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HomeMy WebLinkAboutKIN 96 012 Strategic Pl Consult · e e e 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. 3 . 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. ~~~ Mayor #~~ Clerk .. ¿, .,. . !o. .. i.~ :~ . .' . . This AGREEMENT made this , ~ "'" 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. .. ./2 4 ~ ! t ~ ~ . · · · The Randolph Group Management Consultants Inc. Page 2 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. .. ./3 ~ ~ 1 , , · = · .' · The Randolph Group Management Consultants Inc. Page 3 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 .. ./4 ., . ~ ~ 1- · . ,~ . .. . The Randolph Group Management Consultants Inc. Page 4 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. .. ./5 ..J 't '!_ 1. t · · -. · The Randolph Group Management Consultants Inc. Page 5 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. .. ./6 .t 1. 1- t . · · · · The Randolph Group Management Consultants Inc. Page 6 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 ~ 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 .. ./7 ~ , ! · · · · The Randolph Group Management Consultants Inc. Page 7 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 ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ---~-ç;(~~------ Witness --~~~~-------- Witness ~~~--~ Witness hereunto of their set duly THE CORPORATION OF THE TOWN OF KINCARDINE ~~l~~_\ - -. . ~\-i·",.3 ./{/ ".. .//!" ._--...~_.~. ......- ...... ~'-""..:...'.;.................~ Clerk - Maureen A. ,,{)~u't~ INC. "..H....-. ,~~' -'" .:i~~ .~,~;..:::-.::::.::~>____ ~ .0~.~ ',:./ ~ -~ ~......?':::.. ~ ~rtn!j '/ ':co~ "ª --....:::- - '- - ........= ::::.....;.: J- .,......_.:: -:;....._.-. - -- ~ ~ -- . - :':;,,; ~"':-;.' .-, //."<: .-<~',~::,):-' , , . \ .,., . . , · · · . - . 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 .. . , ., , , . · · · -2- 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. .. ./3 .' 1. ''f,i. " " · · · · -3- 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. .. ./4 ./ 1. ',l ., · · · · -4- 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. ... /5 I. ''"'.~ ... · · · · -5- 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. ... /6 ... ,> · · · · . , -6- 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. .. ./7 !. '~,~ ~. , · · · -7- 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. ... /8 *' !- -t· * · · · · -8- 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. .' . ... ~ ::ý! . . . I ~:. . . . 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 .. Official Plan / zoning By-law .. Maintain/improve community infrastructure .. Development/Access - Highway 21 Cooperative plans with surrounding municipalities and agencies .. .. Protection of the environment .. Flexibility COMMUNITY ECONOMIC DEVELOPMENT .. Tourism .. Commercial Development Industial Development Suggestions and items of importance: Existing and proposed: .. .. .. .. .. .. .. .. 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 .. .. .. .. .. .. .. .. . . ./2 " ..I. ~_' 1 ,', '.:. . . .,' . . -2- " Suggestions and ideas (continued) " " " " " " " " " " " " " " " " " " " " " " " " " " " " " " " " " " " " " " " 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 -. DOWNTOWN REVITALIZATION " storefront police office Harbour st. development and link with harbour adequate parkinq " " " support/promote existing businesses . . ./3 .1,....('. " . .'.'. -' .., . . . * " * * * * . * * * * * -3- 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 . .. ./4 .', ,t .;"'," t ,~ ":. .' . . u ...,\ '.. . " " " " " " " . . . " " " " " ~ I -4- 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 " " develop community spirit parades) community picnic( family reunions (e.g. Saturday night winter carnival calendar of events questionnaires KDSS/OPP hockey game , .' , '. ." .' r· '-. SCHEDULE "B" ! · 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 · " .' (- . -, ¡ , I , . t I . .. - 1 . . 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 !; f. " -(.' .. · 1 I .J ·1 · · · 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 \ " J .. ,t " Ms. Maureen Couture November 24, 1995 Page 3 · · 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. 'I ] ..¡ 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. · . / , 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 ---------------- / Downsizing of Bruce Nuclear Achieving Collective Vision on Future Government Fiscal Restraint c~~ / , t ., i I ------------------- " Achieving Economic Diversification Specific Challenges for Kincardine ancing Loea Public-Private or Partnershi . . . ' · · · · Ms. Maureen Couture November 24, 1995 Page 4 . 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 · · · .. , '. · , ~ . . 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 GROUP . , · · ... , - · Ms. Maureen Couture November 24, 1995 Page 6 · 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 1" 0::... · · · · 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 .. ''',~ ~ . . .. ,J ~. . Ms. Maureen Couture November 24, 1995 Page 8 · 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 ~ . 1 S . 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 . . :. 1 , . . et 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 GROUP .' l' '!:. .,~ , · · · · 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 ~ 1:: '.. ' · · . · 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 GROUP . . '. . .. !....' , \ , Ms. Maureen Couture 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. · · · 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 "J' _. .",J I ., I l 3. I . , J · · · 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 ... .'...-.. . · · · . 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: . · " ¡ · · . 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 . " ¡ 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. · J '... ~_'t", · · · · 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 ;/,..,;'.". ~/ '. Ms. Maureen Couture November 24, 1995 Page 18 " " " " " 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 . . Encl. ¡. , ~ ... /. , THE RANDOLPH GROUP