HomeMy WebLinkAbout05 021 strategic plan
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THE CORPORATION OF THE MUNICIPALITY OF KINCARDINE
.BT
BY-LAW
NO. 2005 - 021
A BY-LAW TO OFFICIALLY ADOPT A STRATEGIC PLAN FOR THE
MUNICIPALITY OF KINCARDINE
WHEREAS Section 224 of the Municipal Act, 2001, S.O. 2001, c. 25, as amended,
provides that the role of Council is to represent the public and to consider the well-being
and interests of the municipality, to develop and evaluate the policies and programs of a
municipality and to determine which services the municipality provides;
AND WHEREAS the Council for The Corporation of the Municipality of Kincardine
deemed it necessary to develop a Strategic Plan for the municipality to guide community
direction and development;
AND WHEREAS through a community consultation process a Strategic Plan for the
Municipality of Kincardine has been developed;
AND WHEREAS in the development of the Strategic Plan the municipality has
endeavoured to incorporate the values of the community to enhance the quality of life
while developing our future with balance and energy;
AND WHEREAS the Municipality of Kincardine is a family-oriented, friendly community,
strengthened by the quality of its people, its natural assets and lifestyle choices;
AND WHEREAS the Municipality of Kincardine wishes to enhance and protect its
natural beauty and its peoples' talents and worK with enthusiasm to ensure that all
residents continue to enjoy a high quality of life;
AND WHEREAS the vision and strategic directions outlined in the Strategic Plan can
only be realized if it is used as a guiding document and acts as the frameworK for the
municipality's future decision-making;
AND WHEREAS it has been determined that the Strategic Plan produced by the
Municipality and dated January 1. 2005 meets the goals and objectives of the Council for
The Corporation of the Municipality of Kincardine;
NOW THEREFORE the Council for The Corporation of the Municipality of Kincardine
ENACTS as follows:
1. That the Municipality of Kincardine Strategic Plan dated January 1, 2005 is hereby
adopted to be used as a guide and frameworK for the Municipality of Kincardine's
future decision making.
2. This By-law shall come into full force and effect upon its final passage.
3. This By-law may be cited as the ·Strategic Plan Adoption By-law".
READ a FIRST, SECOND and THIRD TIME and DEEMED TO BE PASSED this 2nd
day of February 2005.
,
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Mayor
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balanced life.
great energy.
IQNCA~INr.
STRATEGIC PLAN
Produced by The Municipality of Kincardine
January 1 st, 2005
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Table of Contents
Preamble.................._._..._....._........_______.._...__.............__1
Executive SUJIIIDaJ')" .__,........ t t
Tf
.......111 ..._.___..__...__...___.2
Sector Objeetives........_..._..._.._..............._........._.........................................3
Community Values.-.._"
,._..._..___......_........._..___.__.._....4
MissænNision Statement........._.........................................................................5
Building & Planning ......._...................................................................................6
Corporate Serviees_"
'.....1.11..__.........._..._._ ...., '" _______11
Economic Development ._.._........._..._....................._................................._16
EmergeDq Services _. .........._._..._..._...._..._...._..._........_...._..._.....21
Parks & ReereatiOD...._...._...................................._................_.................-.........26
Public Works .........._....._......................................._...._......................................31
Tourism.....-...._..._...._...___.........._..._................_..........................._............36
Implementation .._"_.. .....
.._..._._..._.._..............._...._...41
Ap¡»endiI "A" Advertising C...p8.ign......_..........................................................42
Appendix "Btf Original MaDo.t PaekaIe--..---..........................._44
PREAMBLE:
In January, 2004, the Municipality of Kincardine launched a process of
community consultation with the goal of developing a Strategic Plan to guide
community direction and development for the next five to ten years.
Following the restructuring of the former Town of Kincardine, Township of
Kincardine and Township of Bruce (including the Village of Tiverton), it was
felt to be important that the whole community develop a vision and plan which
reflects the needs, desires and community values of the entire municipality.
The Municipality of Kincardine is a unique, energetic, and diverse community
of 12,000 on the shores of beautiful Lake Huron. It boasts a number of assets
which makes Kincardine an ideal community in which to live, work and visit:
'" beautiful location with many kilometres of beach and waterfront
'" major nuclear energy industry
'" strong agricultural community
'" emerging energy technologies, such as wind turbine generation
'" superb recreational facilities, including golf courses and a provincial park
'" excellent transportation infrastructure, including an airport
'" ownership of Bruce Municipal Telephone System (BMTS)
'" new medical clinic and local community hospital
'" thriving arts community, amateur and professional theatre and festivals
The municipality's economy is strong; however,like many communities, it
faces a number of challenges, including;
'" competition trom similar municipalities to attract tourists and business
'" current and future challenges facing the agriculturaI community
'" dependence on one major industry for the majority of employment
... young people leaving the area for school and careers
... aging population as retirees remain in or are attracted to the community
... ability to sustain and attract top-notch medical services, such as physicians
1
EXECUTIVE SUMMARY
The Municipality of Kincardine's strategic planning process involved an intensive 8-
month period of consultation beginning in the spring of 2004 with the public, the
municipality's committees and staff. The work was under the overall direction of the
Council. No professional consultants were used. Our project design was created to be
both straight forward in nature and easily understood by all those who participated and
others who will be responsible for the eventual project outcomes.
The following activities were undertaken:
1) All citizens in the community were given the opportunity to
express their ''Community Values" (Le. what values reflect the type of
community that you wish to live in).
2) The same citizens were then asked to identify key activities or
projects that support those Community Values.
3) All of the submissions were collected and sorted by
functional groups, as represented by the seven master community
committees of council (Building & Planning, Corporate Services,
Emergency Services, Economic Development, Parks & Recreation,
Public Works and Tourism).
4) Once sorted, each sector was defined by conducting two principal
analyses: reviewing Local, Provincial and National Trends in the
area of study, and then conducting a S.W.O.T. (strengths,
weaknesses, opportunities and threats) analysis for that particular
area of study.
5) Following the collection and review of all data. each committee
created a "Priority Listing" that includes prioritization, identification,
costing, timeftames and a trigger mechanism for each activity or project.
6) Lastly, the Strategic Plan Overview group collected all of the
committees' work and reviewed it for common themes.
2
In order to guide the formation of these important programs and projects, the
following sector objectives will help the reader understand the fundamental
nature of each community master committee.
SECTOR OBJECTIVES
Building & Planning
To coordinate safe, orderly construction through adherence to the Ontario
Building Code/Planning Act and community growth through planned
development
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Corporate Se
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In summation, this report provides specific infonnation about our future direction by
utilizing a sector-based approach to strategic planning. These sectors are treated with equal
importance to achieve our community's vision. Once our community projects and
programs have been put into place over the next few years, one will readily understand why
the people of the Municipality of Kincardine truly live with "Great Energy and a Balanced
Life".
3
Community Values
Public Responses to Community Values
250
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These core values indicate that the community wishes to build our municipality
in a balanced fashion, which will complement both our traditional agriculturaI
and rapidly expanding energy industries. To achieve these community values
we will need to establish programs and projects that give direction and support
to our Municipal Departments as they develop their annual work plans.
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4
MISSION STATEMENT:
Why we Exist
The Municipality of Kincardine is afamily-oriented,friend/y community,
strengthened by the quality of ils people, its natural assets and lifestyle
choices. The municipality w ill enhance and protect its natural beauty
and ils people's talents and workw ilh enthusiœm to ensure that all
reskients continue to enjoy a high quality of life.
VISION:
What we want to look like
To be a community that values and enhances our qualily oflijë, while
"developing our jùture with balance and energy.
5
Buildine: & Plannin~
Objective: To coordinate safe. orderly construction through adherence to the Ontario
Building Code/Planning Act and community growth through planned development
The mandate of the Building and Planning Department is to ensure the safe and orderly
construction of structures and to regulate compliance with the Ontario Building Code,
Ontario Planning Act, Municipal By-Laws and all applicable laws. The department also
coordinates orgøni7ed development in the Municipality while maintaining its quality of life
and naturaI resources. Partners who often work with the Building and Planning Department
include the Saugeen Valley Conservation Authority and the Bruce County Planning
Department.
Of the concerns identified by the public, land use was the dominant issue. Respondents
were interested in the development of the land through their permitted uses such as
community growth, green space and environmental protection. The second concern of the
public is the their concern with regards to safety of intensive livestock practices and the
potential impact of nutrient management practices on our natural environment. Residents
also wished to see more resources allocated for bylaw enforcement including animal control,
parking, property standards and noise. This regulatory department compliments our
community's need to ensure proper community growth through sound planning, while
ensuring that there is respect and compliance with current provincial and municipal
regulations and bylaws.
6
Building & Planning Trends
Provincial planning policies, regulations, model permit bylaws
and standard order forms
New training initiatives
Transfer of responsibiUty by upper levels of government
(plumbing, septic etc...)
Local agencies tying restrictions to the building permit process
Subdivision planning and inml
Increase in overaU building activity
Second home purchases and housing renovations
Increased use of computers and technology
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Building & Planning
SWOT Analysis
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Buildine & Plannin~
Dominant Themes
A) Significant changes in the farming industry
B) Regulatory adherence
Building & Planning Public Responses
70
60
50
40
30
20
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Corporate Services
Objective: To maintain a well-managed, ethical and financially sound municipal
corporation
The Corporate Services committee's main focus is dealing with municipal administrative
issues, such as human resources, information technology, financial administration and
management practices. Corporate Services also provides liaison locally with education,
health care, social services and nuclear industry issues.
The overwhelming majority of our residents are primarily concerned with the state of our
local health care system. They believe that upgrades to our hospital and the recruitment of
new physicians are not only neœssary but critical cornerstones to the personal health and
economic viability of our community.
Other responses noted the recent closing of two local schools and the need to upgrade the
local high school, to meet the current technical and academic needs of our youth in the
context of supporting our community. The public was supportive of the activity within the
local nuclear industry.
11
Corporate Services Trends
New Municipal Act and the various changes to municipal administration
Potential new revenue stream from the Federal Government to municipalities
Local survey reßects the national agenda, with respect to health care, education
and industry/jobs.
Strong local desire for public input into decisions
Physician shortages
ChaRging status of the local hospital
Local municipalities' awareness of need to market themselves
Privatization of public assets
Health care funding is the largest fiscal issue for the Provincial Government and
this is impacting on the munieipal sector
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Corporate Services
SWOT Analysis
·
StreDl!tbs
Strong financial base
Ownership ofBMTSIB
Diverse revenue base
Intellectual capital of th
Municipal office space 5
Municipal airport proximi
Wealmesses ,Ýt"¡ICIP41/
Single economic engine based '
Limitations of the Municipal Act
Lakebound geography constrains growth
Ability to keep up with new technologies
Physician shortage
Oooortumties
Community growth vis-à-vis activities at BNPD**
w younger families filling the retirement cycle at BNPDU
ed expansion I
·
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13
Corporate Services
Dominant Themes
A)
B)
Health care in our community
Educational opportunities
Corporate Services Public Responses
350
300
250
200
150
100
50
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Economic Development
Objective: To facilitate business retention and expansion opportunities through well
planned community growth projects
Economic Development's main focus is the retention of and support for existing businesses
as well as the identification and attraction of new business opportunities. Economic data
and other information is collected and made available in support of both current and
potential economic activity. In addition, "economic growth support projects" are identified
and evaluated. One of the trends identified was the public's desire to have more business
diversification and growth by means of supporting our retail/service sector. To support this
initiative the Economic Development Committee has stated that the downtown cores are
indeed critical to the fabric of our community. Therefore, a downtown revitalization
streetscaping program, for both Tiverton and Kincardine, is a current priority. The
committee also strongly endorses the efforts of the Corporate Services committee in
attracting new physicians and financially supporting the planned improvements to our local
hospital. From the wide range of public responses, two distinct themes emerge: these two
themes were business retention and expansion and the need to diversifY our economy.
This affirmation of the department/committee's mandate will be supported by all of the
activities contained in the economic development priority list contained in this report
16
Economic Development Trends
Ontario's need for new energy generation
Bovine Spongifonn Encephalopathy Crisb
Private industry success with Bruce Power
Kincardine as a desirable place to retire
Changing retail landscape
Economic outflow oC retaU dollars
Closing of rural schools
Increase in young families coming into the area
Opening oCInverhuron Provincial Park to overnight camping
Encouragement Cor renewable energy (wind)
Increased developer interest in Kincardine
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17
Economic Developme~t
SWOT Analysis
.
Strentrtbs Weaknesses
Ownership ofBMTS/BMI*
Fibreoptic network '\
Good water and sewer capacity .~.. ..-
Kilometres of lake &ont 11! - - .
Room for growth / {
Highway #9 & #21 "I
Positive outlook for Brucoi>ower
Municipal Airport
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ODoortunities
New housing developments
W.E. Thompson school site
Demand for harbour services ì
Energy centrein":::allandS t
Tourism . .! t
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Distance to markets
No natural gas line
Bruce Power dominates local economy
Marketability of existing industrial land
Low external awareness of Kincardine
No railroad
Need to expand water/sewer services
Lack of spousal employment
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Competition &om neighbouring municipalities
Changes in health and energy sector
BS£**** crisis
Competition for skilled em
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Economic Development
Dominant Themes
A)
B)
Business attraction and retention
Economic diversification
Economic Development Public Responses
180
140
120
100
80
80
40
20
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Emer2enCY Services
Objective: To prepare and coordinate essential emergency services to ensure a safe and
secure community
Emergency services includes well trained individuals in fire protection, ambulance, police,
marine rescue and emergency planning. It is designed to effectively manage resources that
are required to respond to events such as ice storms, tornadoes, floods, fires, hazardous
materials, law enforcement, crime prevention and nuclear emergencies.
Overall, the public is very supportive of the traditional emergency services functions
(police, fire and ambulance) and would like to see a strong commitment to the needs of
these services. Whether in terms of general safety or in terms of our connection to the
nuclear industry, the public has expressed a strong support for preparedness for potential
emergencies. In addition, more information materials can and should be provided to the
public as to how residents can best prepare themselves for various possible emergencies.
21
Emergency Services Trends
The Municipality of Kineardine is a provincial leader in regards to
establishing an emergency serviees plan
County government is moving towards establishmeøt of a higher tier
form of Emergency Service Committee
Greater public awareness, coupled with more educational
opportunities
Ongoing efforts to establish better, more integ-:ated, eommuøieations
networks and protocols
Lack of funding from the province
Limited Federal responses to emergencies
Citizens are more prepared for longer emergencies
Canadian Nuclear Safety Commission is assuming regulatory
emergency responsibility and terrorism response.
~ oþ~U"'CI'A'/""
~.:¡. 0...
.--. ........
IQNCAI@IN[
+
22
Emergency Services
SWOT Analysis
,
,
·
Strensrths
Staff are well trained
Well coordinated on a departmental basis
Modem equipment
911 signing system in place for rural areas
Mutual aid network
Hospital located within municipality
Weaknesses . _, ........ .. .
Large geOgraphiC'respo.nse. area I ii\b4. aQ.>t ...... . ....
~o.i( Jphicsofres~nd~rs .am. .......
- rgency response ~
,," ..
·
.. .
...
·
!ri~
to our
Communication networks _
Pandemics
Power outages .
Winter storms
Competition fi'om private businesses for volunteer fIre fighters
.
23
Emereency Services
Dominant Themes
. Support for the provision of emergency services
.E Community safety
Emergency Services Public Responses
40
20
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Parks & Recreation
Objective: To make available to all residents. recreational experiences and opportunities
for leisure time through well managedfacilities, paries and programs
The Parks and Recreation Department plays an important role in the provision of diverse
leisure and recreational opportunities to both our residents and visitors.
To support these leisure services, the department is also given the responsibility for the
maintenance and development of our parks, facilities and waterftont amenities. The Parks
and Recreation Department's core responsibilities emerged as the dominant themes ftom the
public survey results.
As our demographics change, both as a result of a more mature population (seniors) and
from the influx on new families, so must the design and ultimate provision of services be re-
evaluated. This change in the provision of leisure and recreational services will directly
impact new capital facilities. To monitor this change the Parks and Recreation Committee
will undertake a master plan that will aid in the process of determining the type, size and
location of such capital facilities.
26
Parks & Recreation
SWOT Analysis
27
Parks & Recreation Trends
More seniors and retirees in the area
Kincardine is being actively promoted, which creates demand
Private sector competition
Less spending by upper levels of government
Demographic shift means changing participation levels
Sport trends based on cost
More people concerned with health and fitDess
Biking and the use of trails is on the rise
Seniors are retiring earDer and are much more active than
previons seniors
Encouraging and supporting women in sports as well as
promoting programs for low-income families
Obesity amoDgst our children and thus placing a
strong emphasis on recreation and physical activity
Wider raDge of aetivities is demanded
Increase in passive recreation
Low reinvestment into upgrading facilities or equipment over the
years
~~~ ~íE/~ o~
....... ~ .......
K.!!'S CA"RQIN [
28
+
Parks & Recreation
Dominant Themes
A) Importance of public facilities
B) Demographic based activities
Parks and Recreation Public Responses
20
00
80
60
40
20
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Public Works
Objective: To ensure proper management of community infrastructure through both
operational and capital expenditure programs
The Public Works Department is responsible for operating, maintaining and improving the
municipality's hard service inftastructure including roads, water and sewers (storm and
sanitary). It also manages our cemeteries, airport and municipal buildings.
One of the dominant themes mentioned by the public was the municipality's important role
as steward of our environment. This responsibility is reflected in many of the services
provided by the Public Works Department. An increased commitment to blue box recycling
in tandem with effective waste management practices, is a part of this m9nd.ve,
Other key practices that will support the environment include the operations at both our
water and sewage treatment facilities. ,The proper maintenance and management of these
facilities is critical to public health and the quality of our environment.
Our infrastructure must be properly maintained and be in a position to support economic
development opportunities. To plan for this important inftastructure responsibility, the
Public Works Department will be actively documenting our inftastructure network by means
of master studies in the following areas:
-Roads/fransportation
-Sewer & Water Master Plan
-Waste Management Plan
-Capital Equipment Needs Study
Once we have examined our needs (by means of master plans), the Public Works
Department will have the ability to address the issues, in the context of the public's desire
for both a clean environment and inftastructure renewal.
31
Public Works Trends
Lack of provincial & federal funding
New water regulations, developed by the province (Reg #459)
Changes to roads jurisdiction
Increased costs imposed by new regulations
Demands for more municipal services due to economic growth
Customer expectations for higher service levels
Growing retirement population
Accessibility concerns
Expansion of sewer and water services
","'~~'"CIP'''''''
A,."" ·"'0...
.--. .......
IQNCA~INr.
+
32
Public Works
SWOT Analysis
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.
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" I~~erv"rargde
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Public Works
Dominant Themes
Stewardship of our environment
Infrastructure renewal
Public Works Public Responses
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Tourism
Objective: To promote community, heritage, arts, and tourism by playing a coordinating
and facilitating role for all groups and events
The Tourism Committee is responsible for facilitating and orgøni7.¡ng the tourism initiatives
in the community. Some of these responsibilities include Canada Day, festivals, community
heritage, arts, theatre, culture, marketing and community grants.
The dominant theme from the public responses was that the municipality should enhance its
efforts in supporting our growing tourism industry. The residents and businesses of the
municipality see tourism as a component of our identity and wish to promote it as a way to
diversify our economy. Our community continues to strongly support our long tradition and
activities including the Kincardine Scottish Pipe Band, our theatre groups and Scottish
Festival. To continue this growth we believe that the establishment of a new community
and visitor infonnation centre, at a more visible location would act as a central focus for
these activities.
The second dominant theme characterized by the responses is the enhancement of our
lifestyle inftastructure. These include the development of our public beaches and the re-
opening of Inverhuron Provincial Park. after a 25 year hiatus. Once this facility is operating,
it is expected to act as a catalyst for tourism in our area, particularly in Tiverton and
Inverhuron. The expansion of our trail network, including bike paths along the shore from
one end of the municipality to the other, linking Inverhuron Provincial Park to our existing
trail system was sought by the general public. Support for the ftsh derbies, heritage and
garden tours are important examples of the public desire for lifestyle infrastructure.
36
Tourism
SWOT Analysis
Strenetbs
Strong cultural heritage
Beach and lakeftont
Volunteer involvement
Community in Blooms wins
Harbour and boating facility
Fishing
Sunsets
Boardwalk & trail network
Clean water
Established events
Four area golf courses
Commitment to a new visitor information
- Energy as a tourism aEion
- Short drive fi'om maj cities .
, ,~ Do, wntown'S,IOC/I, _, ' tothe1
_:"~~ð'1ìiId'Slcigarl l' '
~~- Lake Huron·' . ,j; ,
.' Þ '...;'.,
~" ~~.:~ ~~
~ Expansion of recreation land ".- Ba
I
Develop centre for the arts ~,. - 'OJ ""'. .
Inverhuron Park/camping . ghly
New accommodations ., Tourism
Eco-tourism I ~ - Eco ,.
Rentals at harbour ~~)
--,}I'
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.
w.l
Lack of off season tourism
Need for name brand accommodation
Current location of visitor informa '
Need to improve visitor guidel
Lack of signage for downto
Ud~l~æ
II
II
37
Tourism Trends
Ontario's aging population travel patterns
Ontarians more willing to travel domesticaUy rather than abroad
due to past threats
Heritage cultural tourism is growing
Package tours popularity growing (lighthouse tour)
Outdoor experience
Increase in American visitors
Baby Boomers returning to the area to cottage or retire
More travelers using the iBternet
Day trips increasing
Cottages being turned into year round homes
Wind mills as an attraction
Antiques shoppiBg
Bed & Breakfast visits inerease
Decline in national and provincial tourism from outside North
America
~~~ +íE'~ o~
...-. ~ .......
IQNCAI@IN[
38
+
Tourism
Dominant Themes
A) Growth in the Tourism Industry
B) Support for Cultural Heritage
C) Enhancement of Lifestyle Infrastructure
Tourism Public Responses
100
90
80
70
60
50
40
30
20
10
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IMPLEMENTATION
The best-designed strategic plans are ineffective if they are not implemented. A strategic plan
comes to life and adds value to the community through implementation. The vision and
strategic directions outlined in this plan will only be realized if Council, staff and the community
see the plan as a guiding docwnent which is referred to continuously and which acts as the
ftamework for the municipality's decision-making.
To ensure successful implementation of Kincardine's strategic plan, the following actions will
be wulertaken:
1. Under the direction of the Chief Administrative Officer, each department head shall prepare
a business plan on an annual basis, as part of the annual budgeting process. Each business
plan and budget shall fairly reflect the priorities and the general timeftame of the priority
activities established through the strategic planning process.
2. As part of the implementation plan, the strategic direction will identify costs, responsibilities,
timing and sources of funding and/or resources for the current years activities.
3. These business plans and budgets shall be reviewed and approved by the appIopriate
committee(s) and Council.
4. Senior management and Council will meet on an annual basis to review the progress made in
implementing the strategic directions commencing the year following the adoption of the
Strategic Plan. This review will take place in advance of the annual budgeting process, to
ensure that the following year's priorities remain relevant., and take into account any
changing or new circumstances in the municipality.
5. At the ~nni11g of each term of Council, Council will review and reaffirm the vision and
strategic directions as set out in the Strategic Plan. If council proposes to significantly
modify the plan, then a process of community consultation shall take place.
6. A major review of the Strategic Plan sbaIl occur at least once every ten years. This will
include a full consultation process with the public, committees and staff.
To reiterate, a strategic plan acts as a guide aad framework for tile Municipality's decision
making. To be ofvalue, it also mut remlÛll ßeIible and respoasive not only to finaneial
realities but to future demands aad opportunities.
41
Appendix A
Stratesdc Plan Advertisine: Caml!!ilm
In order to generate public interest and provide general information about the
strategic plan, the Municipality did the following advertising:
What does the future hold for Kincardine?
Municipality of Kincardine Strategic Plan
Watch for it in your mailbox April 2004.
You decide YOUR community's future!
For more information call 396-3018 or email strategiCDlan@kincardine.net
www.kincardine.net
This advertisement appeared in the Kincardine News and Kincardine Independent for two weeks
during the month of March. The Bruce County Marketplace and Kincardine Cable also ran a
similar advertisement during the full month of April.
The following advertisement &ppea1ed in the Kincardine News and Kincardine Independent for
the month of April advertising the public open houses.
Ways for the Public to Particioate
The various ways in which the public was encouraged to participate in the survey were as
follows:
42
Survey Form mailed out to each lwuselwld
Public Meetings as advertised above
Internet survey posted on the municipal homepage
Emailedatstrategicolan@.kincardine.net
Kinetic Knights plwne survey sample
Green strategic plan boxes were placed throughout the community as drop off spots
Special seasonal resident maüout was conducted including a self-addressed return envelope
S_tetJir PlanDÍD2
Opeo House Schedule
. T
Monday April 5110
Mooday April 5110
Recreation 7:00pm at the Tiverton Sports Centre
Corporate Services 7 :OOpm at the Muoicipal AdmiDistration Centre &
Underwood Commuoity Centre
Thursday April 8"
Thursday April 8"
Tuesday April 13"
Reeration 7:00pm at the Davidson Centre
Emergeney Services 7:00pm at the Kincardine Fire Station
Eeoumle Development & Tourism 7:30pm at the Muoicipal Adminimation
Centre & Underwood Commuoity Centre
Thursday April 15"
Monday April 19"
Emergency Services 7:00pm at the Tiverton Fire Station
hblle Works & BuDding & Planning 7:00pm at the Muoicipal
Administration Centre and Tiverton Commuoity Centre
For more information please con1act Corinne at the Muoicipal Offices at 396-3018
Breakdown of Survey ResOODse8
Number of Surveys Mailed = 5.935
Seasonal Resident returned surveys = 15
Dropped off surveys ~ 174
Internet Responses ~ 36
Public Open House Attendance = 33
Phone Survey Calls ~ 3787
Phone Surveys Completed = 465
Total...her ofSarveys C_pleted = 723
43
·
·
·
Appendix "B"
--
Municipality of Kincardine
Strategic Plan
"Good People. Good Ideas. Great Community"
Dear Citizen,
On behalf of Council I would like to ask you to assist us with the development of the
Municipality of Kincardine's strategic planning process.
The purpose of the strategic plan is to express how we want our community to develop and what
we want to achieve for our community.
The first phase of the development of the plan is to seek infonnation and advice ftom a nwnber
of community groups including residents, businesses, and members of committees of council.
The informaûon provided will help establish goals and priorities to lead us to our ultimate
objecûves. Once the goals and priorities of the strategic plan are agreed upon, each municipal
department will be required to develop annual business plans and budgets to ensure that we reach
our objecûves in the established ÛJDe fÌ'ame.
Therefore we seek your assistance with this initial planning stage by asking that you complete
the survey form which you will receive by mail, or submit your ideas via our web site
(www.kincardine.net), or attend any of the public meetings or respond to our telephone survey.
You may take advantage of all these opportunities during the month of April. (A full calendar of
public meetings will be printed in the local media in the next few weeks).
Once again I'd like to thank you for contributing to our strategic planning process so that we can
work towards the type of community in which you wish to live.
Yours truly,
ßJÞ-R Á-'/Jti.
Glenn R Sutton
Mayor
...PIe8se retarD your completed surveys to any of tile ubove Iocutlou by April 30", 2004···
44
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M nday April sth
M nday April sth
Th rsday April 8th
Th rsday April 8th
T sday April 13th
. T sday AprillSth
M nday Aprill9th
.
Strategic Planning
Open House Schedule
Recreation 7:00pm at the Tiverton Sports Centre
Corporate Services 7:00pm at the Municipal Administration Centre &
Underwood Community Centre
Recreation 7:00pm at the Davidson Centre
Emergency Services 7:00pm at the Kincardine Fire Station
Economic Development & Tourism 7:30pm at the Municipal
Administration Centre & Underwood Community Centre
Emergency Services 7:00pm at the Tiverton Fire Station
Public Works & Building & Planning 7 :OOpm at the Municipal
Administration Centre and Tiverton Community Centre
For more information please contact Corinne at the Municipal Offices at 396-3018