Body: Committee of the Whole Type: Agenda Meeting: Special Date: June 17, 2021 Collection: Council Agendas Municipality: South Frontenac
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TOWNSHIP OF SOUTH FRONTENAC SPECIAL COMMITTEE OF THE WHOLE MEETING AGENDA
South Frontenac Council and Senior Staff will be participating in a review of the Strategic Plan. This meeting will be audio live streamed on the Township’s Facebook Page at https://www.facebook.com/SouthFrontenacTwp TIME: 9:00 AM, DATE: Thursday, June 17, 2021 PLACE: Council Chambers/Electronic Participation. 1.
Call to Order and Roll Call
(a)
Motion
Declaration of pecuniary interest and the general nature thereof
Approval of Agenda
(a)
Motion
Reports Requiring Direction
(a)
Strategic Plan Review - Facilitated Session with the CAO
Notice of Motions
Announcements/Statements by Councillors
Adjournment
(a)
Motion
Natural, Vibrant and Growing - A Progressive Rural Leader
2 - 29
2019-2022 Strategic Plan Workshop & Review An opportunity to reassess priorities and set new ones for the coming year.
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Agenda • Recap: Our Strategic Plan Foundation • Lay of the Land – Have things changed? • What do our Broad Indicators show?
• What We Heard – Survey Results • Re-evaluation of Priorities & Action Items • Next Steps
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“Strategic management is not a box of tricks or a bundle of techniques. It is analytical thinking and commitment of resources to action.”
- Peter Drucker (1909-2005), one of the most widelyknown and influential thinkers on management, whose work continues to be used by managers worldwide.
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Why We Take the Time to Plan • Maintains focus • Aligns all activities of the Corporation • Ensures we are doing things that are furthering our goals • Is NOT a duplication of other plans (OP, Transportation, Rec, etc.) • Allows for monitoring of performance against objectives
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An Ongoing Process Identify Local Needs
Monitor & Adjust
Implement
Select Relevant, Evidence-based Interventions
• A model for continuous improvement
Plan for Implementation Page 6 of 29
2019-2022 Strategic Plan Re-cap In 2019 Council established a plan that will guide Council, staff, and township initiatives for the term. This included the development of: • Vision – what we want to be. • Mission – how we achieve that vision. • Values – what we consider important. • Overarching Priorities – the big things we work to achieve.
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Revisiting the Lay of the Land in South Frontenac • Growth Pressures
• Increased development pressure
• Public Pressure
• Lakes and Ecosystems • Demand for Services • More consultation and engagement
• Provincial Pressures
• Planning Legislation • Regionalization? • Downloading? • Funding Cuts?
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Revisiting the Lay of the Land in South Frontenac • Finances
• no debt, solid reserves, low taxes, a good long range plan
• Infrastructure
• Strong Asset Management, but not quite fully funding our deficit (yet) • Some policy deficiencies • Climate change considerations • Gravel roads
• Corporate Culture and Capacity
• Capable, committed staff; but capacity concerns improved capacity, but growing demands • State of flux in some departments; strain on staff
• Aging Population
• Associated service needs
• Employment Growth
• But a net exporter of labour (workers commute out) Page 11 of 29
Revisiting the Lay of the Land in South Frontenac • Climate Change • The appetite for tax increases • Federal Government Funding • Public Interest in South Frontenac • Unique relationship with Frontenac County • Kingston, North of the 401
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Revisiting the Lay of the Land in South Frontenac BROAD INDICATORS
BROAD INDICATORS
BROAD INDICATORS
BROAD INDICATORS
Priority 1
Priority 2
Priority 3
Priority 4
Leadership roles assumed
New home building permits/other
applications
Succession planning per department
Business growth
Regional policy initiatives supported
New business growth
New revenue tools, policies in place
Employment growth
Brand/Profile Awareness measurement
Employment growth
Employee satisfaction surveys
Real Estate Date & Vacancy Rates
Population growth & demographics
Housing affordability
Current and new assessment growth
Location of growth
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Broad Indicators – Priority One Position South Frontenac as a Regional Leader. • Part 8 Service Delivery, OPP Detachment Boards, OMAA participation, Fire Services Outreach, Service Delivery Review, By-law Review • Limited policy initiatives supported so far • Increase in Awareness over the past two years. • In 2019, only one (1) media release was issued by the Township. This number increased to 47 (Media releases & PSA’s) in 2020 and 23 thus far in 2021. • The Township also saw a large spike in website traffic in Spring 2020 and 2021, that continues to climb. User acquisition has also seen a shift from previous organic searches, to more prominence in direct searches for “South Frontenac” and social media links.
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Broad Indicators – Priority Two Promote and support growth that meets the community’s needs while maintaining the integrity of our natural environment. • New Home building permits – Despite the pandemic and increased materials costs, building permits for new homes remain steady. • There were 78 permits issued in 2019, 65 in 2020, and 24 permits issued from Jan – May in 2021. This does not include pending building permit applications.
• Employment growth – While the overall number of jobs located within South Frontenac have dropped slightly in the last 5 years, industries relating to business & finance, administration, health occupations, and sales and service occupations have seen an increase.
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Broad Indicators – Priority Two Promote and support growth that meets the community’s needs while maintaining the integrity of our natural environment. • Population growth & demographics – While South Frontenac saw a 2.9% increase in population in the 2016 Census, the Township is forecasted to reach a population of 23,800 by 2046, an increase of 4700 from 2016, reflecting 80% of the growth anticipated for all of Frontenac County. • Current & new assessment growth – While the typical annual assessment growth stays around 1.75%, it is anticipated that the reassessment in 2022 will result in significant increases to assessment values across the municipality.
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New Home Growth Despite the loss of regulatory assessment increases due to the pandemic, South Frontenac continues to experience assessment growth through new construction.
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Broad Indicators - Population growth & demographics
Data is reflective of all Frontenac & City of Kingston For South Frontenac – Stats CAN
Census Profile, 2016 Census Page 18 of 29
Broad Indicators – Priority Three Ensure the organizational capacity to deliver cost-effective services in a changing world. • Succession planning/staff levels • New revenue tools/policies in place – Some in place, some forthcoming • Employee satisfaction/strategic plan awareness surveys
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Employee Satisfaction & Strategic Plan Awareness WHAT IS POSITIVE/ENJOYABLE ABOUT WORKING FOR SOUTH FRONTENAC
What is Challenging about Working for South Frontenac
Leadership
Location
Colleagues/Team Work
Variety of Work
Contributing to the Community
Improved Equipment & Tools
Summer Hours
Positive Work Environment
Other Dedication to Customer Service
10%
Poor Morale/Culture
5%
5%
5%
Some Co-workers Unwilling to Embrace Change
5%
Insufficient Staff Capacity/Work Load Increasingly Challenging Public
10%
Lack of Flexibility (Short Lunches/40hr week) Communication 0
2
4
6
8
10%
50%
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Broad Indicators – Priority Four Be a catalyst for the creation of vibrant, complete communities. • Business growth - Frontenac County’s Economic Development business directory list 519 of business across the four Frontenac Townships. Of those, 184 are located in South Frontenac representing 35% of all Frontenac Businesses. • Real Estate Data – We have seen the continued upward climb of demand for housing in South Frontenac, as well as the rise in what individuals are willing to pay. • On a year-to-date basis, home sales in the Kingston & Frontenac area have totaled a record 2,078 units over the first five months of the year. This was a jump of 74.9% from the same period in 2020. • The average price of homes sold in May 2021 was $596,004, a significant gain of 43.7% from May 2020. • Location of Growth – As indicated in the Watson & Associates Growth Forecast, approximately 86% of the County’s active housing supply in the development approvals process is located within South Frontenac. Much of this growth will occur in developments located near hamlets in Hartington, Battersea, Inverary and on various sections of Loughborough Lake.
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Broad Indicators – Priority Four Be a catalyst for the creation of vibrant, complete communities. Vacancy Rates • While the majority of the zones within the Kingston region experienced a decline in demand for rental accommodations & supply remained virtually unchanged compared to 2018, raising the vacancy rate, Zone 4 (South Frontenac) experienced increased demand. •
Demand in this zone, as estimated by the number of occupied units, increased strongly by 6.9%, fully offsetting the decline in demand in the three other zones.
•
Since growth in both, new rental supply and demand was almost exclusively concentrated in South Frontenac, it seems that these newer units were attractive to tenants. Possibly some tenants vacated Zones 1, 2 or 3, (consequently lowering demand there) and relocated to Zone 4 in search for newer rental units. Page 22 of 29
Location of Growth
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Action Item Update
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Survey Results
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Some emerging themes • Are we doing too much or is it just a busy time? • What does “Regional Leadership” mean to everyone? • Do we need to clarify the difference between being a regional leader and aspiring to be a regional leader? • Internal communications • Some desire to refocus on core services Page 26 of 29
Next Steps • Staff will consolidate feedback and bring back updates to the Strategic Plan for review in July/August.
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SOUTH FRONTENAC STRATEGIC PLAN ACTION ITEMS 2020 ‐ 2021 Strategic Priority Action Items TASK NAME
% COMPLETE
PRIORITY
Priority #1 ‐ Position South Frontenac as a Regional Leader A
1 Share South Frontenac’s successes regionally and provincially
A
2 Regional Service Delivery Review
A
3 Assess opportunities to collaborate with regional partners
A
3a
Fire Hall Location Study (w/regionalconsiderations)
A
3b
Develop 1:1 relationships with senior governmentsand City of Kingston
A
3c
Regional Roads leadership & explore partnership opportunities
OMIT ‐ COUNCIL DIRECTION
A
3d
Champion Eastern Ontario or regional waste/recycling approach
OMIT ‐ NO LONGER POSSIBLE 0 Regular
A
4 Plan annual senior staff/council strategy & team building activity
A
5 Increased lobbying of Province through delegations and briefing notes
A
6 Implement service level standards stage of Asset Management
A
7 Integrate Strategic and other Plans with 2020+ Budget Processes
A
8 Council/Dept. planning capacity to assume delegated authority
A
9 Enhance and Formalize Communications Role
A
9a
A
10 Major Planning Activties
75 100 100 5 100
50 10 50 100 80 100
Sydenham Water consultation and outreach
A 10a
Develop Communal Servicing standards and financial model
A 10b
Initiate Recreation Master Plan
A 10c
Update SFFR asset management plan; medical call considerations
10
75 100 100
Ongoing Increased Ongoing Regular Ongoing
Regular Ongoing Increased Regular Regular Regular Increased
High High Increased
A 10d
Transportation Master Plan‐ REVISIT AFTER OFFICIAL 0 Regular OMIT PLAN
A 10e
Township branding exercise
100
Increased
Priority #2 ‐ Promote and support growth that meets the community’s needs while maintaining the integrity of our natural environment B
1 Implement Land Management software/technology solutions
80
High
B
2 Climate Change Adaptation and Mitigation Strategy
15
High
B
3 Get seniors housing development in Verona underway
100
High
B
4 Review and Update Roads By‐Law
0
Regular
B
5 Establish formal committee with Lake Associations/residents
100
High
B
5a
Establish Lake Study grant program
100
Increased
B
5b
Develop cost‐effective approach to septic tank concerns
0
Increased
B
6 Finalize subdivision standards
75
Increased
B
6a
Develop Village Revitalization Standards
10
Regular
B
6b
Establish policies for Roads reconstruction ‐ complete streets (OP)
0
Regular
B
7 Develop Community Benefit Charge policy
OMIT ‐ NO LONGER APPLICABLE
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B
8 Begin tracking timeframes for application processing
15
Increased
B
9 Pursue recruitment and other options to address volunteer FF deficiencies
100
Regular
B
10 Develop multi‐year plan for code compliance inspections
25
Ongoing
B
11 Implement electronic burn permit program
50
High
Priority #3 ‐ Ensure the organizational capacity to deliver cost‐effective services in a changing world C
1 Succession‐planning; establish training and development plans
100
Ongoing
C
2 Establish strategic plan implementation plan & comms strategy/rollout
100
High
C
3 Review of Administrative and other office/facility needs
25
Regular
C
3a
15
Regular
C
4 Initiate records management update; initial phase (electronic) in 2020
50
Increased
C
5 Identify required by‐law updates and initiate their review
25
Ongoing
C
5a
Update procedural by‐law including review of standing committees
25
Increased
C
5b
Prioritize and update HR policies
50
Increased
C
5c
Review and update procurement by‐law
50
Regular
C
5d
Consolidated and updated fees & charges by‐law withannual indexing
50
Increased
C
5e
Burn By‐Law updated re: new permitting system
75
Increased
C
5f
Building By‐Law updates re: Septic Inspection
100
Increased
C
6 Transition By‐law enforcement administration from DS to CLERK
100
Increased
C
6a
Review By‐law enforcement and animal control contracts in 2020
50
Increased
C
6b
Assess opportunities to utilize Administrative Penalties; developby‐law
90
Increased
C
6c
Begin code infraction enforcement and institute related penalties
80
Regular
C
7 Revise permit and other application forms and processes
100
Regular
C
8 Renovate Development Services Offices to accommodate growth
100
High
C
9 Recruit for Planners & Project management position
100
High
C
10 Update/create standard operating procedures for SFFR
75
Ongoing
Review Township lands and other land opportunities to identify highest/best uses
Priority #4 ‐ Be a catalyst for the creation of vibrant, complete communities D
1 Enhance our Economic Development Activities
Ongoing
D
1a
Work with Executive Assistant to develop community profile
50
Regular
D
1b
Support updated EcDev strategy at County level w/greater SF input
75
Regular
D
1c
Pursue grant funding opportunities where aligned with priorities
100
Ongoing
D
2 Implement complaint/service request tracking for customer service
D
3 OP supports complete communities and innovative rural development
25
High
D
3a
Prioritize public amenities and seniors needs in capital works
0
Regular
D
3b
Develop revitalization plans for Verona (assoc.with seniors housing)
25
Increased
D
4 Create sign polution by‐law (determine nature of by‐law)
D
5 Consider wayfinding signage plan (following branding)
0
Regular
D
6 Ensure success of new Recreation Committee structures and input
50
High
Omit
Regular
Omit
Regular
