Strategic Plan

1. Strategic Plan Supporting People and Our Communities

2. VisionStatement People and businessesthrive in Hastings County because of its support for individuals and families,strong communities, its natural beauty, and respect for its history and traditions.

3. Core Values • Caring for Individuals, Families and Communities • Strong Partnerships • Integrity • Fairness and Trust • Effective Leadership and Advocacy, • Promote Community Growth , Wellness, Resilience, and Safety • Respecting Diversity • Accessible Services • Accountability • Delivering Innovative Solutions • Professional/Knowledgeable and Healthy Staff • Respect for our natural resources and environment

4. Commitment Statements“We believe…We will” • We believe caring for families and individuals in our many communities is our primary duty • We believe strong partnerships among all stakeholders is a key ingredient to success • We believe that successful service delivery is enhanced through individual commitment to integrity by every County employee and elected official • We will strive to create a climate of trust, fairness and active wellnessin the workplace and with those we serve • We believe that positive change requires effective leadership and continual advocacy

5. Commitment Statements“We believe…We will” • We believe that sustaining our natural resources and protecting the environment is essential to the health and strength of our communities for future generations • We will continually plan for and promote the positive growth, wellness, adaptability, resiliency and safety of our communities. • We believe and support the idea that diversity in our clients and our communities is worth championing • We will do all that we can reasonably do to ensure that our services are accessible and available • We believe that we must maintain transparency and accountability for our actions and activities • We will continually search for new and innovative solutions to deliver our services to people and communities • We will continue to be sensitive to and manage risk in all that we do • We believe and support that professional/knowledgeable and healthy staff are a key to the successful delivery of our services.

6. Strategic Plan “Supporting People and our Communities” • OUR VISION: People and businessesthrive in Hastings County because of its support for individuals and families,strong communities, its natural beauty, and respect for its history and traditions. • OUR VALUES: Caring for Individuals and Families, Strong Partnerships, Integrity, Fairness and Trust, Effective Leadership and Advocacy, Promote Community Growth and Wellness, Adaptability, Safety, Respecting Diversity, Accessible Services, Accountability, Delivering Innovative Solutions, Professional/Knowledgeable Staff • OUR TEAM: Council and staff are a team that are committed to making a positive difference to the people and communities we support. Prosperous Communities Strong Partnerships Leadership Families & Individuals Families & individuals are healthy, safe and thriving Communities, businesses, agencies and government work effectively together Hastings is recognized as a leader in municipal government Communities are investment ready, resilient and adaptive; enhancing quality of life

7. Departmental Strategies

8. Strengthen Partnerships Public Service Excellence Communication Leadership & Advocacy Public, Member Municipalities and Staff are well informed Hastings is a leader in local, regional and provincial advocacy for positive change Communities, businesses and governments working together Effective, Accessible & Responsive Public Service County Council & Office of the CAO

9. Effective Financial Management Visionary Leadership & Strong Partnerships Administration of Justice Financial Sustainability Integrity of the administration of justice, judicial independence and fair hearing Support departments in delivering services to clients Communities, businesses, agencies and government work effectively together Provide quality services at an affordable cost Finance

10. Delivering the Highest Medical Standards Emergency Management Optimal Response Leadership Respond in a coordinated and efficient manner Hastings is a leader in local, regional and provincial advocacy for positive change Communities, businesses and governments working together • Recognized as a leader in Paramedic Services Emergency Services

11. Leadership and Strong Partnerships Stable and Scalable Infrastructure Best of Class Service Corporate Resource Focused on IT service delivery Coordinated approach to corporate business needs Provide a Secure and Scalable infrastructure Regional IT Leader Information Technology

12. Effective Communication Resident Satisfaction Leadership Strong Partnerships Positive experience for residents and families Residents, Family, Agencies, Government and Homes Working Together Residents and families fully informed and positive public image Preferred Choice of Residents and Families Long Term Care Services

13. Supporting Member Municipalities Sustainable Land Use Planning Communities Are Investment Ready Tourism and Marketing Hastings County “Stands Out” from its regional competitors Delivery of Professional Planning & Support Services Progressive & Professional Economic Development Services Development Ready Communities Planning and Development Hastings County updates & streamlines land use planning process Hastings County makes planning and mapping services more accessible Entrepreneurs choose Hastings County as a place to invest & live Hastings County is a premier destination to visit

14. Facilitating positive working relationships Invest in our Employees Employer of Choice Accessible Service Champion a professional and respectful workplace in a safe environment High performance culture of motivated and dedicated employees Attract, motivate and retain the best employees Deliver accessible services to the public Human Resources

15. Support Families in Need with Access to Affordable Child Care and Child Development Services Support Individuals and Families in Need Integrated Client- Focused Approach to Service Delivery Increase the Availability of Social and Affordable Housing Timely Provision of Quality and Affordable Child Care Services Timely Provision of Employment and Financial Support Services Housing Waitlist and Homelessness is reduced Improved Access to Human Services Community and Human Services Healthy child care development and increased employability for families through access to quality child care.

16. Work Plan & Major Projects2018-2021

17. 2018 General Government (HR, IT, Finance, Admin) Connecting County/Municipal Facilities to Fibre Establishing fibre connections to 14 County sites is complete. Additional work will be undertaken to examine possibilities for member municipalities to get fibre connections County Succession Plan Conduct a Corporate needs assessment and framework to submit to County Council in 2018, that manages Succession Planning activities for key positions Asset Management Plan (2018-2021) The County’s asset management plan will continue to be developed and implemented to meet the requirements of Ontario Regulation  588/17 Asset Management Planning for Municipal Infrastructure which was passed in December 2017.  Human Resources Information System Implement the integrated Corporate Human Resources Information System (Ceridian) for Payroll and Human Resources and to assess, evaluate and recommend automated scheduling system options for all County departments in 2018

18. 2018 General Government (HR, IT, Finance, Admin) Con’t County Wellness Strategy (2018-2021) Continue to implement Wellness activities that foster a workplace culture at Hastings County that values and commits to health and wellness by building awareness, creating initiatives and promoting health and wellness programs for individuals and their families and providing opportunities to improve and sustain healthier lifestyles. Develop a Corporate Policy for Mental Health and Wellness 9018-2021 Begin to implement the workplace factors identified in the National Standard of Canada for Psychological Health and Safety. IT Pilot Project – Member Municipality Support Undertake and evaluate a 6 month pilot project with Hastings Highlands to provide IT support services from the County to the municipality. Electronic Document Management Begin exploring the requirements and corporate readiness for implementation of an Electronic Document Management system

19. 2018 Emergency Services Repair Bancroft Paramedic Base Roof Cement blocks at the top of the base due to the flat roof and ice build up is causing a shift of the upper blocks which need to be repaired Review of Community Paramedicine Following favourable review develop and implement a plan for sustainable funding of the service Examining Need/Business Case for an Additional Ambulance Base Review current lease agreements and determine lease hold improvement options for 00 Base on Millennium, and further to explore options for an additional ambulance base to also equip the secondary emergency operations centre Smart Glasses Research Continue to work through the milestones on the smart glasses and unmanned aerial vehicle research project

20. 2018 Long Term Care Public Wifi – Hastings & Centennial Manor Wifihardware refresh at Centennial and Hastings Manor with the addition of public wifi in selected common areas Review of Hastings Manor Lands – Seniors’ Assisted Living Project Develop a business case on the best use of the Hastings Manor lands with consideration of Senior’s assisted living projects or affordable housing Hastings Manor – Call Bell System Determine the requirements of either upgrading or replacing the call-bell system for consideration in the 2018 budget Property Improvements Hastings Centennial Manor/Professional Building Determine the parking and sidewalk requirements for budget consideration in 2018

21. 2018 Community & Human Services Sale of Single Family Homes The project which began in 2015 is being phased in over a target of 9 years. To date 11 of the 47 single family homes have been sold. Construction continues in 2018 on 8 new units in Belleville Home For Good Project (HFG) Finalize the building design with Geertsma Construction Limited (GCL), construction will begin in Spring 2018.  Complete the recruitment and selection process for the Home For Good Coordinator who will begin developing the HFG partnership model with the six community partners in preparation of resident occupancy in April 2019. Relocation of North Hastings Community and Human Services office The office will be relocating to the North Hastings Professional Building which is closer to the Town of Bancroft’s downtown core. Closer proximity to the retail and business sectors of Bancroft will offer greater accessibility to our programs and services for the Community and Human Services clientele and the general public Renovation Front Reception Quinte West Community and Human Services Office Realign our business model to mirror the remodeled concept that clients experience when accessing human services and program supports in our Belleville main office.

22. 2018 Community & Human Services Cont’d Review of Affordable Housing Opportunities Staff are to undertake a review of the housing needs according to the 10-year housing and homelessness plan to assist with the reduction of the waitlist Enumeration As part of the Province’s effort to end chronic homelessness by 2025 and the long-term goal to end homelessness, the Ministry of Housing is requiring Service Managers to conduct local enumeration of people experiencing homelessness. Local enumeration will be conducted in April 2018 (Belleville, Quinte West, Central & North Hastings) Land Acquisition Explore the availability of surplus land to increase the supply of social and affordable housing options. EarlyOn Child and Family Centres Complete the RFP review and award the successful agency or agencies the lead role for the implementation of the new EarlyON sites in the four designated areas within Hastings County. Modernization of Human Services The Government of Ontario is in the process of modernizing their support programs. This transformation of services is a long term commitment by the Government to modernize Human Services as part of its broader goal to reduce poverty amongst Ontarians.

23. 2018 Planning & Economic Development Official Plan Update/Approval County Official Plan was approved by Council in December 2017. Ministerial approval is expected in 2018. Updating Municipal Zoning By-laws (2018-2020) Assisting Municipalities with updating their Zoning by-laws to be consistent with the County's New Official Plan. Branding Strategy Develop a master brand that elevates recognition of the County and speaks to the quality of life ad experiences available in the County. Highway 7 Corridor Industrial Land review Review of lands around the Highway 7 corridor suitable for potential Industrial/commercial/institutional (ICI) development. Earth Science Centre Lead the preparation of a framework/by-law and the establishment of a board/not-for-profit to manage the project.

24. 2019 - 2021 Community & Human Services Sale of Single Family Homes Ongoing Home for Good- Project completion date – April 2019 occupancy Review of Affordable Housing Opportunities- ongoing The five year review process of the 10 year Housing and Homelessness Plan which departmental staff commenced in 2018 will be due to the Ministry of Housing by December 31, 2019. Modernization of Human Services Staff involvement in modernization activities will continue throughout 2019 Enumeration Local enumeration of people experiencing homelessness is required every two years. Local enumeration will be conducted in 2020 with the first enumeration having taken place in 2018. (Belleville, Quinte West, Central & North Hastings).

25. 2019 - 2021 Community & Human Services Con’t Enumeration - Homelessness The enumeration process is required every two years. An enumeration is being conducted in April 2018. Relocation or Modernization of Central Hastings Community and Human Services Office The current lease expires September 2021, management staff will undertake a review of the current location for continued occupation or possible re-location. If the lease is to be renewed, staff will explore lease hold improvements in order to realign our business approach to mirror the service delivery model in Belleville and North Hastings.

26. 2019 - 2021 Emergency Services Secondary Emergency Operations Centre/New Paramedic Base Build With the increase in staff training is now being conducted off site renting the Wellness Centre. Currently the Logistics, Operations, and Quality and Development Superintendents all share one office, and with the number of vehicles and equipment we no longer have space. This project will also look to incorporate a back up emergency operations centre. Paramedic Staffing Enhancement Review Staffing levels and determine the need for an increase one 24/7 ambulance with staff. (This could be phased in over 2 years with 12 hours starting 6month in 2019)

27. 2019 - 2021 Planning & Economic Development Recreational Master Plan (2019-2020) Identifying/mapping recreational assets in the County and developing a master plan for the entire County. Marketing Strategy (2019) Develop and implement a strategy for marketing the County. CP Trail Needs Analysis Review and assess the condition of the trail including the inspection of structures (i.e. bridges).