COMMUNITY PLAN 2010

Final DraftFeb 10th, 2010

Table of Contents

Title PagePreamble……………………………………….........1

Executive Summary…………………………………2

Mission Statement…………………………………..3

Vision Statement………………………………........4

Corporate Values …………………………………...5

Committees/Departments…………………….........6

Building & Planning………………………………….9

Community, Heritage, Arts & Tourism……………12

Corporate Services…………………………………15

Economic Development……………………………18

Emergency Services………………………………..21

Parks & Recreation…………………………………24

Public Works………………………………………...27

Implementation……………………………………...31

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PREAMBLE:PREAMBLE:

In September, 2009, the Municipality of Kincardine launched a prIn September, 2009, the Municipality of Kincardine launched a process of public ocess of public consultation, with the goal of developing a Community Plan to guconsultation, with the goal of developing a Community Plan to guide the ide the MunicipalityMunicipality’’s direction and development for the next five to ten years. s direction and development for the next five to ten years. The three standards, by which the Community Plan was created, weThe three standards, by which the Community Plan was created, were:re:

Public ConsultationPublic ConsultationPublic ParticipationPublic ParticipationCommunity AdoptionCommunity Adoption

By the adherence to these three pillars of our Community Plan, cBy the adherence to these three pillars of our Community Plan, citizens were itizens were engaged in the development of the roadmap to our collective futuengaged in the development of the roadmap to our collective future.re.This roadmap starts with the Municipality of Kincardine as an enThis roadmap starts with the Municipality of Kincardine as an energetic and ergetic and diverse community of 12,000 on the shores of beautiful Lake Hurodiverse community of 12,000 on the shores of beautiful Lake Huron. It boasts a n. It boasts a number of assets which makes Kincardine an ideal community in whnumber of assets which makes Kincardine an ideal community in which to live, ich to live, work and visit; including:work and visit; including:

*beautiful location with many *beautiful location with many kilometreskilometres of beach and waterfront;of beach and waterfront;*major nuclear energy industry;*major nuclear energy industry;*strong agricultural community;*strong agricultural community;*emerging energy technologies, such as wind turbine generation;*emerging energy technologies, such as wind turbine generation;*superb recreational facilities, including golf courses and a pr*superb recreational facilities, including golf courses and a provincial ovincial park;park;*excellent transportation infrastructure, including an airport; *excellent transportation infrastructure, including an airport; *ownership of Bruce Telecom (municipal telephone company);*ownership of Bruce Telecom (municipal telephone company);*thriving arts community, amateur and professional theatre and f*thriving arts community, amateur and professional theatre and festivals.estivals.

The MunicipalityThe Municipality’’s economy is strong, however, like many communities it faces s economy is strong, however, like many communities it faces a number of challenges including:a number of challenges including:

*competition from similar municipalities to attract tourists and*competition from similar municipalities to attract tourists and business;business;*current and future challenges facing the agricultural community*current and future challenges facing the agricultural community;;*dependence on one dominant industry for the majority of employm*dependence on one dominant industry for the majority of employment;ent;*young people leaving the area for school and careers;*young people leaving the area for school and careers;*aging population as retirees remain in or are attracted to the *aging population as retirees remain in or are attracted to the community;community;*ability to sustain and attract top*ability to sustain and attract top--notch medical services.notch medical services.

In summation, this report provides specific information about ouIn summation, this report provides specific information about our future r future direction by utilizing a sectordirection by utilizing a sector--based approach to our Community Plan. based approach to our Community Plan. These sectors are treated with equal importance to achieve our cThese sectors are treated with equal importance to achieve our communityommunity’’s s vision. Once our strategic initiatives have been implemented ovvision. Once our strategic initiatives have been implemented over the next er the next few years, one will readily understand why the people of the Munfew years, one will readily understand why the people of the Municipality of icipality of Kincardine truly live with Kincardine truly live with ““Great Energy. Balanced Life.Great Energy. Balanced Life.””..

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Executive SummaryCommunity Plan 2010

The Community Plan 2010 (commonly known as a Strategic Plan) is the process of public consultation used to create a plan which will serve as the community’s guide for the next five year period. Overall the dominant theme that was raised by citizens, community consultation groups and elected officials was one of improving the quality of life for all citizens. This theme is reflected in the new “Vision Statement” for the Municipality.

To be a community that enhances our quality of life in a sustainable manner.

The Vision Statement is the central driving force of the Community Plan. In essence, the Vision Statement reflects what the community wishes to be in the future.To facilitate the community planning process the following activities took place:

Step #1: All citizens in the community were initially engaged in the process, by means of:standard mail out survey, on-line survey or facebook survey.

Step #2: The survey contained questions which helped identify:

community desirescommunity futurecommunity actions

Step #3: A series of three workshops involving citizens, Council members and staff was held with a broad cross section of ±44 people attending:September – S.W.O.T. Exercise/Trends (Strengths, Weaknesses, Opportunities and Threats)October – Mission/Vision/Strategic InitiativesNovember – Tactics/Macro Review

Step #4: The Community Plan overview group collated all of the material from the three workshops and created “The Community Plan 2010” report.

The most important component of the Community Plan is the “follow-up” stage, from both Council and the respective Senior Manager. To facilitate this important stage, Council will have to consider the Community Plan as budgets are developed and give financial priority to capital projects/operating budgets which reflect/support the ideals contained in the Community Plan.The report is organized in the following format for each of the seven master committees/departments of the Municipality:

1. Purpose of the committee/department2. S.W.O.T. analysis3. Trends4. Strategic Initiatives5. Tactics

Lastly, it is hoped that each of Council’s seven standing committees will adopt their section as the starting point to the Community Planning process and make this a living document which encompasses the heart and soul of their monthly meetings.

For when we act collectively with a common desire we will move forward with both purpose and intent to our planned future.

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MISSION STATEMENT (why we exist)

THE MUNICIPALITY OF KINCARDINE PROVIDES THE GOVERNANCE AND SERVICES NECESSARY FOR A HEALTHY

COMMUNITY

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VISION STATEMENT(desired future for community)

TO BE A COMMUNITY THAT ENHANCES OUR QUALITY OF

LIFE IN A SUSTAINABLE MANNER.

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CORPORATE VALUES

As a customer service organization, the Municipality of Kincardine values it’s responsibility to our citizens by embracing the following corporate values:

Integrity: We are an ethical organization that operates with openness and honesty in all aspects of our municipal business.Teamwork:Collectively we govern/manage the Municipality with a common purpose and strive for the betterment of the quality of life for all citizens.Respect:In all of our discussions we value the opinion of others and above all other considerations treat people as the most valuable asset of our community.Transparency:Openness and transparency is the hallmark of any successful organization. Both Council and staff will demonstrate this value in all interactions with the public.Accountability:The Municipality is accountable for the wise expenditure of public funds in the ongoing provision of services that affect the everyday life of all our citizens.

These aforementioned five guiding corporate values lay the groundwork for developing a Corporate Culture that emulates the following traits:

*improvement through education;*respect for others through professionalism and the practice of listening skills; *collaborative approach to problem solving, vis-à-vis harnessing the skills of team members;*maintaining a commitment to communications between Council, staff and the public;*spending the time to engage our employees in the drive to achieve Council’s priorities; *commitment to the importance of relationships and the building of trust between Council, staff and the public;

*lastly, a commitment from all of our teams to be organized, strategic and most importantly to achieve results through allegiance to our Community Plan.

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COMMITTEES/DEPARTMENTSCommittees/Departments:

Each master Committee of Council is made up of various Council members, public volunteers and staff. These Committees meet on a regular monthly basis and work towards ensuring adherence to the goals and objectives contained in the Community Plan.

Building & Planning:To coordinate growth through planned development, ensure safe & orderly construction of structures through adherence to the Planning Act, Ontario Building Code, and associated applicable laws.

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COMMITTEES/DEPARTMENTS

Emergency Services:To manage resources that are required to respond to emergency events, law enforcement, crime prevention and medical assistance.

Parks & Recreation:To make available to all citizens, recreational experiences and opportunities for leisure time through well managed facilities, parks and programs.

Public Works:To operate, maintain and improve the Municipality’s service infrastructure, including roads, water and waste water. Also manages cemeteries, waste management and municipal buildings.

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COMMITTEES/DEPARTMENTS

Corporate Services:To focus on municipal administration, corporate communication, human resources, financial administration, and accessibility. Also a liaison with education, healthcare and nuclear industry issues.

Community, Heritage, Arts & Tourism:To promote culture, heritage, arts and tourism by playing a coordinating and facilitating role.

Economic Development:To support business retention and expansion as well as implementation of community growth projects.

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BUILDING & PLANNING TRENDS

Higher density, condo lifestyle and accessible housing

Shift in demographics

Retirement complex communities

Green initiatives in development, planning and construction

Natural heritage protection

Source water protection

Boom and bust cycle

Provincial regulations

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BUILDING & PLANNING S.W.O.T. ANALYSIS

Strengths

Updated Official Plan

Good File Management

Geographic Information System in Place

LEAR Study Completed

Extension of Services for Development

Subdivision Capacity

Weaknesses

Technical Issues/Regulatory Process not understood by the General Public

Private Property Interest versus Public Interest

Large Geographic Area

Dependency on other Agencies

Single Ownership of Large Developmental Lands

Affordable Housing

OpportunitiesExpand use of Geographic Information System

Government Grants

Green Energy Act Opportunities

Natural Heritage Study

Bruce County Affordable Housing Program

ThreatsNew Provincial Regulations

Financing for Developments

Green Energy Act Impact

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BUILDING & PLANNING COMMUNITY PLAN INITIATIVES

STRATEGIC INITIATIVE #1*Define a clear mandate from the community regarding future growth.

PROPOSED TACTICS:1.1 Complete surveys, polls and interview citizens to foster a positive attitude for

growth.1.2 Meet with the development community to ascertain investment and growth plans.1.3 Consult with industry, commercial and institutional sectors to discuss future

direction.

STRATEGIC INITIATIVE #2*The development of land use policies which integrates the principles of healthy communities in tandem with the need for employment lands.

PROPOSED TACTICS:2.1 Official Plan extension of services to various areas for employment lands.2.2 Develop parking policies that support growth in downtown areas. 2.3 Ensure that planning policies take into consideration mobility options and

accessibility needs.2.4 Pre-zoning of development lands to facilitate investment.

STRATEGIC INITIATIVE #3*Ensure the protection of our environment is a primary component of planning for the future.

PROPOSED TACTICS:3.1 Utilize Natural Heritage, environmental documents for future planning.3.2 Utilize Source Water Protection documents for future planning.

STRATEGIC INITIATIVE #4*Ensure that all future developments are accessible to all residents.

PROPOSED TACTICS:4.1 Pre-zoning to allow for affordable housing.4.2 Explore partnership between the Municipality and industry to provide greater

transportation options.

STRATEGIC INITIATIVE #5*Encourage an attractive housing market for all income levels.

PROPOSED TACTICS:5.1 Ensure the protection of heritage dwellings.5.2 Encourage affordable housing developments inclusion in all subdivisions.5.3 Encourage development plans which meet the key principles of the Official Plan

and Zoning by-law.

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COMMUNITY, HERITAGE, ARTS & TOURISM TRENDS

Decrease in American visitors

Ontario’s aging population and new travel patterns

Heritage, cultural and sports tourism on the rise

Interactive, educational and agri-tourism

Active tourism such as cycling and hiking

Healthy lifestyle tourism

New defined tourism regions in Ontario

Internet research and bookings

Resurgence of recreational camping

Package tours

Use of social media for advertising

More local exploring

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COMMUNITY, HERITAGE, ARTS & TOURISM S.W.O.T. ANALYSIS

Strengths

Natural Physical Attributes

Volunteerism

Community Supports Tourism Infrastructure

Sports Tourism

Local Knowledge of Citizens

Local Heritage

Provincial Park

Partnerships with Grey/Bruce Tourism

Weaknesses

Transportation Options & Availability

Signage

Youth Incentives & Activities

Financial Sustainability of “Wanted Facilities”

Off Season Tourism

Downtown Public Washroom Facilities

OpportunitiesUtilization of Lakefront

Development Potential in Inverhuron

Multicultural Events

Leadership Training for Key Members of Volunteer Groups

Branding of Downtown

New Provincial Partnerships – Bruce-Grey-Simcoe Counties

Expansion of Off-Season Events

Signage & Wayfinding Program

Web 2.0 Social Media Marketing

Agra-Tourism

ThreatsEconomic Cycles

Competition from Neighbouring Communities

Declining Youth Population

Community Apathy in Governance

Weather

Environmental Destruction

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COMMUNITY, HERITAGE, ARTS & TOURISM

COMMUNITY PLAN INITIATIVES

STRATEGIC INITIATIVE #1*Preservation and promotion of the Municipality’s heritage and cultural diversity.

PROPOSED TACTICS:1.1 Support for cultural/heritage events.1.2 Explore heritage districts to promote preservation for future generations.1.3 Update heritage designation by-laws to be more specific in designated aspects.

STRATEGIC INITIATIVE #2*Increase the recognition factor of the Municipality of Kincardine.

PROPOSED TACTICS:2.1 Welcome to the Municipality package and orientation.2.2 Establish a new tourism centre.2.3 Increase promotion and awareness of the Municipality through various media.2.4 Focus on informing visitors of all the free activities and services available within

the Municipality.2.5 Create a free RV waste station for the travelling public.2.6 Establish a wild flower scattering on the roadside of the Highway 21 bypass.2.7 Establish Kincardine as a weather point through various media.

STRATEGIC INITIATIVE #3*Development of a four season tourism strategy for the 21st century.

PROPOSED TACTICS:3.1 Develop all-season information that is easily accessible (internet).3.2 Focus on shoulder seasons.3.3 Promote Grey Bruce Your Way website.3.4 Increase and promote eco-tourism opportunities.3.5 Development of a dedicated public washroom facility in the downtown core.

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CORPORATE SERVICES TRENDS

Reduction in Provincial and Federal funding

Physician shortage expected to continue

Shortage of affordable housing

Need for economic diversification

Rapid change in communication technology

Expanded educational opportunities

Strong local desire for public input into decisions

Aging population

Electronic payments

Increased litigation claims

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CORPORATE SERVICES S.W.O.T. ANALYSIS

Strengths

Intellectual Capacity of Workforce

Strong Financial Base

Ownership of Bruce Telecom

Bruce Power Employment Stability

Ownership Percentage in Westario

Weaknesses

Shuttle Bus, Transportation

Long Term Care Capacity

Lack of Post Secondary Education Opportunities

Economy Dominated by One Industry

OpportunitiesBruce Energy Centre

Online Financial Transactions

Younger Employees/Families Replacing Aging Workforce

Hospital Redevelopment

ThreatsReduction of Government Funding

Evolving Health Care Models

Rapidly Evolving Telecommunications Environment

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CORPORATE SERVICES COMMUNITY PLAN INITIATIVES

STRATEGIC INITIATIVE #1*Ensure our policies are positioned to ensure financial sustainability for our community.

PROPOSED TACTICS:1.1 Policy development in regards to appropriate debt levels and reserve fund levels.1.2 Development of long-term projected budgets and determination of impacts on

assets.1.3 Review online payments as a customer service opportunity.

STRATEGIC INITIATIVE #2*Development of a joint strategy with other organizations for the provision of educational opportunities.

PROPOSED TACTICS:2.1 Consult with our education/training partners.2.2 Identification and advancement of local educational opportunities through sharing

of resources. 2.3 Initiate specific consultation with local school boards with respect to

common future needs.

STRATEGIC INITIATIVE #3*Development of community advocacy plan/approach to local healthcare.

PROPOSED TACTICS:3.1 Advocate for the redevelopment of the South Bruce Grey Health Centre

Kincardine site.3.2 Dedicated dialogue with the healthcare community.3.3 Utilizing joint synergies of Bruce Power, local municipalities and medical

community to design a successful physician recruitment program.

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ECONOMIC DEVELOPMENT TRENDS

Local food initiativesInternet buying and sellingBuying local or CanadianBruce Power and the renaissance of nuclear powerBig box retailersDowntown provitalizationHealth and wellness businessIncreased focus on trades and apprenticeshipsFlexibility in educationSmartphones replacing laptops and computersGreen shiftCompetition for skilled labour

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ECONOMIC DEVELOPMENT S.W.O.T. ANALYSIS

Strengths

Strong Downtown

Renewable Energy

Lakefront

Room for Growth

Major Highways 9 & 21

Airport

Bruce Power

Partnerships with Business Improvement Area & Chamber of Commerce

New Housing Developments

Weaknesses

Limited Public Transit

Poor Signage

Abandonment of Rail Service

Lack of Service Sector Employees

Limited Daycare Capacity

Industrial Land Availability

Absence of Natural Gas

OpportunitiesDemand for Harbour

Bruce Energy Centre

Tourism

Centre for the Arts

Bruce County Retirement Complex

Water and Sewer Expansion

New Retail Mix in Urban Core

New Technologies

Incubator/Growth Opportunities for Industries

ThreatsIncreased Costs of Living

Lack of Family Healthcare

Aging Infrastructure

Cost of Industrial Land for Diversification Opportunities

Lack of Affordable Housing

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ECONOMIC DEVELOPMENT COMMUNITY PLAN INITIATIVES

STRATEGIC INITIATIVE #1*Create an environment that supports existing business and industry while promoting economic growth.

PROPOSED TACTICS:1.1 Mentorship program for young entrepreneurs.1.2 Institute a business expansion and retention program.1.3 Create a coordinated plan for the Highway 9/Highway 21 business park.1.4 Investigate the cost of bringing natural gas to the area.1.5 Expand the façade program to support small business.1.6 Continue partnerships with Business Improvement Area and the Kincardine

District Chamber of Commerce.

STRATEGIC INITIATIVE #2*Develop an increased awareness of the diverse economic development opportunities in the Municipality.

PROPOSED TACTICS:2.1 Increased advertising and awareness of the Municipality.2.2 Partner with private sector in advertising opportunities.2.3 Develop an economic development expansion strategy that highlights growth

opportunities.

STRATEGIC INITIATIVE #3* Development of future employment lands.

PROPOSED TACTICS:3.1 Coordination with the private sector to ensure availability of development lands.3.2 Act as a catalyst to ensure development lands are available to new start-up

industries/commercial ventures.3.3 Create a development strategy to complement the energy industry.3.4 Support local businesses in their efforts to grow and provide employment

opportunities.

STRATEGIC INITIATIVE #4*The creation of an economic development communications strategy.

PROPOSED TACTICS:4.1 Consultation with Council and other municipal sector groups to ensure that their

communications needs are addressed.4.2 Survey the I.C.I Sector (Industrial, Commercial and Institutional Sector) to ensure

that the design elements of the communication strategy are appropriate.4.3 Enhance information partnerships with other economic development groups

such as Chamber of Commerce, Business Improvement Area and Bruce Community Futures Development Corporation.

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EMERGENCY SERVICES TRENDS

Higher service demands with fewer resources

Enhanced training requirements for firefighters

Changing mobility needs of the population

Increased homecare

Lack of provincial funding

Changes in family health care

Substance abuse among the population

Greater need to provide public education

Technology advancements in 911 system

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EMERGENCY SERVICES S.W.O.T. ANALYSIS

Strengths911 Signage in Place

Mutual Aid Networks

Hospital Resources

New OPP Detachment Facility

Dedication of Volunteer Firefighters

Weaknesses

Large Geographic Response Area

Demographics of Responders

Communication Technology between Emergency Departments

Public Reaction to Emergency Flashing Lights

OpportunitiesEstablish First Response Agreement with Other Communities

Three Tier Response

Fire Prevention Education

Personal Safety Education

Education in Emergency Preparedness

Consolidating Policies and Procedures

Proposed Firefighters Training Centre

ThreatsProvincial Legislation Based on Large Urban Model

Communication Networks

Pandemics

Power Outages

Winter Storms

Competition from Private Sector for Firefighters

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EMERGENCY SERVICES COMMUNITY PLAN INITIATIVES

STRATEGIC INITIATIVE #1*Formulate a master emergency services education program.

PROPOSED TACTICS:1.1 Interactive public education.1.2 Document online educational library.1.3 Joint education program with local schools.

STRATEGIC INITIATIVE #2*Mitigate emergencies before they occur by promoting a safe and prepared community.

PROPOSED TACTICS:2.1 Operational and business continuity planning for fire, police and emergency

medical services.2.2 Ongoing training of emergency services staff.

STRATEGIC INITIATIVE #3*Develop master operational plans for police, fire and ambulance.

PROPOSED TACTICS:3.1 Develop communication synergies within emergency services.3.2 Dedicate financial resources for the development of the operational plans.3.3 Formulate twenty year equipment forecast.

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PARKS & RECREATION TRENDS

Younger families moving to the areaReturn of former residents who have big city service expectationsAging demographicsLower levels of financial assistance from the Federal and Provincial GovernmentNew recreational activities such as the dog park, bike park and ultimate frisbeeCitizens are concerned about their health and fitnessInformal or unorganized sports are desiredObesity rate among all age groups is increasingWomen’s participation in sports is on the riseGreater use of trails and parksGardening is emerging as a leisure activity

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PARKS & RECREATION S.W.O.T. ANALYSIS

Strengths

Supportive Community

Strong Volunteer Base

New Additions to Community Centres

Lakeside Public Parks

Dog Park

Bike Park

Trails System

Weaknesses

Lack of Teen Activities

Shortage of Unorganized Sports

Indoor & Outdoor Space for Winter Activities

Staff Resources Stretched

Improved Information Distribution

Accessibility

OpportunitiesCentralized Information via Web Portal

Outdoor Ice Surface

Outdoor Basketball Courts

Teen Centre

Development of Passive Activities on closed Ward 1 Landfill

Beach Management Plan

ThreatsLack of Information

Environmental Threats

Phragmites

Competition with Other Developments

Cost of Sports for Families

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PARKS & RECREATION COMMUNITY PLAN INITIATIVES

STRATEGIC INITIATIVE #1*Assess the community’s recreational awareness and ascertain the future needs of the community.

PROPOSED TACTICS:1.1 Develop a community communications plan.1.2 Include a youth representative on the Recreation Services Committee and other

subcommittees.1.3 Conduct ongoing surveys to assess changing needs of the community.

STRATEGIC INITIATIVE #2*Implement the recreational master plan which encourages environmental stewardship and sustainability.

PROPOSED TACTICS:2.1 Develop a five year business plan and budget based on the recreational master

plan.2.2 Liaison with Public Works and the Kincardine Environmental Advisory

Committee to discuss common or emerging issues.2.3 Development of a beach management plan.2.4 Development of a green maintenance program for our parks.

STRATEGIC INITIATIVE #3*The development of an unstructured recreational facilities plan.

PROPOSED TACTICS:3.1 Consultation with the public to determine the desired unstructured recreational

opportunities.3.2 Consideration of open use facilities such as an outdoor ice surface, outdoor

basketball court and youth centre.3.3 Tie the results of the unstructured recreational facilities plan into the five year

business plan and budget.3.4 Encourage more people to be involved in unstructured recreation activities.

STRATEGIC INITIATIVE # 4*Dedicate future financial resources to manage our existing infrastructure obligations.

PROPOSED TACTICS:4.1 Annual fall inspection of all infrastructure to set financial priorities for the

annual budget.4.2 Conduct an energy audit on all recreation facilities.4.3 Commitment to review the full utilization of existing assets prior to

consideration of new build opportunities.

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PUBLIC WORKS TRENDS

Unpredictable funding levels from upper levels of governmentGreen energy projectsMore water regulationsGreen shift, even at a premiumDevelopments within our Amish communityHigher density developmentsIncrease in liability concerns/claimsGlobal warming

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PUBLIC WORKS S.W.O.T. ANALYSIS

Strengths

Global Positioning System

Accurate Inventory of Assets

Capacity Available in Water & Sewage Systems

Waste Management, Road Needs and Water Supply Studies Complete

Long Term Landfill Capacity

Weaknesses

Limited Public Transit

Insufficient Pedestrian Options

Drainage Issues

Environmental Education

Private Roads in Network

Rural Roads in Semi-Urban Standard

OpportunitiesRecycling Expansion

Waste Diversion

Conservation of Water

Smart Meters

Infrastructure Grants

LEED Conversions

Green Programs

Training

Internet Technology in Public Works

Kitchen Waste Program

ThreatsInsufficient Funding

Provincial Regulatory Requirements

PSAB Implementation

Water Debt

Invasive Species

Limited Grant Review Period

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PUBLIC WORKS COMMUNITY PLAN INITIATIVES

STRATEGIC INITIATIVE #1*Promote financially sound green alternatives as the preferred option of the Public Works Department.

PROPOSED TACTICS:1.1 Explore “greening” the fleet.1.2 Assess renewable energy sources for municipal facilities.1.3 Review new waste water technologies.1.4 Investigate road salt alternatives.1.5 Investigate an anti-idling bylaw.

STRATEGIC INITIATIVE #2*Ensure that the management of solid waste is consistent with the best practices in the industry.

PROPOSED TACTICS:2.1 Assess the funding methodologies for the waste management programs.2.2 Lobby for producer responsibility in recycling programs.2.3 Define best practices for solid waste management.2.4 Create waste reduction policies for municipal buildings, facilities and events.

STRATEGIC INITIATIVE #3*Ensure that growth is being conducted in balance with consideration for the environment.

PROPOSED TACTICS:3.1 Solicit environmental comment in subdivision design implementation.3.2 Tree planting policy or bylaw.3.3 Explore a dark skies policy.

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PUBLIC WORKS COMMUNITY PLAN INTITIATIVES

STRATEGIC INITIATIVE #4*Dedicate future financial resources to manage our existing infrastructure obligations.

TACTICS:4.1 Annual inspections of all infrastructure to set financial priorities for the annual

budget.4.2 Conduct an energy audit on all public works facilities.4.3 Establish geographic limitations for municipal services.4.4 Buffering municipal drains with vegetative plantings.4.5 Operational assessments for capital works

STRATEGIC INITIATIVE #5*Assess the sufficiency of pedestrian and bicycle networks.

PROPOSED TACTICS:5.1 Consult with the County of Bruce to develop plans for bicycle paths on county

roads.5.2 Review existing network of pedestrian and bicycle trails and determine future

needs.5.3 Link the Municipality of Kincardine from north to south.

STRATEGIC INITIATIVE #6*Create utility growth plans that are consistent with the Official Plan.

PROPOSED TACTICS:

6.1 Create a master utility growth plan.6.2 Utilization of a development charges bylaw to fund key infrastructure

requirements.6.3 Commit to ongoing communications with both Building & Planning and

Economic Development to ensure that development plans are coordinated.

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IMPLEMENTATION

The best-designed community plans are ineffective if they are not implemented. A community plan comes to life and adds value through implementation. The vision and strategic initiatives outlined in this plan will only be realized if Council, staff and the public see the plan as a guiding document which is referred to continuously and which acts as the framework for the Municipality’s decision-making.To ensure successful implementation of Kincardine’s community plan, the following actions will need to be undertaken:1) Under the direction of the Chief Administrative Officer, each Senior Manager

shall prepare a business plan on an annual basis, as part of the annual budgeting process. Each business plan and budget shall reflect the priorities established through the Community Plan.

2) As part of the annual business plan, the Community Plan initiatives will be identified complete with costs, responsibilities, timing and sources of funding and/or resources for the current year’s activities.

3) All staff reports will include a section titled “Community Plan Considerations” and comments shall be provided.

4) Upon adoption of the Community Plan by Council, each master Committee of Council shall review and adopt their sections into the goals and objectives of their committee/department. Please note each committee/department is strongly encouraged to review their section of the Community Plan on a monthly basis through their agenda. It is the intent of this Plan to ensure it is a living document and may be revised by means of a management report to Council explaining the rationale.

5) Council and senior management will meet on an annual basis to review the progress made in implementing the strategic directions commencing the year following the adoption of the Community 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.

6) At the beginning of each term, Council will review and reaffirm the vision and strategic directions as set out in the Community Plan. If Council proposes to significantly modify the plan, then a process of community consultation shall take place.

7) A major review of the Community Plan shall occur at least once every five years. This will include a full consultation process among Council, the public, committees and staff.

A Community Plan acts as a guide and framework for the Municipality’s decision making. To be of value, it must remain flexible and be responsive not only to financial realities but to demands and opportunities.