HomeMy WebLinkAboutKIN 96 012 Strategic Pl Consult
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THE CORPORATION OF THE TOWN OF KINCARDINE
BY-LAW
BY-LAW NO. 1996-12
BY-LAW TO AUTHORIZE THE SIGNING OF AN AGREEMENT WITH THE
RANDOLPH GROUP MANAGEMENT CONSULTANTS INC.
WHEREAS the Council for The Corporation of the
Kincardine wishes to enter into an Agreement with the
Group Management Consultants Inc. in connnection
Community Strategic plan for the Town of Kincardine;
Town of
Randolph
with a
NOW THEREFORE the Council for The Corporation of the Town of
Kincardine ENACTS as follows:
1. That the Corporation of the Town of Kincardine enter into
an agreement with The Randolph Group Management
Consultants Inc. for the provision of professional
services associated with the a Community Strategic Plan
for the Town of Kincardine.
2. That the mayor and clerk be authorized to sign, on behalf
of The Corporation of the Town of Kincardine, the
Agreement with The Randolph Group Management Consultants
Inc., which is attached to this by-law and to affix the
Town's corporate seal as and when required.
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This by-law shall come into full force and effect upon
its final passage.
4. This by-law may be cited as the "Community Strategic Plan
Consultant Agreement, By-law."
READ a FIRST, SECOND and THIRD time and FINALLY PASSED this
18th day of January, 1996.
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Mayor
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Clerk
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This AGREEMENT made this
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day of January, 1996
BETWEEN:
THE CORPORATION OF THE TOWN OF KINCARDINE
hereinafter called the "Town"
of the First Part,
-and-
THE RANDOLPH GROUP MANAGEMENT CONSULTANTS INC.
hereinafter called the ·Consultant"
of the Second Part.
WHEREAS The Town wishes the Consultant
professional services in connection with
Strategic Plan for the Town of Kincardine
called the "Project");
to furnish
a Community
(hereinafter
NOW THEREFORE THIS AGREEMENT WITNESSETH THAT in considera-
tion of the premises and mutual promises and covenants
hereinafter contained, the parties agree as follows:
1.0 GENERAL CONDITIONS
1.01 Retainer
The Town hereby retains the services of the Consultant
in connection with the Project and the Consultant
hereby agrees to provide the services described herein
under the direction and control of the Town.
In this agreement
professionals and
Town directly and
agreement.
the word Consultant shall
other specialists engaged by
whose names are party to
mean
the
this
1.02 Services
The Services to be provided by the Consultant and
the Town for the project are set forth in Article
and such services as changed, altered or added
under Section 1.08 are hereinafter called
"Services" .
by
2
to
the
1.03 The Town shall pay the Consultant in accordance with
the provisions of Article 3.
1.04 Staff and Methods
The Consultant shall use current state of the art
principles and shall skillfully and competently
perform the Services and shall employ only skilled and
competent staff who will be under the supervision of a
senior member of the Consultant's staff.
1.05 Drawinas and Documents
Subject to Section 3.2 of Article 3, drawings and
documents or copies thereof required for the Project
shall be exchanged between the parties on a reciprocal
basis. Documents prepared by the Consultant for the
Town may be used by the Town, for the Project as
herein described, including "as built" records. The
Town has ownership of the drawings and documents.
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1.06 Patents
All concepts, products or processes produced by or
requested from the Services rendered by the Consultant
in connection with the Project, or which are otherwise
developed or first reduced to practice by the
Consultant in the performance of his Services, and
which are patentable, capable of trademark or
otherwise, shall be and remain the property of the
Consultant.
The Town shall have permanent non-exclusive royalty-
free license to use any concept, product or process,
which is patentable, capable of trademark or otherwise
produced by or resulting from the Services rendered by
the Consultant in connection with the Project and for
no other purpose in connection with the Project and
for no other purpose or project.
1.07 Records and Audit
(a) In order to provide data for the calculation of
fees on a time basis, the Consultant shall keep a
detailed record of the hours worked by and salaries
paid to his or her staff employed for the Project.
(b) The Town may inspect and audit the books,
payrolls, accounts and records of the Consultant
during regular office hours with respect to any item
which the Town is required to pay on a time scale or
disbursements basis as a result of this agreement.
(c) The Consultant, when requested by the Town, shall
provide copies of receipts with respect to any
disbursement for which the Consultant claims payment
under this agreement.
1.08 Chancres and Alterations and Additional Services
with the consent of the Consultant, the Town may in
writing at any time after the execution of the
agreement or the commencement of the Services delete,
extend, increase, vary or otherwise alter the Services
forming the subject of the agreement, and if such
action by the Town necessitates additional staff or
services, the Consultant shall be paid in accordance
with Section 3.1 for such additional staff employed
directly thereon, together with such expenses and
disbursements as allowed under Section 3.2. It is
understood by all parties to this agreement that such
arrangements must be made between the Town and the
Consultant in writing prior to the additional staff or
services being incurred otherwise the Consultant will
have no claim against the Town.
1.09 Suscension or Termination
The Town may at any time by notice in writing to the
Consultant suspend or terminate the Services or any
portion thereof any any stage of the undertaking.
Upon receipt of such written notice, the Consultant
shall perform no further services other than those
reasonably necessary to close out his or her Services.
In such an event, the Consultant shall be entitled to
payment in accordance with Section 3.1 for any of the
Consultant's staff employed directly thereon together
with such expenses and disbursements allowed under
Section 3.2.
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1.09 Suscension or Termination (cont'd)
If the Consultant is practising as an individual and
dies before his or her Services have been completed,
this agreement shall terminate as of the date of his
death, and the Town shall pay for the Services
rendered and disbursements incurred by the Consultant
to the date of such termination.
1.10 Indemnification
The Consultant shall indemnify and save harmless the
Town from and against all claims, actions, losses,
expenses, costs or damages of every nature and kind
whatsoever which the Town, its employees, officers or
agents may suffer as a result of the negligence of the
Consultant, his or her employees, officers or agents
in the performance of this agreement.
1.11 Insurance
(a) Comprehensive General Liability and Automobile
Insurance
The Consultant's insurance coverage shall be a. minimum
of $2,000,000.00 for general liability and
$2,000,000.00 for automobile insurance. When
requested, the consultant shall provide the Town with
proof of comprehensive general liability and
automobile insurance (inclusive limits) for both owned
and non-owned vehicles.
(b) Professional Liability Insurance
The Consultant's insurance coverage shall be a minimum
of $2,000,000.00 for professional liability. When
requested the Consultant shall provide the Town proof
of professional liability insurance carried by the
Consultant.
(c) Change in Coverage
If the Town requests to have the amount of coverage
increased or to obtain other special insurance for
this project then the Consultant shall endeavour
forthwith to obtain such increased or special
insurance at the Town's expense as a disbursement
allowed under Section 3.2.4.
It is understood and agreed that the coverage provided
by these policies will not be changed or amended in
any way nor cancelled by the Consultant until 60 days
after written notice of such change or cancelations
has been personally delivered to the Town.
1.12 Contractina for Construction
Neither the
corporation
subsidiary to
construction of
either directly
the Project.
Consultant nor any person, firm or
associated or affiliated with or
the Consultant shall tender for the
the Project, or have an interest
or indirectly in the construction of
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1.13 Assianment
Neither party may assign this agreement without the
prior consent in writing of the other.
1.14 Previous Aareements
supersedes all
understandings
or 'oral in
Project.
previous agreements,
between the parties
connection with or
This agreement
arrangements or
whether written
incidental to the
1.15 Accroval bv Other Authorities
Unless otherwise provided in this agreement, where the
work of the Consultant is subject to the approval or
review of an authority, department of government, or
agency other than the Town, such applications for
approval or review shall be the responsibility of the
Consultant, but shall be submitted through the offices
of the Town and, unless authorized by the Town in
writing, such application for approval or review shall
not be obtained by direct contact by the Consultant
with such other authority, department of government or
agency.
1.16 princicals and Executives
The use of principals and executives on a time basis
by the Consultant, will be in accordance with Section
1.23.1 (c).
1.17 Scecialized Services
The Consultant may engage others for specialized
services, provided that prior approval is obtained in
writing, from the Town and may add a mark-up of not
more than 5% of the cost of such service to cover
office administration costs when claiming
reimbursement from the Town.
1.18 Inscection
The Town, or persons authorized by the Town, shall
have the right, at all reasonable times, to inspect or
otherwise review the Services performed, under the
Project and the premises where they are being
performed.
1.19 Publication
The Consultant agrees to obtain the
of the Town before publishing
information regarding the Project.
1.20 Confidential Data
consent in writing
or issuing any
The Consultant shall not divulge any confidential
information communicated to or acquired by him, or
disclosed by the Town in the course of carrying out
the Services provided for herein. No such information
shall be used by the Consultant on any other project
without the approval in writing of the Town.
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1.21 Arbitration
(a) Any dispute, difference or disagreement between
the parties hereto in relation to the agreement
may, with the consent of both parties, be
referred to arbitration.
(b) No person shall be appointed to act as arbitrator
who is in any way interested, financially or
otherwise, in the conduct of the work on the
Project or in the business or other affairs of
either the Town or the Consultant.
(c) The award of the arbitrator shall be final and
binding upon the parties.
(d) The provisions of the Arbitrations Act, R.S.O.
1990, Chapter A.24, as amended, shall apply.
1.22 Time
The Consultant shall perform the Services
expeditiously to meet the requirements of the Town and
shall complete any portion or portions of the Services
in such order as the Town may require and the Town
shall have the right to take possession of an~ use any
completed or partially completed portions of the work
notwithstanding any provisions expressed or implied to
the contrary.
The Town shall give due consideration to all designs,
drawings, plans, specifications, reports, tenders,
proposals and other information submitted by the
Consultant, and shall make any decisions which he is
required to make in connection therewith within a
reasonable time so as not to delay the work of the
Consultant.
1.23 Estimates. Schedules and Staff List
1.23.1 Preparation of Estimate of Fees, Schedule of
Progress and Staff List
When requested by the Town, the Consultant shall,
within fourteen days of the execution of this
agreement, provide for the approval of the Town:
(a) An estimate of the total fees to be paid for the
Services unless such fee has been has been
included as a lump sum in the Consultant's
proposal for this Project.
(b) A schedule showing an estimate of the portion of
the Services to be completed in each month and an
estimate of the portion of the fee which will be
payable for each such month.
(c) A staff list showing the number, classifications
and salary ranges of staff and/or hourly rate
ranges for principals and executives, for which
the Consultant will seek payment on a time basis.
The Consultant shall relate such information to
the particular type of work that such staff is to
perform, while employed on the Project. Such
list shall designate the member of the
Consultant's staff who is to be the liaison
person between the Consultant and the Town.
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1.23 continued...
2.0
2.1
1.23.2 Subsequent Changes in the Estimate of Fees,
Schedule of Progress and Staff List
The Consultant will require prior written approval,
from the Town for any of the following changes:
(a) Any increase in the estimated fees beyond those
approved under Subsection 1.23.1 (a).
(b)
Any change
results in
1. 23 . 1 (b)
in the schedule of progress which
a longer period provided in Subsection
(c) Any change in the number, classification and
salary range of the staff provided under Subsection
1.23.1 (c).
1.23.3 Monthly Reporting of Progress
When requested by the Town, the Consultant shall
provide the Town with a written report showing the
portion of the Services completed in the preceding
month.
SERVICES
Terms of Reference
The terms of reference which
and appended as Schedule
comprise the Services to
agreement.
were issued by
"A" to this
be provided
the Town
agreement
by this
2.2 Consultant's Procosal
2.3
3.0
3.1
The proposal submitted by the
Project shall also comprise
provided by this agreement,
Schedule "B".
Consultant for this
the Services to be
and is appended as
Conflicts between Terms of Reference and procosal
In the event there is a conflict between the Terms of
Reference and the Consultant's Proposal noted in
Sections 2.1 and 2.2 above, the Town may choose which
terms shall constitute the Services.
PEES AND DISBURSEMENTS
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The Consultant agrees to provide the services outlined
in Article 2 of this agreement for a maximum fee of:
(a) Professional Fees
(b) Printing/Graphics/
Technical Costs
(c) Travel/Accommodation
and out of pocket
expenses
$23,900.00
$ 1,400.00
... $ 1,200.00
TOTAL
$26,500.00 plus GST
where applicable
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This Agreement shall inure to the benefit
binding upon the parties hereto and their
successors and assigns.
4.0
of and be
respective
IN WITNESS WHEREOF the parties hereto have
their corporate seals attested by the hands
authorized officers.
SIGNED, SEALED AND DELIVERED )
in the presence of )
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Witness
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Witness
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Witness
hereunto
of their
set
duly
THE CORPORATION OF THE TOWN
OF KINCARDINE
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Clerk - Maureen A. ,,{)~u't~
INC.
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SCHEDULE "A"
RANDOLPH GROUP MANAGEMENT CONSULTANTS INC.
AGREEMENT
THE CORPORATION OF THE TOWN OF KINCARDINE
STRATEGIC PLAN
REQUEST POR PROPOSALS
AND TERMS OF REFERENCE
October 31, 1995
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BACKGROUND
The Town of Kincardine is located in Bruce County, on
the Lake Huron shoreline, midpoint between London and Owen
Sound. The current population of 6585 (1991 Statistics
Canada) is predominantly Anglo-Saxon, with a strong
Scottish heritage. The employment of Kincardine relies
strongly on the Bruce Nuclear Power Development, which
historically has been the retail/service base for the
community.
The Town, given future economic uncertainties, has
decided to undertake a community-based strategic economic
development plan which will provide direction and
priorities upon which future development initiatives will
be assessed and approved.
ECONOMIC OVERVIEW
For approximately the past 20 years, the municipality
has grown and developed in direct relationship to the
prosperity created by the B.N.P.D. The municipal tax base
has been able to sustain and meet required expansions to
infrastructure. Service and retail sectors had also
prospered during this period, providing secondary jobs.
The historical strength of the Town's major employer has
resulted in an economic base highly reliant on the health
of Ontario Hydro. In essence, we are a "single industry"
Town in need of diversification.
In 1992 Ontario Hydro experienced the start of their
restructuring program. On a local basis this has created
major unrest in the community with the continued
uncertainty of job stability. Effects in the community
include reduced discretionary spending, decreased building
permit applications, devalued land and housing prices, and
increased unemployment. Based on these trends the
municipality is very concerned with the erosion of its
stability as evidenced by these factors. The Town is
wanting to explore options and opportunities to promote
economic diversification.
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PROJECT PURPOSE
The Kincardine strategic planning process will provide
the framework for priority setting and corporate decision
making to encourage and support community "grass roots"
economic development. The final report will provide senior
levels of government with assurances that requests for
financial assistance are based on actual needs as
prioritized by the Town's citizens. The following
Community Development Factors will include, but not be
limited to:
* Community Planning
* Community Economic Development
* Downtown Revitalization
* Community Facilities and Services
* Local Governance and Finance
* Community Involvement
PROJECT BACKGROUND
An initial consultation process carried out by the
Town's department heads in January, 1995, indicated a need
to fully explore the economic potential of the community,
and encompassed a great many thoughts and ideas. A listing
of these ideas and concerns are attached. These have been
circulated to and endorsed by Council, resulting in the
decision to carry out a strategic planning exercise.
STRATEGIC PLAN ACTIVITIES
The process will begin by inviting all residents of
the Town of Kincardine to participate. A community
steering committee of approximately eleven will be
appointed by Council which will have representation
consisting of Council chairs from Industrial/Commercial
Development, Planning, and Tourism Committees, as well as
citizens at large representing seniors, yoµth, recreation,
businèss, service, industry, education, and arts and
culture. The clerk-administrator will act as a non-voting
member in the capacity of Committee Assistant/Secretary.
A consultant will be retained under the supervision of
the Committee, will facilitate the community consultation
process, and will prepare all necessary materials for
working meetings, as well as the draft and final version of
the Kincardine Strategic Plan.
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The process will start with each of the nine municipal
departments being reviewed, including the Building,
Facilities (Parks & Arena), Administration, Recreation,
Airport, Policing, Public Works, Fire, and Public utilities
departments. Each municipal department will conduct a self
assessment based on the standard strategic plan format
known as SWOT (Strengths, Weaknesses, Opportunities,
Threats), as provided by and facilitated by the Consultant.
The Consultant may suggest alternative proven methodologies
for the Town's consideration.
Council, under the facilitation of the Consultant,
will also undertake an assessment process of each of the
departments based on the same SWOT format, independent of
the internal department reviews. Council, in addition,
will participate in a further community mapping process
which will include a SWOT analysis of the previously
mentioned Community Development factors. It will also
clarify its relationships with its municipal neighbours,
the County, and its community partners including government
agencies, economic development interests and service
groups.
The public participation process will entail open
access to input into a community SWOT analysis. This will
include a similar assessment based on the nine departments,
the Community Development Factors and community
partnerships.
The Consultant will be responsible for taking the
input from the three independent consultation groups,
analyzing themes, identifying common trends and proposing
goals. This summary will be brought to a community forum
including the representatives from all three consultation
groupings. The summary and analysis will be reviewed for
verification, and will provide the basis for discussion of
priorities.
be
and
Based on the decisions of this group, the
established and priorized, and the specific
long-term strategies defined.
goals will
short-term
Önce the strategic plan has been completed by the
Consultant and approved and adopted by Council, the action
plan (short and long term initiatives, time-lines, resource
allocations and monitoring program) will be prepared. This
function will be performed by the respective departments
who will develop more specific and detailed planning
documents consistent with the overall plan. Further, it is
expected that Council will develop a plan which addresses
other Community Development Factors and Community
Partnerships.
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COMMUNITY PARTNERSHIPS
This process requires broad based community
cooperation. The Town already has developed relationships
with various sectors of the community. A significant
amount of in-kind contribution will be provided by the
Community Steering Committee representatives, other
community partners (service groups, Chamber, B.I.A., Bruce
CDC, Library members, etc.), private sector business
persons, County of Bruce departments, etc. Office space
for committee meeting and/or consultant use will be
provided by the Town or at another location offered by a
local non-profit group.
RESULTS
This process, and implementation of specific
initiatives of the completed plan, is expected to create
direct benefits to the Town and its residents including:
increased business activities resulting in a broadened tax
base, increased job creation resulting in an increase in
disposable income and building activities, improved
environment to attract new business and industry resulting
in an increase in residential starts, more diversified and
developed sector base, and improved efficiencies within
and amongst Kincardine and neighbouring area departments.
The community consultation activities will result in
improved knowledge, appreciation and accountability between
municipal officials, elected officials, residents and other
partners. Existing skills will be enhanced, with new
skills gained in community and group facilitation. The
openness of this process will encourage social, cultural
and environmental concerns to be incorporated into the
broader planning process.
The strategic plan will include recommendations
related to how the implementation of the plan can be
monitored. It will be the responsibility of the Town to
ensure the plan is measured and revised as required. This
will encourage and support continued leadership and
community participation.
TIMING OP THE PROJECT
Selection of a consultant should occur by the end of
November, 1995 The Town hopes to have a strategic plan in
place by the end of August, 1996, at the latest. The
consultant should specify in his/her proposal the dates for
the draft and final reports.
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RESOURCES
The Town will provide as much administrative support
as is practical and possible. As mentioned earlier, the
clerk-administrator will act in a non-voting capacity as
assistant/secretary and municipal study coordinator to the
steering committee. The consultant should specify in
his/her proposal the extent of the administrative support
which is to be required by the consultant. Notices of
public meetings, etc. are the responsibility of the
consultant.
REPORTS
The consultant will be responsible for the preparation
of the draft and final reports. Thirty (30) copies of each
will be required, in order to provide copies for Council,
the steering committee, and department heads. The
consultant shall specify the cost of additional reports in
the event the Town requires additional copies of the report
during the next five years.
PEES AND COSTS
The consultant, in the proposal, shall provide the
proposed fee and costs which shall not be exceeded without
the advance written permission of the municipal study
coordinator. The project costs shall include all costs
including sub-consultants, expenses, and all printing
costs.
Moreover, the consultant shall provide a per diem fee
for professional staff who may be required to do additional
work authorized in advance and in writing by the municipal
study coordinator.
Consultants' invoices may be submitted on a monthly
basis, with payment made by the municipality on the third
Thursday of each month, following Council approval. G.S.T.
shall be shown separately, and the consultant's G.S.T.
registration number shall be denoted on all invoices.
Consultants must submit actual receipts when claiming
expenses.
ADMINISTRATION
The final approval of the plan and its recommendations
rests with the municipal council. The consultant's staff
contact shall be the .clerk-administrator who will also act
as a liaison between the consultant and the steering
committee and other groups as required.
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CONTENTS OP PROPOSALS
The proposal should include the consultant's
interpretation of the requirements of the study, together
with a description of the approach planned to facilitate
carrying out the terms of reference, schedule of tasks and
decision points. In addition, the consultant should
provide:
a)
relating to
how it relates
a statement of experience
planning, and particularly
plan;
strategic
to this
b) a list of any sub-consultants to be engaged by the
prime consultant, with details of the areas for which
each will be responsible;
c)
a list of key personnel who will be assigned to
project, identifying areas of expertise of each
indicating their involvement in the project;
the
and
d)
a detailed cost estimate for the project to include
manpower costs per individual, the per diem rate and
the proportion of costs for each part of the study;
e)
a work plan including key decision points, timing
work and meetings with staff, public, committee,
council;
of
and
f)
a list of any clients in the
including, if possible, copies of
prepared for those clients.
immediate
strategic
area,
plans
EVALUATION OP PROPOSALS
The Town will use the following criteria to evaluate
the proposals:
a)
of
the consultant's understanding of the terms
reference and the scope of the project;
b) the approach used, and results to be provided, to
fulfill the terms of reference;
c)
the experience, expertise and organization of the
consultant; and
d) costs and timing.
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Once the Town has conducted an initial review of the
proposals received, the Town mav require the consultant's
attendance at an interview. Details of any interviews
required will be discussed with the consultants concerned
on an individual basis.
Following the evaluation of the proposals, Council may
select a preferred consultant. The Council may accept any
of the proposals they receive or may select none at all as
they see fit in their absolute discretion.
The successful applicant shall carry out the project
in accordance with these terms of reference and upon
execution of an agreement which has been drafted based on
the model "Agreement for Professional Consulting Services"
prepared by the Municipal Engineer's Association.
Execution of this agreement by both parties shall be a
condition of acceptance of the successful applicant. The
terms of reference shall form part of the agreement.
Any applicant wanting a copy of the proposed agreement
may contact the clerk-administrator.
END USE OF THE PRODUCT
The Town of Kincardine is very excited about
completing its strategic planning exercise. This project
is extremely important to the community and it is hoped it
will serve us well in the long term in achieving a
diversified, healthy, and happy community for many years to
come.
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TOWN OF KINCARDINE
SENIOR MANAGEMENT TEAM
STRA TEGIC PLANNING GOALS
The goals were divided into six major categories, with,
specific goals and ideas within those categories.
COMMUNITY PLANNING
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Official Plan / zoning By-law
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Maintain/improve community infrastructure
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Development/Access - Highway 21
Cooperative plans with surrounding municipalities and
agencies
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Protection of the environment
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Flexibility
COMMUNITY ECONOMIC DEVELOPMENT
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Tourism
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Commercial Development
Industial Development
Suggestions and items of importance:
Existing and proposed:
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signage
information centre - staffing - weekends
harbour expansion
trailer park/campground
year-round fish tag contest
hosting conferences
job creation
promotion - brochures/maps
train businesses/residents how to deal with
tourists
attract cultural events
plutonium processing
attract business to business park
garbage processing plant
theme(s) common to all
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" Suggestions and ideas (continued)
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public transcortation into Town
trucK stoo -
Airshow/fÌy-ins
S£!O airds
POKer Run
promote Pipe Band/Massed Sands
other boating events - regattas,
fish derbies/tag contests
music festivals
antique shows
c;:aft shows
Theatre Guild & Sluewater Summer
ball/hockey/soccer tournaments
summer hockey school
tennis tournaments
Canada Day/fireworks
tree lighting
parades
sinq-a-lonq
winter carnival
music in the cark
art shows .
ski trails/snowmobile trails
beach dances
beach volleyball
fashion shows / boardwalk
celebrity golf
qamesof brawn/highland games
fall fair
lawn bowling
track meets
swim meets
heritage walks
archery/gun shoots
triathalon
bike-a-thon
seniors games
special olympics
conferences
etc.
Playhouse
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DOWNTOWN REVITALIZATION
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storefront police office
Harbour st. development and link with harbour
adequate parkinq
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support/promote existing businesses
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Downtown Revitalization (cont'd)
*
theme(s) - e.g. murals on buildings
commercial development
attitudes - welcoming
- interpersonal practices
*
*
COMMUNITY SERVICES & FACILITIES
local court
outdoor rink (downtown and north side)
harbour
bus service - to travel out of Town
community youth services
senior citizens' programs
firemen's pancake breakfasts
sandy beach
river development/trails
foghorn/ramps/breakwall/lighting
trailer park/campground
LOCAL GOVERNANCE & FINANCE
* local government coordination with:
* BIA } also with
* Chamber of Commerce } each other
* service clubs
..;
* committees/boards
* residents
. * staff
* PUC
* Ontario Hydro
* Canadian Agra
* surrounding municipalities
* event coordination
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Local Governance & Finance (cont'd)
procedural manuals
open houses for Town projects
training programs
to make money, you have to spend money
aggressive pursuit of grants (i.e. squeaky wheel)
financial planning for the future
flexibility in by-laws/regulations, but maintain
consistency and fairness
COMMUNITY INVOLVEMENT
" serve our own residents' vs. possible conflicts with
development
"
communications - between and among groups
New Years' Levy
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develop community spirit
parades)
community picnic( family reunions
(e.g. Saturday night
winter carnival
calendar of events
questionnaires
KDSS/OPP hockey game
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SCHEDULE "B"
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·
Kincardine Strategic Plan
j
I,
A Proposal
·
Prepared for the Town of Kincardine
By
THE
RANDOLPH
GROUP
MANAGEMENT CONSULTANTS INC,
·
in association with
Hardy Stevenson and Associates
November 1995
·
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THE
RANDOLPH
GROUP
MANAGEMENT CONSULTANTS ING.
November 24, 1995
Ms. Maureen A. Couture
Clerk-Administrator
Town of Kincardine
707 Queen Street
Kincardine, Ontario
N22 129
Dear Ms. Couture,
Re: Proposal to Prepare a Community Strategic Plan for the Town of
Kincardine
We are pleased to have this opportunity to submit a proposal to prepare a
strategic plan for the Town of Kincardine. Recognizing the changing economic
environment and the downsizing of operations at Bruce Nuclear, your largest
local employer, this is an appropriate time to effectively plan for the future of
your community,
As we discussed in our meetings with you and Mayor Charles Mann, we are
collaborating with another consulting firm, Hardy Stevenson and Associates,
which had originally received the request for proposal from you. It was actually
sent to Dave Hardy at First Point Strategic Planning Collaborative, which is a
subsidiary operation of Hardy Stevenson and Associates. In discussions with
Dave Hardy and his colleagues, Dave has requested that our firm actually take
the lead on this assignment because of our extensive community strategic
planning experience, and we will be supported throughout the project by Hardy
Stevenson and Associates who have complementary experience in several
important areas including land use planning.
This letter is a proposal which responds to all of the requirements of your Terms
of Reference which we have reviewed in detail. As well, we gained additional
insights into the key issues and concerns of the community from our discussions
with you and Mayor Mann, as well as reviewing additional background
materials in preparing this proposal. We have divided our proposal into four
sections - Strengths of Our Study Team, Understanding Your Needs, Proposed
Work Plan and Methodology, and Staffing, Timing and Fees. In addition, we
111 King Street East. 3rd Floor, Toronto, Ontaflo, Canada M5C lG6 Telephone: (416) 368,7402 Facsimile: (416) 368·9335
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Ms. Maureen Couture
Novemb,er 24, 1995
Page 2
have attached appendices with information on the relevant experience and
qualifications of The Randolph Group and Hardy Stevenson and Associates, as
well as resumes of the individual consultants who are available to work on the
project. We have also included a list of references, following this proposal letter,
so that you may contact other clients for whom we have prepared community
strategic plans or economic development strategies.
STRENGTHS OF
OUR STUDY TEAM
The Randolph Group in combination with Hardy Stevenson and Associates offer
several key strengths in terms of qualifications and experience which are
particularly relevant to this community strategic planning project for the Town
of Kincardine. These include the following:
.
Multi-disciplinary team with in-depth knowledge of municipalities and
the issues they face. The Randolph Group and its principals have worked
for numerous municipalities throughout Southern Ontario, Northern
Ontario and even in other provinces, for many years. Our work for
municipalities over the years has encompassed community strategic
planning, economic development strategies, tourism development
strategies, land use planning and other work related to official plans, as
well as municipal financial and organizational work. We recognize the
increasingly complex jurisdictional and fiscal environment in which you
operate, and have had practical experience in helping municipalities
maintain and enhance service delivery in the face of shrinking financial
resources.
.
Extensive experience in community strategic planning. The Randolph
Group has worked for many municipalities throughout the province,
ranging from small towns and townships to major cities and regions,
prepating community strategic plans. Depending on the client we have
undertaken a number of different roles in the strategic planning process
and have actually developed terms of reference, facilitated workshops,
assisted staff in the development of a strategic plan, as well as providing
full strategic planning consulting services to municipalities. Among the
municipal strategic planning clients we have worked for over the past few
years in various roles are the following:
THE
RANDOLPH
GROUP
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Ms. Maureen Couture
November 24, 1995
Page 3
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· Town of Walden
· Township of Wilmot
· Town of Blind River
· County of Simcoe
· County of Middlesex
· City of Cambridge
· City of Burlington
· Region of Peel
· Region of Ottawa-Carleton '
· City of Guelph
· City of Monctcon.
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We should stress that regardless of whether we have facilitated the process
or fully developed the plan ourselves in consultation with the
community, we take pride in the fact that our plans have been effectively
implemented.
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Extensive experience preparing economic development strategies and
tourism development strategies frir. municipalities and regions. The
Randolph Group and its principals have been active in the economic
development field for many years and an important part of this practice
area is our work on tourism development strategies. We have
undertaken many of these projects throughout Southern Ontario,
Northern Ontario and the Atlantic Provinces, and among the
municipalities and areas we have done economic development and/or
tourism development strategies are the following (see further details in
Appendix A):
· Town of Georgina
· Town of Blind River
· City of Barrie and area
· Region of Halton
· Region of Hamilton-Wentworth
· City of Thunder Bay
· · Town of Gore Bay
· Township of Assigninack
· Metro Toronto.
THE
RANDOLPH
GROUP
·
Figure 1
Current Challenges Facing the Town of Kincardine
General Challenges Facing Municipalities
Major Economic
Restructuring
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Downsizing of
Bruce Nuclear
Achieving
Collective Vision
on Future
Government
Fiscal Restraint
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Achieving
Economic
Diversification
Specific Challenges for Kincardine
ancing Loea
Public-Private
or Partnershi
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Ms. Maureen Couture
November 24, 1995
Page 4
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Boating, marina and waterfront development project experience. The
Randolph Group, in connection with its work in the tourism sector, has
been involved in a number of major waterfront development projects for
various municipalities including the City of North Bay, City of
Burlington, Town of Marathon, Township of Chapleau and others. As
well, our firm conducted a province-wide study of recreational boating on
the Great Lakes in 1991 which included detailed surveys of marina
operators and boaters throughout the Great Lakes, as well as actual site
inspections of various harbour and marina facilities (including Kincardine
and other towns along the eastern shore of Lake Huron). More recently,
we conducted an examination of the Lake Ontario marinas and yacht club
infrastructure and boating market for the north shore of Lake Ontario.
.
Thorough knowledge of the Kincardine area. All members of our study
team are familiar with the Kincardine area. The principals at Hardy
Stevenson and Associates have been involved in work related to the
Bruce Nuclear plant which has brought them to the area previously. We
should also point out that John Murray of The Randolph Group, the
designated team leader for this project, is personally very familiar with
Kincardine, having been a cottager in the area since the late 1950s. He has,
in fact, literally grown up with the community and seen it develop and
prosper over the past few decades, so brings a unique personal interest and
commitment to the project, along with his consulting expertise.
UNDERSTANDING
YOUR NEEDS
Like many municipalities throughout the province, the Town of Kincardine
faces a number of current challenges which must be addressed in both the short-
term and long-term to ensure the long-term prosperity and continued financial
viability of the community. A number of these challenges are similar to those
facing other municipalities, as shown in Figure 1, while some of them are more
specific to Kincardine's situation.
Clearly, the current major economic restructuring which is being experienced
province-wide and generally throughout the continent, along with the aging of
the population base, are very significant challenges. Economic restructuring has
literally changed the way we do business in both the private and public sectors. It
THE
RANDOLPH
GROUP
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Ms. Maureen Couture
November 24, 1995
Page 5
represents both an opportunity and a constraint. Some existing businesses are
becoming obsolete, whereas new ones are starting up in respond to technological
change. Advances in technology have made many businesses potentially more
footloose in terms of where they locate which may represent an opportunity for
Kincardine. On the other hand, the major demographic trend towards an aging
population base means that a higher proportion of the total population will be
retired and contribute less to the day-to-day economy. Government fiscal
restraint is pervasive and will likely become more severe before it improves.
Governments at all levels including the federal and provincial· governments
have embarked on a process of legislative changes designed to deal with fiscal
realities and respond to the changing economic times. Many of these legislative
changes impact severely on municipalities.
Added to these general circumstances, Kincardine is faced with the imminent
downsizing of its largest local employer, the Bruce Nuclear plant which not only
provides local employment but contributes to the Town's fiscal resources. The
downsizing means fewer jobs, potentially fewer taxpayers living in Kincardine
(unless alternatives can be found) and possible loss of revenues from grants-in-
lieu of taxes from Ontario Hydro as downsizing and belt-tightening continues.
This, then, necessitates the need for economic diversification and the
community has already started considering a number of options including new
businesses and further development of the area's tourism potential.
Recognizing the increasing limitations on public sector fiscal resources, it will be
important locally to enhance public-private sector partnerships in pursuing
business and economic development initiatives and enhancing the community's
quality of life. Central to this is a need to understand the collective vision for the
future of the Town of Kincardine, which can only come from a comprehensive
community consultation process leading up to preparation of an overall
community strategic plan. We understand that preparation of a strategic plan is
a high priority among members of Council, as well as the community at large,
recognizing the aforementioned challenges.
Purpose of the Kincardine Strategic Planning Process
Strategic planning is frequently misunderstood and often not used effectively.
We believe there are several specific reasons why Kincardine should develop a
strategic plan in order to address the challenges we have just discussed. These
include the following:
THE
RANDOLPH
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Ms. Maureen Couture
November 24, 1995
Page 6
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Developing a collective vision. It is important to marshal the resources of
the community behind a common vision in order that the collective
investment in the community's future can be maximized.
· Planning for the future. This strategic planning process should identify
the internal and external forces which will influence Kincardine's growth
and development over the next decade or more. The process must
provide the information needed to make rational, informed decisions on
the strategic issues and alternatives for dealing with them which are faced
by the Town. The process needs to consider ongoing changes in the
population base, the economy and the services which must be provided by
the public and private sectors.
·
Ability to maximize resources. Strategic planning is really a management
process and it provides a mechanism for deploying resources in an
effective manner. In effect, it enables you to focus on what matters most,
prioritizing the key strategic issues with which the community should be
most concerned.
· Establishing a framework for other plans. We understand that Kincardine
will be reviewing its Official Plan and Zoning By-law and making
appropriate changes, but needs an overall context or framework within
which this can be done. A key way in which important recommendations
of the Town's overall strategic plan can be implemented is by guiding
Official Plan policies which will reinforce objectives and strategic actions
of the Community Strategic Plan.
· Effective public-private sector partnerships. Issues continue to increase in
complexity and often blend in terms of jurisdictional responsibility. To
complicate this, fiscal resources continue to shrink, so Kincardine will
need to enhance its efforts to work with other public sector and private
sector partners in providing the necessary facilities and services for the
comm1oU1ity. The strategic plan can provide direction for forming these
partnerships and suggest strategic actions.
Key Land Use Planning Issues to be Addressed in Strategic Plan
A key element of the land use planning component of the Strategic Plan process
is understanding conditions, trends, and information arising from studies.
THE
RANDOLPH
GROUP
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Ms. Maureen Couture
November 24, 1995
Page 7
Through our visit to the Town of Kincardine on Tuesday, November 21 and a
review of some completed studies, we understand the following to be among the
land-use planning issues to be guided by the Strategic Plan.
· Planning for the 600 acres of annexed lands. A preliminary assessment
has been completed by MacNaughton Hermsen (Nov. 9, 1995) indicating
that the net developable area of 423 acres may yield approximately 1,800 to
1,900 housing units if fully built out. We will ensure that the Strategic
Plan will provide valuable advice regarding the land-use options and
future land-use distribution for these lands.
·
Downtown commercial land uses. In January 1992, the County of Bruce
Planning Department and Economic Development Department, in
conjunction with the Town of Kincardine Industrial and Commercial
Committee produced the Commercial Area Study. This study came up
with 31 recommendations for improving the growth and enhancement of
the commercial base. We will be responsible for ensuring that the
Strategic Plan will build on the Commercial Area Study and provide
advice to Official Plan policy studies. Important considerations within the
Strategic Plan study will also include the Town's Community
Improvement Plan and Waterfront Development Plan.
· Highway 21 by-pass considerations. Prior to 1980, Highway 21 travelled
through Town and the road pattern promoted development of highway
commercial development at key nodes. With the establishment of the By-
Pass along the eastern boundary of Town, the downtown commercial
environment changes significantly. The revisiting of the Highway 21
issue through the Strategic plan will provide important guidance to the
Official Plan as the basis of: Commercial Policies; General Development
Policies; Community Improvement Policies; Commercial Land-Use
Policies and the Zoning By-law.
·
Tourism and harbour considerations. The Strategic Plan will provide
guidance to the Official Plan in terms of the need to address the existing
waterfront plan and the expansion of marina/docking facilities. We will
ensure that the Strategic Plan provides guidance in these areas, as well as
on the characteristics and location of other facilities and services
supporting the tourism sector (e.g. accommodations and attractions).
THE
RANDOLPH
GROUP
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Ms. Maureen Couture
November 24, 1995
Page 8
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Industrial attraction and economic development considerations. Many
small industries of 2 to 5 employees often provide a better balanced source
of long terms jobs and tax revenues than one industry of many employees.
To address this, the Strategic Plan will be expected to provide further
guidance to Official Plan policy oriented to attracting small business to
Kincardine.
PROPOSED WORKPLAN
AND METIiODOLOGY
In develoBing our workplan for this project we have carefully reviewed your
Terms of Reference where you have suggested a specific comprehensive
consultation process. Based on this approach and our experience with other
communities, we have structured the workplan to ensure that municipal staff,
council and the general public, including various local interest groups, are
adequately involved in the Kincardine community strategic plan consultation
process.
Before outlining our workplan in detail, we should stress that our overall
approach is based on several important principles including the following:
· Objective, third-party facilitation. It is important that we work Mìh you
on this assignment by helping to design frameworks, facilitate meetings,
provide advice on consultation and communications, and generally
facilitate the strategic planning process. It is essential that the ideas and
concepts embraced in the plan originate within the community whether it
be council, staff or the general public, so that there is strong ownership of
both the process and product which results.
·
Achieve a "made in Kincardine" solution. Having undertaken work in
many other communities, we clearly have considerable experience in
community strategic planning, but we must be careful to emphasize the
uniqueness of Kincardine and its particular community values and
circumstances. Therefore, we do not propose using a "cookie cutter"
approach, but rather we have tailored a workplan which is specific to your
requirements. At various stages throughout the process, we can advise
you with regard to possible alternatives based on our experience in other
THE
RANDOLPH
GROUP
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Figure 2
Proposed Work Plan and Study Schedule
I - Community Consultation
Process
1. Project orientation meeting
2. Review previous studies,
plans, documents and data
3. Facilitate departmental
SWOT analyses
4. Conduct SWOT analysis
with Council
5. Prepare overall situation
analysis discussion paper
6. Meet with Steering
Committee and conduct
initial Public Meeting
7. TrabllocalcommUIÜty
consultation facilitators/
surveyors and implement
process
8. . Consolidate and analyze
results of consultation
processes
,
,
II - Developing Strategic Plan
1. Analyze economic
development and tourism
opportunities
2. Conduct strategy
development workshop
3. Prepare draft strategic plan
4. Present draft plan to Steering
Committee and at
CommUIÜty Public Forum
5. Revise and finalize strategic
plan
6. Present strategic plan to
Council
,
,
,
,
*E Committee Meetings/Presentations
. Public Meeting
Å Draft Strategic Plan
... Finalized Strategic Plan
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Ms. Maureen Couture
November 24, 1995
Page 9
jurisdictions and suggest what the strengths and weaknesses of such
alternatives might be in Kincardine's context.
·
Commitment to project schedule and budget. We have outlined a project
schedule and presented a proposed budget which must be adhered to so
you are protected from cost overruns and to maintain adequate
momentum for the strategic planning process. Significant schedule delays
can inevitably exert upward pressures on the project budget, and it is
important that the budget we present in this proposal is a fixed fee so you
will not incur any cost overruns.
· Commitment to working with client teams. We understand you are
forming a Strategic Plan Steering Committee to direct this project and
work with us on developing the plan. We have considerable experience
working with client-consultant teams on many other strategic planning
projects and consulting assignments.
·
Clear and effective communication. While strategic planning can be a
confusing or unclear concept to those who are unfamiliar with it, we
believe that clear and effective communication, which is a hallmark of
our team, will help alleviate concerns and de-mystify the strategic
planning process within the local community.
· The process is as important as the product. You have clearly recognized in
your Terms of Reference the importance of the strategic planning process
itself. The objective is not to produce a huge document which few will
read and adhere to, but rather engage in a consultative process which will
result in a clear vision for the community, along with specific goals and
objectives and strategic actions which can be implemented during the
coming years. Actual documentation should be concise and to the point,
but thorough enough to contain all necessary information to facilitate
implementation.
Phase I: Community Consultation Process
This is the most important part of the strategic planning process for Kincardine
and will likely consume almost two-thirds of the entire project budget. In this
first phase of our work, we have identified eight specific task areas which are
outlined in the proposed workplan and study schedule chart of Figure 2.
THE
RANDOLPH
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Ms. Maureen Couture
November 24, 1995
Page 10
1.
Project orientation meeting. This would be a start-up meeting with the
members of the Steering Committee to be held in Kincardine as soon as
practical after the contract is awarded. It would be ideal to conduct this
meeting by mid-December so that we can commence some of the
background research and be ready to start the facilitation and consultation
process early in the New Year. At this meeting we would discuss the
details of the workplan proposed in this proposal and make any
refinements considered appropriate by the Committee. As well, we would
use the meeting to gather the various existing studies, plans, documents
and data for review in Task 2, and also provide an opportunity for
Committee members to meet with us on an individual basis to discuss the
key issues of the various stakeholder groups they represent.
2.
Review previous studies, plans, documents and data. We reviewed
several documents while preparing this proposal including Kincardine's
economic development promotional brochure, the 1992 Statistics Canada
Community Profile for Kincardine, the Town of Kincardine Commercial
Area Study, the South Bruce Community Futures Economic Development
Strategic Plan, and the Bruce 2005 Report prepared by the Bruce
Community Development Corporation. There are numerous other
documents and data sources we would review as well during this task of
our work such as the Waterfront Development Master Plan, municipal
Annual Reports, the Official Plan and Zoning By-law, and other relevant
previous studies. We would also review appropriate internal documents
of each of the nine municipal departments we would be reviewing and
meeting with in Task 3.
3.
Facilitate departmental SWOT analyses. This would be an excellent
opportunity to meet departmental officials in each of the nine municipal
departments - Building, Facilities, Administration, Recreation, Airport,
Policing, Public Works, Fire, and Public Utilities. We would facilitate a
series of two-hour SWOT discussion groups with each of these
departments conducted over a two to three day period. This will enable
each department to conduct self-assessment and assess the strengths,
weaknesses, opportunities and threats related to their areas of jurisdiction.
We would establish a process for receiving ongoing feedback from each ofnthe departments, as appropriate, throughout the course of the community
consultation process. This initial SWOT analysis will provide excellent
THE
RANDOLPH
GROUP
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Ms. Maureen Couture
November 24, 1995
Page 11
input to the SWOT analysis conducted with Council, as well as the initial
public meeting.
4.
Conduct SWOT analysis workshop with Council. In this particular SWOT
workshop, Council will be able to undertake an assessment process of each
of the nine departments using the same format, but independent of the
internal departmental reviews of the preceding task. The workshop
session will also involve a further community mapping process which
would encompass a SWOT analysis of the various community
development factors noted in your Terms of Reference (community
planning, economic development, downtown revitalization, community
facilities and services, local governance and finance, and community
involvement). This workshop will also consider relationships with
municipal neighbours, with Bruce County, and with Kincardine's various
community partners including government agencies, economic
development interests and local business and service groups.
5.
Prepare overall situation analysis discussion paper. On the basis of our
review of existing documents and data, as well as the SWOT analyses with
staff and Council, we will be in an exci:!llent position to prepare a brief
discussion paper which provides an overall situation analysis or context
for Kincardine's community strategic planning process. This could
include, for example, a review of the current economic situation, changing
community demographics, the status of various development initiatives
and projects, and some of the preliminary opportunities identified with
regard to community development and economic diversification. This
discussion paper would be circulated to members of the Steering
Committee and highlights of it could form the basis of the presentation at
the initial public meeting.
6.
Meet with Steering Committee and conduct initial public meeting. We
would meet with our Steering Committee to review the discussion paper
and presentation materials for the initial public meeting. This meeting
would be conducted at an appropriate location which would be arranged
by the municipality and well-publicized in advance via advertisements
and/ or notices mailed by the municipality to community residents (it
would likely be possible to combine the notice in an existing mailing,
assuming scheduling permits). We have found that the best format for
such public meetings is as follows:
THE
RANDOLPH
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November 24, 1995
Page 12
· Introductory remarks by the Mayor
· Consultant overview presentation of situation analysis and strategic
plan process
· Question and discussion period with those in attendance
· Opportunity after the formal meeting for individuals to meet the
consultants on a one-on-one basis.
Of course, we are flexible to adjust this format in order to be best-suited to
your 1"equirements. It may also be appropriate to hand out a short survey
form to all those who attend the meeting in order to solicit additional
written feedback, especially from those who may be less inclined to speak
out at public meetings.
7.
Train local community consultation facilitators/surveyors and implement
process. Beyond staff, Council and the general public, it is important that
key interest groups such as the Chamber of Commerce, BIA, local service
clubs and others are also more explicitly involved in the consultation
process. In the interest of being cost-effective, we are recommending that
we train local community consultation facilitators/surveyors who will
facilitate each of the groups to develop their input into the strategic
planning process. Dave Hardy of Hardy Stevenson and Associates has
excellent experience with community facilitation processes and has been
involved in training facilitators on previous occasions. He would be
responsible for coordinating this session and the feedback received from
each of the stakeholder groups facilitation sessions. It may be appropriate
to conduct a business survey as part of this process. The Randolph Group
and Hardy Stevenson and Associates could design the survey form, which
would be administered to local business (via telephone or in person) by
local surveyors/facilitators.
8.
Consolidate and analyze results of consultation processes. This important
final step of our Phase I work would be an opportunity to review the
results'of all of the Phase I consultation processes and compile them in
order to provide important input into the discussion paper which would
be developed for the strategy development workshop of Phase II.
THE
RANDOLPH
GROUP
"!';" ,
Ms. Maureen Couture
November 24, 1995
Page 13
.0 Phase II: Developing Strategic Plan
This second phase of our workplan is focused on developing the actual plan and
making appropriate revisions so that it can be adopted by Council. Six specific
task areas are involved in this phase of our work, as shown in Figure 2 and
described in the following paragraphs.
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1.
Analyze economic development and tourism opportunities. We
recognize that economic diversification is a key objective of this strategic
planning process. We have also noted the specific ideas regarding
economic development and tourism development which have been
suggested in the initial consultation process carried out by the Town's
Departments in January 1995, and attached to your Terms of Reference. A
number of economic development opportunities exist ranging from local
retail and service businesses and small owner-operated manufacturing
businesses, to industries or operations specifically related to the Bruce
Nuclear plant. As well, your scenic location on the eastern shore of Lake
Huron, attractive waterfront and beach area, along with harbour and
marina facilities provide an excellent opportunity for tourism
development.
We understand that the Town now owns the former railway land around
the harbour and waterfront area and has embarked on the initial phases of
a long-term waterfront development plan. There are no doubt a number
of other initiatives which would further enhance tourism potential, such
as further development of the Town's distinctive Scottish theme on the
basis of additional festivals and events, attractions and retail facilities
which promote the theme. The Randolph Group has extensive
experience with tourism development projects and was recently involved
in a province-wide study of festivals and events in Nova Scotia which has
also successfully promoted the Scottish theme. The objective of this task
would be to identify some specific opportunities and projects which
should-be emphasized in the strategic plan and would significantly
contribute to economic and tourism development.
2.
Conduct strategy development workshop. With the synthesis of the Phase
I consultation in hand, as well as the analysis of economic development
and tourism development opportunities, we are now in a position to
develop the actual strategic plan. An important part of this would be to
THE
RANDOLPH
GROUP
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3.
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Ms. Maureen Couture
November 24,1995
Page 14
conduct a strategy development workshop with key community
stakeholders which would likely include the Steering Committee
members and, if appropriate, other key stakeholders from within the
community. This would likely be an all-day workshop which would
commence with presentation of a brief discussion paper prepared by the
consultants, and then followed by sessions focused on developing the
overall mission statement, specific goals and objectives, strategic
directions, and strategic actions to be included in the overall strategic plan.
Prepare draft strategic plan. With all of the input to date, the consultants
would now draft up the various sections of the overall strategic plan
including the mission statement, goals and objectives and strategic
directions agreed upon in the strategy development workshop (subject to
further refinement), and details of the specific strategic actions must be
implemented for the plan to be successful. As well, the strategic plan will
encompass an implementation section and framework for monitoring
and evaluation which would be prepared by the consultants.
4.
Present draft plan to Steering Committee and at Community Public
Forum. We would present the draft plan to the Steering Committee for
review and comment. We would also discuss the way in which this
should be presented at the community public forum for input from
various key stakeholder groups. Incorporating the advice of the
Committee, we would present the draft community strategic plan at a
public forum which would be arranged by municipal staff, and publicized
in advance similar to the first public meeting. This meeting would take
on a similar format to the first, although we would likely be able to
encourage more discussion now that a specific draft plan has been
presented which people can react to. Once again, it may be appropriate to
circulate a short survey form at the meeting to get written feedback from
those who may not speak out at the meeting.
5.
Revise- and finalize strategic plan. With feedback from both the Steering
Committee and the Community Public Forum, we would make the
necessary revisions and modifications to our draft strategic plan and
prepare it in a final form for presentation to Council. It will be sent in
advance for review by Council members prior to presenting it at a Council
meeting.
THE
RANDOLPH
GROUP
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Ms. Maureen Couture
November 24,1995
Page 15
6.
Present strategic plan to Council. This would be the final meeting of the
project and we would present the overall strategic plan which has
emerged from the comprehensive consultation process. It would reflect
many of Council's views and comments along with those of staff and
residents of Kincardine. We would hope that Council would be in a
position at this stage to vote to adopt the plan and set the implementation
process in motion which would initially involve each department
preparing their own action plan, in order to implement the various
directions and recommendations of the overall strategic plan. As
requested, we would provide thirty copies of the final plan as well as an
original from which you can reproduce additional copies as required.
STAFFING, TIMING
AND FEES
As discussed earlier, this project will be led by The Randolph Group who will be
supported in key areas by Hardy Stevenson and Associates. All of the work will
be undertaken by principals and senior associates of the two firms.
The Randolph Group
Overall responsibility for this project on the part of The Randolph Group will be
taken by John Murray, a partner of the firm. John will serve as the overall
project director and will be the day-to-day liaison for the assignment. John has a
diversity of consulting experience for municipalities and other public and
private sector clients, and has been particularly involved in economic
development and tourism strategic planning projects for a number of
municipalities and regions. These include the Town of Blind River, Town of
Georgina, City of Thunder Bay, County of Hastings, Superior East Region of
Northern Ontario, and City of Sudbury. As discussed earlier, he is personally
familiar with Kincardine, based on more than three decades of cottaging in the
area. He has also been involved in a number of waterfront development
projects such as those for the City of North Bay, Town of Marathon, Township of
Chapleau, and City of Burlington, and was project manager for a major study of
recreational boating and marinas throughout Ontario. He also did work for the
Waterfront Regeneration Trust regarding marinas and yacht clubs along Lake
Ontario's north shore.
THE
RANDOLPH
GROUP
,.eo·J: .
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Ms. Maureen Couture
November 24, 1995
Page 16
Available to work with John on this project is Carolyn Kearns, another partner
of the firm who has spent over 20 years consulting to municipalities and other
public sector clients. Carolyn has worked on many municipal strategic planning
projects including those for the Town of Walden, City of Burlington, Region of
Peel, Township of King, Region of Ottawa-Carleton, Region of Sudbury, County
of Frontenac and many others. Aß well, Carolyn has been actively involved in
preparing community economic development strategies and tourism
development strategies such as those undertaken for the City of Barrie and area,
Region of Sudbury, Town of Blind River, City of Thunder Bay, County of
Hastings, Town of Georgina and many others. Carolyn has facilitated many
public consultation processes and has a thorough understanding of
municipalities, having worked for so many and in several düferent contexts.
Susan Wright, also a partner of The Randolph Group, has worked with public
sector clients for more than 13 years and led numerous strategic planning
projects for municipalities and other organizations. Recently, Susan conducted a
successful community strategic plan for the City of Cambridge and has
undertaken other municipal strategic planning assignments for a range of
organizations including the Township of Wilmot, the Town of New Tecumseth,
the City of Guelph and the County of Middlesex.
Hardy Stevenson and Associates
Overall responsibility on behalf of Hardy Stevenson and Associates will be taken
by Dave Hardy, a principal of the firm and former Senior Planner of the Town of
Aurora. His major area of expertise is socio-economic analysis and assessment of
environmental planning and land-use implications of changes to municipal
goals and objectives. Aß a Registered Professional Planner, Dave has developed
Official Plan policies, analysed proposed land use options, assessed infrastructure
needs and provided expert advice before the Ontario Municipal Board. Dave is
also a facilitator and trainer in the area of public consultation and liaison, and
will assist in training oriented to the community involvement program.
Robert van Beers is an Associate of Hardy Stevenson and Associates, Principal of
van Beers Consultants, and former Staff Economist with Acres International
Limited. His strengths are economic analysis, strategic planning, and financial
feasibility analysis. He has undertaken many socio-economic impact
assignments and worked on ,major hydro and harbour development projects.
THE
RANDOLPH
GROUP
.. .....
·
Figure 3
Proposed Study Budget
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¡
1
I - Community $15,725 $500 $775 $17,000
Consultation Process
11- Developing Strategic $8,175 $900 $425 $9,500
Plan
·
TOTALS $23,900 $1,400 $1,200 $26,500'
.
G.S.T. of 7% is applicable, which amounts to an additional $1,855. However, we
understand that the municipality receives a rebate of approximately half this G.S.T.
amount.
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Ms. Maureen Couture
November 24, 1995
Page 17
Robert will play an analytical role on the study team and support the analysis of
community economic development initiatives associated with the Strategic Plan.
Project Schedule
As shown in the work plan of Figure 2, we would undertake to complete this
work next summer, so that you can have a strategic plan fully in place by August
1996. In Figure 2 we have shown the approximate timing of each of the major
tasks of the project including the key deliverables. We are flexible to adjust this
schedule to better meet your needs or adapt to changing circumstances. We
believe that this is a reasonable timeframe which will enable sufficient
momentum to be maintained during the process, yet extend into the early
summer of 1996, so that seasonal residents of the Town could attend the public
meeting at which a draft of the overall strategy is presented, prior to finalizing it.
Project Budget
We have presented our overall budget breakdown for the project in Figure 3.
We should stress that we have had considerable experience with similar projects
for communities ranging in size from smaller than Kincardine to much larger
cities. We have also had experience with a range of different terms of reference
and recognize that yours are extremely comprehensive and perhaps involve a
stronger economic development thrust than those for some other communities.
We are committed to providing you with a superior process and product which
can be effectively implemented, but recognize the time commitment of senior
principals of the firms involved in order to implement the process effectively.
We also recognize that financial resources are limited and you must be assured
that there will be no cost overruns on the project.
Therefore, we are committed to undertaking the work plan proposed in this
proposal to your complete satisfaction for a fixed fee of $26,500, as shown in
Figure 3. Should we incur additional time and expense costs which are in excess
of our initial estimates, you would still not be charged more than the $26,500
fixed fee. We believe that our background and experience is particularly well-
suited to Kincardine's needs and will help ensure preparation of a thorough and
practical strategic plan. Please feel free to contact the references noted following
this letter regarding the quality of our work on strategic planning projects and
adherence to fixed price budgets.
THE
RANDOLPH
GROUP
;/,..,;'.".
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Ms. Maureen Couture
November 24, 1995
Page 18
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While we have suggested a very specific approach in this proposal, we should
stress that we are flexIole to adapt to changing circumstances and your ongoing
requirements. Please contact us if there is any further information you require at
this time. In the meantime, we look forward to hearing from you when you
have had an opportunity to evaluate the proposals.
Respectfull submitted,
TIIE OLPH GROUP
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THE
RANDOLPH
GROUP