
Milverton, Mornington, North Easthope, South Easthope. The current Council was
elected to office in October 2018.
Municipal staff are responsible for running the corporation and delivering the services
of the municipality in support of the direction of Council. The municipality is led by a
CAO and leadership team, and consists of the following departments.
2.1
Our Structure
2.2
TOWNSHIP OF PERTH EAST STRATEGIC PLAN
PG 6
2.1
Cemeteries
Library
Parks & Natural Areas
Recreational Facility Rental
Recreation Programming
Vital Statistics
Wastewater Removal & Treatment
Water Treatment & Distribution
Development Approval
Land Use Planning
Stormwater & Drainage
Waste Collection
Waste Diversion
Waste Management
Mobility Bus
Parking
Roads & Bridges
Sidewalks & Trails
Community
Public Health
Economic Development
Environmental and Protection
Transportation
Animal Control
Building Inspection & Permits
Bylaw Enforcement
Emergency Management
Fire Prevention
Fire Suppression
Licensing
Permitting
Police
Wildlife Damage
Compensation
Communications
Corporate Leadership
Council Support
Facilities
Finance
Human Resources
Information Technology
Infrastructure
Information Technology Software
& Data
Public Safety
Internal
2.1
Our Services
2.1
Services We Deliver
Services delivered directly by Perth East for the benefit of residents are outlined below:
2.3
2.3.1
Services From Perth County
2.3.2
Services delivered by Perth County and provided for the benefit of all municipalities
and residents within the County are outlined in the following chart:
Archives
Museum
Roads and Bridges
Culture
Transportation
911 Call Taking
Emergency Management
Paramedic Services
Provincial Offences Administration
Public Safety
TOWNSHIP OF PERTH EAST STRATEGIC PLAN
PG 7
2.1.2
2.1
2.1
Development Approval
Economic Development
Land Use Planning
Tourism Information
Tourism Support
Forestry
Health Unit
Spruce Lodge
Economic Development
Environmental Protection
Public Health
Accessibility
Communications
Corporate Leadership
Council Support
Facilities
Fleet
Finance
GIS
Human Resources
Information
Technology Infrastructure
Information Technology Software &
Data
Purchasing
Corporate
Services that are provided at the Provincial and Federal level include:
Environment
Education
Health
Justice
Natural Resources
Property & Civil Rights
Community & Social Services
Transportation
Province
Census
Citizenship
Copyright
Criminal Law
Defense
External & International Relations
Employment Insurance
Money & Banking Regulation
Postal Service
Transportation
Federal
Services From Other Levels of Government
2.3.3
TOWNSHIP OF PERTH EAST STRATEGIC PLAN
PG 8
TOWNSHIP OF PERTH EAST STRATEGIC PLAN
PG 9
3.0
Our Strategic Priorities
Mission
Perth East is a family-oriented rural township of exceptional diversity. Our tight-knit
and supportive community embraces small-town living, while remaining close to
essential services and amenities.
Vision
Perth East aspires to retain the rural lifestyle, small-town feel and tight-knit community
that it celebrates today. The township strives to sustain its agricultural heritage,
encourage value-added businesses and promote responsible growth of the community.
Community Values
Pride. Diversity. Supportive. Safety. Helpful. Affordable. Rural. Quiet.
Corporate Values
Progressive. Service-Oriented. Caring. Fiscally Responsible. Collaborative. Enthusiastic.
2.1
2.1
Mission
3.1
2.1
2.1
Vision
3.2
2.1
2.1
Community Values
3.3
2.1
2.1
Corporate Values
3.4
TOWNSHIP OF PERTH EAST STRATEGIC PLAN
PG 10
Mission
Perth East is a friendly, welcoming, family-oriented rural community. The community
celebrates its exceptional diversity, embracing residents that range from the devoutly
traditional to the progressively modern. Perth East residents are loyal, tight-knit and
dedicated to a community where neighbour supports neighbour and people actively
care for and look out for one another. Perth East offers a quiet, peaceful and pastoral
environment to build a home, raise a family and enjoy the feel of a small town while
remaining close to essential services and amenities.
Vision
Perth East aspires to retain the rural lifestyle, small-town feel and tight-knit community
that it celebrates today. The township strives to sustain its agricultural heritage,
encourage value-added businesses and promote responsible growth of the community.
First and foremost, our vision for the future is to keep what we have. We want to retain
our rural lifestyle, our small-town feel and our tight-knit community. In doing that, we
also seek to responsibly manage and deliver services in the most efficient and effective
way possible.
While we recognize the need to grow, we want to do that manageable and responsibly.
New housing inventory will focus mostly on Milverton, and to a lesser extent the
smaller centres of Shakespeare and Sebringville. We will continue to promote
agriculture and agricultural opportunities, including agri-business, processing and agri-
tourism. That includes creating a regulatory and policy environment that supports on-
farm business, secondary occupations and farm-gate stands for local farmers.
We want to develop appropriate policies that allow appropriate flexibility, while also
encouraging transition to appropriately zoned commercial and industrial properties as
businesses succeed and grow beyond what is reasonable to sustain on-farm. We want
to promote responsible growth, as well. For us, that means attracting smaller, value-
added commercial and industrial operations.
We welcome moderate-sized organizations that offer high-skilled, high-value jobs. That
means investing in the infrastructure required to support them, including continuing to
build high speed internet through the community and developing serviced commercial
and industrial properties.
2.1
2.1
Mission
3.1
2.1
2.1
Vision
3.2
TOWNSHIP OF PERTH EAST STRATEGIC PLAN
PG 11
Community Values
Community values highlighted during the strategic planning engagement process are:
Pride. We are proud of our community, and its strong sense of familiarity, belonging and
feeling of home.
Diversity. We enjoy a broad and diverse culture, and are welcoming and respectful of the
diverse groups that make up our community.
Supportive. Community service is a fundamental value, and we value and appreciate the
extensive and strong volunteer base that contributes to the life of our community
Safety. We are a safe, clean and quiet community where people feel comfortable raising a
family.
Helpful. We are a kind and caring community where people go out of their way to help and
support each other.
Affordable. We are an affordable community where people are able to enjoy a strong
quality of life.
Rural. We are a rural, agricultural community where farming is ingrained into the fabric of
how we are.
Quiet. We are a quiet, peaceful community where residents are able to enjoy uncrowded
spaces and serene landscapes.
2.1
2.1
Community Values
3.3
Corporate Values
Corporate values highlighted during the strategic planning process are:
Progressive. We are a forward-thinking and progressive municipality that seeks to create
the best possible future for our community.
Service-Oriented. Our staff dedicated and proud to support the community, and strive to
deliver exceptional customer service.
Caring. We are a small municipality where people serve people, and residents receive
individual attention to their needs.
3.4
2.1
2.1
Corporate Values
3.4
TOWNSHIP OF PERTH EAST STRATEGIC PLAN
PG 12
Fiscally Responsible. We are fiscally responsible and prudent with our resources, and
work to manage the cost of our services as much as possible.
Collaborative. We work well together, support each other and are open to working with
other municipalities to meet the needs of the community.
Enthusiastic. We value our colleagues, genuinely care about them and go out of our way
to help when help is needed.
TOWNSHIP OF PERTH EAST STRATEGIC PLAN
PG 13
TOWNSHIP OF PERTH EAST STRATEGIC PLAN
PG 14
4.0
Our Strategic Plan
Growth & Economic Development
Service Effectiveness
Community Development
Community Involvement and Participation
Corporate Sustainability
The overall goals of the strategic plan for the Township of Perth East are:
These are explored further in the following sections.
Overall Goals
4.1
Goal 1 Growth & Economic Development
4.2
Goal 2 Service Effectiveness
4.3
Goal 4 Community Involvement and Participation
4.5
Goal 3 Community Development
4.4
Goal 5 Corporate Sustainability
4.6
TOWNSHIP OF PERTH EAST STRATEGIC PLAN
PG 15
4.2
Goal One
Growth and Economic
Development
TOWNSHIP OF PERTH EAST STRATEGIC PLAN
PG 16
Goal 1 Growth & Economic Development
What We Heard
A significant concern of the business community is the lack of availability of commercial
land to build or expand businesses within the municipality. Concern was expressed that
there was no available zoning for commercial and industrial development, and while
some properties exist in downtown Milverton, they are old buildings with significant
accessibility issues and code requirements that would need to be addressed by any
new occupants.
Reinforcing the desire to see promotion of commercial and industrial investment, there
was a strong emphasis by the business community on the need to attract industry that
wants to be here. There was a strong recognition that the township should be investing
in the development of serviceable land to promote attracting business, and realizing
the benefits and value that are possible as a result.
Business participants highlighted the value and opportunity of creating and promoting
entrepreneurial opportunities within the municipality. Create visibility and awareness
of entrepreneurs and small businesses. Support businesses to build and grow within
the community. Provide a training or education centre for business education. Create
an environment to collaborate, share and connect with other small business owners.
Building on the requirement for commercial and industrial properties was a broad
perception within the business community that investment and development wasn't
something that was encouraged and supported within Perth East. In particular, there
was a view that there was resistance by the County to promote or allow development in
or around Perth East.
A strong desire was expressed that the community needed to sustain and support the
continued development of agriculture. Protection of agricultural lands was a strong
priority.
While the promotion and retention of agriculture was a key issue for participants, there
was also significant concern expressed about the consolidation and control of
agricultural lands. Concern was raised about the potential loss of control of the
agricultural land base (and its yields) to offshore interests.
4.2
2.1
2.1
What We Heard
4.2.1
TOWNSHIP OF PERTH EAST STRATEGIC PLAN
PG 17
Supporting the development of commercial and industrial growth also requires
addressing growth of the employee--and therefore resident--base within the
community. There is a need for visibility in terms of growth and awareness of
employment opportunities.
Population levels have been relatively stable overall from 2001 through the
completion of the 2016 census.
While the adult population has remained the most stable, the youth population
(under 20 years) has declined by approximately 5% over this period, the seniors
population (over 65 years) has grown by 21%.
Approximately 90% of housing units within Perth East are single-detached homes.
Net migration to Perth East (from other parts of Canada or internationally) has
averaged 4-5% of overall population.
Unemployment in Perth East is approximately 2.7%, representing one of the lowest
rates of unemployment within the County.
Residents responding to engagement surveys agree or somewhat agree with the
idea that more growth is required.
A majority of responding residents agree that there should be more diversity of
business and industry.
A slight majority of residents participating in the engagement survey agree that the
diversity of residents should be improved within the community.
A majority of residents responding to the engagement survey are concerned with
the loss of farming and agricultural land.
2.1
What Are The Data Saying
4.2.2
2.1
Why Is It Important
4.2.3
The need for diverse growth is a strong theme that emerged from the engagement
process. Residents and business owners value being part of the local community.
Appropriate growth requires maintaining a balance between industrial, commercial and
residential growth. There is a need to increase the availability of qualified and skilled
employees. There is also a commensurate need for a corresponding increase in the
corporate and industrial tax base to offset the increase in service costs that result.
Agriculture continues to be critical to the success of Perth East. Retaining valuable
productive farmland is viewed as equally important as managing growth, and these two
drivers need to be balanced appropriately.
TOWNSHIP OF PERTH EAST STRATEGIC PLAN
PG 18
What Are We Doing
Embrace and encourage diversity in
attracting new residents
Support and welcome newcomers to
Perth East
Increase percentage of people living and
working in Perth East
Support preservation and sustainment
of productive agricultural lands
Promote development of on-farm
incubators. value-added processing,
secondary farm occupations and farm-
gate sales
Encourage transition of on-farm
incubators to appropriately zoned
commercial and industrial properties as
they succeed and grow
Part of supporting economic development is the opportunity to allow for incubation of
businesses during the start-up stage on farms, as well as supporting value-added
processing and farm-gate sales.
It is also important to ensure that as enterprises succeed and thrive, they transition to
appropriately serviced commercial and industrial lands that allow for cost-effective
delivery of necessary municipal services.
Actions
4.2.4
Perth East Grows At a Positive And
Responsible Pace
Priorities
Quality, High-Value Agricultural Lands
Are Sustained
TOWNSHIP OF PERTH EAST STRATEGIC PLAN
PG 19
Perth East Has A Diverse And Thriving
Commercial And Industrial Sector
Promote the attraction and retention of
diverse, progressive and value-added
corporations
Invest in and encourage utility
development (and particularly internet
connectivity) to support and facilitate
growth
Investigate opportunities for
development of serviced industrial and
commercial lands
Perth East Is A Thriving Centre For
Entrepreneurs
Establish an incubator and service hub
to promote entrepreneurism and
collaboration in the community
Encourage and attract entrepreneurs to
establish and develop businesses in
Perth East
TOWNSHIP OF PERTH EAST STRATEGIC PLAN
PG 20
Goal Two
Service Effectivness
4.3
Goal Two
Service Effectiveness
TOWNSHIP OF PERTH EAST STRATEGIC PLAN
PG 21
There is a fundamental need to revisit and streamline the delivery of services. In
particular, emphasis was placed on ensuring alignment and promoting regionalization
of service delivery, and streamlining and reducing service duplication and
redundancies.
While there is a recognition of the need to rationalize and regionalize how services are
delivered, there is also concern expressed about how services are defined. In
particular, emphasis was placed on ensuring alignment and promoting regionalization
of service delivery, and streamlining and reducing service duplication and
redundancies.
Another core theme related to services was the personal touch associated with service
delivery. Residents expressed strong appreciation for the fact that they communicate
with people who know and understand the community, and aren't just a voice at the
end of a distant phone line that doesn't know about who they are, where they live and
the details of the local environment.
There is a desire for the creation of more locally available services and businesses.
Engagement participants indicated a concern at the loss of business activity, and that it
was becoming easier to buy elsewhere. The development of a community hub to
support the local delivery of services was mentioned as a desirable development that
was under investigation.
2.1
2.1
What The Data Are Saying
4.3.2
A majority of residents responding to engagement surveys agree that they are
satisfied with the effectiveness of service delivery within the municipality.
Half of responding residents somewhat agree or agree that they would be open to
the private sector delivering what are currently municipal services.
A majority of residents participating in the survey desire an improvement in service
levels and the quality of service delivery.
A majority of responding residents support the development of strategies to more
efficiently deliver services.
A majority of residents responding to the survey would like to see improved
collaboration with other municipalities in how services are delivered.
2.1
2.1
What We Heard
4.3.1
Goal 2 Service Effectiveness
4.3
TOWNSHIP OF PERTH EAST STRATEGIC PLAN
PG 22
2.1
Why Is It Important
4.3.3
There is a desire for increased availability of services and enhancement of service
levels. There is also expressed concern for the overall cost of municipal services and
the resulting property taxes for residents.
Effectively meeting service expectations requires ensuring services are delivered in the
most efficient and effective way possible. There is a need to identify where
improvements can be made to streamline delivery, including investing opportunities to
automate or deliver services online.
Where there is duplication of services within the County and across other
municipalities, there is a strong desire by residents and business to identify strategies
to effectively cooperate, collaborate and streamline delivery to manage costs for all.
What Are We Doing
4.3.4
Clarify and define services and service levels
provided by the municipality
Proactively communicate committed services
and service levels to new and existing residents
Provide transparency in the costs and value of
delivered services
Actions
Service Level Expectations Are Clearly
Understood And Communicated
Priorities
Services Are Delivered Efficiently And Cost
Effectively
Explore opportunities to optimize the delivery of
committed services
Develop and enhance the ability to access
services online
Identify and establish partnerships to ensure
efficient and effective delivery of services
Collaboratively identify and pursue service
deliver opportunities with other municipalities
and leaders
TOWNSHIP OF PERTH EAST STRATEGIC PLAN
PG 23
4.4
Goal Three
Community Development
TOWNSHIP OF PERTH EAST STRATEGIC PLAN
PG 24
While rationalization and regionalization of services--and enhancement of service
consistency--was identified as a priority by the community, there is also a strong desire
to retain the individuality and local feel of each community. The size of communities
today is seen as being appropriate and making sense.
The need to continue investment in natural areas was reinforced by residents. In
particular, there is a strong desire for growing and increasing availability of natural
areas within the municipality. There was an expressed desire for increased availability
of trails, forests, natural areas and recreational parks within the community.
Residents expressed a desire to promote and increase the availability of active
transportation opportunities. In particular, there was a desire for alternative and off-
road paths. The perception was that active transportation was discouraged, and active
transportation on shared roadways in the community was dangerous. Safe active
transportation corridors were encouraged.
2.1
2.1
What The Data Are Saying
4.4.2
A majority of residents responding to the engagement survey would like
improvement to the quality of existing community programs.
A majority of responding residents would like enhancement of community facilities
and amenities.
Most participating residents support the improvement of transportation access to
the municipality.
A majority of survey respondents are concerned with the ability to entice youth to
return to the community.
A majority of survey participants are concerned with the ability to retain youth
within the community.
TOWNSHIP OF PERTH EAST STRATEGIC PLAN
PG 25
2.1
2.1
What We Heard
4.4.1
Goal 3 Community Development
4.4
2.1
Why Is It Important
4.4.3
The residents of Perth East value their community and the overall sense of identity that
exists. There is a desire to retain the local feel, while also leveraging and taking
advantage of the opportunities the community offers.
With the changing demographic make-up of the community--an increasing seniors
population and a desire to attract and retain more youth and young families--there is a
need to ensure that appropriate amenities, services and programs are available that
provide all residents with the opportunity to enjoy a strong quality of life.
What Are We Doing
Promote and maintain Perth East as an
agri-tourism destination
Establish a farm-gate sales network and
tourism route
Respectfully develop agri-tourism
opportunities and partnerships with the
Mennonite community
Actions
4.4.4
Perth East Is A Recognized And
Attractive Tourism Destination
Priorities
There Are A Variety Of Transportation
Options Within The Community
Collaborate in the development of the
County transportation network
Explore partnerships and alternative
models to support transportation
between communities and out to hub
destinations
Amenities In Perth East Meet The Needs
Of All Residents
Sustain viability of recreational facilities
and seniors residence
Encourage and promote amenities that
attract and retain youth and young
families
TOWNSHIP OF PERTH EAST STRATEGIC PLAN
PG 26
There is a recognized opportunity to increase tourism and provide more structured and
organized tourism opportunities that can support business development and economic
growth. This also creates opportunities to celebrate the diversity of experience that
uniquely exists within Perth East.
4.5
TOWNSHIP OF PERTH EAST STRATEGIC PLAN
PG 27
Goal Four
Community Involvement
and Participation
Participants reinforced the need and importance to attract and retain youth as a
fundamental aspect of sustaining the community. The value of apprenticeships and
trades were highlighted, and the need to educate youth that this is a major, viable
career option within the community.
The need to embrace, reinforce and sustain volunteerism was a significant priority for
engagement participants. In particular, there was a strong desire to encourage and
promote volunteerism as a core community principle and value, and to promote,
encourage and reinforce the value and importance of volunteering to younger
generations.
In line with the promotion and reinforcement of volunteerism as an essential value,
residents also emphasized the need to encourage and promote the sustainment of
volunteer and service groups. Concern was expressed over the loss of volunteer
participants and the increasing level of regulation and rule setting governing volunteer
involvement.
2.1
Why Is It Important
There is a need to ensure programs and services of the municipality are relevant and
support the needs of the full community. This is vital as the composition of the
community changes, and residents experience different needs at different life stages.
The availability of skilled workers is a critical challenge in attracting and retaining
employers. There is a need for training, skill development and apprenticeship programs
for youth, as well as opportunities for on-going skill development and learning for all
residents.
What The Data Are Saying
4.5.2
A majority of residents participating in the engagement survey support improving
the diversity of existing community programs.
A majority of responding residents are concerned that there is adequate
availability of services and programs for youth.
A majority of survey participants are concerned that there is sufficient availability
of programs and services for seniors.
A majority residents responding to the survey are concerned with the loss of
interest of the younger generation in volunteering and contributing to the
community.
4.5.3
TOWNSHIP OF PERTH EAST STRATEGIC PLAN
PG 28
2.1
2.1
What We Heard
4.5.1
Goal 4 Community Involvement and Participation
4.5
What Are We Doing
Design and provide services that
support the needs of residents of all
ages
Promote and support adoption of
programs and services that enhance
quality of life and well-being for
residents
Actions
4.5.4
Perth East Residents Enjoy A Strong
Quality Of Life
Priorities
Skills Development Opportunities Are
Available To All Residents
Provide local opportunities for learning
and trade development for youth
Encourage and support availability of
quality elementary and secondary
education
Promote availability of on-going skills
development programs and
opportunities
Volunteerism Is Actively Embraced
Develop a strategy for on-going
volunteerism and community
involvement
Support community and service groups
in maintaining volunteer participation
and identifying and responding to grant
opportunities
Perth East Actively Promotes
Community Engagement And
Involvement
Establish a network of welcome
ambassadors to support and assimilate
newcomers
Encourage and promote active
participation and contribution to the
community
Community service and volunteerism is a long-standing value within the community,
and is essential to the development of many facilities and the delivery of numerous
programs within the community. There is a need to continue to support and embrace
community services as an essential value, and to continue to encourage community
involvement in order to retain the character and quality of the community.
TOWNSHIP OF PERTH EAST STRATEGIC PLAN
PG 29
Goal Two
Service Effectivness
4.6
TOWNSHIP OF PERTH EAST STRATEGIC PLAN
PG 30
Goal Five
Corporate Sustainability
2.1
2.1
What We Heard
4.6.1
Goal 5 Corporate Sustainability
4.6
Residents appreciate the helpfulness and service orientation of staff, and their desire to
help.
Residents value the local delivery of services, and the knowledge, familiarity and one-
on-one service experience they receive in interacting with the municipality.
There is a strong desire to maintain and expand local delivery of services within the
community.
2.1
2.1
What The Data Are Saying
4.6.2
A majority of residents responding to the engagement survey care that 'soft'
services like recreation, library and community programs are delivered locally by
the municipality.
A majority of responding residents care that 'hard' services like roads, garbage
collection and infrastructure are delivered locally by the municipality.
A majority of survey participants are concerned about the loss of qualified staff
from the municipality.
2.1
Why Is It Important
4.6.3
Retaining staff is becoming increasingly challenging. Competition for qualified
resources is significant. Many senior staff are also eligible for retirement in coming
years, creating significant need for on-going resource development and succession
planning strategies.
There is a need to also continue to appropriately maintain municipal infrastructure, and
ensure that it is proactively repaired and maintained in order to manage overall
lifecycle costs and avoid expensive replacement of prematurely failing assets. This
requires proactive asset management for both municipal and service group facilities.
Technology solutions will allow staff to be more efficient and collaborative in their work
as well as creating opportunities for on-going service enhancement and more effective
service delivery, both online and on the ground.
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What Are We Doing
Develop and implement an HR
strategy and staffing plan to sustain
service levels
Establish a succession plan and
collaborate with municipal partners to
provide staff development
opportunities
Establish processes that make it easy
and efficient to access municipal
services
Update and enhance processes to
ensure a consistent experience for all
service delivery opportunities
Develop and implement a
comprehensive asset management plan
and relevant systems
Conduct review and assessment of all
municipal and service group facilities
Develop and implement an information
technology master plan
Investigate and invest in technology
solutions to more effectively and
efficiently support service delivery
within the municipality
Actions
4.6.4
Perth East Staff Are Engaged And
Successful
Priorities
Deliver Robust And Effective Customer
Service To The Community
Municipal Infrastructure Is Robust And
Sustainable
Technology Solutions Support Efficient
And Effective Service Delivery
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Goal Two
Service Effectivness
Getting It All Done
5.0
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This strategic plan sets the direction for the municipality. The Strategic Plan is reviewed
annually to ensure that the focus areas and strategic directions are still current. Council
can amend the strategic plan at any time. Unlike corporate business plans, the Strategic
Plan is designed to guide the municipality where it wants to go.
Getting It All Done
5.1
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How This Relates To Other Plans
5.2
Corporate Implementation Plan.The corporate implementation plan is an annual
plan for the municipality that defines our actions in implementing this strategic plan
for each year. It defines the immediate priorities to be addressed for the community
and corporation for the year.
Department Plans. Department plans define the work of each department for the
year. This includes how each department supports the corporate implementation
plan (and in turn the strategic plan). It also includes any planned improvements
within the department, and the service delivery plan of how the department's
services are delivered. These plans feed into the development of the annual budget
for the municipality. They also firmly connect the work of each employee to the
overall priorities of the organization.
There are two related planning documents that define how we will take action:·
In addition to the strategic plan, there are many other plans within a municipality.
There are master plans, asset management plans, economic development plans, official
plans and feasibility studies.
Each of these documents looks at some aspect of the municipality, and defines
priorities and direction for its area of focus. An asset management plan, for example,
defines the infrastructure assets in the municipality, their condition and the
maintenance, rehabilitation and replacement plans for each. This is a schedule of the
optimal process of maintaining each asset.
While plans may lay out an optimal schedule, that doesn't mean the municipality needs
to proceed based on that schedule. Investments can be accelerated, and they can also
be deferred. There is risk in doing either, and that risk needs to be understood. But
there can also be good reasons to make those choices.
Subsidiary plans set out the optimal approach for what they are focused on. The
strategic plan is where those choices are ultimately made. Every other plan in the
municipality is an input to the strategic planning process. The strategic plan and its
related implementation plan define the committed priorities of the organization. It is
where the actual choices are made of what will be done and when.
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How We Will Partner
5.3
Member municipalities.This strategic plan has been deliberately developed in
collaboration with the member municipalities in Perth County. We have worked with
the other municipalities in the County to identify opportunities for cooperation,
collaboration and sharing of services and resources between municipalities.
The County. In addition to the member municipalities, we have also identified
strategies to work with the County to better deliver on municipal priorities. We have
explored where there are collaboration opportunities that can streamline services
and improve service delivery to our residents and across the County.
Other municipalities.We are committed to partnering with other municipalities that
can help us to better ensure effective and affordable service delivery. That includes
looking at opportunities to collaborate and work with Stratford, St. Marys and
municipalities outside of the County.
Volunteer and service groups.This is a strategic plan for the municipality as a
whole. Some of the work will be delivered by the corporation. There are also
opportunities for the community as a whole, and the volunteer and service groups
that play such a vital role in Perth East, to contribute to the realization of the goals
contained here.
Businesses and business groups. Businesses and business groups within the
municipality also have opportunities to contribute. This is particularly true in areas of
economic development. We will work with business to promote the health and
viability of the municipality, and promote the development of jobs and economic
opportunities.
Any strategic plan results in a great deal of work to be done. It is work that the
organization cannot do alone. Successful realization of the planned results will involve
the effort and contribution of many people, and many other organizations.
In implementing the strategies and actions in this strategic plan, the municipality will
partner with a number of organizations, including:
Plans are important. Results from those plans are even more important. We will
continue to monitor the results of the plan--and report those results to Council and to
the community on a regular basis. This will include quarterly reports to Council and
annual review of the strategic plan, corporate implementation plan and department
work plans.
How We Will Keep Track
5.4
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Attainment of the plan. This answers the question, are we doing the things we said
we would do? We will monitor and ensure that each of the actions that were
identified in the plan have been undertaken, and that they have delivered on their
intended results.
Attainment of results. This answers the question, is what we are doing making a
difference? The purpose of the strategic plan is to make meaningful change for the
community. Part of our evaluation will be ensuring that the changes that were
desired are actually occurring.
Tracking and reporting will involve two important perspectives:
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