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2019-2022 District of Sparwood

STRATEGIC PRIORITIES REPORT

Message from the Mayor and Council

Establishing a long-term vision and strategic plan for the District of

Sparwood is a top priority for Council. This four-year strategic plan

articulates our priorities and demonstrates how we plan to lead the

organization.

It was crucial that, as we explored various options and selected our

preferred strategies, that we were mindful of the organization’s

capacity on how we would address the issues and seize the

opportunities facing Sparwood today. During our workshop, we

discovered three significant themes emerge: (1) economic diversity,

(2) community lifestyle, and (3) impacts from the mining industry.

This plan will be a valuable tool to help guide our decision-making

process and ensure that we direct our resources where they will have

the most impact. The real work will be in the plan’s implementation,

our community partnerships, and increasing our public engagement

processes.

We will continue to advocate to higher levels of

government, on behalf of the community, on matters of

importance, such as safety, rental and attainable

housing, and ensuring adequate access to medical

services is available to our citizens.

Back row: Councillors Saad, Christensen, Jarina and Baher

Front row: Councillor Cardozo, Mayor David Wilks and Councillor Bowen

We are committed to

providing

exceptional service

to our citizens and

engage citizens at

every opportunity so

that you can be

proud to live, work

and play here!

Contents

Strategic ALIGNMENT _______________________________________ 1

Overview ______________________________________________________ 1

Strategic SCAN _____________________________________________ 2

Strategic TOPICS ____________________________________________ 3

Strategic POSSIBILITIES ______________________________________ 4

Strategic PRIORITIES ________________________________________ 7

Strategic FOLLOW-UP _______________________________________ 10

APPENDICES ______________________________________________ 10

Appendix 1 Vision Checklist ______________________________________ 11

Appendix 2 Issue & Opportunities Long List __________________________ 13

Appendix 3 Issue & Opportunities Short List _________________________ 14

Appendix 4 Priority Criteria ______________________________________ 15

Appendix 5 Strategic Road Map ___________________________________ 16

Appendix 6 Strategic Priorities Work Plan ___________________________ 17

1

Strategic ALIGNMENT

Overview

Strategic alignment is an organization's process of defining its future

directions and making choices to guide policy decisions, resource

allocations and organizational efforts. In local government, not only

does it entail aligning organizational aims with actions, tactics with

responsibilities and resources to timelines, but ensuring both Council

and staff are on the same page!

Strategic alignment is the road map to achieving the organization’s

purpose and implementing Council’s priorities for the community.

But how are these priorities identified and defined?

Council’s priority setting process began with establishing a shared

understanding of the organization’s mandate and a scan of

community conditions and emerging strategic topics.

Each Strategic Topic was discussed to explore possible actions to

achieve Council expectations. Reality, urgency and responsibility

criteria were applied to each emerging Strategic Possibility to

determine NOW Priorities or NEXT Directions of Council.

Operational strategies were also put forward by Administration.

Council’s priorities as well as key operational strategies have been

placed on one page - the Strategic Priorities Chart found on page

8 of this report. This chart is meant to be extracted from the report

along with the Strategic Work Program for regular review, revisions

and celebration - ensuring Council and staff are on the same page.

A Strategic Road Map using three emerging themes captures

related issues, emerging strategic topics as well as the NOW

priorities, and NEXT/LATER directions generated during the

workshops.

The strategic priority process concluded with a review and

refresh of the District’s goals:

To ensure readiness for local economic priorities

To preserve a healthy natural environment

To encourage an active, involved and health community

To foster effective and responsible local governance

To provide reliable service delivery and civic infrastructure

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DISTRICT VISION

To be a progressive, welcoming

and livable community that takes

pride in its natural resources and

environment.

GUIDING PRINCIPLES

Responsible: We are approachable, responsive and accountable

Professional: We are ethical, respectful, efficient and skilled

Collaborative: We work with others to achieve mutual benefit

Progressive: We are forward looking and innovative

Source: 2015-18 Corporate Strategic Plan

https://sparwood.civicweb.net/filepro/document/47997/2015-2018%20Corporate%20Strategic%20Plan%20(Updated%202016-12-12).pdf

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Strategic SCAN

Council’s priority setting process began by looking to the future.

Participants engaged in a ‘Vision Check-up’ (see Appendix 1)

discussing the five distinct areas of a sustainable community:

Environment - maintaining a healthy and natural environment

through responsible use, protection and sustainable practices

Infrastructure - well maintained infrastructure and facilities that

meet community needs and allow growth and development for

prosperity

Economy - building a strong and vibrant community by

attracting, supporting and retaining businesses and residents

Social - building social capital and engaging citizens and

partners to improve the well-being and diversity of the

community

Governance - fiscally sustainable government focused on

strategic decision-making, transparency and inclusiveness

Beginning with the end in mind, the preferred future is described.

What would make the community a great place to live and work?

This vision for the community is informed by elected official (and

staff) contact with a wide range of residents and groups as well as

previous municipal planning documents and studies.

During the community check-up discussion, success indicators began

to emerge describing positive outcomes in each of the sustainability

pillars. Success Indicators articulate measurable outcomes that can

be assessed in quantifiable terms such as amounts or percentages;

observable benefits that can be seen or perceived such as feelings

and experiences; and tangible outputs that are produced such as

services and programs delivered to the community. Council may

wish to complete this discussion.

The final component of a strategic scan is to assess what

current actions are working well and areas for attention.

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The resulting Vision

Checklist serves as

foundational information for

moving forward in the

priority setting process.

Council can update the

Vision Checklist annually

and utilize it to monitor and

assess the health and

progress of the organization

and community – either

internally with staff or

externally through public

consultation processes

3

Strategic TOPICS

To be strategic means that in addition to expectations for the future,

Council must have a sense of current realities and conditions - both

positive and challenging. Conducting this assessment is important

for several reasons. It gets the process rooted in the real world after

thinking about the ideal future. It collects ideas and information

while beginning to focus the strategic priority setting process.

An Issues/Opportunities Long List was generated (see Appendix 2)

and participants indicated their top ten items they felt the

organization should be focused on. The resulting

Issues/Opportunities Short List (see Appendix 3) indicates which

emerging items are shared by Council and staff and those

highlighted by Council or staff.

Council reviewed the short list along with consideration for other

items from the long list to establish Strategic Topics for discussion

during the workshop.

STRATEGIC TOPICS

Downtown Indoor Soccer

Middletown Riverside Park

Mine Tool Tax Waste to Energy

Condition 21 Impact Assessment Community Safety

Branding & Promotion Health Access

Business Attraction Heavy Traffic Volume

Community Hall Highway Stop Light

Curb-side Recycling Housing

Public Communication Infrastructure

Volunteerism Elementary School

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All workshop participants responded to the following question:

“What do you think are

the significant issues

and opportunities facing

the organization and

the community we

serve?”

4

Strategic POSSIBILITIES

To move from strategic topics to Strategic Possibilities, a four-step

process, the Solution Seeking Model, was utilized (see display

below).

Participants began by clarifying the strategic topic, then identifying

desired outcomes if the topic was successfully addressed. Next,

options or ways to achieve the desired outcome were explored and a

‘preferred strategy’ was selected. Sometimes multiple preferred

strategies emerged - short or long term, plan A or plan B, and

strategies with or without resources.

Next action steps were determined to implement the preferred

strategy. The action steps generated enough information to consider

each preferred option as a strategic possibility. This does not make

them priorities – yet. There are too many of them given the

organization’s limited capacity.

Some of the limitations include:

Policy – procedures that define mandate / roles

Finances – available net resources

Culture – norms delineating acceptable behaviours

Risk – tolerance for organization / legal exposure

Human Resources – available staff and competency levels

These capacity box elements are impacted by dynamic internal and

external factors:

Funding – available funding beyond day-to-day operations

Scrutiny – level of visibility for organizational actions

Demands – diverse requests from clients and the public

Environment – conditions impacting the organization

Support – legitimacy and trust among stakeholders

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An organization’s capacity

box is not readily visible but

does have limitations or

boundaries.

It is useful to look at

organizational capacity as

a box of balls. If the box is

full then Council must be

realistic about putting more

initiatives inside.

5

During the strategic planning workshop held in February 2019, three distinct strategic

themes emerged: (1) community lifestyle; (2) economic diversity; and (3) mining

industry impact. These themes have been broken down by strategic possibility and

include potential actions to be considered by the District of Sparwood for completion

during the 2019-2022 term.

COMMUNITY LIFESTYLE

STRATEGIC POSSIBILITY POTENTIAL ACTIONS

1. BRANDING & PROMOTION Brand Review Sparwood Advantage

Undertake a review of the current brand, logo and messaging

Develop a Sparwood Advantage marketing package and strategy (mechanisms) that promotes active lifestyles, community livability, amenities and safety

2. MEDICAL ACCESS Cross Border Access Agreement

Meet with MLA to advocate for cross-border medical access to specific services in Alberta

3. PARKS & RECREATION Parks & Recreation Master Plan Indoor Soccer Facility

Develop terms of reference for Parks & Recreation Master Plan

Plan to undertake a public consultation process to determine community expectations and gaps

Assess need for an indoor soccer facility as part of the process

4. RIVERSIDE PARK Corridor Options

Include in the Parks & Recreation Master plan (see #3) and examine options for park development adjacent to the Elk River

5. SOCIAL MEDIA Communication Response Protocol

Review the Social Media Policy and develop a communication response protocol that defines response times, responsibilities, and process for addressing service issues, public feedback and enquiries to the District as well as misinformation

6. VOLUNTEERS

Volunteer Recruitment & Training

Explore the merits of a volunteer recruitment and training program that includes website matching of opportunities and volunteers, volunteer appreciation and grants-in-aid

7. WASTE MANAGEMENT Curbside Pick-up Contract Options

Review contract options for curbside recycling in light of Recycle BC decision

ECONOMIC DIVERSITY


8. DOWNTOWN Downtown Concept Plan Downtown Zoning Regulations Revitalization Funding

Prepare a Terms of Reference for a downtown concept plan

Review zoning regulations for immediate measures to encourage development or redevelopment

Apply to the Columbia Basin Trust for revitalization funding

9. ECONOMIC DEVELOPMENT Economic Readiness Strategy

Prepare terms of reference for an Economic Development Readiness Strategy aimed at encouraging business retention, expansion and attraction

Apply for Columbia Basin Trust (CBT) funding to develop an Economic Readiness Strategy

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ECONOMIC DIVERSITY


10. HIGHWAY 3/43 Traffic Standards Review

Driver Safety / Stoplight

Request the Ministry of Transportation and Infrastructure (MOTI) to ensure traffic standards are achieved for Highway 3 and 43 intersections

Request the RCMP to review driver behaviour and safety at the intersection and recommend installation of a stoplight at Highway 3 and Sparwood Drive

11. INFRASTRUCTURE Priorities List

Update the consolidated infrastructure inventory including condition, replacement timelines and projected costs

Development of priority criteria and create an infrastructure priority list for inclusion in the 5-Year Capital Plan

12. MIDDLETOWN Feasibility / Business Case

Develop a business case that assesses the feasibility, cost and community benefit of a tax incentive program for Middletown and other targeted areas

13. NEW HOTEL Sales Agreement

Complete sales agreement

14. POLICING RCMP Detachment Proposal

Develop a proposal for a Sparwood-designated detachment

15. WASTE TO ENERGY Feasibility Study

Prepare terms of reference for a feasibility study to determine options for converting bio/forestry/mining and residential waste into energy

MINING INDUSTRY IMPACT


16. 4x4 SHIFT ACCOMMODATION Facility Prospectus

Meet with potential interests (Noort & Teck) to explore interest in developing a local facility for mine worker stays

17. CAMP APPLICATION Camp Application

Consider camp application process to facilitate short-term worker accommodations without impacting the future development of permanent housing options

18. LIVABILITY STUDY Baseline Data Condition 21 Impact Assessment

Review the recommendations of the Livability Study

Determine Condition 21 impacts on Sparwood for Teck’s Baldy Ridge Extension project through the Socio-Community & Economic Effects Advisory Committee (SCEEAC)

19. MINE TAX POOL Partner Agreement Review

Prepare rationale to review the current agreement

Joint meeting with Elkford, Fernie and Area A to develop a partner agreement to conduct the review

Conclude a revised agreement and formula to submit to the Province for approval

20. TECK Middletown Lot

Meet with Teck to determine interest to purchase available lots before pursuing other options

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Strategic PRIORITIES

Based on the number of topics and organizational capacity

assessment, the strategic possibilities were translated into short-term

priorities and longer-term directions. The process was guided by the

application of priority setting criteria:

Reality criteria to ensure the possibility can be acted on NOW,

otherwise NEXT or LATER (see Appendix 4.a)

Urgency criteria to assess if there is a timeliness factor dictating

immediate action (see Appendix 4.b)

Responsibility criteria to determine if it falls within the political or

administrative realm (see Appendix 4.c)

The resulting NOW Priorities and NEXT Directions have been

placed on one page for easy reference (see next page).

Items listed in BOLD CAPITALS indicate priorities Council wishes to

address NOW. These items automatically enter the appropriate

operational unit at the bottom of the chart. This shows the alignment

of staff work with Council’s focus. Items listed in CAPITALS indicate

matters that will be addressed NEXT or when a NOW item is

completed. Italicized items reflect matters being advocated on behalf

of the community for better medical access to other levels of

government or agencies for action.

The focus of the Strategic Priorities Chart is on NOW priorities.

When these are completed, one-by-one they are replaced with NEXT

items. These longer-term directions or emerging strategic topics

should be discussed further using the Solution Seeking approach to

develop strategic possibilities and the priority setting criteria to reset

strategic priorities.

To this end, the Strategic Priorities Chart should be reviewed

regularly as a reminder of the organization’s capacity. It should be

included in every Council meeting agenda as a constant reference

(not for review) and reviewed at least twice a year by the CAO with

staff and then Council to adjust, change priorities and celebrate

achievements.

Within three emerging themes of Economy, Community Lifestyle and

Mining Industry Impact, a Strategic Road Map was produced (see

Appendix 5). The road map captures related issues and

opportunities, emerging strategic topics as well as the NOW

priorities, strategies and initiatives and NEXT/LATER directions

generated during the workshop.

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Three emerging themes emerged during the workshop:

(1) Economy,

(2) Community Lifestyle

(3) Mining Industry Impact

The strategic possibilities

were translated into short-

term priorities and longer-

term directions. The short-

term or NOW priorities are

the focus of the

located

on the next page.

8

STRATEGIC PRIORITIES CHART (updated June 2019)

CORPORATE PRIORITIES (Council/CAO)

NOW

1. RECYCLE COLLECTION: Options (RDEK)

2. MINE TAX POOL: Business Case

3. DEVELOPMENT INCENTIVES BYLAW: Terms of Reference

4. PARKS and RECREATION MASTER PLAN: Request for Proposals

5. DOWNTOWN CONCEPT PLAN: Terms of Reference

TIMELINE

April

June

May

June

October

NEXT

LIVABILITY STUDY: Update SOCIAL MEDIA POLICY: Review WASTE TO ENERGY: Feasibility (RDEK) ECONOMIC DEVELOPMENT STRATEGY: ToR RIVERSIDE PARK / CORRIDOR: Report Options 4X4 SHIFT ACCOMMODATION: Prospectus CONDITION 21 IMPACT: Strategy

ADVOCACY / PARTNERSHIPS

RCMP Detachment Proposal Downtown Revitalization (CBT) Highway 3/43 Traffic Standards Review (MOTI) Cross Border (Alberta) Medical Access (MLA) Teck: Middletown Lot Interest Noort: 4x4 Shift Accommodation Interest Teck 4x4 Shift Accommodation Needs

OPERATIONAL STRATEGIES (CAO/Staff)

CHIEF ADMINISTRATIVE OFFICER

1. DEV. INCENTIVE BYLAW: ToR – May 2. RCMP Detachment: Proposal – June

3. Teck: Middletown Lot Interest – April Sparwood Advantage Campaign: Characteristics ECONOMIC DEVELOPMENT STRATEGY: ToR

FINANCE

1. MINE TAX POOL: Business Case – June 2. Accounts Receivable Module – April 3. Audit Services: RFP – May

Employee Benefits: Analysis Grant Claims: Analysis

CORPORATE SERVICES

1. Emergency Program: Share BCP Plan – June 2. Legal Services Policy: Research – August 3. Council Remuneration Review: Survey – May SOCIAL MEDIA POLICY: Review Bylaw Enforcement Strategy: Consultation

COMMUNITY & FACILITY SERVICES

1. PARKS & RECREATION MASTER PLAN: RFP – June 2. RIVERSIDE PARK / CORRIDOR: Report Options – May 3. Building Fire Safety Plans: Revisions – May Archery Range: Agreement Dog Park: Amendments

ENGINEERING

1. Well #4: Construction – August 2. Subdivisions Servicing Bylaw: Report – June 3. Middletown Crossing: Construction – May WASTE TO ENERGY: Feasibility (RDEK) Fibre Optics Management: Agreement Options

PLANNING

1. LIVABILITY STUDY: Update – May 2. DEV. INCENTIVE BYLAW: ToR – May 3. Zoning Bylaw: Revise – July DOWNTOWN CONCEPT PLAN: Terms of Reference Camp Application Process: First Decision

FIRE SERVICES

1. Fire Services Bylaw Review: Service Level – August 2. SCBA Equipment Purchase: RFP – July 3. Upper Elk Valley FS Contract: Gaps/Options – TBD Fire Hall #2 Concepts: Options Fire Inspection Program: Develop Schedule

PUBLIC WORKS

1. RECYCLE COLLECTIONS: Options (RDEK) – April 2. Cemetery Master Plan: Open House – April 3. Asset Management System: Inventory – June OH&S Program: Update Urban Forest Strategy: Scope

CODES: BOLD CAPITALS = NOW Priorities; CAPITALS = NEXT Priorities; Italics = Advocacy; Regular Title Case = Operational Strategies

COMPLETED ITEMS

CORPORATE PRIORITIES (Council/CAO) OPERATIONAL STRATEGIES (CAO/Staff)

1. CAO RECRUITMENT 1. Hotel Sales Agreement (withdrawn) 2. Director of Finance Recruitment 3. Executive Assistant (HR/Safety/Communications)

ADVOCACY / PARTNERSHIPS

1. Highway 3/43 Driver Safety (RCMP)

9

As the final stage in the solution seeking process,

preliminary action steps were developed that identify

resources and responsibilities. The resulting action plans for

each NOW strategic priority and NEXT direction from the Strategic

Priorities Work Program. The work program is used to determine

key performance milestones and to serve as a feedback mechanism

monitoring progress and results. It is necessary for:

Budgeting – the true acid test for a strategic priority is whether it

gets funds within the annual budget process. If not it should

move to NEXT status.

Work Planning – the CAO will be better equipped to assign

work knowing the time and effort required of staff to implement

Council priorities.

Performance Monitoring – Council will be able to perform its

oversight role better if there are timeframes to monitor progress

and results.

The work program (see Appendix 6) lays out what is necessary from

staff and/or partners to implement a strategic priority. The work

program clearly itemizes Council expectations in terms of:

Who – responsibility for implementation and decisions

Why – success indicators to monitor progress and results

What – specific task and activities that need to be done

When – sequencing of activities with target dates

How – human, material and fiscal resources required

The Strategic Priorities Work Program defines the desired outcomes

for each priority (column 1), options for achieving the priority

(column 2), and actions and timelines (column 3).

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Extracted from the report,

the Strategic Priorities

Chart and Work Program

are intended to be working

documents.

Regular updating of the

chart and work program

ensures that everyone is ‘on

the same page’.

Roles are clear, the focus is

defined, and progress is

monitored and celebrated.

10

Strategic FOLLOW-UP

The following recommendations are offered for Council’s

consideration:

THAT Council adopts the 2019-2022 Strategic Priorities Report

for continuous reference at each Council meeting; AND THAT

regular updates take place at least twice a year, in addition to an

annual strategic priority review.

THAT Council requests the CAO to schedule an annual Priority

Setting update session prior to the start of the annual budget

process; AND THAT the annual budget reflect Council’s

priorities.

APPENDICES

1. Vision Checklist

2. Issue and Opportunity Long List

3. Issue and Opportunity Short List

4. Priority Criteria

5. Strategic Road Map

6. Strategic Priorities Work Plan

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Appendix 1 Vision Checklist

VISION CHECKLIST

ENVIRONMENT Maintaining a healthy and natural environment through responsible use, protection and sustainable practices

HUMAN ENVIRONMENT | COMMUNITY AESTHETICS | NATURAL AREA PROTECTION | ENVIRONMENTAL QUALITY | LAND USE | ENVIRONMENTAL

FOOTPRINT | ENERGY CONSERVATION Success Indicators What Works Well Areas for Attention

Urban forest management

Power self sufficiency

Environment considerations in all plans

Air quality

Elimination of road debris

Water quality

Active transportation strategies

Wastewater discharge management

Community aesthetics

Energy conservation

Public transit

Riparian protection

Waste to energy projects

Fishing in Elk River

Wildlife corridor protection

District facility energy efficiency

Recycling

Water quality

Active transportation network

Abundant green spaces

Investment in aesthetics

Stormwater discharge

Water and selenium

Debris - coal dirt into town

Dust from mining - air quality

Mining visual impact

Trail and wayfinding

Public land encroachments

RDEK yellow bin program

RDEK solid waste management costs

Riparian protection

Waste to energy project

Curbside recycling

INFRASTRUCTURE Well maintained infrastructure and facilities that meet community needs and allow growth and

development for prosperity.

TRANSPORTATION | COMMUNITY UTILITIES | FACILITIES | COMMUNITY SYSTEMS | SERVICE DELIVERY Success Indicators What Works Well Areas for Attention

Well maintained facilities

Infrastructure capacity (future growth)

5-Year Capital Plan

Sustainable infrastructure funding

Asset management/lifecycle planning

Safe road network

Safe drinking water

Access to high speed internet

No downtime time (breakdowns)

Fibre optic infrastructure

Alternate energy sources

Accessibility

Energy efficient facilities

Safe road system

Energy efficiency

Parks and trail infrastructure

Fire Services

Clean community

Recreation facilities

Douglas Fir water and sewer

Trail amenities

Community Hall

Fire Hall #2

Heritage and historical facilities

Preventative maintenance

Pool upgrades

Riverside park

Fibre network

Asset management

ECONOMY Building a strong and vibrant community by attracting, supporting and retaining businesses and

residents. JOB CREATION | BUSINESS RETENTION | BUSINESS GROWTH | BUSINESS ATTRACTION | BUSINESS INVESTMENT | COMMUNITY IMAGE |

COMMUNITY SUSTAINABILITY | TOURISM | COMMUNITY REPUTATION Success Indicators What Works Well Areas for Attention

Grow the tax base

Industry diversification

Downtown revitalization

Business retention / attraction

Vibrant and attractive downtown

Tourism attraction

Housing diversity

Boundary expansion

Tax exemption bylaw

Waste to energy project

Community branding

Teck office decision

Revitalization tax exemption

Industry growth

Operating within budgets

Titan Park

Tourism attraction

Downtown revitalization

Business expansion

Rebranding strategy

Community promotion

Job diversification

Elk Valley Tax Sharing Agreement

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VISION CHECKLIST

SOCIAL Building social capital and engaging citizens and partners to improve the well-being and diversity

of the community. ARTS & CULTURE | COMMUNITY SUPPORT NETWORK | CITIZEN & PROPERTY SAFETY | HEALTHY LIFESTYLES | HEALTH SERVICE ACCESS | SENSE OF

HERITAGE Success Indicators What Works Well Areas for Attention

Community pride and engagement

Active volunteer base

Effective communication

Recreation opportunities for all ages

Safe community

Support for arts and culture

Affordable housing

Active community groups

Access to health care

Community events

Public art

Low crime rates

Recreation facilities

Recreation programming

Trail network for active living

Good policing

Program for all age groups

Networks and clubs

Volunteer base

Council attendance at events

Heritage volunteers

Welcome sign

4x4 shift

Health Service access

Cultural master plan

GOVERNANCE Fiscally sustainable government focused on strategic decision-making, transparency and

inclusiveness.

GOOD POLICIES | STRATEGIC DIRECTION | ROLE CLARITY | AGENCY LIAISON

Success Indicators What Works Well Areas for Attention

Public engagement

Fiscal stewardship

Sound bylaws and policies

Public confidence

Open and transparent governance

Clear Council direction

Long term financial plan

Priority, budget, plan alignment

Work as a team

Long range planning

Inter-jurisdictional collaboration

Legislative compliance

Effective advocacy

Strategic focus

Work as a team

Quality staff

Community consultation processes

Collaboration

CAO shortlist

Bylaw reviews

Occupational Health and Safety

Condition 21 impacts

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Appendix 2 Issue & Opportunities Long List

ISSUE & OPPORTUNITY LONG LIST

‘C’ indicates COUNCIL scoring. ‘S’ indicates STAFF scoring. ISSUE / OPPORTUNITY C S ISSUE /OPPORTUNITY C S

Community Hall 13 - Riverside park 16 2

Building infrastructure - 10 Indoor soccer field 18 8

Stop light - Sparwood Dr / Hwy 3 10 - Reconciliation - 11

Cross country ski trails - - Olympic size pool - -

Volunteerism 4 14 Preserving heritage - -

Baldy Ridge extension - - Attracting new residents 13 4

Elementary school upgrades 11 - Coal Miner Days - -

Well #4 1 10 Third places 2 15

Infrastructure repair - sidewalks - 2 Community parking - -

Marketing of municipal land - - Occupational Health & Safety - 18

Airport enlargement - - Sister City relationship - -

Tax exemption 1 7 Fire inspection - 9

Condition 21 impacts 14 27 Tourism attraction 4 6

Community garden - - SPWD Drive enhancement - -

Bylaw enforcement - 4 Modernize employee benefits - 4

Energy diversification - - Dog park - -

Miner’s Memorial Wall policy - - Rebranding and promotion 10 26

Public art - 6 Teck offices 19 -

Trail enhancements - 33 Middletown development 35 36

Communication 2 25 Housing development 6 26

Attracting new businesses 20 10 Waste to energy 15 1

Subdivision development bylaw - - Emergency preparedness 3 14

Energy conservation - - Health services 14 4

Fire Hall #2 7 12 Climate action charter - 5

Highway 3/43 heavy traffic 14 - Community recreation committee - -

Water loss management 2 5 Michel Creek Road sidewalk 4 -

RDEK fire protection - - Outdoor sports - -

Boundary expansion 2 - Council / Mayor remuneration - -

Day care 5 4 Transportation management - 15

Coal mine expansions - - Policing / community safety 15 -

Coal Discovery Trail - - Fibre network - 7

Sustainability / service levels - 6 Cultural Master Plan - 8

Staffing requirements - 30 Industrial lands - 16

Ski hill 8 - Curbside recycling - 26

Dust control 7 - Downtown revitalization 30 45

Asset management - 10 Whisky Jack solution 3 6

Mine Pool Tax 39 24 Composting 1 -

Rental housing - 6 Volunteer group support - -

Stormwater management - - Public transit - -

Town aesthetics - 9 Sparwood Drive extension 4 -

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Appendix 3 Issue & Opportunities Short List

ISSUE & OPPORTUNITY SHORT LIST

‘C’ indicates COUNCIL scoring. ‘S’ indicates STAFF scoring. #=Rank. BOLD CAPITALS = COUNCIL / STAFF COMMON ITEMS | CAPITALS = COUNCIL ITEMS and Title Case = Staff led items

ISSUE / OPPORTUNITY C S TOTAL SCORES

DOWNTOWN 30 #3 45 #1 75

MIDDLETOWN DEVELOPMENT 35 #2 36 #2 71

MINE POOL TAX 39 #1 24 #10 63

CONDITION 21 IMPACTS 14 #8 27 #5 41

Branding and Promotion 10 26 #6 36

Trail Enhancement - 33 #3 33

Housing Development 6 26# 7 32

Staffing Capacity - 30 #4 30

BUSINESS ATTRACTION 20 #4 10 30

Communication 2 25 #9 27

Curbside Recycling - 26 #8 26

INDOOR SOCCER 18 #5 8 26

HEALTH SERVICES 14 #9 4 18

WASTE TO ENERGY 15 #6 1 16

COMMUNITY SAFETY 15 #7 - 15

HEAVY TRAFFIC VOLUME 14 #10 - 14

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Appendix 4 Priority Criteria

4.a REALITY CHECK CRITERIA SUCCESS

LIKELY UNLIKELY

LEGISLATIVE EASE Yes Maybe No

POLICY CONSISTENCY Yes Maybe No

CONTRACTUAL EASE Yes Maybe No

POLITICAL WILL High Neutral Uncertain

ORGANIZATIONAL CAPACITY High Medium Low

SAVINGS REALIZED High Medium None

TIME EFFICIENCY REALIZED Likely Maybe Not Likely

TIMEFRAME FOR RESULTS Reasonable Challenging Unrealistic

SUCCESS LIKELIHOOD High Medium Uncertain

COMMUNITY SUPPORT High Average Low

FISCAL RESOURCES Confirmed Available Difficult

PARTNERSHIP POTENTIAL Ready Maybe Uncertain/No

LEVERAGE OTHER RESOURCES Yes Maybe Uncertain/No

ONGOING SUSTAINABILITY Likely Maybe Uncertain/No

HUMAN RESOURCES Yes Somewhat No

EXPERTISE In-house Available Uncertain/No

CONSEQUENCES/RISK None Uncertain Negative

AFFORDABILITY Yes Average No

4.b URGENCY CRITERIA URGENCY

URGENT NOT AS URGENT

IMPERATIVE - Requirement to Act Legislation No Legislation

LIABILITY - Risk Exposure Legal Inconvenience

SAFETY - Direct vs. Potential Threat Life - Imminent Property Damage

FINANCIAL - Magnitude of Cost Significant Operational

VISIBILITY - Implications to Organization Negative Neutral

PUBLIC BENEFIT - Who receives outcomes? Most Few

COMMUNITY NEED - Who’s asking? At Large Minority Interest

TIMELINESS - Resource Alignment Unique Frequent

STRATEGIC - Linkage to goals/priorities Critical Useful

OBLIGATION - Commitment to others Contractual Casual

LEADERSHIP - Political Requirement High Low

TIMELINE - Imposed Timeframe Deadline None

4.c RESPONSIBLITY CRITERIA RESPONSIBLITY

POLITICAL ADMINISTRATIVE

POLICY New or Change Procedure or Implementation

FINANCIAL New or Change in Budget Approved in Budget

EXTERNAL LINKAGE Political Level Staff Level

CORPORATE IMAGE Agency Integrity Service Quality

SERVICE LEVELS New or Terminate Service Standards

STRATEGIC DIRECTION New or Change Implementation

PERSONNEL CAO Performance Staff Performance

LEGISLATION Ignore or Seek to Change Interpretation

SENSITIVITY High Visibility Low Visibility

OBLIGATION New or Change in Contract Permissible

MEMBER LIAISON Elected Official Staff

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Appendix 5 Strategic Road Map

STRATEGIC ROAD MAP

ECONOMY & GROWTH

NOW (C0UNCIL/Advocacy/Operational) NEXT LATER (COUNCIL/Operational)

DEVELOPMENT INCENTIVES BYLAW

Well # 4 Waterline

Middletown Crossing

Sparwood Advantage Campaign

Subdivision Services Bylaw

Teck Middletown Lot Interest

ECONOMIC DEVELOPMENT STRATEGY

DOWNTOWN CONCEPT PLAN

Teck Middletown Lot Interest

WASTE TO ENERGY

Zoning Bylaw

COMMUNITY LIFESTYLE


RECYCLE COLLECTION OPTIONS

PARKS & RECREATION MASTER PLAN

RCMP Detachment Proposal

Highway 3/43 Traffic Standards

Cross Border Medical Access

Archery Range Agreement

Parks Bylaw: Scope

Fire Services Bylaw

LIVEABILITY STUDY

RIVERSIDE PARK

Dog Park Options

Cemetery Master Plan

Upper Elk Valley Fire Contract

Fire Services Bylaw

Emergency Program Review

Bylaw Enforcement Strategy

INDUSTRY IMPACT on COMMUNITY


MINE TAX POOL

Shift Accommodation Need

Camp Application Process

4X4 ACCOMMODATION

CONDITION 21 IMPACT

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Appendix 6 Strategic Priorities Work Plan

NOW

CHIEF ADMINISTRATIVE OFFICER How do we ensure we hire the best fit to lead the organization?

PRIORITY/Desired Outcomes OPTIONS/ Strategy ACTION - What, When

CAO Recruitment Shortlist Effective leadership abilities Alignment with council guiding principles Responsible, professional, progressive Proven record of collaboration Political / administrative alignment Positive corporate culture

In house Consultant Combination

1. Short list candidates - March 2. Interview candidates - March 3. Selection and offer - April

RECYCLING What are the options for curbside recycling in light of the Recycle BC decision to suspend service to Sparwood?


Recycle Collection Options Commitment to environmental stewardship Residential service Cost benefit of service options Assessment of transfer station option Waste Management contract evaluation

In house Contractor Combination

1. Request Waste Management quote - March 2. Undertake cost / benefit analysis – April 3. Choose best option for implementation - April

MINE TAX POOL How do we negotiate a fair and equitable partner tax agreement?


Business Case Equitable funding formula Partner support for greater impact Provincial approval Successful negotiations Increased revenue

In house with: • Elkford

• Fernie • Area A

Consultant Combination

1. Business case terms of reference - February 2. Business case - April 3. Elkford agreement - June 4. Partner agreement - September 5. Provincial application – October 6. Negotiation -

DEVELOPMENT INCENTIVES How can we encourage residential, industry and downtown development?


Development Incentives Bylaw Review Stimulate new construction or expansion Encourage new business investment /

employment Promote higher standard of urban design Reinforce Council’s commitment to liveability


1. Review Development Incentive Bylaw - February 2. Determine scope - May 3. Identify gaps and options – September 4. Recommendations to Council - November

PARKS & RECREATION How do we plan for future recreation facilities and parks?


Parks & Recreation Master Plan Clear understanding of utilization and need Wide range of recreation options Active and healthy community Sustainable recreation facilities and programs Capitalize on natural area/outdoor opportunities Inclusivity and affordability for residents Passive recreation opportunities Accessibility for residents and visitors Enhance sense of community Evaluation of indoor soccer facility


MASTER PLAN 1. Develop terms of reference - April 2. Inventory facilities 3. Undertake community consultation 4. Identify gaps INDOOR SOCCER FACILITY 1. Evaluate new facilities as part of Master Plan

process

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NEXT

DOWNTOWN CONCEPT PLAN How do we envision and facilitate the development of a vibrant downtown?


Downtown Concept Plan Diversity of retail and services Downtown hub and entertainment district Community events Economic generator Filling empty storefronts Good traffic flow Appropriate zoning Community and business partnerships Redesigned fountain area Downtown residential


DOWNTOWN CONCEPT PLAN 1. Develop terms of reference - October 2. Apply to CBT for revitalization funding -

November DOWNTOWN REVITALIZATION 1. Review zoning regulations - March 2. Determine scope of zoning changes – March 3. Identify funding requirements

LIVABILITY STUDY What factors contribute to an outstanding quality of life and sustainability of the community?


Baseline Data Comprehensive engagement process Understanding of community values All residents given chance to share perspectives Priorities based on community needs Permit condition for BRE project Data to inform community planning /

programs


STUDY 1. Review report - July CONDITION 21 IMPACT 1. Identify potential impacts 2. Determine mitigation strategy process

SOCIAL MEDIA How do we use social media effectively to engage with the public?


Social Media Policy Review Based on best practices Roles and responsibilities for public response Wise and effective use of social media Accountability to the public Model public leadership Guided by corporate values / principles Represents Council-approved direction Council / staff training


1. Review current policy 2. Develop Communication Response Protocol

WASTE TO ENERGY What are the options for turning waste into progress?


Feasibility Study Innovative practices Community support and engagement Sustainable energy future Resource management Clean and smart waste management Energy recovery infrastructure Emissions compliance Project development and support Economic analysis / return on investment Waste audit / waste reduction plan


1. Develop feasibility study terms of reference 2. Review RDEK study

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ECONOMIC DEVELOPMENT How do we diversify the economy, leverage our natural assets and promote our community?


Economic Development Strategy Diversify economy Attract and retain businesses Increase tax base Increase employment opportunities Capitalize on natural assets Consider environment & sustainable

development Attract and retain businesses Identify desired industry targets Address housing Determine Columbia Basin Trust (CBT) support


1. Develop terms of reference 2. Apply to CBT for funding support 3. Identify gaps and opportunities 4. Budget for strategy development 5. Undertake process - 2020

RIVERSIDE PARK How do we proceed with the development of a riverside park and public access?


Riverside Park / Corridor Options Alignment with Official Community Plan Alignment with Parks & Recreation Master Plan Passive recreation amenity Enhance community liveability Tourist attraction Healthy active lifestyles


1. Identify location options 2. Determine pros and cons for each option 3. Select option 4. Prepare design 5. Include in capital budget

4X4 SHIFT ACCOMMODATION How do we encourage the provision of local accommodation for 4x4 shift workers?


Prospectus Clear understanding of needs Local options


1. Meet with Noort and Teck 2. Determine interest

CONDITION 21 IMPACT How do we ensure the Baldy Ridge Expansion project doesn’t negatively impact the community?


Condition 21 Impact Report Community input and feedback Thorough plan review Accurate assessment information from Teck Noise, blasting, vibration, dust mitigation SCEEAC evaluation

In house Advisory

Committee Combination

1. Review SCEEAC report

ADVOCACY

RCMP Detachment Proposal

Meet with the RCMP to advocate for a Sparwood-specific detachment

DOWNTOWN REVITALIZATION Revitalization Funding

Apply to the Columbia Basin Trust for downtown revitalization funding

HIGHWAY 3/43 Traffic Standards

Request RCMP review driver behaviours and recommend a stop light at Highway 43 and Michel Creek Road intersection

HIGHWAY 3/43 Driver Safety

Advocate to MOTI to apply traffic standards as they relate to the Highway 3/43 intersection and identify existing issues and deficiencies

MEDICAL ACCESS Cross Border Access

Meet with the Minister to advocate for cross-border access for specific medical services

TECK Middletown Lot Interest

Meet with Teck to determine interest in the Middletown lot

4x4 SHIFT ACCOMMODATION Noort Accommodation Interest Teck Accommodation Needs

Meet with Teck and Noort to explore local accommodation needs and options

Bolded items indicate the Council priority, the preferred option to achieve the outcome and the primary action necessary to address the priority. The question used by Council to focus their priority setting discussion is italicized.

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strategic priorities report - civicweb · establishing a long-term vision and strategic plan for...

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