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TOWNSHIP OF SOUTHWOLD
Strategic Plan
August 2023
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Mellor Murray Consulting - Township of Southwold Draft Strategic Plan
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Contents
1. Introduction ................................................................................... 2
2. Strategic Priorities ......................................................................... 3
3. Vision and Mission ........................................................................ 4
4. Goals and Objectives .................................................................... 4
5. Strategic Actions ........................................................................... 5
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1. Introduction
The Township of Southwold's Strategic Plan will guide Council and administration's
efforts over the next four years to support a high quality of life and economic opportunity
in this growing community.
Southwold is a rural community of 4,990 people (July 2022) in Elgin County located
west of the City of St. Thomas, south of the City of London and south of the primarily
rural Middlesex County.
The background to the development of the Strategic Plan is detailed in a Key Findings
Report issued in May 2023. The Key Findings Report includes the results from detailed
economic and demographic analysis and broad-based community engagement.
This report represents Phase 3 of the Strategic Planning Process. The Strategic Plan
builds on the Key Findings Report with a review of Strategic Priorities identified by
Southwold Council in July 2023. The Strategic Plan includes the Township's vision,
mission, goals, objectives and actions.
Figure 1: Strategic Planning Process
Initial Meeting
Document Review
Economic and Demographic
Analysis
Interim Report
Consultation
Council Workshop
Staff Workshop
Community Workshop
Community Survey
Key Findings Report
Strategy Development
Priorities Workshop
Draft Strategic Plan
Review and Refine Strategic
Plan
Final Presentation
Phase 1
Phase 2
Phase 3
Research & Analysis
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2. Strategic Priorities
Strategic priorities are those issues that must be addressed to ensure a positive future
for Southwold.
Southwold Council identified three main strategic priorities based on the research and
analysis and community consultation conducted through the strategic planning process.
They are:
Managing growth/building community: Thoughtful planning and investment
that balances the needs of current residents, newcomers and commercial
development while protecting agricultural land.
Economic development: Investment readiness and support for new and
existing businesses
Cost management/ accountability: Prudent financial management to address
current needs and prepare for the future.
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3. Vision and Mission
The vision statement is s short phrase describing the future that the Township of
Southwold is ultimately working towards. The mission is a one sentence statement of
what the Township of Southwold does and why. Together the vision and mission
provide the foundation for a series of goals and objectives.
VISION
The Township of Southwold is a vibrant, safe, and growing
rural community recognized for its high quality of life and
economic opportunity.
MISSION
To provide quality municipal services that support growth,
prosperity, and exceptional quality of life through prudent
management.
4. Goals and Objectives
Goals and objectives provide further definition and direction for the strategic plan.
Goals are the broad end states that the Township of Southwold wants to achieve.
Objectives are the desired outcomes as a result of the goals.
Goal
Objective
1. Managed Growth
-
Policies and programs that manage growth,
maintain community character, protect
agricultural land, and align with community
capacity.
-
Infrastructure to support identified residential
and industrial growth areas.
2. Welcoming and
supportive
neighbourhoods
-
Inclusive, resident-focused programs, services,
and facilities throughout Southwold.
3. Economic
opportunity
-
Investment readiness and support for new and
existing businesses.
4. Fiscal
responsibility and
accountability
-
Prudent financial management to address
current needs and prepare for the future.
-
Engaged and informed residents, businesses,
and other interested parties.
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5. Strategic Actions
Strategic actions are the specific, measurable steps required to achieve the goals and
objectives. The following section provides the rational and specific actions related to the
four goal and objectives.
Goal 1
Managed Growth
Objectives - Policies and programs that manage growth, maintain
community character, protect agricultural land, and
align with community capacity.
- Infrastructure to support identified residential and
industrial growth areas.
The Township of Southwold has experienced significant residential development of 9%
over the past five years. It is also part of a region experiencing major industrial growth.
The increased demand for serviced residential and employment land is creating an
unprecedented need for expanded infrastructure. Wastewater infrastructure, in
particular, is required to support investment in Southwold.
It will be critically important to focus the Township's resources with an infrastructure
plan that will prioritize, stage, and scope its infrastructure investments. The
infrastructure plan will allow the Township to determine the required capital and ongoing
costs and the Township's capacity to fund these investments.
A wastewater infrastructure plan is one key component of the long-term vision required
for the capital investment plan. The infrastructure plan will also help the Township's to
advocate and apply for funding from the provincial and federal government.
The community engagement conducted through this strategic planning process
highlighted the need for a greater range of housing formats and budgets to best support
a growing, diverse population. There is also a strong desire to protect the agricultural
land that is so vital to the local economy and community culture.
The Township should review its existing policies and provide additional supports and
incentives to encourage a greater range of housing with more affordable and attainable
housing options. Strategies to increase residential density will ensure that the residential
development supports population growth with while retaining Southwold's finite resource
of agricultural land.
High speed, reliable and affordable internet and cellular connectivity are also essential
services for households and businesses in Southwold. The Township should continue to
support initiatives that will expand services to underserved areas and provide the critical
connections needed to support families and economic development.
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GOAL 1 ACTIONS
1.1.
Establish a wastewater infrastructure plan that includes the location, capacity,
staging, and budget required to support projected residential and commercial
growth.
1.2.
Develop long-term plans and budgets for municipal infrastructure investment
and operations.
1.3.
Allocate sufficient resources and seek external sources of funding to address
Southwold's hard and soft infrastructure needs.
1.4.
Establish policies and incentives to support mixed residential development
with a focus on affordable and attainable housing within existing residentially
zoned areas.
1.5.
Continue to maintain policies that protect agricultural land and recognize
agriculture's contribution to Southwold's economy and community culture.
1.6.
Support and participate in initiatives to expand and enhance internet access
throughout the Township.
Goal 2
Welcoming and supportive neighbourhoods
Objective
- Inclusive, resident-focused programs, services, and
facilities throughout Southwold.
Community parks, programs and facilities are also important forms of infrastructure that
contribute to residents' quality of life. The Township has an important role in bringing
residents together and creating a place that sustains and supports their social, physical,
and emotional wellbeing.
The Township's programs and services need to support demographic shifts and a
growing population. The community consultation also revealed a desire for cycling trails
and sidewalks to connect Southwold's communities and bring residents to the
Township's parks, sports fields, and recreation centres. Childcare and active living
activities for seniors were identified as important programs to support the needs of
specific segments of the community.
Community festivals and celebrations, beautification efforts, sports programs,
volunteering, youth engagement and environmental conservation are some of the ways
Southwold can connect community members, celebrate community character, create
welcoming and supportive neighbourhoods while building civic pride.
The Township's support of local arts, heritage and cultural can provide economic
benefits and add to residents' wellbeing by building community identity and pride,
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fostering social inclusion, connecting residents to the past, providing platforms for
creative expression and establishing a unique Southwold identity.
GOLA 2 ACTIONS
2.1
Establish long-term plans to maintain and enhance parks, programs and
facilities that support social interactions throughout Southwold.
2.2
Expand active transportation links between Southwold communities.
2.3
Explore opportunities to expand age specific programs and services such as
childcare and active living programs for seniors.
2.4
Maintain and support events and programs that create civic pride, support
community character, and encourage community involvement.
2.5
Support and promote local arts, heritage, and culture.
Goal 3
Economic Opportunity
Objective
- Investment readiness and support for new and existing
businesses.
Southwold's Community Economic Development Plan established in 2020 includes five
goals:
1. Community Engagement
2. Investment Readiness
3. Branding/Communication
4. Business Development
5. Enhanced Infrastructure
Since that time some of the specific actions have been addressed and others are no
longer priorities. A review of the 2020 strategy will provide an opportunity to update the
priority and timing of the strategic actions.
Since the strategy was adopted, Southwold Township has welcomed a new Amazon
warehouse facility which is expected to create approximately 1,000 jobs. Other
investments in neighbouring communities are expected to create thousands of new jobs
in manufacturing and other supporting industries. Workforce development will be a
critical consideration for new and existing businesses in Southwold and should be
considered in the updated strategy.
There has also been increased interest and demand for large industrial sites since
2020. Southwold needs respond to this demand by compiling information on the
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industrially zoned land, determining the owners' interest in selling and considering the
costs and timing to provide the required infrastructure for development.
Another critical element in supporting investment inquiries will be compiling and
providing local and regional economic development data. The economic and
demographic data in the Key Findings Report includes 2021 Census data that was not
available when the 2020 Strategy was completed. The Township needs to proactively
compile local and regional data to respond to investment opportunities as they emerge.
The Township should also maintain regular contact with Elgin County and the Western
Ontario Wardens' Caucus (WOWC) economic development committees efforts which
could support Southwold Township's economic development goals.
Existing businesses are the foundation of Southwold's economy. Meetings with the
business owners and operators can provide insights into how to retain and assist
businesses to grow. It can also help determine the opportunities and barriers to
attracting additional investment in the community.
Finally, community engagement participants shared their dissatisfaction with the
appearance and limited use of Shedden's four corners. There were several suggestions
including establishing a small business resource centre, commercial business location
or additional community services. Southwold Township should ensure that current
zoning provides the maximum flexibility to support a variety of uses to revitalize this
important intersection. Community Improvement Plan incentives could also be an
important consideration to support the rehabilitation and redevelopment of the area.
GOAL 3 ACTIONS
3.1
Update and implement the 2020 economic development strategy to reflect the
emerging challenges and opportunities related to major regional investments.
3.2
Engage with industrial landowners to determine their interest in selling and
the property specifications required for development.
3.3
Compile and share local and regional economic development data to ensure
Southwold is investment ready.
3.4
Identify opportunities to attract commercial service providers to meet local
demand in urban settlement areas.
3.5
Establish a business visitation schedule to assess and address local business
opportunities and barriers.
3.6
Leverage and partner in County and other regional economic development
programs and initiatives.
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3.7
Explore opportunities for additional, alternative uses that will enhance
Shedden's four corners.
Goal 4
Fiscal responsibility and accountability
Objectives - Prudent financial management to address current
needs and prepare for the future.
- Engaged and informed residents, businesses, and
other interested parties.
Council and Southwold residents are keenly aware that the infrastructure needed to
support growth is both essential and expensive. Supporting economic development
efforts will help to expand and diversify Southwold's tax base which will help to support
this investment.
Southwold Council has been wise stewards of the Township's financial resources. It has
maintained healthy reserves and managed its debt to minimize the risk associated with
escalating interest rates. Southwold Township has low tax rates compared to
neighbouring jurisdictions and is committed to remaining competitive. It will need to
monitor its tax rates in comparison with its peers to balance its competitive tax rates
with the investment in infrastructure to support the community's current and future
needs.
Southwold Township has a team of loyal, hardworking staff members, many with very
long tenures that are key to efficient Township operations. Providing competitive wages,
investing in employee training, and maintaining a supportive work environment will be
important considerations to continue to attract and retain a high performing staff.
The need for regular communications with Southwold's constituents was a key theme
during the community consultations. Residents and businesses want to be informed
about the strategic plan and its implementation. Southwold needs to continue to explore
and identify the most effect methods and channels for providing regular updates to its
constituents including online and more conventional communications tools. A formal
communications plan with established goals and outcomes and regular review and
refinement will help to identify the most effective methods for connecting and deepening
the relationship with residents and businesses.
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GOAL 4 ACTIONS
Financial management
4.1
Support economic development efforts to expand and diversify Southwold's
tax base.
4.2
Support the long-term sustainability of municipal finances through stable,
healthy reserves and thoughtful borrowing.
4.3
Protect and sustain Southwold's infrastructure while retaining competitive tax
rates.
4.4
Recruit, develop and retain a high performing workforce with competitive
salaries, training programs and a supportive work environment.
Engaged and informed stakeholders
4.5
Develop a communications plan to introduce the strategic plan and provide
updates on its implementation.
4.6
Explore additional channels and strategies to increase and expand
communications with residents and businesses.
6. Next Steps
This Strategic Plan is intended to guide Southwold Council for the next four years to
achieve its vision of a vibrant, safe, and growing rural community that offers a high
quality of life and economic opportunity.
The implementation plan is the final element in the strategic planning process. It will be
developed following approval of the Strategic Plan vision, mission, goals, objectives,
and actions. The implementation plan will identify the priority level, timing, and related
performance measures of the strategic actions. Together the strategic plan and the
implementation plan will provide the Township of Southwold with the tools to plan and
measure its progress towards its goals. Providing regular updates to Southwold's
ratepayers will help to continue the positive momentum and encourage greater
engagement with the community.