Strategic
Plan
Adopted
December 9, 2002
Table
of Contents
Introduction
The Town of Lacombe Today
Forces of Change and External Constraints
Vision
Mission
Core Values
Core Activities
Strategic
Objectives, Key Results, and Outcome Measures
Strategic
Objective 1: Organizational Excellence
Strategic Objective 2: Infrastructure Management
Strategic Objective 3: Economic Development and Promotion
Strategic Objective 4: Environmental Stewardship
Strategic Objective 5: Planned Growth
Strategic Objective 6: Programs and Services
Strategic Objective 7: Communication
Strategic Objective 8: Financial Management and Fiscal
Stewardship
Introduction
In
May 2002, the Council and Senior Managers participated in a
two-day planning workshop to chart the Town’s course of
direction for the future. The result, the Town of Lacombe’s
Strategic Direction, identifies the strategic objectives that the
Town will focus on over the next five-year period. Key results and
successful outcome measures to be achieved by the end of the five
year planning period are identified for each objective and
will guide the
prioritization and delivery of services given the opportunities
and challenges that the Town is anticipated to face.
The
Town acknowledges the assistance of Ed Marchak of Amzach
Consulting Inc. who acted as facilitator for the planning sessions
and drafted much of the text for this Strategic Plan
The
Town of Lacombe Today
The
Town of Lacombe has grown considerably over the past ten years.
However, many of the characteristics that described the
Town in 1991 still apply today.
The Town is described as:
-
A beautiful,
clean, safe place to live;
-
A quiet,
caring, friendly Town;
-
Family-oriented;
and
-
“An oasis in
the Parkland”.
Forces
of Change and External Constraints
Planning
for the future of the Town must recognize that certain internal
and external factors will influence the directions that can be
pursued and the decisions that can be made. The plans of the
Council recognize the following circumstances:
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Social
- changing
demographics with a larger proportion of the population
lying within upper age ranges
- changing
and increased service expectations by the public
- expectations
of the public for greater involvement in decision making
- increasingly
electronically connected society
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Legislative
- increased
municipality responsibility
- a
lack of clear definition of roles and responsibilities
between municipal and provincial governments
- unpredictability
and lack of clarity in provincial government policy
direction
- federal
and provincial governments dominated by single political
parties
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Financial
- unpredictable
provincial government support
- lack
of foreseeable growth of provincial revenue support upon
which municipalities can rely
- limitations
in alternative revenue sources
- increase
in energy and utility costs
- increased
taxpayer sensitivity in part due to demographic changes
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Technology
- need
to adjust to and keep up with new technology
- new
skills / training required
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Programs
and Services
- increased
demand for better service
- new
service delivery options
- demand
for new services outside of
- traditional
municipal role
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Environmental
- increased
environmental sensitivity
- increased
expectation of environmental stewardship
- increased
costs
- reduced
flexibility due to less tolerance for environmental
degradation and stricter government regulations
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Economic
- high
residential assessment
- increased
demand for affordable housing
- a
short term slowing of the local and regional economy
from previous levels resulting in reduced commercial and
industrial growth and a slowing in the residential
housing construction.
- Stronger
growth in the longer term with the availability of new
water source, community marketing efforts and the
availability of inexpensive industrial land
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Governance
/ Management
- increased
demands / expectations of municipal government by both
the provincial government and our citizens
- growing
expectation of efficiency and effectiveness
- competition,
privatization, regionalization on justifiable economic
grounds
- increased
accountability
- increasing
complexity and skill requirements
- aging
workforce
- increasing
expectation for effective communication
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Vision
The
vision for the Town as a community is:
A
unique, progressive community in harmony with its natural
beauty – THE place to live, work, play and stay.
-
Lacombe is
caring and provides a place to work, play, worship and socialize
that is friendly, tolerant, respectful and generous. Our
cooperative spirit nourishes an attractive
range of affordable recreational and cultural activities. The
community regularly comes together to celebrate and showcase talent.
-
Lacombe’s charm and appeal combined with its
strategic location, attracts growth, expanding the population to a
comfortable level of 20,000 to 25,000 people.
Continued growth is important to ensure that the community remains
vital and vibrant and will be accepted provided it is developed on
terms favorable to the Town.
-
Growth, however, will be managed and controlled so
that the very traits that make the community so attractive will be
safeguarded and enhanced. While a change to
city status may be warranted in the future for beneficial reasons,
the community will not lose the values, lifestyle and feel
associated with being a “town.”
Mission
The
mission of the Town as a municipal government organization is:
To
enhance the quality of life of our community through:
-
the delivery of quality core
services;
-
the preservation of our natural and
historic assets; and
-
the promotion of a balanced
prosperous economic environment.
The
key components of the mission statement include:
-
Protective services
(i.e., fire, police, ambulance)
-
Planning and
development services
-
Recreational and
cultural services
-
Transportation and
environmental services
-
Preventative social
services
Core
Values
The
Town has identified the following core values that will guide its
business planning and service delivery mandate:
Core
Activities
The
Town of Lacombe is governed by an elected council consisting of a
mayor and six councillors elected at large once every three years.
The Municipal Government Act authorizes the elected Council
to establish service delivery mechanisms that meet the needs and
wants of the community.
Council,
through its strategic planning process, has identified core
activities that contribute to a high quality of life for the
community. These core
activities include:
-
Infrastructure Management – transportation, utilities,
facilities
-
Economic Development and Promotion – marketing, regional
co-operation, promoting a positive business environment
-
Environmental Stewardship – open space, water, air, noise,
waste management
-
Planned Growth – land use planning, managing growth
-
Programs and Services – recreational, social, cultural,
protective, corporate
The
delivery of these core services is enhanced by:
Strategic
Objectives, Key Results, and Outcome Measures
Strategic
objectives, which are defined for each core activity, articulate the
expected outcomes of the Town’s vision and mission.
In this plan, each strategic objective is accompanied by
related key results and successful outcome measures.
Key results define what the Town will do. Outcome measures define how the Town knows if it is
successful in achieving the strategic objectives.
Business
Planning Framework
Strategic
Objective 1: Organizational Excellence
Provide
effective leadership and foster a culture focused on continuously
improving customer service.
Key
Results and Successful Outcome Measures
1.1.
Proactive, enlightened leadership will be provided to the
community
1.1.1. Public satisfaction with Town policies and quality of
local government increases to a consistently high level.
1.1.2. Council
exhibits a strong awareness of community affairs, willingly taking
the initiative in solving community issues and championing important
community projects while operating in an open and transparent
manner.
1.1.3. Managers are characterized by a willingness to learn
and apply new skills and approaches, by a currency with trends and
directions in municipal affairs, by an ability to motivate staff to
perform at consistently high levels of achievement and satisfaction.
1.1.4. The Town will continue near the forefront in the use
electronic tools for governance, management, operation and
communication.
1.2. A positive workplace
environment will be created that is safe, free from harassment and
attractive. The
Town will be a place where people want to come to work and is seen
as an employer of choice. Competent, motivated staff see value in
what they are contributing.
Staff is provided with the authority, resources and support
they require to carry out their roles effectively.
1.2.1. New staff is easily recruited and existing staff is
more apt to remain with the Town.
1.2.2. Staff is satisfied with the opportunities for growth
and advancement within the organization
1.2.3. Wages, salaries and benefits remain competitive with
other large towns and small cities of similar circumstance to ensure
that competent staff are recruited and retained.
1.2.4. Staff is continually challenged to expand their
abilities and responsibilities,
1.3. The Town will continue to exist as an independent municipal
entity.
1.3.1. Lacombe retains the right to operate as a municipality.
1.4. Elected officials and staff will be involved and proactive at
a provincial / federal government level
1.4.1. Mayor and Council will have an effective liaison with
local provincial and federal elected officials
1.4.2. Members of Council will participate in provincial and
federal municipal organizations in the advocacy of municipal issues
to provincial and federal governments
1.4.3. Managers and staff will participate in the activities
of regional, provincial and federal peer organizations and at times
serve those organizations on an executive level, committee or task
force level.
1.5.
The Town will be respected by other municipalities and levels
of government
1.5.1. Other governments will seek out the ideas, views and
opinions of Council and staff of the Town of Lacombe
1.5.2. Members of Council and staff will be invited to serve
on provincial organizations
1.5.3. The Town will
be recognized formally by others through the receipt of awards and
special recognition
Strategic
Objective 2: Infrastructure Management
Plan
and provide for the continued development and maintenance of quality
infrastructure and facilities in accordance with the needs of the
community.
Key
Results and Successful Outcome Measures
2.1. Appropriate levels of maintenance will protect the Town’s
infrastructure investment
2.1.1. Public satisfaction with the condition and level of
repair of infrastructure remains at an acceptable level.
2.1.2. Updated preventive maintenance procedures will
increase the effective life of physical assets without the
requirement for additional funds.
2.2. Capacity to handle new businesses and planned growth will be
furnished
2.2.1. Infrastructure needs are anticipated and planned for
well in advance of the time at which they will be required.
2.2.2. The development of new commercial and industrial
development will be supported with adequate infrastructure to be the
best of the Town’s financial ability.
2.3. Partnership opportunities to acquire, build and/or
maintain infrastructure will be explored
2.3.1. Plan, project
and program proposals will include an examination of available
partnership opportunities.
Strategic
Objective 3: Economic Development and Promotion
Actively
encourage planned economic development and revitalization through
cooperative partnerships and effective promotion.
Key
Results and Successful Outcome Measures
3.1. Target markets will be clearly defined
3.1.1. A new
economic development plan will identify target markets, industries
and businesses and set out a strategy for recruitment
3.2. Commercial-industrial development will be actively solicited
3.2.1. Movement
toward a higher ratio of non-residential property assessment to
residential assessment will be achieved
3.3. A business-friendly climate will be promoted
3.3.1. Town
residents and businesses will increase the purchase of goods and
services locally.
3.3.2. The Town
facilitates the development of new business and the retention and
expansion of existing businesses by assisting with such matters as
local regulatory processes, access to government programs and
services or access to local sources of investment.
3.4. The Town will build on the presence of Federal and Provincial
agencies
3.4.1. Private or
public/private agricultural research facilities will be developed
3.5. The Town will be promoted as a tourist hub for central
Alberta
3.5.1. The numbers
of tourists and tourism dollars spent in the community will increase
each year
3.5.2. A major new
tourist attraction or event or the major expansion of an existing
event will be initiated.
3.5.3. Additional
hotel accommodation and campground capacity will be developed.
Strategic
Objective 4: Environmental Stewardship
Provide
leadership on environmental matters facing the Town through
comprehensive planning and effective policies and programs.
Key
Results and Successful Outcome Measures
4.1.
Policies and programs will reflect the Town’s environmental
leadership efforts
4.1.1. Public satisfaction with Town’s environmental
efforts increases to a consistently high level.
4.1.2. Plans, project and program proposals will include an
evaluation of environmental impacts and decisions will be made after
having given consideration to environmental factors.
4.2. Environmentally friendly municipal operations and equipment
will be investigated and considered for implementation.
4.2.1. Present and future green spaces in the Town will be
evaluated for potential “naturalization”
4.2.2. Total energy consumption of the Town’s operations
will be reduced and maintained below year 2000 levels
4.2.3. Products and fuels that are more “environmentally
friendly” will be substituted where their use will not adversely
affect functionality and will not incur a substantially increased
cost.
4.3. Opportunities to enhance recycling initiatives will be
explored
4.3.1. Proportion of recycled materials to total waste
volumes will be increased by 20%
4.4. The commitment to manage and preserve the Town’s “natural
spaces” will be visibly demonstrated
4.4.1. The Natural Spaces Management Plan, updated and
reviewed regularly, will be an important tool in the evaluation of
land use planning proposals and in the design and implementation of
operational approaches.
4.5. The Town will work with strategic partners to educate
businesses and citizens on environmental issues
4.5.1. Public awareness and acceptance of environmental
issues and opportunities will increase to a consistently high level
4.5.2. A
downward trend in per capita use of water will be evident.
Strategic
Objective 5: Planned Growth
Effectively
plan for development that recognizes the current need and
anticipates the long-term needs of the community.
Key
Results and Successful Outcome Measures
5.1.
A clear vision of the Town’s desired future will be
consistently communicated
5.1.1. The Town’s Strategic Plan will be Council’s
pre-eminent planning document and will be reflected in plan, project
and program proposals.
5.1.2. Public awareness and acceptance of the Strategic
Plan’s Vision will increase to a consistently high level
5.2. The Town will integrate land development with natural spaces
5.2.1. The Natural Spaces Management Plan, updated and
reviewed regularly, will be an important tool in the evaluation of
land use planning proposals and subdivision design.
5.2.2.
A greater proportion of dedicated reserve lands will
be maintained in a natural condition rather than redeveloped as
graded, landscaped open spaces.
5.3. The community will be informed and given the opportunity to
be involved in future planning
5.3.1. Satisfaction level of residents, developers and
business community with land use planning and development decisions
is increased to a consistently high level
5.3.2.
The development of new plans and the review and
updating of existing plans, both statutory and non-statutory will
include an opportunity for public participation.
5.4. The range of housing options particularly for seniors and
people with special needs will be broadened
5.4.1. A variety of affordable housing choices will be
available within the community.
5.4.2. A variety of choices of densities of residential
development will be available within the community
5.4.3. Land Use plans and regulatory bylaws and policies will
encourage the development of non-traditional residential housing
approaches.
Strategic
Objective 6: Programs and Services
Provide
quality core services in a responsive, customer-oriented, fiscally
responsible manner.
Key
Results and Successful Outcome Measures
6.1. Programs and services will be accessible to the community
6.1.1. The level of approval of the public with the range and
quality of services will increase to a consistently high level
6.1.2. Service levels whether established by plans and from
time to time by separate Council direction will be met.
6.1.3. The cost per capita of services provided will not
exceed 110% of the average of large towns and small cities of
similar circumstance
6.2. Information on available programs and services will be
communicated to the community
6.2.1. The public will be able to access information on a
timely basis from a variety of communication channels.
6.2.2. Usership of facilities will increase as a result of
greater awareness of program offerings.
6.3. New, innovative service delivery models will be explored and
implemented as appropriate
6.3.1. Plan, project and program proposals will include an
examination of new and innovative service delivery channels
6.4. The Town will place a greater reliance on user fees to fund
services and user-paid enhanced service levels will be considered
6.4.1. Proportion of program and service revenues from users
fees (excluding water, waste water and solid waste utilities) to
total program and service costs will increase.
6.4.2. Through
linkages and partnerships with individuals and groups in the
community, programs will be in place to ensure that residents are
not denied access to services because of undue financial hardship
Strategic
Objective 7: Communication
Ensure
the community receives timely, accurate and relevant information and
has the opportunity to provide input and feedback.
Key
Results and Successful Outcome Measures
7.1. The public will be aware of the major issues, plans,
priorities and activities of the Town
7.1.1.
Level of public awareness of Town priorities and
issues and the satisfaction level with the Town’s external
communication will be raised to a consistently high level
7.1.2. A communication plan will guide the Town’s
communications’ efforts
7.2. A variety of communication channels will be used to reach the
broadest audience within the community
7.2.1. Effective combinations of print, radio, television and
internet media together with direct notification are used for the
Town’s communication.
7.3. Communication and consultation are a major priority with
planned Town initiatives
7.3.1. The development of plans, policies, projects and
programs will include consultation with and involvement of
stakeholders likely to be affected and the public in general
7.3.2.
Each plan, policy, project and program proposal will
include a strategy for public communication.
7.4. Council
and staff are, through internal communication, aware of major
issues, plans projects and programs,
Strategic
Objective 8: Financial Management and Fiscal Stewardship
Ensure
that financial resources of the Town are managed responsibly and
fiscal position of the Town is restored to and then maintained at a
healthy condition.
Key
Results and Successful Outcome Measures
8.1. Effective financial management practices will be followed
8.1.1. No deficit occurs in financial operations in any year
and interim borrowing for municipal operating purposes is
eliminated.
8.1.2. Finances for capital projects are fully acquired
within one fiscal year of completion.
8.1.3. Per capita debt levels rise no higher than 2/3 of the
maximum provincially mandated limit and gradually reduce to a long
term average of 1/3 of the limit.
8.1.4. Infrastructure deficit is identified and does not
increase.
8.2. Alternative revenue opportunities will be pursued
8.2.1. The share of net external revenues excluding water,
sewer and garbage utilities, from non-property tax sources increases
to 40%
8.2.2.
The share of tax revenue provided by residential
property falls to 75% of the total tax revenue.
8.3. A competitive tax rate will be maintained
8.3.1. Municipal
property taxes per dwelling unit will not exceed 110% of the average
of large towns and small cities of similar circumstance.
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