Categorized | News

Fort Macleod town council approves new strategic plan

mike collar

Fort Macleod council approved a strategic plan last week that will guide its decisions for the remaining three years of its term.
The plan sets as priorities stimulating business growth, improving the appearance of the town, investing in and maintaining infrastructure and developing effective administration processes and communication channels.
The plan also sets new Town of Fort Macleod facilities as a priority.
“I think we have set our goals and now it’s just a matter of making it work,” Coun. Mike Collar said.
The strategic plan is based on the Town of Fort Macleod municipal development plan and reflects input from a variety of meetings.
While council approved the plan at its Oct. 27 meeting, that does not mean it is set in stone.
“It’s clear this is supposed to be a living document, something that we should review,” Coun. Brent Feyter said.
Council made it clear it is the responsibility of Town of Fort Macleod administration to turn the strategic plan into action items.
That is to be done by setting goals, time frames and budgets.
Mission
Council in the strategic plan states its mission as: “Our mission is to provide residents, visitors and the business community with the highest quality municipal services in an efficient and courteous manner, in order to foster a family-friendly community.”
Vision
Council in its vision describes Fort Macleod as “a welcoming, family friendly, socially responsible community with a multitude of opportunities for everyone.”
“The town is a hub of western Canadian art, culture and heritage. It is the destination of choice for experiencing rural, First Nations’ and prairie culture, in a world-renowned natural landscape.”
“Fort Macleod has a vibrant, entrepreneur-led business community, with a dynamic industrial and manufacturing sector that attracts skilled employees and their families to work — and live — in a town that fosters business development, creating a thriving local economy.”
“The Town of Fort Macleod aspires to be efficient and effective, and is committed to initiatives that promote environmental and economic sustainability through strategic regional and provincial alliances.”
Core values
Council listed integrity, responsible, collaborative, flexible and compassionate as its core values.
“Our core values anchor and guide our decision-making processes, influencing everything we do,” the strategic plan states. “They dictate how we are perceived from the outside world, how we communicate and ultimately how we behave. These values keep us on track, providing us with an internal scorecard to judge our daily performance.”
Council wrote that enshrining its core values in the strategic plan ensures its decisions are appropriate for the people it represents.
Council also wants to be proud of its decisions.
“Our core values constitute the heart and soul of our town,” council wrote.
Strategic Priority 1
Council set stimulating business growth as its No. 1 priority in the plan.
The objective is to support and assist in the expansion of existing businesses through improved relationships and communication, and improve investment readiness to attract new businesses.
Key measures and performance indicators in Year 1 of the plan include:
• Improve relationship with the Chamber of Commerce.
• Develop and execute strategy for existing business retention and expansion initiatives.
• Update land use by-law and municipal development plan.
• Begin to streamline development process.
• Catalogue all available land including services available and pricing.
• Research and implement economic and community development incentives.
• Improve investment readiness score from a benchmark that is yet to be determined.
• Contract realtor to promote and sell the business and industrial park.
Key measures and performance indicators in Year 2 of the plan include:
• Develop and execute strategy for existing business retention and expansion initiatives.
• Ensure residential, commercial and industrial land is readily available.
• Engage a private land developer to develop the business and industrial park.
• Address seniors’ and affordable housing issues, determine needs and present them to potential developers.
• Review land use by-law and continue to streamline the development processes, evaluate and adjust accordingly.
• Evaluate development incentives and adjust accordingly.
• Continues to improve investment readiness score.
Key measures and performance indicators in Year 3 of the plan include:
• Continue to execute strategy for existing business retention and expansion.
• Review land use by-law and continue to streamline the development processes, evaluate and adjust accordingly.
• Evaluate development incentives and adjust accordingly.
• Develop and execute marketing strategy to attract new businesses, based on gaps analysis.
• Continue to improve investment readiness score.
Strategic Priority 2
Council set as its second strategic priority creating “a unique town that will attract and retain residents, businesses and visitors with a unique and exceptional first impression and maintained appearance.”
Key measures and performance indicators in Year 1 of the plan include:
• Developing time lines and benchmarking initial expectations; creating an external beautification committee; and gauging impressions via survey.
• Engage citizens to co-create an image of an ideal town appearance.
• Engage town staff in identifying and acting on improvements.
• Develop policies to ensure business owners and residents in the provincial historic area are able to maintain the external appearance of their property.
• Work with the province and heritage Canada to reinitiate the Main Stree Program.
Key measures and performance indicators in Year 2 of the plan include:
• Continue to improve the town’s first impression and maintained appearance by setting time lines and budgets; setting goals and objectives to the beautification committee; and gauging impressions via survey and the First Impressions Program.
• Continue to engage citizens and get them to buy into the program.
• Continue to engage staff in identifying and acting on improvements needed.
• Evaluating and adjusting provincial historic area policies.
Key measures and performance indicators in Year 3 of the plan include:
• Continue to improve the town’s first impression and maintained appearance by evaluating and adjusting time lines and budgets; supporting the beautification committee; and gauging impressions via survey.
• Continue to engage citizens and staff.
• Evaluate provincial historic area policies.
Strategic Priority 3
Council set s its third strategic priority the need to invest in and maintain physical infrastructure.
Key measures and performance indicators in Year 1 include:
• Determine fiscal strategy for infrastructure master plan.
• Complete master plan and share it with community.
• Set benchmarks to judge the success of infrastructure upgrades and communicate that to the public.
• Improve the tangible capital assets program to assist in long-term planning and budgeting.
• Install fibreoptic conduit in all street upgrades and new developments.
• Evaluate town-owned electrical services.
• Implement the Water for Life strategy to increase efficency of water usage.
• Determine a gravel strategy.
Key measures and performance indicators in Year 2 include:
• Evaluate and adjust fiscal strategy.
• Install fibreoptic conduits.
• Evaluate success of infrastructure upgrades and spending and communicate to citizens.
• Implement Water for Life strategy.
• Develop asset management plan.
Key measures and performance indicators in Year 3 are the same as Year 2.
Strategic Priority 4
Council’s fourth strategic priority is to develop effective administration processes and communication channels.
Key measures and performance indicators in Year 1 include:
• Develop on-line community profile including Web site upgrades.
• Develop a clear and effective organizational structure, job descriptions and key performance indictors including performance improvement programs for all employees.
• Evaluate and begin to streamline policies, procedures and by-laws to improve clarity.
• Develop and initiate customer service training and key performance indictors evaluation program for staff.
• Develop communications and public relations strategy.
Key measures and performance indicators in Year 2 include:
• Initiate effective feedback loops for residents and business owners.
• Develop customer service benchmarks to gauge the satisfaction of residents and business owners.
• Maintain, evaluate and update on-line community profile.
• Evaluate and adjust organizational structure, job descriptions and key performance indicators and performance improvement programs.
• Evaluate and adjust policies, procedures and by-laws.
• Maintain and update customer service training and key performance indicators evaluation program for staff.
• Evaluate communications and public relations strategy.
Year 3 focuses on similar goals.
Strategic Priority 5
Council’s fifth strategic priority involves new town facilities, specifically a new town office and/or public works shop or multi-use facility.
Key measures and performance indicators in Year 1 include:
• Conduct a feasibility study to determine specific needs for a new town office, public works shop or multi-use facility.
• Set processes for design and tendering.
Building contracts would be put out for tender in the first quarter of Year 2, with construction to start that same year.
The completion of the new facilities would be celebrated with the public in Year 3.

Comments are closed.