Body: Committee of the Whole Type: Agenda Meeting: Special Date: September 10, 2019 Collection: Council Agendas Municipality: South Frontenac
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TOWNSHIP OF SOUTH FRONTENAC SPECIAL COMMITTEE OF THE WHOLE MEETING AGENDA
TIME: DATE: PLACE:
9:00 AM, Tuesday, September 10, 2019 Community Room.
Welcome and Opening Comments
Strategic Plan Workshop
(a)
Presentation for Workshop
(b)
A Logic Model for the Strategic Plan • What is it and why? • Performance Measurement The Lay of the Land • Environmental Scan • Summary of current data/trends/studies The Foundation of the Plan • Vision • Mission • Values/Competencies SWOT Exercise
(c)
(d)
(e) (f)
What We Hard: Themes and Priorities • Survey Responses • Open Houses
(g)
Potential Activities
(h)
Reflect/Review
Other Business:
Question of Clarity (from the public on outcome of agenda items)
Adjournment
2 - 44
45 - 50
South Frontenac Strategic Planning Workshop 2019-2022 Page 2 of 50
Agenda • A Logic Model for the Strategic Plan • The Lay of the Land
• The Foundation of the Plan (Vision, Mission, Values/Competencies) • SWOT Exercise • What We Heard: Themes and Priorities • What Might We Carry Forward from the Last Plan? • Potential Activities Page 3 of 50
• Reflect/Review
Why Create a Strategic Plan? • Maintain focus, evidence based decision making for staff and Council • Align all activities of the Corporation • Ensure we are undertaking activities that are furthering our goals • Does not duplicate other plans (OP, Transportation, Recreation, etc.) • Allows for monitoring of performance against objectives Page 4 of 50
A Logic Model for the Strategic Plan • “What gets measured gets managed (or gets done).” • Ensures Activities are connected to Strategic Priorities • Attribution is key • Key Performance Indicators (KPIs) for activities - short-term, attributable
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• Broad community indicators are monitored over the longer term, to see if all the activities are making the desired differences
A Logic Model for the Strategic Plan
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A Logic Model for the Strategic Plan • A model for continuous improvement
Identify Local Needs
Monitor and Adjust
Implement
Select Relevant, Evidence-Based Interventions
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Plan for Implementation
The Lay of the Land in South Frontenac • Growth Pressures • Public Pressure • Lakes and Ecosystems • Demand for Services • More consultation and engagement
• Provincial Pressures
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• Planning Legislation • Regionalization? • Downloading? • Funding Cuts?
The Lay of the Land in South Frontenac • Finances
• no debt, solid reserves, low taxes
• Infrastructure
• Strong Asset Management, but not quite fully funding our deficit (yet)
• Corporate Culture and Capacity
• Capable, committed staff; but capacity concerns
• Aging Population
• Associated service needs
• Employment Growth
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• But a net exporter of labour (workers commute out)
The Lay of the Land in South Frontenac • Are there other significant factors or trends we must consider?
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A Foundation for the Plan • Vision • Mission • Values & Competencies
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What is a Vision Statement? • A vision statement is sometimes called a picture of your organization in the future; it’s the desired end-state. • It is sometimes said that if the vision is achieved, there should be no more need for the organization to exist. • It answers the question: “Where do we want to go?” Page 12 of 50
• It’s purpose is internal; for your personnel and leaders; it should be inspiring and serve as a touchstone for major decisions.
Some Excellent Vision Statements: The best visions are inspirational, clear, memorable, and concise. • Alzheimer’s Association: A world without Alzheimer’s disease. • Microsoft: A computer on every desk and in every home. • Canadian Cancer Society: Creating a world where no Canadian fears cancer. • MVMT: Style shouldn’t break the bank. • Habitat for Humanity: A world where everyone has a decent place to live.
• Southwest Airlines: To become the world’s most loved, most flown, and most profitable airline. Page 13 of 50
Our Current Vision: The Township of South Frontenac will be a proactive, well-managed and accountable municipality that engages residents, collaborates with partners and champions the community’s unique lifestyle. The vision is achieved by: • Following a balanced approached to costs and benefits, needs and circumstances, ambition and financial capacity; • Setting high standards for its municipal services and infrastructure, and maintaining them at levels the community can be proud of; • Managing finances in ways that are a model of fiscal responsibility;
• Informing and engaging citizens and collaborative partners in the process of helping South Frontenac to advance.
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• Making decisions from a long-term perspective, considering the implications, trends and risks;
Vision Statement: • How can we refine our Vision Statement to bring it in-line with best practices; to make it succinct and inspirational? • Council and staff will share and consolidate ideas in the workshop, with the Vision being finalized at a future meeting.
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What is a Mission Statement? • The purpose of the mission statement is to tell the world what you do and how you do it, every day. • If the vision statement is the dream; the mission statement is the intended reality.
• Its purpose is external – it tells constituents and stakeholders what to expect from the organization; how we will go about our business. Page 16 of 50
Our Current Mission: To sustain and enhance the quality of life for residents of South Frontenac. The mission will be achieved by: • providing essential and important services and infrastructure in an efficient, well-planned and cost-effective manner • being an advocate for responsible growth with a sensitivity to the environment • supporting South Township’s unique identity, rural/small urban lifestyle, culture, history, agricultural diversity, natural assets and economic vitality Page 17 of 50
Mission Statement: • How can we refine our Mission Statement to bring it in-line with best practices; to make it purposeful and to send a clear message to our stakeholders? • Council and staff will share and consolidate ideas in the workshop, with the Mission being finalized at a future meeting.
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Values & Competencies Corporate Values: • The fundamental beliefs upon which your business and its behavior are based. • Values are the guiding principles that your organization uses to manage its internal affairs as well as its relationship with customers.
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• Township Council and staff should strive to adhere to its values in all the decisions they make.
Remember…
- If it’s a priority, then it will result in specific actions and metrics.
- If it’s a value, then it’s something we consider and strive for in everything that we do.
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Values & Competencies Corporate Competencies: • The resources and/or strategic advantages of a corporation (Township), including its combination of pooled knowledge and technical abilities, that allow it to be competitive and to deliver on its mandate.
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Values & Competencies Competency Examples:
- Volunteer Recruitment
- Roads capital construction capacity
- Asset Management Expertise
- Financial Acumen
- Economic Development Expertise
- In-house Planning expertise Page 22 of 50
Values Examples:
- Sustainability
- Environmental Protection
- Responsiveness
- Proactivity
- Fiscal Responsibility
- Consultative
- Transparency
Values & Competencies Activity: • What do you feel should be the Township’s core values? • What are the Township’s current or desired competencies? • During the workshop we will use live polling to collect and refine this input.
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SWOT Analysis • Strengths • Weaknesses • Opportunities • Threats
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SWOT Analysis: • Consider the Township’s Strengths, Weaknesses, Opportunities and Threats – be they internal or external.
• During the workshop we will discuss and record this information for consideration as we develop the Township’s priorities.
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What We Heard From the Community
- 199 Survey Responses Received
- 33 attendees at 4 Open Houses
- 166 Comments regarding desired service delivery (Question 3)
- 18 themes gleaned from responses
- Public feedback is one of several ways of identifying the Township’s Strategic Priorities. Page 26 of 50
What We Heard From the Community Survey Question #1
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What We Heard From the Community Survey Question #2
Page 28 of 50
Common Themes Survey Question #3 – What Services would you like to see more of? (n=166) • Sidewalks/Trails • Beautification • Housing • Shared/Social Services • Economic Development • Transit • Invasive Species • Consultation • Short-Term Accommodations
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• Roads/Maintenance • Recreation • Environmental Protection • Waste Management • Amenities/Events • Seniors • Youth • Development Issues • By-Law Enforcement
Common Themes ROADS/MAINT.
33% 54
RECREATION
23% 39
Question #3 ENVIRO PROTECTION
17% 28
WASTE MGMT
17% 28
AMENITIES/EVENTS
16% 26
SENIORS
10% 16
Service Area/Themes
YOUTH
9% 15
DEVELOPMENT ISSUES
7% 11
BYLAW ENFORCEMENT
7% 11
SIDEWALKS/TRAILS
6% 10
BEAUTIFICATION
5% 9
HOUSING
5% 9
SHARED/SOCIAL SERV.
5% 8
ECDEV
4% 7
TRANSIT
4% 6
INVASIVE SPECIES
3% 5
CONSULTATION
2% 4 1% 2 0
10
20
30 Number of Responses
40
50
60
Page 30 of 50
STAS
Another Theme… • Many of the issues mentioned by residents, staff and Council relate to the potential loss of identity and self-determination that could result from amalgamation or some other mandate for consolidated local government or regionalized service delivery. • In the absence of a strategic approach to this situation – what could be an opportunity may become a threat.
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Another Theme… • Council may wish to consider prioritizing opportunities to position South Frontenac as Regional Leader in the coordination and delivery of services and other local government functions. • Opportunities could include:
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• Greater collaboration/linkages with neighbours; coordinating shared services • Grow South Frontenac’s profile, regionally and provincially • Assume responsibility for functions currently delegated, contracted or appointed elsewhere • Consider contracting services to others • Enhance external political/lobbying efforts; leverage the Township’s influence • Think broader than our own borders with everything that we do; opportunities?
Theme Review and Priorities: • In the context of the Lay of the Land, the SWOT analysis and public feedback, identify those themes you feel are most important to the Township in the context of its Vision, Mission and Values? • During the workshop we will consolidate these themes into priority areas from which more specific actions and activities can be developed. Page 33 of 50
Remember…
- If it’s a priority, then it will result in specific actions and metrics.
- If it’s a value, then it’s something we consider and strive for in everything that we do.
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Let’s Have a Look at the Last Strategic Plan 3 Priorities
Encourage and foster responsible growth in South Frontenac
Being a catalyst to support and help build vibrant communities
Continually improve how the Township conducts its business Page 35 of 50
Previous Plan Review Activity: • In the context of the Lay of the Land, the SWOT analysis and prioritized themes, what parts of the previous Strategic Plan are worth keeping in some form? • During the workshop we will use live polling to identify those priorities that could be carried over into the new Strategic Plan.
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Potential Activities
Many, many, many suggestions from residents; full comments were provided for staff and Council’s review.
The purpose of the workshop is not to develop an action plan, but service delivery ideas can help inform the strategic priorities and will be considered when the action plan is developed.
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Potential Activities: • In the context of the and prioritized themes, what policies, services, programs, activities or other initiatives should the Township be considering? • During the workshop we will use live polling to identify those activities that could be incorporated into an action plan.
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Next Steps
- Reflect on workshop outcomes
- Compiled information/draft strategic plan to be brought back to Council for review and approval
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Thank You!
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Page 41 of 50
Strategic Plan Open House – August 1st, 2019 Location: Glendower Hall – Bedford District
Themes
Planning for future residents quality of life – 25 years Preserve the Small Town Charm Celebrate & share our history
Feedback
Purchase Land for future public uses – Lake Use Lots of Good information on Website More GIS mapping availability on website More Full Service Landfills More museums
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Strategic Plan Open House – August 7th, 2019 Location: Storrington Centre – Storrington District
Themes
More advocacy for Senior Care Increase and leverage partnerships with other entities such as SFSC More Senior Housing options locally. Attract more services & business Develop more Senior living services & accommodations in the hamlets Continue to make fiscal responsibility a priority More retirement communities More transportation options (focus on seniors transportation) Focus on Youth Retention – Activities & Economy to keep them here.
Feedback
Support for seniors to enable them to stay in their own homes More Collaboration and Support for SFCS Not enough home care options Localized Township version of 211 Real Estate is too expensive More rental and small housing development in the Hamlets Communal Well Study Enforcement of Septic tank inspections at time of sale Ground water studies focused in hamlets to identify areas for development Budgets & Priorities should always tie back to the Strategic Plan Impact of Severances on Farming – Development should be focused to the hamlets. Ditches are not compatible with large farm equipment We need to set aside more money for infrastructure Concerned about 2% increase regardless of being able to fund needs Rural fencing issues
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Strategic Plan Open House – August 13th, 2019 Location: Verona Lions Club – Portland District
Themes
Community Engagement with Lane Associations Seniors Housing in the Township Public Safety & Active Transportation Upgrades and preservation of outdoor recreation spaces/parks/beaches Water Protection for Lakes & Rivers Show casing of Canadian Shield Enhance what we already have Review & Enforcement of Property Standards By-law - add ticks as an issue Embrace Tourism Make trails and other recreational amenities a priority Way finding signs – into the Shield/species at risk Re-use centre Support local farmers markets and food development Preserve environmental amenities Beautification – Lights, signage, sidewalks Municipal Water in Smaller Hamlets
Feedback
Private Lane Upgrade program is great & appreciated o # of full time residents on lanes is increasing o Assistance/ guidance from the Township on how to maintain roads (Possible seminar) Pedestrian sidewalks in Verona from Sand Rd to Foodland McMullen Park Revitalization – Finish developing & remove rock Community Pool Septic Tank inspections Speed limit on Bellrock rd. – 80km to 60 km Not enough police presence in Bellrock Bellrock playground equipment Cleanup after house fires Extra Cell Towers & internet Hog weed & wild parsnip removal – current spraying process is not working Green waste in landfill
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Strategic Plan Open House – August 20th, 2019 Location: Council Chambers – Loughborough District
Themes
Support of the Aging Population Growth Management & Lot Development Rentals for Youth – Keep them here Improvement of unattractive & Dangerous properties – Currently NOT “Vibrant Communities” Address the needs of young families & young adults Desire to be a regional leader Address the needs of those using South Frontenac as a bedroom community (They are going to Kingston to shop & play – we want them to do that there here) Mass Transit Opportunity Seniors Transportation Services Promotion of the Canadian Shield Greater Profile of SFT (Tourism) Priority is to keep people in this community – living, healthy, food, shopping, and housing. Grow, but reserve our value. Encourage people to support local business Attract more business.
Feedback
Provide a renewed focus on keeping seniors happy & healthy in our community o How do we keep them here and happy o More housing options – Tiny Homes Seniors housing is a priority o Market Price & Assisted Housing price model o Federal government promising senior housing money More lots for Landowners We want development , communal wells & septic Think about creating transportation service o Could attract more families, o More opportunities, o Partnership with other municipalities o Used to be a bus back in the day o SFCS is losing volunteers for their transportation service. o Reduction in cars on the road – pooled transportation No accommodations in the area – we need to promote what we have to offer
2019-2021 Strategic Planning for the Township of South Frontenac
Page 45 of 50 SurveyMonkey
Q1 Share your feedback! Answered: 198
Skipped: 1
The overall goal of the…
The best way for the…
0%
10%
20%
30%
Strongly Disagree
40%
Disagree
50%
60%
70%
80%
Neither Agree or Disagree
90% 100%
Agree
Strongly Agree STRONGLY DISAGREE
DISAGREE
NEITHER AGREE OR DISAGREE
AGREE
STRONGLY AGREE
The overall goal of the Township is to sustain and enhance the quality of life for residents of South Frontenac
6.60% 13
3.55% 7
6.09% 12
34.01% 67
The best way for the Township to reach its goal is to be proactive, well-managed and accountable while engaging residents , collaborating with partners, and championing the community’s unique lifestyle
4.08% 8
0.00% 0
5.10% 10
37.76% 74
1/9
TOTAL
WEIGHTED AVERAGE
49.75% 98
197
4.17
53.06% 104
196
4.36
2019-2021 Strategic Planning for the Township of South Frontenac
Page 46 of 50 SurveyMonkey
Q2 Generally speaking, the Township is faced with competing demands to: enhance services for residents, manage costs and protect the environment. The intent of the strategic plan will be to prioritize these competing demands. Answered: 198
Skipped: 1
Is South Frontenac…
Do you feel you receive…
0%
10%
20%
Strongly Disagree
30%
40%
Disagree
50%
60%
70%
80%
Neither Agree or Disagree
90% 100%
Agree
Strongly Agree STRONGLY DISAGREE
DISAGREE
Is South Frontenac currently headed in the right direction?
1.54% 3
10.77% 21
Do you feel you receive good value for your Township property tax dollars?
7.11% 14
19.80% 39
NEITHER AGREE OR DISAGREE
2/9
AGREE
STRONGLY AGREE
TOTAL
WEIGHTED AVERAGE
39.49% 77
40.00% 78
8.21% 16
195
3.43
21.83% 43
43.65% 86
7.61% 15
197
3.25
2019-2021 Strategic Planning for the Township of South Frontenac
Page 47 of 50 SurveyMonkey
Q6 To help us better deliver services and understand your input, please answer the following questions. Thank you.How would you describe your residential status in the Township? Answered: 198
Skipped: 1
Year round resident
Non-resident: Landowner, b…
Seasonal resident
Other
0%
10%
20%
30%
40%
50%
60%
70%
80%
90% 100%
ANSWER CHOICES
RESPONSES
Year round resident
81.82%
162
Non-resident: Landowner, but resides outside the municipality
3.54%
7
Seasonal resident
11.62%
23
Other
3.03%
6
TOTAL
198
6/9
2019-2021 Strategic Planning for the Township of South Frontenac
Page 48 of 50 SurveyMonkey
Q7 Do you live in a hamlet or village? Answered: 197
Skipped: 2
Yes
No
0%
10%
20%
30%
40%
50%
60%
70%
80%
90% 100%
ANSWER CHOICES
RESPONSES
Yes
27.92%
55
No
72.08%
142
TOTAL
197
7/9
2019-2021 Strategic Planning for the Township of South Frontenac
Page 49 of 50 SurveyMonkey
Q8 Do you own waterfront property? Answered: 199
Skipped: 0
Yes
No
0%
10%
20%
30%
40%
50%
60%
70%
80%
90% 100%
ANSWER CHOICES
RESPONSES
Yes
57.29%
114
No
42.71%
85
TOTAL
199
8/9
2019-2021 Strategic Planning for the Township of South Frontenac
Page 50 of 50 SurveyMonkey
Q9 Which District do you live in? Answered: 198
Skipped: 1
Bedford District
Loughborough District
Portland District
Storrington District
I don’t know
0%
10%
20%
30%
40%
50%
60%
70%
80%
90% 100%
ANSWER CHOICES
RESPONSES
Bedford District
10.10%
20
Loughborough District
45.45%
90
Portland District
26.26%
52
Storrington District
9.09%
18
I don’t know
9.09%
18
TOTAL
198
9/9
