The Municipal Corporation of the Town of Fort Erie

BY-LAW NO. 41-07 ________________________________________________________________

BEING A BY-LAW TO ADOPT THE 2007-2010

CORPORATE STRATEGIC PLAN FOR THE TOWN OF FORT ERIE

WHEREAS the Council of the Town of Fort Erie undertook a facilitated strategic planning process to develop priorities, goals and initiatives that will provide focus and direction over the 2007-2010 term of Council, and WHEREAS two public consultation sessions were conducted on February 28, 2007 and March 3, 2007 and a public meeting was held on March 19, 2007 in order to obtain feedback on the draft strategic priorities, goals and initiatives contained in the Plan, and WHEREAS the draft Plan was posted on the Town web-site on March 5, 2007 and notification was placed in The Times on March 3, 10, and 17, 2007 encouraging comments from the public, and WHEREAS Administrative Report No. CAO-04-2007 was approved at the Council-in-Committee meeting of March 19, 2007 authorizing revisions to the draft based on public consultation and the submission of a by-law to Council to adopt the 2007-2010 Strategic Plan, and WHEREAS it is deemed desirable to adopt a 2007-2010 Corporate Strategic Plan for the Town of Fort Erie; NOW THEREFORE the Municipal Council of The Corporation of the Town of Fort Erie hereby enacts as follows: 1. THAT the 2007-2010 Corporate Strategic Plan for the Town of Fort Erie annexed hereto as

Schedule “A” to this by-law be and it is hereby approved and adopted. 2. THAT pursuant to the provisions of Sections 23.1 to 23.5 inclusive of the Municipal Act, 2001, as

amended, the Clerk of the Town of Fort Erie is hereby authorized to effect any minor modifications or corrections solely of an administrative, numerical, grammatical, semantical or descriptive nature or kind to this by-law or its schedules as such may be determined to be necessary after the passage of this by-law.

READ A FIRST, SECOND AND THIRD TIME AND FINALLY PASSED THIS 26TH DAY OF MARCH, 2007. ____________________________________ MAYOR ____________________________________ CLERK I, Carolyn J. Kett, the Clerk, of The Corporation of the Town of Fort Erie hereby certifies the foregoing to be a true certified copy of By-law No. 41-07 of the said Town. Given under my hand and the seal of the said Corporation this day of , 200 7. ______________________________________________________

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Schedule “A” to By-law No. 41-07Council’s Corporate Strategic Plan

2007-2010 and Beyond

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Table of Contents

Introduction by Mayor Doug Martin ………………………. 3

Overview ………………………. 4

Public Consultation ………………………. 5

Vision and Purpose Statement ………………………. 6

Priorities, Goals and Initiatives:A) Development and Land Use …………….. 7B) Economic and Business Development …………….. 11C) Financial Stewardship …………….. 16D) Infrastructure ……………... 20

Corporate Values ………………………. 24

Communicating our Achievements ………………………. 25

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Introduction

On behalf of members of Council, I want to thank all who participated in the strategic planning process – both the targeted interest/community groups, the randomly selected residents, general public and Town staff.

This plan will provide overall direction for Council’s 4 year term. There are many challenges facing municipalities in Ontario but Fort Erie has many opportunities as well.

During the public sessions, many reasons were shared on why Fort Erie is enjoyed by its residents. They included enjoying the smallness and safeness of the community, the ease to get around, the central location to larger urban centres, golf courses, recreational facilities, trails, waterfront, responsiveness of local government, friendly atmosphere, to name a few.

Council has set out priorities, goals and initiatives that will continue to lead the municipality – looking at the big picture while still regarding the importance of what our residents enjoy and deserve!

We are privileged to serve you, the public, and this plan will help us continue ensuring the viability of our community.

Doug Martin, Mayor

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Overview

Council participated in three intensive planning workshops in order to determine what is needed to strengthen the community over the next four years and beyond.

While all issues are important to Council, four specific areas emerged as requiring focus. They are:

A) Development and Land UseB) Economic and Business DevelopmentC) Financial StewardshipD) Infrastructure

In coming to this conclusion, Council based its findings on:

the potential to contribute to achieving other potential priorities;the potential to have a significant impact on the community;ensuring that conditions are right at this point in time to implement the priority, goals and initiatives;there are existing initiatives that can be built on;there are partnerships, energy and support for the initiative; andThe Town has control over or can exert meaningful influence on.

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Public Consultation

Town staff facilitated two public consultation sessions.

The first session, consisted of targeted interest/community groups and was held on February 28, 2007. Twenty-three interest/community groups were represented and participated in an interactive review of the Council’s 2007-2010 priorities, goals and initiatives. Detailed feedback was received from participants and was summarized by staff for Council’s review and possible consideration.

The second session, which took place on March 3, 2007, consisted of randomly selected residents. Twenty-seven participants ranged from life-long residents to newcomers to the community. The session included three break-out groups, which reviewed each goal and initiative separately and then reported back to the group as a whole. Participants were also encouraged to complete feedback forms and their comments were also summarized by staff for Council’s review and possible consideration.

The Town web-site was also utilized for viewing of the draft Plan and feedback was encouraged.

The public meeting was also publicized for three consecutive weeks in the local paper.

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Vision and Purpose Statement

VISION:

“We will guide the Town towards achieving a community that provides the quality of life we want for our children”

PURPOSE:

Our Focus: Your Future

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A. DEVELOPMENT AND LAND USE

The Council will ensure that the opportunity for

planned growth and development recognizes the

need for the protection of our natural areas and

parklands.

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Goal A1: Increase waterfront accessibility and parkland

Initiatives:

A1.1 Require developers to dedicate waterfront lands as a condition of development, exclusive of the current 5%

A1.2 Develop a funding strategy for waterfront land purchases and development of current and future waterfront lands

A1.3 Work with Niagara Parks Commission, Peace Bridge Authority and Region to increase waterfront accessibility and parkland (via watercraft and pedestrian)

A1.4 Complete the development of the Friendship Trail (Erie Beach)

A1.5 Develop a site plan for Bay Beach lands

A1.6 Determine status of the Point Abino Lighthouse

A1.7 Develop a policy on encroachment on road allowances

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Goal A2: Address constraints on lands under Natural Heritage Protection

Initiatives:

A2.1 Encourage the Niagara Peninsula Conservation Authority to refine and identify wetland boundaries.

A2.2 Use the Master Servicing and Development Strategy to refine wetland boundaries in the industrial area.

A2.3 Develop public ownership and private stewardship strategies for lands under natural heritage protection (eg. Land trusts, conservation easements, nature conservancies)

Goal A3: Increase Parks and Open SpacesInitiatives:

A3.1 Implement the Parks and Open Space Master Plan

A3.2 Establish specialized uses within existing parks (eg. Off-leash areas)

A3.3 Incorporate parks as capital assets in long-term financial planning

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Goal A4: Ensure Environmentally Sound Development

Initiatives:

A4.1 Complete comprehensive environmental planning studies (eg. Neighbourhood Plans, Master Servicing and Development Strategy)

A4.2 Administer the Environmental Advisory Committee (EAC)

A4.3 Implement the Official Plan policies

Goal A5: Continue to Develop Neighbourhood Plans

Initiatives:

A5.1 Formalize the Neighbourhood Planning Program (identify implementation costs, resources, timing) and identify remaining priority neighbourhoods

A5.2 Establish implementation funding based on plans and priorities

A5.3 Implement components of neighbourhood plans that have no fundingrequirements.

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B. ECONOMIC AND BUSINESSDEVELOPMENT

The Council will continue to foster an environment

that will retain and expand existing businesses

and attract new investment into the community.

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Goal B1: Increase Employment Opportunities within Fort Erie

Initiatives:

B1.1 Streamline business licensing and permitting processes to facilitate business expansion and development

B1.2 Develop our partnership with the Business Development Centre of Greater Fort Erie

B1.3 Develop and adopt Community Improvement Plans

B1.4 Strengthen the economic development teamwork and philosophy throughout the Town and Economic Development and Tourism Corporation

Goal B2: Revitalize Core Business Areas across the Town

Initiatives:

B2.1 Continue to process Neighbourhood Plans

B2.2 Encourage the development of new Business Improvement Areas (BIAs)

B2.3 Continue to encourage community groups to contribute to beautification of core areas

B2.4 Maintain a strong partnership with the Niagara Parks Commission on the redevelopment of the marina.

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Goal B3: Retain Existing Businesses in Fort ErieInitiatives:

B3.1 Adopt a “make-it-happen” approach and attitude within Town Hall to facilitate business retention

B3.2 Continue to support business retention initiatives of the Economic Development and Tourism Corporation

B3.3 Ensure effective coordination and communication between Town Council and the Economic Development and Tourism Corporation

Goal B4: Pursue and retain a major tourism generator

Initiatives:

B4.1 Document and profile the Town’s tourism assets

B4.2 Continue tourism promotional efforts, including the provision of a “Welcome to Fort Erie sign(s) and improve signage and marketing for the tourism assets that we present have

B4.3 Identify potential tourism generator opportunities

B4.4 Communicate the Town’s intent and opportunities to potential partners

B4.5 Develop a strategy to improve the Fort Erie festival product to be more reflective of historical successes

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Goal B5: Ensure a continuous supply of serviced, developable industrial land

Initiatives:

B5.1 Complete and implement the Fort Erie Business Industrial Park Master Servicing and Economic Development Strategy

B5.2 Place Fort Erie as a priority in the Niagara Region and Province of Ontario’s growth strategies (GTA corridor)

B5.3 Advocate for QEW ramp improvements to sustain and expand economic opportunities

B5.4 Complete Frenchman’s Creek trunk sewer system

B5.5 Encourage private partnership-based development and funding of serviced lands

B5.6 Advocate for regional and provincial funding support for implementation of required services

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Initiatives:

B6.1 Develop financial incentive programs through the Brownfield Community Improvement Plan

B6.2 Determine alternative land uses through the Neighbourhood Plans

B6.3 Maximize use of Niagara Region financial incentive programs

Goal B6: Facilitate redevelopment of old Industrial Sites

Initiatives:

B7.1 Identify our potential assets for post-secondary education (eg. Location for teacher’s college re proximity to Western N.Y., ZOOZ, brokerages, trades, aerospace industry)

B7.2 Contact post-secondary institutions in the Western N.Y., Greater Golden Horseshoe areas to explore for potential

Goal B7: Explore potential for a post-secondary institution satellite campus

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C. FINANCIAL STEWARDSHIP

The Council will ensure the development and

focus on long-term financial planning, ensure

optimum use of resources and further develop

sound financial strategies to meet the needs of

the community.

Water/Sewer20%

Gaming13%

User Fees8%

Interest & Penalties

3%

Other2%

Grants1%

Taxation53%

Libraries4%

Parks, Recreation,

Facilities and Cemeteries

15%

Health & Wellness, Seniors

2%

Fire9%

Water & Sewer20%

Roads, Storm, Engineering &

Transit28%

Inspection & Enforcement

5%

Governance & Administration

9%

Planning, Development &

Museum8%

2006 OPERATING EXPENDITURE(including transfers $24.2 million)

2006 OPERATING REVENUE($24.2 million)

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Initiatives:

C1.1 Promote a high level of responsiveness and service to the public

C1.2 Continue to initiate alternative service delivery strategies (eg. Public-private partnerships, volunteer community groups, shared services)

C1.3 Ensure any fees reflect the true costs of service delivery

C1.4 Compare Fort Erie costs against similar communities and provincial benchmarks to ensure that we are competitive

C1.5 Make use of Provincial/Federal funding for projects when available

C1.6 Stabilize sources of funding for priorities in the strategic plan

Goal C1: Efficient and Effective Town Services

Initiatives:

C2.1 Forecast and balance future priorities and initiatives

C2.2 Complete strategic planning to align budget and actions over a multi-year period

C2.3 Implement life-cycle financial planning for infrastructure

C2.4 Incorporate all Master Plans (eg. Neighbourhood plans, parks and open space, infrastructure) into multi-year budgeting

Goal C2: Implement Multi-Year Financial Planning

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Initiatives:

C3.1 Communicate the budget to the public in simple language through various means (eg. Media, web, water bills) and clearly explain the rationale and intended results of any required investments

C3.2 Inform residents about preventative measures (eg. Limit flushing during intensive wet weather)

C3.3 Communicate the status and achievements of Corporate Strategic Plan initiatives

Goal C3: Inform the Public about Town Finances

Initiatives:

C4.1 Significantly reduce, with the intent to eliminate, the use of gaming revenues to fund base services

C4.2 Ensure gaming revenue is received before funding is committed

Goal C4: Reduce Dependence on Gaming Revenues

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Initiatives:

C5.1 Determine infrastructure needs, funding requirements and target funding levels

C5.2 Implement the mandatory Comprehensive Asset Management Program (PSAB) across the Corporation

C5.3 Lobby for Provincial/Federal funding

C5.4 Achieve Provincial reserve and debt benchmarks

C5.5 Complete a comprehensive development charges study in 2007

C5.6 Ensure that all development-related costs and fees are justified and effectively communicated (eg. Planning application fees, permits)

C5.7 Develop a financial plan to address storm damage costs

Goal C5: Balance the Burden of Investment across current and future generations

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D. INFRASTRUCTURE

The Council will strive to maintain the Town’s

physical assets, replace those in need of

replacement and make new investments to

support community needs for today and into the

future.

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Initiatives:

D1.1 Complete program to reduce storm water infiltration of sanitary sewer system

D1.2 Improve integrity of existing municipal sewage systems

D1.3 Significantly reduce sources of water infiltration from private properties

D1.4 Complete Frenchman’s Creek trunk sewer project

D1.5 Implement storm sewer drainage improvements

D1.6 Design and implement a public education program on flooding and sewer back-ups

Goal D1: Significantly reduce basement flooding and sewer back-ups

Initiatives:

D2.1 Maintain focus on leak detection

D2.2 Coordinate efforts with the Region of Niagara on district metering

Goal D2: Reduce treated water loss

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Initiatives:

D3.1 Develop functional requirements and plan for Town facilities

D3.2 Develop long-range plan and budget for maintaining and renewing the Town’s facilities

Goal D3: Improve functionality and maintenance of Town facilities

Initiatives:

D4.1 Determine and implement desired road quality standards through the Master Planning process

D4.2 Lobby the Region to maintain regional roads to desired standards

Goal D4: Improve quality of roads

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Initiatives:

D5.1 Establish and implement a prescribed Town-wide maintenance cycle for ditch maintenance

D5.2 Implement a public education campaign on constraints and solutions related to surface flooding

Goal D5: Improve water flow in ditches and reduce surface flooding

Initiatives:

D6.1 Complete and maintain infrastructure Master Plans

D6.2 Develop life-cycle financial plan for infrastructure construction, maintenance and renewal

D6.3 Identify and pursue new funding opportunities

Goal D6: Reduce the funding gap to protect the Town’s physical assets

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Proud to Serve - We serve Fort Erie with pride, care and excellence.

Teamwork - We partner with other departments, volunteers, other levels of government, agencies, boards and commissions to deliver services to the public.

Respect - We treat others how we would like to be treated – with sensitivity and respect – we listen.

Honesty - We are open and honest. We value trust and integrity.

Commitment- We are committed to the well being of our community.

Corporate Values

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Communicating our Achievements

The Corporate Strategic Plan is a rolling tool, not a static document and will be the overarching strategy that leads Council and municipal staff for the next four years and beyond. These priorities, goals and initiatives will also influence departmental work plans and the annual budget process.

Staff will provide public reports to Council every six months, commencing January, 2008, which will outline the status of each goal and initiative and highlight the achievements made.

As well, staff reports to Council will contain a “Corporate Strategic Plan” component that will link recommendations to Council with one of their four priority areas, where possible.

Thank you to all participants of the public

workshops and those members of the

community who provided feedback.