The Corporation of the Township of Bonnechere Valley Strategic Plan 2004

1. The Corporation of the Township of Bonnechere ValleyStrategic Plan 2004 “making our community an affordable, efficient place where people choose to live, work, visit and participate in a culture that fosters communication, rural lifestyle, personal growth, and healthy commerce.”

2. How did this come about? • In early 2004, Council was new on the job, and wanted to lay out more than just a work plan. They wanted to invent a plan that would build on the strengths of the Township Staff Team and lead the way to the future.

3. “making our community an affordable, efficient place where people choose to live, work, visit and participate in a culture that fosters communication, rural lifestyle, personal growth, and healthy commerce.” Mission Statement: the day-to-day “reason for doing” that guides BVT Councillors, employees, volunteers, and citizens:

4. What: The Strategic Plan is a “road map” to the future It describes a Vision of what that future will look like It defines the way to get there It provides milestones and signposts It is a “living document”, requiring constant review It helps everyone do “the right thing”: Councillors, employees, volunteers, taxpayers, visitors to the Township BVT BVT BVT The BVT Strategic Plan:what, where, who, why?

5. Where: Because it is a “road map” to the future, the Strategic Plan is used in many places: to guide business and political meetings in planning sessions to write funding applications to get better agreements inside the Township and beyond BVT BVT BVT The BVT Strategic Plan: what, where, who, why?

6. Who: Everyone makes use of the Strategic Plan: Council Township Managers Employees and Contractors Volunteer organizations The media BVT BVT BVT The BVT Strategic Plan: what, where, who,why?

7. Why: To improve our decision-making To save time and money To improve how we manage our assets To “create” our Township, not just “let it happen” To give future Councils a solid point of departure To get to a desired place in the future BVT BVT BVT The BVT Strategic Plan: what, where, who, why?

8. BVT BVT BVT • Strategic Planning Desired Outcomes: • (identified Feb. 9/04 by Council) • The focus will remain on delivering key services and controlling costs • Future Councils will have a sense of continuity • Fairness and equality (no favoritism) • Better benchmarks for better measurement • of results • Excellent communication so that everyone knows where we are going • Appropriate alignment of our service delivery structure (“knowing the business we are in”) • Well-served taxpayers

9. It’s April 14, 2009, and . . . 1. Leadership: Council is a team that listens, consults and communicates before making changes that affect taxpayers’ lives 2. Customers: We serve taxpayers, tourists, visitors, businesses, corporations, and seasonal residents 3. Growth: We have increased residential building and expanded the commercial tax base through added value business in key resource areas, such as forestry, tourism and mineral extraction Highlights of Vision 2009

10. It’s April 14, 2009, and . . . 4. Budgeting: We have adopted the competitive spirit and methods of the marketplace, and increased efficiencies resulting in savings of $300,000 over 2004 costs. 5. Services: We provide services where we can clearly outperform the private sector, and have exited from business that is more effectively performed privately or through contracting out. 6. Support: We actively support services for persons requiring assisted living supports, a retirement home, and youth recreation Highlights of Vision 2009

11. It’s April 14, 2009, and . . . 7. Staffing : Staffing numbers have remained stable since 2004 8. Volunteers: Township residents have created a community-based volunteer organization to support the work of Council and Township staff. 9. Population and Demographics: We have more year-round residents, retired or semi-retired, in single homes outside of the village area. We are experiencing a small boom in young families attracted by our lower than average housing costs. Highlights of Vision 2009

12. It’s April 14, 2009, and . . . 10. Business: We have fostered significant expansion in the retail, commercial, industrial and tourism/hospitality sectors. The Eganville business community is thriving with viable retail and commercial businesses and professional services filling all available storefronts. 11. The Plan: Our 2004 Strategic Plan has meant fewer fiscal “surprises” and our taxpayers enjoy a fair tax rate that equals or betters the rate in neighbouring municipalities. Highlights of Vision 2009

13. So how do we get “there” from “here”? ? ? 2009 2004

14. Step A: Council identifies “overarching goals” to achieve the Vision Achieving the Visioncalls for three steps: Step B: Each Department identifies Critical Success Factors (CSFs) to achieve the Vision Step C: Individuals in each Department set and accomplish specific goals to address their Department’s CSFs

15. 1. Excellence in quality customer service is our business. 2. We know and manage our assets effectively and efficiently. 3. We meet or exceed the applicable provincial standards for performance under current legislation 4. We support development and maintenance of attitudes of personal responsibility and professional pride among employees Step A:Council identifies “overarching goals” to achieve the Vision:

16. 5. We recognize that what we do has a direct effect on health and safety of the public and Township staff. 6. We regularly evaluate services and how they are delivered. 7. We work to maintain effective communication among all departments Council and the public 8. We abandon outmoded practices and support employees to innovate and bring forward new ideas. Step A continued:Council identifies “overarching goals” to achieve the Vision:

17. 9. We recognize that we serve a community with a variety of ages and disabilities. 10. We recognize and accept that we are the first line of contact with the public. 11. We plan for smooth and effective staff succession. 12. Admin. operations are effective and efficient, with a high degree of functional flexibility 13. We place a high priority on developing and working with community volunteer organizations. Step A continued:Council identifies “overarching goals” to achieve the Vision:

18. 14. Admin staff provide Council with reliable, objective information in a timely manner, without personal bias. 15. We provide continuity of service delivery during transition from one Council to the next. 16. We serve the public’s need for quality of life. 17. We preserve our roots and embrace cultural diversity. Step A continued:Council identifies “overarching goals” to achieve the Vision:

19. Administration

20. Administration developed 39 CSFs. For example: We must ensure policies and other information affecting volunteers is passed along to the right people We must develop an active information retention strategy and equipment preventative maintenance program We must hold regular departmental and Management Team meetings, with discussion of changes / impacts of provincial standards Step B: Each Department identifies critical success factors (CSFs):

21. Public Works

22. Public Works developed 29 CSFs. For example: We must draw up a 5 to 10 year maintenance and replacement plan, reviewed annually to effectively manage buildings and equipment. We will keep our eyes open to our surroundings and continue to Neighborhood Watch to protect our taxpayers. We must keep in contact with MTO/MNR/MOE, County of Renfrew, other townships, and other services to continually grow with changes. Step B continued: Each Department identifies critical success factors (CSFs):

23. Sewage & Water

24. Sewage & Water developed 16 CSFs. For example: Operate at a level of service that meets the provincial standard set out in Reg.170 Develop ways to improve the services we provide by creating a 5 – 10 year forecast plan for all four systems in the water and sewage system. Keep everyone that has interests in the process, informed of all concerns that may involve them Step B continued : Each Department identifies critical success factors (CSFs):

25. Recreation & Culture

26. Recreation & Culture had 40 CSFs. For example: Source new funding through community-based volunteer fund-raising leadership Manage our vandalism prevention plan Identify needs and services that will require additional employees or new work contracts to service the Township areas beyond Eganville Establish a computer-based communication system at the arena office (with Internet connection) Step B continued : Each Department identifies critical success factors (CSFs):

27. Fire Dept

28. Fire had 36 CSFs. For example: Set up a prevention inspection programme, e.g. smoke alarms Develop a rolling three-year bunker equipment replacement plan Develop a 5-year truck replacement plan Hold more events with seniors focused on safety in their homes Look for ways to better involve the very busy 20 to 50-year-old age group BVT Fire Step B continued : Each Department identifies critical success factors (CSFs):

29. Waste Management

30. Waste Management had 28 CSFs. For example: Get the Blue Box Program working properly across the Township, including Eganville Hold a quarterly meeting among all Waste Management employees Inform public of safe waste disposal practices, and for protecting safety of employees (e.g. bio-hazards, broken glass, propane tanks, etc.) Council addresses Waste Management policy in consultation with Waste Management employees Step B continued : Each Department identifies critical success factors (CSFs):

31. This is the “work plan” step, that guides the ongoing work of Township employees, volunteers and Councillors This ongoing work will be accomplished with the Mission in mind, and with specific, measurable individual goals that drive towards the Vision. Step C:Individuals in each Department set and accomplish specific goals to address their Department’s CSFs

32. “making our community an affordable, efficient place where people choose to live, work, visit and participate in a culture that fosters communication, rural lifestyle, personal growth, and healthy commerce.” Mission Statement:the day-to-day “reason for doing” that guides BVT Councillors. employees, volunteers, and citizens:

33. Will we get there? Of course! Because . . . BVT BVT BVT • The focus will remain on delivering key services and controlling costs • Future Councils will have a sense of continuity • And we have: • Fairness and equality (no favoritism) • Better benchmarks for better measurement • of results • Excellent communication so that everyone knows where we are going • Appropriate alignment of our service delivery structure (“knowing the business we are in”) • Well-served taxpayers

34. The Corporation of the Township of Bonnechere ValleyStrategic Plan 2009