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Draft community plan 2010

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Kincardine Ontario is implementing Agenda 21 without the knowledge of its taxpayers.

Kincardine Ontario is implementing Agenda 21 without the knowledge of its taxpayers.

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  • 1. FinalDraftFeb 10th, 2010 COMMUNITY PLAN 2010
  • 2. Table of ContentsTitle PagePreamble……………………………………….........1Executive Summary…………………………………2Mission Statement…………………………………..3Vision Statement………………………………........4Corporate Values …………………………………...5Committees/Departments…………………….........6Building & Planning………………………………….9Community, Heritage, Arts & Tourism……………12Corporate Services…………………………………15Economic Development……………………………18Emergency Services………………………………..21Parks & Recreation…………………………………24Public Works………………………………………...27Implementation……………………………………...31
  • 3. PREAMBLE: In September, 2009, the Municipality of Kincardine launched a process of public consultation, with the goal of developing a Community Plan to guide the Municipality’s direction and development for the next five to ten years. The three standards, by which the Community Plan was created, were: Public Consultation Public Participation Community Adoption By the adherence to these three pillars of our Community Plan, citizens were engaged in the development of the roadmap to our collective future. This roadmap starts with the Municipality of Kincardine as an energetic and diverse community of 12,000 on the shores of beautiful Lake Huron. It boasts a number of assets which makes Kincardine an ideal community in which to live, work and visit; including: *beautiful location with many kilometres of beach and waterfront; *major nuclear energy industry; *strong agricultural community; *emerging energy technologies, such as wind turbine generation; *superb recreational facilities, including golf courses and a provincial park; *excellent transportation infrastructure, including an airport; *ownership of Bruce Telecom (municipal telephone company); *thriving arts community, amateur and professional theatre and festivals. The Municipality’s economy is strong, however, like many communities it faces a number of challenges including: *competition from similar municipalities to attract tourists and business; *current and future challenges facing the agricultural community; *dependence on one dominant industry for the majority of employment; *young people leaving the area for school and careers; *aging population as retirees remain in or are attracted to the community; *ability to sustain and attract top-notch medical services. In summation, this report provides specific information about our future direction by utilizing a sector-based approach to our Community Plan. These sectors are treated with equal importance to achieve our community’s vision. Once our strategic initiatives have been implemented over the next few years, one will readily understand why the people of the Municipality of Kincardine truly live with “Great Energy. Balanced Life.”. 1
  • 4. Executive Summary Community Plan 2010The Community Plan 2010 (commonly known as a Strategic Plan) is the process of public consultation used to create a plan whichwill serve as the community’s guide for the next five year period. Overall the dominant theme that was raised by citizens,community consultation groups and elected officials was one of improving the quality of life for all citizens. This theme isreflected in the new “Vision Statement” for the Municipality.To be a community that enhances our quality of life in a sustainable manner.The Vision Statement is the central driving force of the Community Plan. In essence, the Vision Statement reflects what thecommunity wishes to be in the future.To facilitate the community planning process the following activities took place:Step #1: All citizens in the community were initially engaged in the process, by means of: standard mail out survey, on-line survey or facebook survey.Step #2: The survey contained questions which helped identify: community desires community future community actionsStep #3: A series of three workshops involving citizens, Council members and staff was held with a broad cross section of ±44 people attending: September – S.W.O.T. Exercise/Trends (Strengths, Weaknesses, Opportunities and Threats) October – Mission/Vision/Strategic Initiatives November – Tactics/Macro ReviewStep #4: The Community Plan overview group collated all of the material from the three workshops and created “The Community Plan 2010” report.The most important component of the Community Plan is the “follow-up” stage, from both Council and the respective SeniorManager. To facilitate this important stage, Council will have to consider the Community Plan as budgets are developed and givefinancial priority to capital projects/operating budgets which reflect/support the ideals contained in the Community Plan.The report is organized in the following format for each of the seven master committees/departments of the Municipality: 1. Purpose of the committee/department 2. S.W.O.T. analysis 3. Trends 4. Strategic Initiatives 5. TacticsLastly, it is hoped that each of Council’s seven standing committees will adopt their section as the starting point to the CommunityPlanning process and make this a living document which encompasses the heart and soul of their monthly meetings.For when we act collectively with a common desire we will move forward with both purpose and intent to our planned future. 2
  • 5. MISSION STATEMENT (why we exist) THE MUNICIPALITY OFKINCARDINE PROVIDES THEGOVERNANCE AND SERVICESNECESSARY FOR A HEALTHY COMMUNITY 3
  • 6. VISION STATEMENT (desired future for community)TO BE A COMMUNITY THATENHANCES OUR QUALITY OF LIFE IN A SUSTAINABLE MANNER. 4
  • 7. CORPORATE VALUESAs a customer service organization, the Municipality of Kincardine values it’s responsibility toour citizens by embracing the following corporate values:Integrity:We are an ethical organization that operates with openness and honesty in all aspects of ourmunicipal business.Teamwork:Collectively we govern/manage the Municipality with a common purpose and strive for thebetterment of the quality of life for all citizens.Respect:In all of our discussions we value the opinion of others and above all other considerations treatpeople as the most valuable asset of our community.Transparency:Openness and transparency is the hallmark of any successful organization. Both Council andstaff will demonstrate this value in all interactions with the public.Accountability:The Municipality is accountable for the wise expenditure of public funds in the ongoingprovision of services that affect the everyday life of all our citizens.These aforementioned five guiding corporate values lay the groundwork for developinga Corporate Culture that emulates the following traits:*improvement through education;*respect for others through professionalism and the practice of listening skills; *collaborativeapproach to problem solving, vis-à-vis harnessing the skills of team members;*maintaining a commitment to communications between Council, staff and the public;*spending the time to engage our employees in the drive to achieve Council’s priorities;*commitment to the importance of relationships and the building of trust between Council,staff and the public;*lastly, a commitment from all of our teams to be organized, strategic and mostimportantly to achieve results through allegiance to our Community Plan. 5
  • 8. COMMITTEES/DEPARTMENTSCommittees/Departments: Each master Committee of Council is made up of various Council members, public volunteers and staff. These Committees meet on a regular monthly basis and work towards ensuring adherence to the goals and objectives contained in the Community Plan.Building & Planning: To coordinate growth through planned development, ensure safe & orderly construction of structures through adherence to the Planning Act, Ontario Building Code, and associated applicable laws. 6
  • 9. COMMITTEES/DEPARTMENTSEmergency Services: To manage resources that are required to respond to emergency events, law enforcement, crime prevention and medical assistance.Parks & Recreation: To make available to all citizens, recreational experiences and opportunities for leisure time through well managed facilities, parks and programs.Public Works: To operate, maintain and improve the Municipality’s service infrastructure, including roads, water and waste water. Also manages cemeteries, waste management and municipal buildings. 7
  • 10. COMMITTEES/DEPARTMENTSCommunity, Heritage, Arts & Tourism: To promote culture, heritage, arts and tourism by playing a coordinating and facilitating role.Corporate Services: To focus on municipal administration, corporate communication, human resources, financial administration, and accessibility. Also a liaison with education, healthcare and nuclear industry issues.Economic Development: To support business retention and expansion as well as implementation of community growth projects. 8
  • 11. BUILDING & PLANNING TRENDS Higher density, condo lifestyle and accessible housing Shift in demographics Retirement complex communities Green initiatives in development, planning and construction Natural heritage protection Source water protection Boom and bust cycle Provincial regulations 9
  • 12. BUILDING & PLANNING S.W.O.T. ANALYSISStrengths Weaknesses Updated Official Plan Technical Issues/Regulatory Good File Management Process not understood by the Geographic Information System General Public in Place Private Property Interest versus LEAR Study Completed Public Interest Extension of Services for Large Geographic Area Development Dependency on other Agencies Subdivision Capacity Single Ownership of Large Developmental Lands Affordable HousingOpportunities Threats Expand use of Geographic New Provincial Regulations Information System Financing for Developments Government Grants Green Energy Act Impact Green Energy Act Opportunities Natural Heritage Study Bruce County Affordable Housing Program 10
  • 13. BUILDING & PLANNING COMMUNITY PLAN INITIATIVESSTRATEGIC INITIATIVE #1*Define a clear mandate from the community regarding future growth.PROPOSED TACTICS:1.1 Complete surveys, polls and interview citizens to foster a positive attitude for growth.1.2 Meet with the development community to ascertain investment and growth plans.1.3 Consult with industry, commercial and institutional sectors to discuss future direction.STRATEGIC INITIATIVE #2*The development of land use policies which integrates the principles of healthycommunities in tandem with the need for employment lands.PROPOSED TACTICS:2.1 Official Plan extension of services to various areas for employment lands.2.2 Develop parking policies that support growth in downtown areas.2.3 Ensure that planning policies take into consideration mobility options and accessibility needs.2.4 Pre-zoning of development lands to facilitate investment.STRATEGIC INITIATIVE #3*Ensure the protection of our environment is a primary component of planning for thefuture.PROPOSED TACTICS:3.1 Utilize Natural Heritage, environmental documents for future planning.3.2 Utilize Source Water Protection documents for future planning.STRATEGIC INITIATIVE #4*Ensure that all future developments are accessible to all residents.PROPOSED TACTICS:4.1 Pre-zoning to allow for affordable housing.4.2 Explore partnership between the Municipality and industry to provide greater transportation options.STRATEGIC INITIATIVE #5*Encourage an attractive housing market for all income levels.PROPOSED TACTICS:5.1 Ensure the protection of heritage dwellings.5.2 Encourage affordable housing developments inclusion in all subdivisions.5.3 Encourage development plans which meet the key principles of the Official Plan 11 and Zoning by-law.
  • 14. COMMUNITY, HERITAGE, ARTS & TOURISM TRENDS Decrease in American visitors Ontario’s aging population and new travel patterns Heritage, cultural and sports tourism on the rise Interactive, educational and agri-tourism Active tourism such as cycling and hiking Healthy lifestyle tourism New defined tourism regions in Ontario Internet research and bookings Resurgence of recreational camping Package tours Use of social media for advertising More local exploring 12
  • 15. COMMUNITY, HERITAGE, ARTS & TOURISM S.W.O.T. ANALYSISStrengths Weaknesses Natural Physical Attributes Transportation Options & Volunteerism Availability Community Supports Tourism Signage Infrastructure Youth Incentives & Activities Sports Tourism Financial Sustainability of Local Knowledge of Citizens “Wanted Facilities” Local Heritage Off Season Tourism Provincial Park Downtown Public Washroom Partnerships with Grey/Bruce Facilities TourismOpportunities Threats Utilization of Lakefront Economic Cycles Development Potential in Competition from Neighbouring Inverhuron Communities Multicultural Events Declining Youth Population Leadership Training for Key Community Apathy in Members of Volunteer Groups Governance Branding of Downtown Weather New Provincial Partnerships – Environmental Destruction Bruce-Grey-Simcoe Counties Expansion of Off-Season Events Signage & Wayfinding Program Web 2.0 Social Media Marketing Agra-Tourism 13
  • 16. COMMUNITY, HERITAGE, ARTS & TOURISM COMMUNITY PLAN INITIATIVESSTRATEGIC INITIATIVE #1*Preservation and promotion of the Municipality’s heritage and cultural diversity.PROPOSED TACTICS:1.1 Support for cultural/heritage events.1.2 Explore heritage districts to promote preservation for future generations.1.3 Update heritage designation by-laws to be more specific in designated aspects.STRATEGIC INITIATIVE #2*Increase the recognition factor of the Municipality of Kincardine.PROPOSED TACTICS:2.1 Welcome to the Municipality package and orientation.2.2 Establish a new tourism centre.2.3 Increase promotion and awareness of the Municipality through various media.2.4 Focus on informing visitors of all the free activities and services available within the Municipality.2.5 Create a free RV waste station for the travelling public.2.6 Establish a wild flower scattering on the roadside of the Highway 21 bypass.2.7 Establish Kincardine as a weather point through various media.STRATEGIC INITIATIVE #3*Development of a four season tourism strategy for the 21st century.PROPOSED TACTICS:3.1 Develop all-season information that is easily accessible (internet).3.2 Focus on shoulder seasons.3.3 Promote Grey Bruce Your Way website.3.4 Increase and promote eco-tourism opportunities.3.5 Development of a dedicated public washroom facility in the downtown core. 14
  • 17. CORPORATE SERVICES TRENDSReduction in Provincial and Federal fundingPhysician shortage expected to continueShortage of affordable housingNeed for economic diversificationRapid change in communication technologyExpanded educational opportunitiesStrong local desire for public input into decisionsAging populationElectronic paymentsIncreased litigation claims 15
  • 18. CORPORATE SERVICES S.W.O.T. ANALYSISStrengths Weaknesses Intellectual Capacity of Shuttle Bus, Transportation Workforce Long Term Care Capacity Strong Financial Base Lack of Post Secondary Ownership of Bruce Telecom Education Opportunities Bruce Power Employment Economy Dominated by One Stability Industry Ownership Percentage in WestarioOpportunities Threats Bruce Energy Centre Reduction of Government Online Financial Transactions Funding Younger Employees/Families Evolving Health Care Models Replacing Aging Workforce Rapidly Evolving Hospital Redevelopment Telecommunications Environment 16
  • 19. CORPORATE SERVICES COMMUNITY PLAN INITIATIVESSTRATEGIC INITIATIVE #1*Ensure our policies are positioned to ensure financial sustainability for our community.PROPOSED TACTICS:1.1 Policy development in regards to appropriate debt levels and reserve fund levels.1.2 Development of long-term projected budgets and determination of impacts on assets.1.3 Review online payments as a customer service opportunity.STRATEGIC INITIATIVE #2*Development of a joint strategy with other organizations for the provision of educationalopportunities.PROPOSED TACTICS:2.1 Consult with our education/training partners.2.2 Identification and advancement of local educational opportunities through sharing of resources.2.3 Initiate specific consultation with local school boards with respect to common future needs.STRATEGIC INITIATIVE #3*Development of community advocacy plan/approach to local healthcare.PROPOSED TACTICS:3.1 Advocate for the redevelopment of the South Bruce Grey Health Centre Kincardine site.3.2 Dedicated dialogue with the healthcare community.3.3 Utilizing joint synergies of Bruce Power, local municipalities and medical community to design a successful physician recruitment program. 17
  • 20. ECONOMIC DEVELOPMENT TRENDS Local food initiatives Internet buying and selling Buying local or Canadian Bruce Power and the renaissance of nuclear power Big box retailers Downtown provitalization Health and wellness business Increased focus on trades and apprenticeships Flexibility in education Smartphones replacing laptops and computers Green shift Competition for skilled labour 18
  • 21. ECONOMIC DEVELOPMENT S.W.O.T. ANALYSISStrengths Weaknesses Strong Downtown Limited Public Transit Renewable Energy Poor Signage Lakefront Abandonment of Rail Service Room for Growth Lack of Service Sector Major Highways 9 & 21 Employees Airport Limited Daycare Capacity Bruce Power Industrial Land Availability Partnerships with Business Absence of Natural Gas Improvement Area & Chamber of Commerce New Housing DevelopmentsOpportunities Threats Demand for Harbour Increased Costs of Living Bruce Energy Centre Lack of Family Healthcare Tourism Aging Infrastructure Centre for the Arts Cost of Industrial Land for Bruce County Retirement Diversification Opportunities Complex Lack of Affordable Housing Water and Sewer Expansion New Retail Mix in Urban Core New Technologies Incubator/Growth Opportunities for Industries 19
  • 22. ECONOMIC DEVELOPMENT COMMUNITY PLAN INITIATIVESSTRATEGIC INITIATIVE #1*Create an environment that supports existing business and industry while promotingeconomic growth.PROPOSED TACTICS:1.1 Mentorship program for young entrepreneurs.1.2 Institute a business expansion and retention program.1.3 Create a coordinated plan for the Highway 9/Highway 21 business park.1.4 Investigate the cost of bringing natural gas to the area.1.5 Expand the façade program to support small business.1.6 Continue partnerships with Business Improvement Area and the Kincardine District Chamber of Commerce.STRATEGIC INITIATIVE #2*Develop an increased awareness of the diverse economic development opportunities in theMunicipality.PROPOSED TACTICS:2.1 Increased advertising and awareness of the Municipality.2.2 Partner with private sector in advertising opportunities.2.3 Develop an economic development expansion strategy that highlights growth opportunities.STRATEGIC INITIATIVE #3* Development of future employment lands.PROPOSED TACTICS:3.1 Coordination with the private sector to ensure availability of development lands.3.2 Act as a catalyst to ensure development lands are available to new start-up industries/commercial ventures.3.3 Create a development strategy to complement the energy industry.3.4 Support local businesses in their efforts to grow and provide employment opportunities.STRATEGIC INITIATIVE #4*The creation of an economic development communications strategy.PROPOSED TACTICS:4.1 Consultation with Council and other municipal sector groups to ensure that their communications needs are addressed.4.2 Survey the I.C.I Sector (Industrial, Commercial and Institutional Sector) to ensure that the design elements of the communication strategy are appropriate.4.3 Enhance information partnerships with other economic development groups such as Chamber of Commerce, Business Improvement Area and Bruce 20 Community Futures Development Corporation.
  • 23. EMERGENCY SERVICES TRENDSHigher service demands with fewer resourcesEnhanced training requirements for firefightersChanging mobility needs of the populationIncreased homecareLack of provincial fundingChanges in family health careSubstance abuse among the populationGreater need to provide public educationTechnology advancements in 911 system 21
  • 24. EMERGENCY SERVICES S.W.O.T. ANALYSISStrengths Weaknesses 911 Signage in Place Large Geographic Response Mutual Aid Networks Area Hospital Resources Demographics of Responders New OPP Detachment Facility Communication Technology Dedication of Volunteer between Emergency Firefighters Departments Public Reaction to Emergency Flashing LightsOpportunities Threats Establish First Response Provincial Legislation Based on Agreement with Other Large Urban Model Communities Communication Networks Three Tier Response Pandemics Fire Prevention Education Power Outages Personal Safety Education Winter Storms Education in Emergency Competition from Private Sector Preparedness for Firefighters Consolidating Policies and Procedures Proposed Firefighters Training Centre 22
  • 25. EMERGENCY SERVICES COMMUNITY PLAN INITIATIVESSTRATEGIC INITIATIVE #1*Formulate a master emergency services education program.PROPOSED TACTICS:1.1 Interactive public education.1.2 Document online educational library.1.3 Joint education program with local schools.STRATEGIC INITIATIVE #2*Mitigate emergencies before they occur by promoting a safe and prepared community.PROPOSED TACTICS:2.1 Operational and business continuity planning for fire, police and emergency medical services.2.2 Ongoing training of emergency services staff.STRATEGIC INITIATIVE #3*Develop master operational plans for police, fire and ambulance.PROPOSED TACTICS:3.1 Develop communication synergies within emergency services.3.2 Dedicate financial resources for the development of the operational plans.3.3 Formulate twenty year equipment forecast. 23
  • 26. PARKS & RECREATION TRENDSYounger families moving to the areaReturn of former residents who have big cityservice expectationsAging demographicsLower levels of financial assistance from theFederal and Provincial GovernmentNew recreational activities such as the dog park,bike park and ultimate frisbeeCitizens are concerned about their health andfitnessInformal or unorganized sports are desiredObesity rate among all age groups is increasingWomen’s participation in sports is on the riseGreater use of trails and parksGardening is emerging as a leisure activity 24
  • 27. PARKS & RECREATION S.W.O.T. ANALYSISStrengths Weaknesses Supportive Community Lack of Teen Activities Strong Volunteer Base Shortage of Unorganized Sports New Additions to Community Indoor & Outdoor Space for Centres Winter Activities Lakeside Public Parks Staff Resources Stretched Dog Park Improved Information Bike Park Distribution Trails System AccessibilityOpportunities Threats Centralized Information via Web Lack of Information Portal Environmental Threats Outdoor Ice Surface Phragmites Outdoor Basketball Courts Competition with Other Teen Centre Developments Development of Passive Cost of Sports for Families Activities on closed Ward 1 Landfill Beach Management Plan 25
  • 28. PARKS & RECREATION COMMUNITY PLAN INITIATIVESSTRATEGIC INITIATIVE #1*Assess the community’s recreational awareness and ascertain the future needs of thecommunity.PROPOSED TACTICS:1.1 Develop a community communications plan.1.2 Include a youth representative on the Recreation Services Committee and other subcommittees.1.3 Conduct ongoing surveys to assess changing needs of the community.STRATEGIC INITIATIVE #2*Implement the recreational master plan which encourages environmental stewardship andsustainability.PROPOSED TACTICS:2.1 Develop a five year business plan and budget based on the recreational master plan.2.2 Liaison with Public Works and the Kincardine Environmental Advisory Committee to discuss common or emerging issues.2.3 Development of a beach management plan.2.4 Development of a green maintenance program for our parks.STRATEGIC INITIATIVE #3*The development of an unstructured recreational facilities plan.PROPOSED TACTICS:3.1 Consultation with the public to determine the desired unstructured recreational opportunities.3.2 Consideration of open use facilities such as an outdoor ice surface, outdoor basketball court and youth centre.3.3 Tie the results of the unstructured recreational facilities plan into the five year business plan and budget.3.4 Encourage more people to be involved in unstructured recreation activities.STRATEGIC INITIATIVE # 4*Dedicate future financial resources to manage our existing infrastructure obligations.PROPOSED TACTICS:4.1 Annual fall inspection of all infrastructure to set financial priorities for the annual budget.4.2 Conduct an energy audit on all recreation facilities. 264.3 Commitment to review the full utilization of existing assets prior to consideration of new build opportunities.
  • 29. PUBLIC WORKS TRENDSUnpredictable funding levels from upper levels ofgovernmentGreen energy projectsMore water regulationsGreen shift, even at a premiumDevelopments within our Amish communityHigher density developmentsIncrease in liability concerns/claimsGlobal warming 27
  • 30. PUBLIC WORKS S.W.O.T. ANALYSISStrengths Weaknesses Global Positioning System Limited Public Transit Accurate Inventory of Assets Insufficient Pedestrian Options Capacity Available in Water & Drainage Issues Sewage Systems Environmental Education Waste Management, Road Needs Private Roads in Network and Water Supply Studies Rural Roads in Semi-Urban Complete Standard Long Term Landfill CapacityOpportunities Threats Recycling Expansion Insufficient Funding Waste Diversion Provincial Regulatory Conservation of Water Requirements Smart Meters PSAB Implementation Infrastructure Grants Water Debt LEED Conversions Invasive Species Green Programs Limited Grant Review Period Training Internet Technology in Public Works Kitchen Waste Program 28
  • 31. PUBLIC WORKS COMMUNITY PLAN INITIATIVESSTRATEGIC INITIATIVE #1*Promote financially sound green alternatives as the preferred option of the Public WorksDepartment.PROPOSED TACTICS:1.1 Explore “greening” the fleet.1.2 Assess renewable energy sources for municipal facilities.1.3 Review new waste water technologies.1.4 Investigate road salt alternatives.1.5 Investigate an anti-idling bylaw.STRATEGIC INITIATIVE #2*Ensure that the management of solid waste is consistent with the best practices in theindustry.PROPOSED TACTICS:2.1 Assess the funding methodologies for the waste management programs.2.2 Lobby for producer responsibility in recycling programs.2.3 Define best practices for solid waste management.2.4 Create waste reduction policies for municipal buildings, facilities and events.STRATEGIC INITIATIVE #3*Ensure that growth is being conducted in balance with consideration for the environment.PROPOSED TACTICS:3.1 Solicit environmental comment in subdivision design implementation.3.2 Tree planting policy or bylaw.3.3 Explore a dark skies policy. 29
  • 32. PUBLIC WORKS COMMUNITY PLAN INTITIATIVESSTRATEGIC INITIATIVE #4*Dedicate future financial resources to manage our existing infrastructure obligations.TACTICS:4.1 Annual inspections of all infrastructure to set financial priorities for the annual budget.4.2 Conduct an energy audit on all public works facilities.4.3 Establish geographic limitations for municipal services.4.4 Buffering municipal drains with vegetative plantings.4.5 Operational assessments for capital worksSTRATEGIC INITIATIVE #5*Assess the sufficiency of pedestrian and bicycle networks.PROPOSED TACTICS:5.1 Consult with the County of Bruce to develop plans for bicycle paths on county roads.5.2 Review existing network of pedestrian and bicycle trails and determine future needs.5.3 Link the Municipality of Kincardine from north to south.STRATEGIC INITIATIVE #6*Create utility growth plans that are consistent with the Official Plan.PROPOSED TACTICS:6.1 Create a master utility growth plan.6.2 Utilization of a development charges bylaw to fund key infrastructure requirements.6.3 Commit to ongoing communications with both Building & Planning and Economic Development to ensure that development plans are coordinated. 30
  • 33. IMPLEMENTATIONThe best-designed community plans are ineffective if they are not implemented. Acommunity plan comes to life and adds value through implementation. The visionand strategic initiatives outlined in this plan will only be realized if Council, staffand the public see the plan as a guiding document which is referred to continuouslyand which acts as the framework for the Municipality’s decision-making.To ensure successful implementation of Kincardine’s community plan, the followingactions will need to be undertaken:1) Under the direction of the Chief Administrative Officer, each Senior Manager shall prepare a business plan on an annual basis, as part of the annual budgeting process. Each business plan and budget shall reflect the priorities established through the Community Plan.2) As part of the annual business plan, the Community Plan initiatives will be identified complete with costs, responsibilities, timing and sources of funding and/or resources for the current year’s activities.3) All staff reports will include a section titled “Community Plan Considerations” and comments shall be provided.4) Upon adoption of the Community Plan by Council, each master Committee of Council shall review and adopt their sections into the goals and objectives of their committee/department. Please note each committee/department is strongly encouraged to review their section of the Community Plan on a monthly basis through their agenda. It is the intent of this Plan to ensure it is a living document and may be revised by means of a management report to Council explaining the rationale.5) Council and senior management will meet on an annual basis to review the progress made in implementing the strategic directions commencing the year following the adoption of the Community Plan. This review will take place in advance of the annual budgeting process, to ensure that the following year’s priorities remain relevant, and take into account any changing or new circumstances in the Municipality.6) At the beginning of each term, Council will review and reaffirm the vision and strategic directions as set out in the Community Plan. If Council proposes to significantly modify the plan, then a process of community consultation shall take place.7) A major review of the Community Plan shall occur at least once every five years. This will include a full consultation process among Council, the public, committees and staff.A Community Plan acts as a guide and framework for the Municipality’sdecision making. To be of value, it must remain flexible and be responsive notonly to financial realities but to demands and opportunities. 31