strategic plan 2011-2016 plan 2011-2016.pdf · environmental responsibility and sustainable...

MUNICIPALITY OF THE

DISTRICT OF GUYSBOROUGH

STRATEGIC PLAN

2011‐2016

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A Message from the Council of the Municipality of the District of Guysborough

Our new Strategic Plan will guide our Municipality for years to come. It lays the foundation for

achieving an inspiring vision, and will shape decision‐making and action. Like any good

strategic plan, it’s flexible, and as such, it will be a working document that we can adjust from

time to time to fit the internal and external environment that we live in.

The Strategic Plan identifies six over‐arching goals, with related objectives and key actions.

They reflect Council and Staff priorities, and are built on a foundation of public input gathered

in recent years from multiple MODG initiatives. The most recent public input was received

during the consultation that was carried out on the new Municipal Planning Strategy and on

the new Marketing Plan work. The Goals and associated objectives and actions are listed in no

particular order as all are equally important. Our approach to sustainability as outlined in

our Sustainability Plan will be incorporated into the actioning of our Strategic Plan.

Staff will be developing and carrying out their work‐plans based on the

goals/objectives/action/strategies contained in this document. Council will be regularly

interacting with staff to ensure that we achieve as much success as possible in implementing

this plan.

Our Council is committed to continue to build on the quality of life opportunities that are

available for the residents of our community. MODG is the best place to live in the Country and

we will work tirelessly to ensure that we build a sustainable future for our generation and

generations to come.

We are here to work with you and for you and welcome your input on any issue at any time.

Council of the Municipality of the District of Guysborough

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MODG VISION & MISSION

Vision Statement

“Rich with natural advantages and a welcoming, caring community, the dynamic, growing District of Guysborough offers economic opportunity and an excellent quality of life to its residents. “

Mission Statement

“To serve the people of the Municipality of the District of Guysborough through high quality, dependable public services and facilities, and by providing progressive leadership in promotion of healthy living, environmental responsibility and sustainable economic prosperity.”

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Goal‐ To Reverse the Trend of Population Decline and Have a 2% Increase in the Population of MODG by 2015

The Municipality is currently working on a new Municipal Planning Strategy and Land Use By‐Law. This

document will better position the Municipality to attract developments of all types on a go‐forward

basis.

Early in 2011, the Municipality will complete a new marketing strategy for MODG. The tools to

complement the strategy will help attract new residents as well as visitors to the area.

As is noted in the objectives under this goal statement, more housing options are needed to help attract

residents. The Municipality is working with GCRDA to seek funding to complete a new residential

development strategy.

Some economic development projects have the potential to start in the 2011‐2012 period. MODG is

working closely with developers. It is important that we maximize on the opportunities arising out of

these projects. These opportunities and ongoing planning/marketing work must be fully assessed

before embarking on the development of a growth plan.

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Objectives & Actions Strategies

Objective: Increase resources within MODG to help stimulate growth

Plan To Stimulate Growth

Maintain existing planning process for 2011‐2012 and monitor progress of economic development projects

Implement an evaluative process at the end of 2011‐2012 to determine the timing for development of a growth plan

Based on recommended schedule, prepare a Terms of Reference for Council’s approval that will compliment ongoing planning & development work; and issue a RFP Work with Consultant and residents to complete the plan

Receive the plan and implement

Objective: To increase suitable housing for current and future residents; and other residential living options for all sectors of our society

Facilitate the Development of Multiple Housing Options Within

MODG

Work with the RDA to identify federal & provincial funding for a new housing strategy inclusive of affordable housing opportunities

Develop a Terms of reference for a RFP and issue the RFP in 2011

Identify and develop a strategy for providing residential options

MODG could develop residential areas for the purpose of selling lots to individuals or potential developers.

Investigate the option of attaching small apartments to the Senior`s Complex for multi‐level, assisted living housing

Research a land grant program with a long‐term commitment feature

Define, establish, and manage infrastructure to attract newcomers

Research “Rebate and Incentive” Programs for private, subdivision, and community Housing program; research national and international best practices; and consider some for larger scale economic development projects

Increase Influx of New Residents by 2% by 2015

Develop and advertise the region as a destination for potential residents

Prepare a dedicated welcome package targeted at new residents

Research other rural communities for best practices on an on‐going basis

Develop and advertise the region as a destination for retirees

Objective: Increase Post‐Secondary training within MODG

Research information on the NSCC’s satellite campuses in rural areas; and other appropriate skilled training programs.

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Improve local skilled‐trades training for 150 People by 2013 in order to match required demand of new local employment opportunities

Lobby NSCC to establish a satellite campus in MODG re skilled trades as opportunities arise from economic development opportunities.

Research and identify joint‐venture training programs with industry

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Goal‐ To Increase the Establishment of New Businesses; and Create 200 New Employment Opportunities by 2015

The District of Guysborough, more than 2,200 square kilometres in size covering the north‐eastern end

of mainland Nova Scotia has natural advantages that set it apart from, well, just about every other place

you can think of.

Start with a Port that is as good as or better than any on the east coast of North America. Deep enough

for any vessel on the seas or the drawing boards, closer to Europe than all the rest and ice‐free, the

Strait of Canso is already growing faster in annual tonnage shipped than any other east coast port. The

Maher Melford Terminal is under development on the mainland side of the strait on a green field site

surrounded by room to boom.

Commercially viable gold deposits are proven, highly promising results are coming in and full scale mine

development is a real possibility. As valuable as gold is these days, there are encouraging signs of even

more precious rare earth metals throughout the district’s mineral rich formations.

The district is already home to a thriving aggregate mining operation at the strait. A second quarry on

the coast near the historic fishing town of Canso is in the planning stages.

The sea and the forests have always been the primary sources of economic activity in the district.

Fishing and forestry are still in the mix, but today additional investment opportunities are limited only by the

imagination.

With about 400 kilometres of coastline, and countless bays, inlets and safe harbours, the coast is perfect for eco‐tourism, outdoor recreation and aquaculture development. Natural gas developed off Nova Scotia’s coast is brought ashore by pipeline in the District of Guysborough at Goldboro.

The TransCanada Highway – 104 in Nova Scotia, lies just to the north of the district, as does the rail line that will connect the Strait Superport to markets all over North America.

MODG will work with local partners such as the GCRDA, neighbouring Municipalities and other levels of Governments to help set the right climate in order to see new business opportunities developed in the Municipality.

The following objectives and strategies will help us meet our goal.

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Objective: Increase the employment base by increasing job opportunities

Increase the opportunities for 200 jobs that pay $18‐$20

per hour or higher

Advocate the GCRDA and other agencies in order for them to undertake a review of their investment strategies and assess the need for projects and facilities Investigate the opportunities to produce/build/fabricate what is needed Review MRA Associates study on secondary businesses for action items MODG to take the lead on potential opportunities in an effort to help control its own destiny

Objective: Maintain work on existing potential economic development project opportunities Reduce barriers and maintain work in order to facilitate

the development of the following projects

Maher Melford Terminals Blackpoint Development Goldboro Gold Mining Wind Power Development Natural Gas Strait of Canso Superport Activities Biomass Spinoffs

Objective: Increase the annual average tourist traffic within MODG by 20% by 2015

Increase the number of tourist related events and attractions within MODG

Increase the number of tourism accommodations

Prepare an asset map of current tourist attractions & accommodations Develop a strategy for providing necessary additions to the above map Advocate the Government to lift restriction on protected lands Research, initiate and develop eco‐tourism attractions Research, initiate and develop festivals and conferences; and an event to showcase local crafts

Objective: Improve marketing opportunities for MODG in order to attract tourism related industry and more tourists

Develop and implement a marketing plan specific to MODG from relevant agencies and organizations utilizing the “Natural Advantage” brand Develop promotional tools and explore opportunities to

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Improve marketing and advertising of MODG

profile MODG at trade shows and conferences, utilizing the “Natural Advantage” brand Maximize the MODG website and other relevant websites by incorporating the “Natural Advantage” brand Support the development of a local business directory, in both a directory and web‐based format; and approach the GCRDA to take the lead

Objective: Strengthen key external relationships

Improve relationship with GCRDA, the Province and the

Federal Government

Define specific roles and responsibilities between GCRDA and MODG re: investment & trade Provide GRCDA with a prioritized list of MODG “goals and objectives” Ensure that the GCRDA completes the activities in their strategic plan that affect MODG Implement a bi‐annual GCRDA Executive Director’s report to Council. Maintain positive relationships with MP and MLA Increase advocacy efforts through quarterly meetings with DOT resulting in increased response times by DOT to MODG with agreed upon actions taken by DOT Increase Staff knowledge of federal & provincial departments with their business plans when required Advocate MODG concerns to be identified in their respective business plans when required Maintain relationships with municipal units who are signatories to the solid waste management facility contracts Increase potential MODG opportunities through the Strait Area Mayors’ and Wardens’ table Implement an effective communications plan to our external partners Improve relationship with GASHA in order to maximize sustainable health services throughout MODG

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Goal‐ To Increase Tax Revenue by Increasing the Assessment Base and Increasing Revenues from Other Sources

The community is welcoming and encouraging to new business and industrial

development. The Municipal government is committed to business attraction and

support. The district is in the latter stages of a new land use planning regime that will clearly define the

potential and the requirements for business, industrial and all other land use developments.

The district has the lowest residential tax rate in Nova Scotia and a very competitive

business/commercial property tax rate. Labour costs are generally lower than in more urban parts of

the Nova Scotia.

Low population density and lack of congestion around existing centres and the developing Strait of

Canso port, facilitates fast permitting. Land is readily available.

Natural resource strengths of the area have traditionally been fishing and forestry. Those strengths

persist as does the district’s mining potential which includes proven gold deposits and significant rare

earth metal discoveries.

Tourism is a natural in this unspoiled, coastal region. Wildlife, outdoor recreation‐based tourism and

eco‐tourism all have great potential.

Natural gas comes ashore in the district, at Goldboro and there are proven reserves and continuing

industry interest. Also in the energy sector, the north eastern section of the district in particular has

immense wind energy potential.

To take advantage of its opportunities, we have to work with our many partners to improve

infrastructure in MODG and to grow as a Municipality, we have to grow our revenues.


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Objective: Improve infrastructure in order to support new opportunities

Expand the existing hospital and attached facilities (Guysborough Memorial Hospital, Milford Haven Home for Special Care, Eastern Memorial Hospital, Canso Seaside Manor) Build a new ice surface by 2014 Improve roads via MODG repairs or by lobbying the province Conduct regular meetings with representatives of Nova Scotia Power & Aliant i.e.: improvement to services Identify appropriate locations for 3‐phase power in MODG and secure supply Increase number of carriers and improve quality of cellular telephone service and broadband network by end of 2012 Implement MODG’s Sustainability Plan and carry out deliverables in 5‐year Capital Investment Plan Catalogue and make use of MODG land holdings

Increase industrial and commercial opportunities

Review and implement appropriate secondary opportunities identified in the GCRDA‐MRA study which are specific to MODG Review and implement, where appropriate, the recommendations of ADI planning work Work closely with potential developers to bring sound investment and work opportunities to MODG

Explore institutional opportunities

Expand all options for the Municipally owned Milford Haven Home for Special Care

Increase Government‐based infrastructure

Attract provincial and or federal offices or services to the Municipality Build a new RCMP Detachment

Objective: Reduce number of un‐titled properties

Determine ownership of stranded land wherever possible

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Establish clear title to 50% of existing identifiable untitled

properties

Facilitate land swaps in order to generate revenue Work closely with DNR to explore development opportunities for pockets of Crown Land within MODG

Objective: Increase the sale or contracting‐out services from Waste Management Facility

Increase waste management revenue by 5% by 2015

Investigate potential Provincial opportunities Investigate and pursue multi‐ regional opportunities, establishing increased net revenue generation as key criteria Determine and explore other revenue generating opportunities at the Waste Management Facility

Increase Revenue Generation from other sources Investigate energy sector initiatives that will generate

revenue

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Goal‐ to Maintain the Quality of Life for Rate Payers That may be Affected as a Result of Potential Dissolution

The Town of Canso has made application to the Utility and Review Board for dissolution of its town

status. Given that the Town is adjacent to MODG, in all likelihood the residents of the various

communities that comprise Canso will become a part of our Municipality.

In doing a SWOT analysis for this document, it was determined that as a result of this application, this

happening should be addressed separately in a Strategic Plan document.

It will be a priority of MODG to protect the interests of MDOG residents, to understand the operational

structure for the Town, to assess the quality of infrastructure, to negotiate a financial package with the

Province to address ongoing operations and infrastructure needing repair, to work with Canso residents

to take advantage of economic opportunities, and to ensure that Canso residents feel like equal partners

in our Municipality.


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Objective: Ensure that MODG is protected in all aspects affecting Quality of Life that may result from the Dissolution application by the

Town of Canso

Prepare all reports related to the Dissolution of the Town of Canso

Design and complete a transitional review Design and complete a detailed report on infrastructure Design and complete a detailed report on environmental issues Design and complete a detailed report on their operations Design and complete a detailed report on their programs Review their audited financial statements Design and review projected financial statements for MODG taking into consideration inclusion of the Town of Canso operations considering all of the above Complete comparisons against MDOG baseline Update Electrical and Water Rates Studies & Applications Negotiate with the Province for best possible deal on operational and capital funding on a go‐forward basis Document all steps of the process.

Objective: Increase Council conversations regarding Dissolution of other Municipal Entities

Minimize negative effects on resident; and maximize opportunities.

Objective: Prepare for governance and operational changes Determine governance and operational changes and effects

Discuss challenges related to governance set‐up Discuss impact of dissolution on staff Discuss challenges related to one tax rate, plus area rates Discuss how to blend by‐laws, policies, programs etc. Determine facility size and location for services Decisions on governance and operations to be made in the best interests of all residents affected.

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Goal‐ Improve Service Offerings to Advance MODG as a Liveable, Healthy and Sustainable Municipality

The District of Guysborough is home to people whose ancestries are traced to

Africa, Asia, Europe and native North Americans. Today the district is a culturally

rich mix of people who share attributes and characteristics that were forged here over generations, or

brought here more recently by relative new‐comers determined to forge a better life.

There is the stubborn self‐reliance that comes from carving a living out of land and sea. Like land and

sea, the people are strong and generous. Those characteristics create a sense of community, of

neighbour helping neighbour that extends to visitors and new arrivals.

People here have an affinity for nature and the environment that is based on a close connection and

practical understanding. Their commitment to sustainability is motivated by respect for the natural

world, rather than fear of the future.

The Council and Staff of the District of Guysborough are dedicated to helping provide the tools to our

residents that will help create a better quality of life in our Municipality

The following objectives and strategies will ensure the sustainability of a viable, healthy Municipality for

future generations.

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Objective: Increase public satisfaction of Services

Implement specific details of approved Municipal Physical Activity Plan Increase Municipal Recreation infrastructure Construct Municipal in‐door Arena Maintain provision of directly delivering adult education opportunities throughout MODG; based on economics Increase Human Resource capacity i.e.‐ Physical Fitness Training and physical development Increase Municipal recreation delivery of service through outreach programs Maintain relationship with trails organizations and the provision of advanced out‐door recreational activities Maintain financial capital assistance to non‐profit organizations when they meet Municipal requirements on an on‐going basis. Provide timely, effective and responsive administrative and planning services to our residents Ensure that MODG is a financially sustainable corporate entity Increase Municipal Sewer and Water infrastructure in communities throughout MODG Increase Municipal sidewalks Increase the number of services provided through the Waste Management Facility

Objective: Improve Environmental Sustainability throughout MODG

Implement “Needs for Sustainability” derived from Integrated Community Sustainability Plan Reduce greenhouse gases by implementing more “green” practices and environmentally friendly building modifications when possible Support alternative energy projects ( i.e. conversion of Municipal Pool to Solar) Continue to explore potential of methane gas at Waste Management Facility Develop and implement an “Office Greening” Policy Develop and implement an Active Transportation Strategy

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Promote energy efficient practices to residents and businesses

Objective: Improve EMO throughout MODG

Increase EMO services provided throughout MODG (i.e. training and exercises) Increase Fire Protection services throughout MODG

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Goal‐ Strengthen Internal Operations

The residents of MODG will be best served by a formidable organization structure

that is built from a position of strength internally.

Council and Staff must work as a team. The team must be guided by the wishes of

the residents through an open governance structure

Our internal strength can be enhanced through partnering with appropriate organizations. Our

organization’s strengths can be enhanced by having a focus internally on the need to advocate on

important MODG issues.


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Objective: Improve internal operations effectiveness between Council & Staff

Build on the CAO‐Council Model of governance Ensure effective two‐way communication between Council and Staff Hold regular briefing sessions Maintain annual Strategic Planning Session Increase professional development opportunities for Staff & Council

Objective: Improve efficiencies in Operations

Senior Management Staff to hold monthly meetings to discuss ongoing operations and to work on efficiencies in the organization Focus on sustainable work practices Ensure effective communication between departments Develop an Occupational Health & Safety Policy and Procedural Manual and implement Ensure that the opinions of all staff members are heard, and actions incorporated where necessary to improve operational efficiencies Provide professional development opportunities for all staff at every level Provide regular feedback to employees on performance and conduct formal employee performance evaluations on an annual basis Provide a competitive pay and benefits package to employees; and conduct an external evaluation of same every five years.

Objective: Maintain formal networking with Provincial and Federal initiatives Continue to be members of Provincial and Federal organizations; and to regularly network with members and leadership of these groups

Maintain networking and continue to build on relationships through FCM, UNSM, CAMA, AMA, CPRA, RNS, AWWA, etc. Implement joint advocacy on issues of mutual benefit with partnering organizations such as the Capped Assessments, new infrastructure programs, Federal and Provincial budgets etc.

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Lobby other levels of government

Increase advocacy efforts for required Municipal Infrastructure Increase advocacy efforts for required infrastructure specific to the hospital expansion Implement strong advocacy efforts on the Natural Resources strategy Implement strong advocacy efforts on the content of the Coastal Zone Strategy Implement strong advocacy efforts on the Wilderness Protected Areas Implement strong advocacy efforts for support of key economic development projects

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