Strategic Focus Area – Implementation Road-map

Miramichi
a city with pride, progress and potential
••• Strategic Focus Areas - Implementation Roadmap
Strategic Focus Areas - Implementation Roadmap
Objective
Strategic Action
City
Leader/
Department/
Measure/
Time Frame
Role
Owner
Partners
Target
Economic Development - Strengthening our economic base by diversifying and building upon our competitive strengths to create
a positive environment for business investment
GOAL E1: Facilitate creation and expansion of business
E1.1 Establish a
clear process for all
development.
a. Establish a City development Lead
committee
City Manager
b. Develop a mandate, success
metrics, and communication
plan
E1.2 Implement
initiatives to attract
new business and
expansion of existing
business
Economic Development,
Regional Service Commission,
Engineering,
Public Works,
Outside agencies,
Chamber of Commerce,
Downtowns, etc
a. Formal committee
established
a. October
2014
b. Implement
b. January 2015
communication plan
Update and communicate
Developer Guidelines
Lead
Engineering
Economic Development,
Updated
Regional Service Commission, developed
guidelines
Engineering,
Public Works,
Outside agencies,
Chamber of Commerce,
Downtowns, etc
March 2015
Implement selected parts of the
2010 Business Retention and
Expansion program that relate
to city
Lead
Economic
Development
Invest NB,
Municipal tax base
PNB Economic Development, increased by 2%
DFAIT, CBDC, DPSETL, ACOA annually
Annual review
One-on-one meeting with 20
businesses from the economic
base annually
Develop marketing materials
to showcase and promote our
community assets
2
Strategic Focus Areas - Implementation Roadmap
Objective
Strategic Action
City
Role
Leader/
Owner
Department/
Partners
Measure/
Target
Time Frame
Lead
Economic
Development
Tourism
Multicultural Association
Provincial/ Federal
Departments
New business start
ups
Ongoing
Partner
Economic
Development
Chamber of Commerce,
DowntownS Miramichi
a. Business directory
updated
a. September
2014, Annual
update
Update asset map and
maximize search capability
Identify retail gaps
Spring 2015
Complete regional retail gap
analysis
Clarify opportunities
for market
segmentation
January 2016
Explore incentives to encourage
growth (eg, industrial parks,
strategic plan, tax incentives,
land assembly)
E1.3 Diversify the
economic base
Attract new business and
investors
Encourage immigrant investment
Encourage local
entrepreneurship and innovation
E1.4 Respond to retail
market demand of our
region
Update business directory
Create a City retail
development strategy
including product/ service
selection, accommodation and
access flexibility
December 2016
3
Strategic Focus Areas - Implementation Roadmap
Objective
Strategic Action
City
Role
Leader/
Owner
Department/
Partners
Measure/
Target
Time
Frame
All Departments
Outside organizations
STU/UNB, NBCC
Anglophone North School
Board
Carrefour Beausoleil
MYPIE
Initiate Recruitment of
a Junior Achievement
coordinator
Summer 2015
Start-ups created
Annually
Net increase in
population
Annual review
GOAL E2: Inspire entrepreneurial spirit of our youth
E2.1 Engage our
youth in solutions and
projects that instill
entrepreneurial spirit
and employment
Facilitate re-establishment of
Junior Achievement program
Lead
Economic
Development
Initiate Entrepreneurial
Development program
Lead
Economic
Development
GOAL E3: Increase the population of the City of Miramichi
E3.1 Attract new
citizens and retain
current people
Attract new business and
investors
Lead
Economic
Development
Multicultural Association
Provincial/ Federal
Departments
Encourage immigrant
investment
Promote employment
opportunities
Define and promote a
balanced quality of life
E3.2 Position our
human assets to take
advantage of new
economic opportunities
Work with public/private
employers to identify future
human resource needs through
Business Retention and
Expansion program
Number of new
immigrant business
persons
Employment statistics
Lead
Economic
Development
Tourism,
Recreation,
Multicultural Association
Influence
Economic
Development
Department of Economic
Development (NB)
4
Ongoing
Reverse the outmigration trend.
Ongoing
Strategic Focus Areas - Implementation Roadmap
Objective
Strategic Action
City
Role
Leader/
Owner
Department/
Partners
Measure/
Target
Work with training providers to
address skill gaps to rebuild the
workforce
Influence
Economic
Development
Department of Economic
Refer to partner
Development (NB) NBCC
mandates
Miramichi,
STU/UNB, PETL,
Private trainers,
District school board Refer to
partner mandates
Time
Frame
GOAL E4: Support investments in infrastructure that have potential economic benefit
E4.1 Support
investment in all modes
of transportation –
air, roads, rail, water
E4.2 Support strategic
placement of
municipal infrastructure
investments that have
a positive economic
impact
Review the 2007 Transportation Lead
Study
Economic
Development
Investigate the economic
opportunities and priorities
related to transportation
Evaluate infrastructure options
and initiatives to ensure
maximum benefit
Support initiatives that maximize
economic benefits
Develop guidelines for
completing impact assessments
Lead
Economic
Development
Lead
Economic
Development
Influence
Council
Lead
Engineering
Assess the impact of all
proposed infrastructure
investment
5
Airport Commission,
CN Railway,
First Nations,
NB Department of
Transportation,
Engineering Department
Complete the analysis
Summer 2015
Fall 2015
City Manager,
Public Works,
Economic Development
Guidelines approved
July 2015
Economic assessment
completed for all
projects
Ongoing
Strategic Focus Areas - Implementation Roadmap
Objective
Strategic Action
City
Role
Leader/
Owner
Department/
Partners
Measure/
Target
Time
Frame
GOAL E5: Enhance City relationships with business and government
E5.1 Establish and
maintain open lines of
communication with
business organizations
a. Recommend and appoint city Lead
directors to business groups
b. Provide progress updates to
business groups
c. Provide a mechanism
to receive feedback and
exchange of ideas
Establish a steering committee
Lead
for advising the City on large
events
Economic
Development,
City Manage
City Council,
Directors,
Chamber of Commerce,
DowntownS Miramichi
Provide a summary of
topics discussed at
organization meetings
Monthly
City Manager
City Staff,
Council appointment
Event identified
As required for
event
Coordinate meeting with
Lead
Provincial and Federal
Government officials to review
relevant files and attain optimal
funding.
Renew Council commitment and Lead
E5.4 Clarify mandate
and membership of One appointments to One Voice
Committee
Voice
Economic
Development,
Council
Provincial and
Federal Governments
Funding received
Quarterly,
Ongoing
Council
City Council, Chamber of
Commerce, DowntownS
Miramichi
Commitment to One
Voice
Monthly
E5.2 Consult
with community
organizations on
common initiatives
E5.3 Initiate and
promote projects and
programs with other
levels of government
GOAL E6: Position and promote the City of Miramichi based on its current strengths and assets
E6.1 Promote Miramichi Position Miramichi as the shale
as a regional retail and gas service centre
service center
Provide leadership in shale gas
supply chain management
Position Miramichi for
future correctional service
opportunities
Partner
Economic
Development
Partner
Economic
Development
Partner
Economic
Development
6
Related industry partners,
Miramichi Chamber of
Commerce
Related industry partners,
Miramichi Chamber of
Commerce
NBCC, STU, Department of
Public Safety, Department of
Justice (FEDS)
Develop list of
available assets
October
2014
Identify gaps/
opportunities in supply
chain
Develop list of
available assets
November
2014
January 2015
Strategic Focus Areas - Implementation Roadmap
Objective
Strategic Action
City
Role
Leader/
Owner
Department/
Partners
Measure/
Target
Position the Miramichi as a
regional retail destination
Lead/
Partner
Economic
Development,
Chamber,
Downtowns
Economic
Development
Chamber of Commerce,
Downtowns,
Shopping Centers
Increase in Retail Sales Ongoing
(Retail Stats)
Education and Training
providers
Enrollment retention
Ongoing
NWLOA,
First Nations, Department of
Natural Resources,
Economic Development
NWLOA,
First Nations, Department of
Natural Resources
Processing companies
Schedule meeting with
stakeholders
Medium term
Position Miramichi as the
regional center for education
and training, eg, Administration,
Technology and Trades, and
liberal Arts
Support viable local forestry
E6.2 Redevelop
Miramichi as a regional initiatives to utilize the full tree
to increase wood processing in
forestry center
the Miramichi region.
Alternatively,
1. Confirm the volume of wood
still available
2. Promote availability of
underutilized species to
other forestry companies for
processing in the Miramichi
region.
Create a dynamic website that
E6.3 Explore and
responds to community themes
develop strategies to
promote the Miramichi and priorities with ease to
navigate
region as ”the very
best” business location
Update community profile
Update asset map to reflect
current community assets
Partner
Time
Frame
Partner
Chamber
Partner
Economic
Development
Partner
Economic
Development
Lead
City Manager,
Economic
Development
All departments, Outside
communities
All links verified and
Spring 2015
information up-to-date
Lead
Economic
Development
All departments
Community profile
updated
Annually
Lead
Economic
Development
All departments, Outside
communities
Asset map updated
Dec 2014
7
Confirmation of volume Medium to
Long term
Schedule contacts with Medium to
forestry companies.
Long term
Strategic Focus Areas - Implementation Roadmap
Objective
Strategic Action
City
Role
Leader/
Owner
Department/
Partners
Measure/
Target
Time
Frame
Review City branding
Lead
All departments
Review completed
Spring 2015
Implement Miramichi Network
Initiative (expats and people
working away)
Lead
City Manager
Economic
Development
Economic
Development
Miramichi Technology Fund,
NB Department of Economic
Development,
Chamber of Commerce
Newsletter, Promotion
Material
Spring 2015
Community Services and Culture - Enhancing community quality of life and supporting our natural and cultural heritage
GOAL C1: Encourage and promote the benefits of volunteering in the community
C1.1 Encourage
volunteerism through a
recognition program to
showcase the value of
volunteering
C1.2 Embrace
opportunities to work
with community groups
C1.3 Support groups
that encourage
current citizens and
newcomers to consider
volunteerism
Use all Media
Use New Year’s Levee
Use Mayor’s Golf tournament
Lead
Mayor’s Office Anglo-North School District,
with department Carrefour Beausoleil, NBCC,
input
STU, UNB,
City groups, Sports groups,
Corporate partners
City Manager
All departments,
Selected partners
One person or group
each month
Part time Dec
31, 2014
Ongoing
Nominee selection
Prioritize and select groups to
develop strategic partnerships
Lead
Develop a strategy to attract
citizens as volunteers
Partner
Tourism,
Recreation, Fire
Dept.
Multicultural association,
Miramichi volunteer services,
Service clubs
New volunteer numbers Spring 2015
Encourage seniors to volunteer
Lead
Recreation
Encourage youth to volunteer
Partner
Tourism,
Recreation
New senior programs
Ongoing
launched
Volunteer base increase
Volunteer base
Ongoing
increase
Encourage corporate
employees to volunteer
Appoint City Liaison
Partner
Tourism,
Recreation
Tourism Department Seniors
advisory group
Retirement Miramichi
Multicultural association,
Miramichi volunteer services,
Economic Development
Eg, Payroll Center, Service
Canada, Other Companies
8
Dec 31, 2014
Ongoing
Volunteer base
increase
Spring 2015
Strategic Focus Areas - Implementation Roadmap
Objective
Strategic Action
City
Role
Leader/
Owner
Department/
Partners
Measure/
Target
Time
Frame
C1.4 Communicate the
role of the City and
our partnership with
volunteer organizations
City clearly communicates its
role and available resources
to the public and volunteer
organizations
Lead
All Directors
Recreation,
Public Works,
Tourism,
Economic Development,
Police, and Fire
Media release
Ongoing
GOAL C2: Rationalize municipal services to reflect the City’s strategic direction
C2.1 Define and
evaluate recreation
service levels to
determine efficiencies
Complete facility assessment
review
C2.2 Rationalize the
current municipal
service mix to develop
a future e
Submit fiscally responsible
budgets that reflect service
level provision as directed by
council
Lead
Recreation
Recreation Advisory
Committee,
Facility Review Committee,
All departments
Direction received
Short Report
Fall 2014
Lead
City Manager
All departments
Budget
Recurring
Annually
Present to Council and receive
direction
GOAL C3: Effectively market City programs and culture to residents, visitors and business
C3.1 Celebrate our
success and promote
our culture for action
Support award events
that recognize community
achievements
Partner
Economic
Development,
Recreation
C3.2 Promote the
benefits of leisure
recreation and tourism
Encourage development of
and promote water based
activities
Explore additional sport
tourism opportunities,
Identify events,
Measure impacts
Lead
Tourism
Recreation
9
Other departments as
required,
Council,
Community organizations
groups
Wharfs, Marinas,
MRTA, Business associations
and service groups
Community athletic
organizations
Events supported
Annually
New events, activities, Ongoing
Annual repo
Use STEAM model to
measure impact
Strategic Focus Areas - Implementation Roadmap
Objective
Strategic Action
City
Role
Leader/
Owner
Department/
Partners
Measure/
Target
Time
Frame
GOAL C4: Continue partnerships that improve service opportunities.
C4.1 Engage our youth Re-establish MACY
in solutions, projects,
Support Rotary Interact
and community service
Lead
Recreation
All Departments
Outside organizations
STU/UNB
NBCC
Anglophone North School
Board
Carrefour Beausoleil
MYPIE
Encourage active living.
Lead
Monitor demographics, identify
gaps and modify programming
to match changes
Recreation
Facility user statistics,
MACY,
Retirement Miramichi, Seniors User Group Statistics
Advisory Group,
User groups
Ongoing
Lead
Facilitate requests and keep
C4.3 Maintain
communication channels open
relationships with
arms-length user
groups and
participants to secure
longevity
Recreation
Eg, Minor hockey, etc
User group activity
report
Ongoing
C4.2 Embrace
demographics and
tailor services to
encourage community
involvement
a. Recruit members for Summer 2015
MACY
b. Contribute to event
agenda
Annually
Act as clearing house for
program information
Lead
Recreation
Eg, Minor hockey, etc
Program guide, Mass
registration
Ongoing
Review implementation of an
online registration program
(software, etc)
Lead
Recreation
All departments,
User groups
Impact Assessment
Spring 2015
10
Strategic Focus Areas - Implementation Roadmap
Objective
Strategic Action
City
Role
Leader/
Owner
C4.4 Celebrate our
cultural heritage
Liaise with cultural groups
Lead
City Manager
Draft Cultural Policy
Lead
City Manager
Appoint a Cultural Advisory
Board
Lead
Council
Department/
Partners
Measure/
Target
Eg, Acadian groups,
First Nations, Irish and Scottish Initiate meetings
Groups, Others
Tourism,
Drafted policy
Clerks Office, Other
presented to Council
departments as required
Appointment by
(Names)
Mayor
Time
Frame
Fall 2014
Dec 2014
January 2015
GOAL C5: Increase and sustain the number of visitors to the city.
Increase the role of City Tourism Lead
C5.1 Develop and
in development of tourist
encourage tourism
initiatives.
initiatives to stimulate
economic development
activity
Encourage and support
individuals and organizations
developing new tourism product
Lead
Develop a list of targeted
C5.2 Strive to host at
events, for example,
least one large scale
2016 Tall Ship Festival
event on an annual
2017 Jeux D’Acadie
basis
Airshow
Others
Tourism
MRTA,
Service clubs
Tourism
Business organizations,
commissions and boards
Tourism
All departments,
Volunteer groups,
Event promoters and
sponsors,
Other communities as
applicable
Targeted initiatives
identified
January 2015
Ongoing
Adoption of targeted
events by Council
March 2015
Municipal Governance - Providing leadership for the delivery of City services that fulfill the needs of our community, and opportunities
to engage the public in making the City of Miramichi a better place
GOAL M1: Improve partnership and communication
M1.1 Communicate
the Strategic Plan
and provide regular
progress reports.
Develop public
communication plan
Lead
City Manager
and Mayor
11
Directors and Council
Development
completed
Complete
when plan
adopted
Strategic Focus Areas - Implementation Roadmap
Objective
Strategic Action
City
Role
Leader/
Owner
Measure/
Target
Time
Frame
Implement communication plan
Implemented
Within three
months of
adoption
Directors to provide quarterly
updates to City Manager
Quarterly update
meetings
Quarterly
City Manager to provide
updates to Council three times
per year
Regular updates to
Council
The City to provide annual
public report event
M1.2 Provide a solid
rationale for council
to make informed
decisions.
Modify management report
template and provide
guidelines for completion
of reports including
accountability and timelines
Use briefing sessions when
subject matter requires more
detail
Lead
City Manager
If no briefing session,
Councillors are encouraged
to contact Directors prior
to meeting for any required
clarification of management
report.
12
Department/
Partners
Chamber of Commerce
Annual presentation
to public
All Directors
Management
60 days after
Report modified and adoption of
implemented
strategic plan.
Guidelines completed
and circulated.
Briefing sessions held
as required
Strategic Focus Areas - Implementation Roadmap
Objective
Strategic Action
City
Role
Leader/
Owner
Department/
Partners
Measure/
Target
Time
Frame
M1.3 Encourage a
culture of innovation
and efficiency
Communicate awareness of
the objective and the roles for
supervisors and others.
Lead
City Manager
All Directors/ Supervisors
Annual review with
supervisory personnel
Fall 2014
Ongoing
Supervisory personnel to be
receptive and “looking for”
innovation and efficiency.
Success metrics
referenced in
performance
appraisals
Establish a process for
submitting ideas
Process implemented
GOAL M2: Increase transparency
M2.1 Demonstrate a
commitment whenever
possible to make
decisions based on
strategic plan and
information contained
in management reports
All management reports must
contain initiative consistent
with the strategic plan
Audit for compliance
Lead
City Manager
All Directors
1.Report modified
and communicated
2.Minimial decisions
made without
management reports
3.Minimial
unbudgeted initiatives
Start 60
days after
adoption of
plan
Ongoing
annually
GOAL M3: Maintain fiscal responsibility and sustainability
M3.1 Establish formal
budgetary process
Develop and communicate
timeline
Lead
Treasurer
Council and Directors
Meet timelines
September
2014
M3.2 Develop a
financial forecasting
model , eg, capital,
operations,
maintenance, HR, etc
Develop forecasting model
Lead
Treasurer
All Directors
Model developed
December
2016
13
Strategic Focus Areas - Implementation Roadmap
Objective
Strategic Action
City
Role
Leader/
Owner
Develop five year capital and
operating plan according to
model.
Department/
Partners
Measure/
Target
Time
Frame
All departments
Present budget
plans by established
deadlines
December
2016
Update 5 year plan
Annually
Identify areas of concern on a
quarterly basis
Ongoing
GOAL M4: Create operational efficiencies
M4.1 Establish
and implement
performance metrics.
a. Select and monitor
performance metrics
b. Interpret and respond to
metrics
c. Update metrics as required
M4.2 Ensure policies
are effective and
reflect the strategic
plan and current
legislation.
City Manager
Directors
Process in place
December
Measure Operational 2014
efficiencies
On-going
Identify ineffective policies and Lead
revise accordingly.
City Clerk
All Directors
All policies reviewed
and updated
Enact and implement revised
and new policies
City Manager
and Council
All Directors
Directors and staff to strictly
adhere to policies and
procedures
City Manager
All staff
Lead
December
2015
GOAL M5: Maximize the benefits of collaborating with neighbouring communities
Dialogue with potential
M5.1 Evaluate and
address the impacts of affected stakeholders
regionalization
Lead
City Manager
14
Council and all Directors
Initial report
July 2015
Strategic Focus Areas - Implementation Roadmap
Objective
Strategic Action
City
Role
Leader/
Owner
Department/
Partners
M5.2 Improve
dialogue with
surrounding
communities.
Quarterly meetings of Mayors,
Chiefs and Managers
Lead
City Manager
Mayor, City Manager and
Council
Measure/
Target
Time
Frame
Initial meeting
December
2014
Infrastructure - Continuing to invest in the City’s infrastructure in a manner that meets current community needs and responds to future
challenges
GOAL I1: Encourage strategic property development and management
I1.1 Encourage
appropriate
waterfront
development
Review and revise the
Municipal plan and zoning
bylaw where appropriate.
Lead
City Clerk
Public Works, City Clerk,
Tourism, Economic
Development,
Planning Commission
Revision of
appropriate bylaws
(90 and 91)
1 year
I1.2 Encourage
revitalization of
private properties
Identify provincial and federal
incentive programs
Lead
Economic
Development
Downtowns, Chamber of
commerce,
Developer communi
Recommend Bylaw
changes or Program
5 years
City Clerk
City Manager
Treasurer
Public Works, Recreation,
Clerk, Tourism,
Economic Development
Explore bylaw alternatives
I1.3 Improve
management of
municipal properties
to maximize economic
benefit
Determine the city inventory of
existing properties,
Lead
Done
Determine utilization of existing
properties
Economic
Development
August 2014
Draft and adopt a strategic
property policy
Establish a staff property
management committee
Draft and adopt a heritage
properties policy.
City Manager
September
2014
December
2014
May 2015
City Manager
City Manager
15
Provincial Heritage
Strategic Focus Areas - Implementation Roadmap
Objective
Strategic Action
City
Role
I1.4 Develop
Municipal Access
Agreements (MAA)
Negotiate a Municipal Access Influence
Agreement with utility groups,
telecom, etc
Leader/
Owner
Department/
Partners
Measure/
Target
Time
Frame
Engineering
Public Works, Engineering,
Clerk
Municipal Access
Agreement
2 years
Engineering, Public Works,
Finance, IT, Recreation,
Police, Fire
Asset Management
plan developed
3 Years
Work order system
implemented
Jan 2015
GOAL I2: Manage municipal assets to maximize public benefit
I2.1 Assess existing
infrastructure and
equipment: a. to
maximize Asset life;
Develop an Asset
Management plan
to improve efficiency
of service delivery
and service levels
Review utilization of facilities
Lead
Engineering
Develop & implement
a Work Order system to track
resources and spend on
assets
Establish short, mid, long range Lead
I2.2 Provide optimal
water and waste water planning for operation and
capital
systems
Public Works
Review May 2008 energy
efficiency report
Review Building Assessment
2010/11 and 2014
Review By-Laws and update
fee schedules
Lead
Engineering
Public Works
Plan Developed
2 years
Engineering
City Clerk, Treasurer
Public Works
ByLaw Amendment
3 years
16