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2015-2018

CORPORATE STRATEGIC PLAN

(as updated by Council on September 4, 2018)

Message from Mayor McDougall ..................................................................................................................................................... 1

Summary & Background ................................................................................................................................................................. 2

Our Community .................................................................................................................................................................. 3

Council for the District of Sparwood ..................................................................................................................................... 4

District of Sparwood Administrative Structure ......................................................................................................................... 5

Strategy Development Process ......................................................................................................................................................... 6

Achieving Our Goals ...................................................................................................................................................................... 7

Our Vision ..................................................................................................................................................................................... 8

Mission Statement ........................................................................................................................................................................... 9

Guiding Principles ........................................................................................................................................................................ 10

The Action Plan ............................................................................................................................................................................ 11

Our Goals, Strategic Objectives & Priorities ......................................................................................................................... 12

Key Performance Indicators & Measures Scorecard .............................................................................................................. 36

Adopted by Council at the regular meeting held on April 7, 2015

Updated by Council at the regular meeting held on April 18, 2016

Updated by Council at the special meeting held on December 12, 2016 (Revised)

Updated by Council at the regular meeting held on October 2, 2017

Updated by Council at the regular meeting held on November 6, 2017

Updated by Council at the regular meeting held on July 16, 2018

Updated by Council at the regular meeting held on September 4, 2018.

On behalf of Council, I am

pleased to introduce the District

of Sparwood’s 2015-2018

Corporate Strategic Plan (the

“Plan”). We believe strongly in

planning for the future to ensure

that we continue to address the

needs of our community while

operating in a fiscally responsible

manner.

Our vision for Sparwood is to be a “progressive,

welcoming and livable community that

takes pride in its natural resources and

environment.” The Plan contains the goals and

related strategic objectives that provide a road map for

how we can strive to achieve this vision over the long

term.

The Plan is meant to inspire all of us to consider how we

can make a difference, in our neighbourhoods and in the

Elk Valley. While the Plan’s ambitious goals won’t be

reached overnight, progress will be made year by year

and the District will report to citizens regularly on how we

are doing. We believe that meaningful public

consultation is the foundation of any District effort and

thanks to the extensive community engagement during the

update of our new Official Community Plan, we believe

the Plan reflects the community’s priorities for the District

both now and for the future. We sincerely appreciate

those individuals, groups and businesses who stepped

forward to help set the future direction of Sparwood.

For Council and District staff, the development of the Plan

was the first step. The Plan will help guide us as we set

priorities, make decisions, and manage operations for

years to come. It will enhance organizational effectiveness

and continue to demonstrate accountability to the

community.

Our hope is that the impact of the Plan will extend well

beyond the walls of the District Office, into every home

and business in Sparwood. In keeping with the Plan’s

collaborative spirit, everyone in the community will have a

role to play in achieving it.

Cal McDougall, Mayor

The 2015–2018 Corporate Strategic Plan provides a focus for Council and District staff over the next four

years.

In March 2015, Council endorsed the corporate planning framework, which introduced new strategic

planning tools and enhances the District’s governance structure to integrate and align planning and

performance activities at all levels of the District. The priorities identified in the following pages define

what the District will accomplish over the 2015–2018 term and forms the basis of the Plan.

The Plan presents Council’s goals and strategic objectives, articulating what the District is seeking to

achieve, including a number of related strategic projects and initiatives that are the concrete actions and

tactical programs and services that will advance Council’s goals and strategic objectives.

The Corporate Strategic Plan builds on the vision, mission and guiding principles that were amended at

the March 9, 2015 strategic planning session. The Plan includes:

• A scorecard that includes key performance indicators that measure the progress of strategic

priorities.

• Assigned oversight responsibilities with respect to Council Priorities.

• Long-term sustainability goals that, when applied to actions and decision-making, will guide the

District towards a more sustainable, resilient and livable future.

• A four-year vision for the District of Sparwood.

The Plan will be reviewed annually and, if needed, adjusted to reflect changes in the operating

environment and community needs.

OUR COMMUNITY

We’re located on British Columbia’s other side. We’re a coal mining community and proud of it.

We’re thrilled to share our community with you.

We have a story that is desired by many people: a great community in a spectacular setting with lots

of opportunities and a welcoming spirit. We’re a good place to visit, and a great place to live.

Discover more about our story and how you can help us tell it best.

COUNCIL FOR THE DISTRICT OF SPARWOOD

The District of Sparwood is governed by an elected Council made up of a Mayor and 6 Councillors, who represent the

District as a whole. The Mayor and Councillors serve a four-year term. The current term began on December 1, 2014 and

will end in the fall of 2018.

Decisions made by Council have a direct impact on the residents of Sparwood and the municipal services provided to

residents. Council makes decisions based on a democratic system in which each member casts one vote and the majority

vote determines the decision.

Council usually meets twice a month on the first and third Mondays. Meetings take place in Council Chambers at the

Municipal Office and are open to the public. Videos can be viewed on demand on the District’s website at

www.sparwood.ca.

http://www.sparwood.ca/

Chief Administrative Officer (CAO)

Manager of Planning

Planning Assistant

Buiilding Official

Co-Op Student (seasonal)

Director of Engineering

Engineering Assistant

Co-Op Student (seasonal)

Director of Operations

Clerk 2Summer Students (seasonal

Public Works Foreman

Mechanic

Operator 4

Operator 3

Operator 2

Operator 1

Renewal Resource

Management

Labourer 3

Labourer 1

Director of Community & Facility

Services

Chief Facility Maintenance

Operator

Maintenance Operators

Labourer

Rink Attendants

Journeyman Aquatic Superviosor

Lifeguard Instructor 3



Casual Lifeguard

Community Services Assistant

Office Clerks 1, 2

Cashier Casual On

Call

Program Instructors

Director of Fire Services

Deputy Director

Paid On-Call Firefighters

Director of Finance

Deputy Director

(2) Clerk 3

Clerk 2

Casual Clerks

Director of Corporate Services

Executive Assistant

Bylaw Enforcement

OfficerLife Guards

DISTRICT OF SPARWOOD ADMINISTRATIVE STRUCTURE

The administrative function of the District of Sparwood is headed by the Chief Administrative Officer

(CAO), Terry Melcer, who leads management and staff in implementing Council decisions.

Under the leadership of the CAO, staff works to provide crucial programs and services to residents such

as roads, emergency services, drinking water, waste collection, recreational activities, and social and

community services.

• Environmental Scan

• Background Information

• Situational Analysis

• SWOT - Strength’s - Weaknesses - Opportunities - Threats

• Situation – Past, Present and Future

• Significant Issues

• Align / Fit with Capabilities

• Mission & Vision

• Guiding Principles

• Goals & Key Objectives

• Performance Measurements

• Targets / Standards of Performance

• Initiatives and Projects

• Performance Management

• Review Progress – Balanced Scorecard

• Take Corrective Actions

• Gaps • Action Plans • Feedback upstream - Revise plans - Annual

Municipal Report

Where We Want To Be How We Will Do

It

How Are We Doing Where We Are

To effectively implement the Plan and achieve its goals, there are roles for everyone in the community to

play. Actions undertaken by Council and District staff to implement the Plan and monitor progress will be

critical. To this end, key priorities will be identified annually and Action Plans will be linked directly to the

goals and objectives in the Plan.

The Plan outlines the vision, mission, guiding principles and broad strategic goals for the District. The

Action Plan takes the high-level goals and strategic objectives and develops working priorities. The roles,

responsibilities, performance based measures, and required resources for specific projects and initiatives

will work towards achieving the goals and executing the overall strategic direction will be clearly identified.

Progress of the Plan is measured through an annual review of key performance indicators which are then

reported to the community within the Annual Municipal Report. The Annual Municipal Report reviews the

previous year results and evaluates whether the District successfully accomplished the goals and strategic

objectives set out in the Plan.

The Annual Municipal Report is prepared and made public prior to June 30th each year. In addition to

progress report on the objectives and measures established for the previous year, the Report includes: the

audited financial statements for the previous year; a list of properties exempted from property tax in the

previous year; any declarations of disqualifications; a statement of municipal objectives and measures for

the current and following years; and any other information which may be beneficial to the community.

A vision is a short statement describing the ideal state the organization is striving to achieve for its citizens

or the ideal state that the District sees for community. It answers the question, “What is the outcome for

the citizens of Sparwood if the organization achieves its mandate? It was during the strategic planning

session in March 2015 that Council supported a vision as one that is:

“A progressive, welcoming and livable community that takes pride

in its natural resources and environment.”

The mission is the agreed-upon statement by the organization and explains the reason for our existence. It

is necessarily broad to encompass the diversity within the District of Sparwood. The statement is not

precise in its measurements nor does it need to be, but it does need to be periodically reviewed by the

Council to see whether it still encompasses all of the relevant activities of the District. This statement was

reviewed in March 2015 and Council agreed the existing wording was still relevant, that it was our

mission to:

“Deliver quality services in a responsible manner.”

Values are the fundamental principles, which can be described as actions that guide the District’s

behaviour and decision making. Our guiding principles describe how we should act in order to

accomplish the tasks leading to achieving our mission. They create our desired culture as they are the

principles that guide the behaviors of all members of the organization.

The District of Sparwood’s guiding principles are:

• Responsible: We are approachable, responsive and accountable.

• Professional: We are ethical, respectful, efficient and skilled.

• Progressive: We are forward looking and innovative.

• Collaborative: We work with others to achieve mutual benefit.

The Action Plan identifies the specific steps that will be taken to achieve the strategic objectives that are

geared towards operations, procedures and processes. They describe who does what and how the

municipality knows when steps are completed.

Selecting key performance indicators is a critical step in developing a progress reporting system, and

perhaps one of the most difficult. Units of measurement are the tools in which the municipality assesses

whether the goals and objectives have been achieved. Indicators or measures are typically used to

evaluate the efficiency and effectiveness of a particular service or program and may be expressed as raw

numbers, data or percentages.

• Efficiency measures refer to the amount of resources used to produce a service and are usually expressed as unit

costs – e.g. the operating costs per tonne of garbage recycled.

• Effectiveness measures refer to the extent to which a service or program is achieving its intended result.

• Percentages and ratios are often used to express effectiveness measures – e.g. the number of water main breaks per

100 kilometres of water distribution pipe in a year.

The following points were considered when determining which performance indicators to use to evaluate

the efficiency and effectiveness of the project or service: • It is relevant and ties into the importance to the objective;

It measures program outcomes;

• It is verifiable, understandable and easy to report and monitor;

• It is consistent over time;

• It is not subject to changing variables; and

• They are designed to motivate staff at all levels to contribute to organizational improvement.

OUR GOALS, STRATEGIC OBJECTIVES & PRIORITIES

Goal #1 “To support a strong local economy”

Strategic Objectives & Priorities

1.1. To encourage economic diversification and create a supportive climate for businesses.

1.1.2. Zoning Bylaw. Rewrite the Zoning Bylaw to bring it current and consistent with the new Official Community Plan (OCP).

Target

Priority High

Status Underway

Depart Planning

1.1.4. Downtown Revitalization. Develop a plan for investment in the downtown to enhance its vibrancy, including public sector investment, design guidelines and incentives for private sector investment, and community events.

Target

Priority Low

Status Outstanding

Depart Planning

1.1.5. Business Licence Bylaw. Review business licences fees and processes for submitting, tracking, reviewing and issuing business licences by the District of Sparwood with a focus on improved customer service.

Target

Priority High

Status Outstanding

Depart Corporate Services

1.1.8. Marketing Plan for municipal lands1&2. Develop a marketing plan for municipal owned lands to enhance the District’s communications with potential buyers.

Target

Priority High

Status Outstanding

Depart CAO

PROJECTS & STRATEGIES COMPLETED TO DATE:

✓ 1.1.3 Business Retention & Expansion (BR & E) Survey (Survey local businesses to gather data which will guide the District’s projects in support of local business.)

Completed 2015/16 Depart Corporate Services

✓ 1.1.6 Land Use (Development) Applications & Procedures Bylaw (Update the Land Use Applications and Procedures Bylaw to address new development permit approval processes adopted under the new OCP)

Completed 2015/16 Depart Planning

✓ 1.1.7 Building Permits Development Approvals (Develop administrative tools to enhance customer service.) Completed 2016 Depart Planning

✓ 1.1.9 New Business Welcome Package3. To create a comprehensive welcome package for new and expanding businesses which includes essential contact information to help promote their business and get them started on the right foot. It will assist them in understanding what is expected of them and eliminate miscommunication by establishing boundaries, providing rules, explaining the best way to work with the District and answer frequently asked questions.

Completed 2016 Depart Corporate Services

✓ 1.1.10 Elk Valley Inter-Community Business Licence (ICBL). The establishment of an inter-community business licence will be an addition to a municipal business licence that will allow mobile service businesses (e.g. contractors


1 Project 1.1.8 and 1.1.11 were added in April 2016. Project 1.1.11 was removed in July 2018. 2 Project 1.1.8 was amended in October 2017. 3 Projects 1.1.9 and 1.1.12 were added in April 2016.

https://sparwood.civicweb.net/document/564/Zoning%20Bylaw%20No.%20264c%20byl.pdf?handle=4707DD86696247FBBC672DE5F4838542

https://sparwood.civicweb.net/document/267/Business%20Licence%20Bylaw%20No.%20849,%202001%20Consolidated.pdf?handle=B219E65F4FF54C9B854B9C20163E69E8


and caterers) to operate within Sparwood, Elkford and Fernie. It will save businesses time and money by purchasing one ICBL instead of two separate non-resident business licences in the other participating communities, reduce administrative burden, allow businesses to operate where their services are needed, and increase resident’s choice in service providers.

✓ 1.1.12 Baldy Ridge Extension Environmental Assessment (EA) Approval Legacy Agreement3 (The purpose of this

strategy is to assess the application from Teck to the EAO and to identify potential concerns, and work with Teck to formalize an agreement which results in a “win-win” for Teck and residents of Sparwood)

Completed 2016 Depart CAO & Planning

PROJECTS & STRATEGIES REMOVED FROM ACTION PLAN:

Action Item 1.1.1 Develop a Tourism and Marketing Strategy (Identify tourism and recreation opportunities and develop a strategy for marketing) was

removed from the Plan due to limited staff resources and that Council felt that this type of project should be completed by the Chamber of Commerce

as managers of the Visitor Information Centre.

Action Item 1.1.8 Economic Development Strategy. (In developing a strategy, we will need to consider municipal assets, the business community,

sector strengths, and regional challenges and opportunities so that we may build on our Official Community Plan. It should be based on the

community’s vision, needs and priorities, and focus on strengthening existing businesses, workforces’ education and training, infrastructure

development and diversification of economy, such as small business development.) was replaced with a Marketing Plan for municipal lands.

Action Item 1.1.11 Seniors Centre Hall Rental Policy (policy to purchase 10 hall rentals of the Seniors Centre from the Sparwood Old Age Pensioners

Society on an annual basis for District or community use) was removed from the Plan following a request from SOAPS that they did not want to be

paid in advance for rentals.

1.2. To develop a ‘Marketing Strategy’ and a ‘Marketing Communications Plan’ to support identified goals and

objectives for economic development and recreation programming.


✓ 1.2.1 Community Profile (Update and rewrite the 2006 community profile, with current content to provide readily assessable information on the community for potential and existing residents.)


✓ 1.2.2 Community Map (Develop a community map that incorporates recreational activities, in multiple formats) Completed 2015/16 Depart Corporate Services

✓ 1.2.3 Interactive Online Map (In partnership with the Chamber of Commerce, an interactive map will be developed to aid residents and visitors in locating trails and other places of interest online and through handheld devices)


1.3. To support the whole community by advocating for skills and trades training, and post-secondary opportunities.


Action Item 1.3.1 College of the Rockies (Continue to work in partnership with the COTR to provide demand-driven educational programming within

Sparwood, with a focus on Heavy Duty Mechanic and Heavy Equipment training to start) was removed from the Plan as the College was not looking to

expand programs further at that time.

https://sparwood.civicweb.net/FileStorage/868084220A914B91B5DB5929244F3C95-2018-05-22%20Letter%20from%20SOAPS.pdf

Goal #2 “To preserve a healthy natural

environment”


2.1. To reduce adverse effects to the water quality of water bodies that may receive storm water discharge.


✓ 2.1.1 Storm Water Management Plan (Evaluate Storm Outfalls and create a plan and preliminary costs to improve the quality of discharge to the environment)

Completed 2018 Depart Operations

2.2. To educate the public on the values of a healthy natural environment.

2.2.1. Park Bylaw. Update the existing parks bylaw to ensure the healthy enjoyment of all public green spaces, recreation areas and sports fields.

Target

Priority High

Status Underway

Depart Community & Facility Services

2.2.2. Fruit Tree Replacement Program4. A new voluntary fruit tree removal program, where owners of residential fruit trees will be offered a chance to replace the wildlife attractant with a non-fruit bearing tree at no cost.

Target

Priority Medium

Status Underway

Depart Planning

2.2.3. Adopt a Tree Program4. The adopt a tree program is aimed towards enhancing the urban forest through the planting of boulevard trees. Adjacent residents / property owners (who have requested a tree be planted) would be required to maintain the trees on an ongoing basis until they are established.

Target

Priority Medium

Status Underway

Depart Planning

2.3. To plan for growth and reduce demand on Sparwood’s municipal water and wastewater infrastructure.


✓ 2.3.1 Wastewater Treatment Plant (Clarifier) (Perform scheduled maintenance, repair and replace worn parts as necessary)

Completed 2015/16 Depart Operations

✓ 2.3.3 Wastewater Treatment Plant Study (Undertake a study of the condition of the Waste Water Treatment Plant to ensure that future capacity and regulatory requirements are met and to provide recommendations for future improvements and preliminary costs)

Completed 2015/16 Depart Engineering

4 Projects 2.2.2 and 2.2.3 were added in April 2016.

https://sparwood.civicweb.net/document/310/Parks,%20Greenbelts%20and%20Walkways%20Regulatio.pdf?handle=5F72B6130F8B49F89115775B590931DF


✓ 2.3.4 Infiltration Study – Sewer (Assess integrity of Sanitary Sewer Collection System, determine the extent of repairs required; fix localized repairs and where repairs are more extensive, they will be documented in a report to Council for future planned infrastructure replacements)


✓ 2.3.5 Wastewater Treatment Plant (Sewer Plant Conveyor) (Repair and replace worn out screw conveyor with a heavier model and reduced speed to increase longevity)


✓ 2.3.6 Well Pump Maintenance (Well Pump will be removed from service temporarily for service and maintenance, during seasonal low demand)



Action Item 2.3.2. Flushing and Camera Work. (Continue assessment of sewer and storm systems and determine conditions of the infrastructure and

future maintenance requirements) was removed from the Plan in 2017 as work has been completed within the past three years, and remaining work is

ongoing maintenance.

2.4. To encourage infrastructure systems to address energy conservation.

2.4.1. Outbuildings Energy Retrofits. Upgrade outbuildings (e.g. pump houses, lift stations, etc.) heating and cooling infrastructure and controls in order to reduce annual operating costs as recommended in the 2013 SES ASHRAE Level 1 Energy Study.

Target

Priority Medium

Status Underway



✓ 2.4.3 Facility Entrance Doors (Replace the existing 30 year old facility doors located at the entrances to the arena and the Leisure Centre to reduce energy loss, increase efficiencies and improve accessibility)

Completed 2016 Depart Community & Facility

Services


Action Item 2.3.2. Flushing and Camera Work. (Continue assessment of sewer and storm systems and determine conditions of the infrastructure and

future maintenance requirements) was removed from the Plan in 2017 as work has been completed within the past three years, and remaining work is

ongoing maintenance.

Action Item 2.4.2. Conversion of Street Lights to LED. (Replace all District owned ornamental streetlights with LED lights. Operations Department will

replace streetlights during regular maintenance repairs with new LED lights, with a full replacement program deferred to future budgets) was removed

from the Plan as this is an operational maintenance item, not a strategic priority.

https://sparwood.civicweb.net/document/47609/Community%20Energy%20Association%20Building%20Energy%20Asses.pdf?handle=EA4ABDC4404B4446B4F76EF46077098B

2.5. To encourage and promote the efficient use and conservation of water resources.

2.5.4. Centralized Controls for Irrigation Systems. Install automated control system to reduce excess municipal irrigation water use and reduce maintenance costs. The system will monitor weather patterns and adjust watering schedules and times accordingly.

Target

Priority High

Status Underway

Depart Operations


✓ 2.5.1 Michel Creek Road Water (Complete remaining work on the Michel Creek Road Water – Local Service Area, which include land acquisition and the completion of the relocation of the Matevic Pressure Regulating Valve (PRV) to the Highway 43 / Aspen mechanical building)

Completed 2017 Depart Engineering

✓ 2.5.3 Leisure Centre Pool Repair (Determine possible locations of water loss within the main pool and hot tub and evaluate possible courses of action for the repair of any leaks detected)

Completed 2015/16 Depart Community & Facility

Services


Action Item 2.5.2. Water Loss Management (Complete further night flow analyses and continue to monitor flow and water metering data. Identify and

repair leaks and mitigate other avoidable water losses, where possible) was removed from the Plan as this is an operational item, not a strategic

priority.

Action Item 2.5.5. Water Meter Register Replacements5 (The replacement of water meter interpreter registers will expedite the District of Sparwood’s

metered billing process thereby enabling the District will be more efficient and effective) was removed from the Plan as this is an operational

maintenance item, not a strategic priority.

5 Projects 2.5.5 was added in April 2016 and removed in December 2016.

Goal #3 “To encourage an active, involved

and healthy community”


3.1. To meet the recreational needs of Sparwood’s youth.

3.1.4. Playground Equipment Policy6. Development of a playground equipment and inspection policy will ensure the District provides a safe outdoor environment for children while using municipal facilities; that play spaces and playground equipment are clean and safe, and to ensure that all playground equipment is checked, maintained, and inspected on a regular basis for compliance with CSA guidelines.

Target

Priority Low

Status Underway



✓ 3.1.1 Minor Ball Field (Installation of an underground 50 AMP power supply to enable users to plug in equipment) Completed 2015/16 Depart Community & Facility

Services

✓ 3.1.2 Playground Renewal Project (Update and replace existing playground infrastructure (equipment at the end of their useful life) at Lions Park, Juniper Park, Leisure Centre Grounds, Central Park and Cypress Park to ensure that equipment meets CSA standards)

Completed 2015/16 Depart Community & Facility

Services

✓ 3.1.3 Skate Park Development (Futures Society). Supporting the Futures Society on an ongoing basis as this project which was identified as a high priority during the public open houses held in September 2012 and included in Phase 2 of the Leisure Centre Grounds Master Plan, consists of the construction of a 10,000 ft2 public concrete skate park which will replace and relocate the old wood and steel frame to the Leisure Centre which is Sparwood’s hub for youth activities)


Services

✓ 3.1.5 Royal Canadian Air Cadets Facility Use Agreement6 (The premises at Fire Hall #1 will provide a long term

solution to the Air Cadets’ need for appropriate training facility requirements and will help to foster an emergency services commitment within the youth of our community)


Services

3.2. To support increased access to diverse community services for all residents.

3.2.6. New Sparwood Heights Recreation Amenity. This project is community consultation with respect to the removal of the Sparwood Heights tennis courts and half basketball court due to the development of the Cherrywood subdivision, to receive public input on recreation priorities for Sparwood Heights.

Target

Priority High

Status Underway



3.2.12. Off-Leash Dog Park7. Stakeholder consultation and research to determine community desire and location options for an off-leash (fenced area) for responsible pet owners to exercise their dogs.

Target

Priority Medium

Status Underway

Depart Planning


✓ 3.2.1. Lions Trail Extension (Completion of Lions Trail through Lions Park and the Leisure Centre grounds, creating a trail loop and adding 500 metres of trail which will complete the 1.5 km walking trail as recommended in the Leisure Centre Grounds Master Plan)


Services

✓ 3.2.2. Toddler Playgrounds (Early Years Committee) (Supporting the Sparwood Early Years Committee in their effort to construct two toddler specific (0 – 6 years) playgrounds, one in Central Park and the other on the Leisure Centre Grounds. Support is contingent successful fundraising by the Committee)


Services

✓ 3.2.3. Joint Use Agreement with School District (Update the existing joint use agreement between School District 5 and the District of Sparwood for Frank J. Mitchell Elementary School, Sparwood Senior Secondary School and the Leisure Centre which expired in 2011)

Completed 2016 Depart Community & Facility Services

✓ 3.2.4. Jewel Park Interpretive Trail (This project which consists of both a wetland enhancement and interpretive signage component was included under Phase 3 of the Leisure Centre Grounds Master Plan. The anticipated outcome is to improve the functionality of this area, while providing awareness and education around the importance of this sensitive ecosystem)


✓ 3.2.5. Trail Mapping and Wayfinding Signage (Develop a walking trail guide and install trail markers and kiosks at key areas of the trail network to assist in wayfinding)


✓ 3.2.7 Pool Chlorination System (This project includes the replacement of the saltwater chlorination system for the main pool and hot tub at the Leisure Centre as the current system is no longer manufactured)


✓ 3.2.8. Heritage Park and Red Cedar Hill Landscape Design (Development of landscaping plans in order to enhance the appearance of Heritage Park and Red Cedar Hill)


✓ 3.2.9. Coal Discovery Trail (CDT) (Continue to revitalize market and upgrade the CDT in order to increase usership of the trail and increase public safety)


✓ 3.2.10. Trans Canada Trail (TCT) (Development, in conjunction with the Trans Canada Trail Society, Elk Valley trail organizations, local municipalities and the RDEK, of a valley bottom trail connecting all of the communities of the Elk Valley completing the TCT in southeastern British Columbia)


✓ 3.2.13. 24-Hour Fitness Centre Access Policy7 (Development of a policy to authorize 24-hour access to the fitness

centre at the Leisure Centre to increase opportunities for residents to lead an active healthy lifestyle)



http://trailsbc.ca/trans-canada-trail


Action Item 3.2.11 Titan to Tunnel / Trail (Design and build the public space encompassing the area from the Chamber site through the proposed

pedestrian underpass through to Middletown Place) was removed from the Plan as the tunnel was removed from the Middletown Crossing project.

3.3. To increase the social interaction amongst the residents of Sparwood by supporting and encouraging multiple

community events throughout the year.


Action Item 3.3.1 Community Events Fund (Promote the Community Events Fund Policy as an avenue for seed funding for community groups to host

annual events) was removed from the Plan as this is an operational item.

3.4. To develop, facilitate and monitor activities that contribute to an improved standard of cleanliness across

Sparwood that add value to existing cleanliness, beautification and environmental stewardship programs

delivered by the District and its partners.

3.4.2 Livability and the Environment8. Address the adverse effects of mining related activities on the natural environment and livability of Sparwood through Condition 21, and investigate funding mechanisms. Condition 21, as imposed by the Environment Assessment Office, requires Teck Coal to work with the District through a committee structure to develop a plan to manage and monitor socio-community and economic effects of the Baldy Ridge Extension Project.

Target

Priority High

Status Underway

Depart Planning


✓ 3.4.1 Self-Watering Baskets (Replacement of existing fiber baskets with self-watering baskets and planters in order to reduce student time on watering and annual operating costs)

Completed 2015/16 Depart Community & Facility Services

3.5. To enhance programs and services to address the growing needs of seniors.


✓ 3.5.1 Age Friendly Community Plan (Development of an Age Friendly Community Plan that will provide direction for future improvements for community projects related to access and aging in place)


8 New initiative added in November 2017.

Goal #4 “To foster an effective and

responsible local government”


4.1. To ensure that the District possesses adequate human resources to meet the organization’s strategic goals and

operational plans.


✓ 4.1.1 Collective Agreement (Agreement was ratified by Council on March 20, 2017.) Completed 2017

Depart CAO

✓ 4.1.4 Respectful Workplace Training (Implement training program for all District employees in accordance with the District of Sparwood Bullying or Harassment Policy)

Completed 2016 Depart Finance

✓ 4.1.6 Summer Students Hiring Policy9 (Alignment between Council’s vision and the District’s resources that

demonstrates an understanding of the need to have appropriate staffing to achieve Council’s strategic priorities)

Completed 2015/16 Depart CAO


Action Item 4.1.2 Human Resources Policy Development.10 (Develop human resource policies to address broad employee effectiveness and help

ensure meaningful alignment between organizational goals and objectives and employees’ day-to-day work plans, accountabilities, and career

objectives) was removed from the Plan as this is an operational not strategic item.

Action Item 4.1.3 Leadership Development (Develop educational workshops / training sessions for Council and staff to enhance governance and

improve local decision-making) was removed from the Plan as this is a regularly recurring operational task.

Action Item 4.1.5 Performance Management & Succession Planning (Alignment between Council’s vision and the District’s resources that demonstrates

an understanding of the need to have appropriate staffing to achieve Council’s strategic priorities) was removed from the Plan as this is an ongoing

operational task.

Action Item 4.1.6 Staff Operator Training (Provide professional operator training for Public Works, to provide best practices, safety and the ability for

employees to operate all types of equipment) was removed from the Plan as this is a regular, ongoing, service delivery requirement and not a special

project.

4.2. To ensure that the organization, as a whole, is allocating the right level of funding to each program, to do its

job and to ensure its long-term sustainability.

4.2.1. Upper Elk Valley Fire Services Negotiation Template. Develop template for next contract renewal based on analysis of comparative tax base.

Target

Priority Medium

Status Underway

Depart Finance

9 Project 4.1.6 (Summer Students Hiring Policy) was added in April 2016. 10 The description for Action Item 4.1.2 was amended in October 2017.


✓ 4.2.3 Disaster Financial Assistance (Recovery of 2013 flood damage costs on completed work and Corbin Road yet to be repaired)


✓ 4.2.4 Plow Truck (Replace 2005 Freightliner plow truck) Completed 2015/16 Depart Operations


Action Item 4.2.2 Financial Policies (Review and update financial policies to ensure that the District of Sparwood maintains prudent financial policies

regarding land management, asset replacement and long-range planning and budgeting so that taxpayers’ remain confident that tax dollars are

being spent wisely) was removed from the Plan as this is an operational task of the Finance Department.

4.3. To ensure effective and responsible stewardship of public funds within a supportive policy framework.


✓ 4.3.1 Official Community Plan (OCP) Update (The update of the OCP is to create a strategic planning document that reflects the vision, goals and objectives of the community)

Completed 2015/16 Depart Planning

✓ 4.3.2 Equipment Use and Expenditure Reimbursement Policies (Review travel and expense policies and develop a policy for the use of telecommunication devices)


✓ 4.3.3 Municipal Insurance. (Investigate options of changing property insurance provider to Municipal Insurance Association of British Columbia (MIABC))


✓ 4.3.4 Utility Rates. (Update Utility Rate Bylaw to prepare for metered billings and additional costs incurred from the Regional District of East Kootenay (RDEK) for waste management)


✓ 4.3.5 Capital Budget (templates) (Development of capital budget & major request forms template) Completed 2015/16 Depart Finance

✓ 4.3.6 Waste (Garbage) Collection (Investigate options for replacement of existing 2002 IHC garbage truck with an automated waste collection system)


✓ 4.3.7 Financial Reporting11 (Periodic financial reports will provide Council with a status update on current projects

and serve as a key source for making informed decisions on the use the District of Sparwood’s limited financial resources. It also provides accountability on how the District manages and uses the resources taxpayers have entrusted to them)


11 Project 4.37 was added in April 2016.

https://sparwood.civicweb.net/document/27544/Utility%20and%20Solid%20Waste%20Management%20Consolidated%20by.pdf?handle=E6ACCBB9250D4A58845458E5E985BBBF

http://rdek.bc.ca/

4.4. To ensure corporate fiscal targets are consistently met.


✓ Review and issue a request for proposals for a new contract for the District’s land lines. Completed 2016 Depart Finance

4.5. To ensure openness and transparency of all public processes.

4.5.1. Records Management Strategy. Development of a strategy to manage recorded information in ways that promote transparency and openness, and to make records accessible to the public in accordance with provincial legislation.

Target

Priority Medium

Status Outstanding


4.5.2. Review of Council Procedure Bylaw. This update will review the regulations set out in the bylaw for scheduling and notification of Regular and Special Meetings and Public Hearings; procedural rules (agenda preparation, quorum, voting, points of order, conduct and debate, motions, etc.), minute taking, readings of bylaws, passing of resolutions, and council committees, etc.

Target

Priority Medium

Status Outstanding


4.5.3. Review of Freedom of Information and Protection of Privacy Bylaw. This review will ensure that the District’s bylaw meets the current legislation and that the District has the appropriate policies and procedures in place for responding to requests for information, whether they are requests for records that are routinely released or for those that fall under the Freedom of Information and Protection of Privacy Act (FOIPPA).

Target

Priority Medium

Status Outstanding


4.5.5. Parking Bylaw. Update Sparwood’s parking requirements to better reflect actual parking needs and provide clarity to increase parking compliance.

Target

Priority Medium

Status Underway

Depart Planning

4.5.6. Sign Bylaw. Enhance the clarity of Sign Bylaw and amend the regulations where necessary to minimize sign clutter in Sparwood while retaining a climate supportive of business interests.

Target

Priority Medium

Status Underway

Depart Planning

https://sparwood.civicweb.net/document/31822/Council%20Procedure%20Bylaw%20Consolidation.pdf?handle=9025F457B6BB45FEB45E5F09BFCA9000

https://sparwood.civicweb.net/document/45389/Freedom%20of%20Information%20and%20Protection%20of%20Privacy%20B.pdf?handle=1BE1089C85E1417A9A615C4590B3BCF2

http://www.bclaws.ca/Recon/document/ID/freeside/96165_00

http://www.bclaws.ca/Recon/document/ID/freeside/96165_00

https://sparwood.civicweb.net/document/541/Sign%20Bylaw%20839c.pdf?handle=E6CFAD6A30FC4105AB4F835699F567D3

4.5.7. Special Events Policy12. Development of a policy that will establish guidelines for special events to ensure that the responsibilities of all parties are agreed to and understood (including parking restrictions, road closures, and the use of barricades); and that all special events operate in a safe and orderly fashion.

Target

Priority Low

Status Underway



✓ 4.5.4 Develop a Community Standards Bylaw (Replace various outdated District bylaws and polices related to public nuisances (such as noise, unsightly properties, derelict vehicles, boulevard and sidewalk maintenance, etc.) into one comprehensive bylaw and regulating the conduct and activities of citizens on privately owned property and immediately adjacent areas in order to promote the safe, enjoyable and reasonable use of such property for the benefit of all citizens of Sparwood)


✓ 4.5.8 Confidentiality and Privacy Policy12 (Development of a policy that will establish guidelines for the collection,

use, disclosure, alteration or disposal of personal information compliant with the Protection of Personal Information Act and the Freedom of Information and Protection of Privacy Act)


4.6. To develop a corporate-wide customer service standards and policies to ensure consistent levels of service in all

departments and locations.

4.6.1. Bylaw Enforcement Strategy. Develop a bylaw enforcement strategy to increase public compliance and awareness, and develop an implementation plan.

Target

Priority High

Status Underway


4.6.4. Animal Control Bylaw. Review regulations for domestic and exotic animals, poultry and wildlife in Sparwood.

Target

Priority Medium

Status Outstanding


4.6.5. Develop a Cross Connection Control Bylaw13. The bylaw will help protect Sparwood’s drinking water from contamination through cross connections due to backflow. Our goal is to develop and implement a Cross Connection Control Program which will ensure that clean safe water is delivered to citizens maintain and to assess the program in an ongoing and objective manner.

Target

Priority High

Status Underway

Depart Operations


Completed 2015/16

12 Projects 4.5.7 and 4.5.8 were added in April 2016. 13 Project 4.6.5 was added in April 2016.

https://sparwood.civicweb.net/document/309/Animal%20Control%20821c.pdf?handle=34B2348C312C4B8D9582C92DC6D9F8F2

✓ 4.6.2 Update Municipal Ticket Information (MTI) Bylaw (The purpose of this update to ensure that the Bylaw Enforcement Officer has the tools to enforce District bylaws by ascertaining that all infractions identified within District bylaws have been included within the MTI Bylaw, including associated fines for non-compliance)


✓ 4.6.3 Establish Service Level Standards and Develop Procedural Guides. The following guides were developed as part of this ongoing strategy: ▪ In 2015/16: Policy Preparation Guide

▪ 2016: Bylaw Preparation Guide, Media Release Guide, Records for Release Listing, Social Media Guide



Action Item 4.6.3 Establish Service Level Standards and Develop Procedural Guides (Update key corporate and departmental service standards to

provide a foundation for continued service delivery assessment review and budget discussions) was removed from the Plan as this is an ongoing

operational task.

4.7. To ensure the District is aware, responsive and prepared to deal with emergency situations.

4.7.1. Emergency Program. Review of the District’s Emergency Program and Response Plans to increase the program efficiency and effectiveness, to ensure that the District meets their legislative requirements under the Emergency Program Act and Local Authority Emergency Management Regulation.

Target

Priority High

Status Underway


4.7.4. Fire Services Bylaw Review14. The Office of the Fire Commissioner (OFC) Playbook requires a commitment of the service level that the District of Sparwood will provide. In determining this level of service it is prudent to complete a review of the bylaw and make the appropriate changes.

Target

Priority High

Status Underway

Depart Fire Services and Corporate Services

4.7.5. Development of Fire Fighters Certification Plan (FFCP)14. The District of Sparwood Fire Services has been training informally to meet the requirements of the National Fire Protection Association Code NFPA 1001 (Standard for Fire Fighter Professional Qualifications) for a number of years. With the implementation of the OFC Playbook, the District of Sparwood is now required to formally develop a plan to have Fire Fighters meet the NFPA 1001 certification.

Target

Priority High

Status Underway

Depart Fire Services

4.7.7. Development of Training Facility15. The new training facility, constructed of sea containers, would enable the various training to be provided locally for fire fighters, search and rescue, confined space, incident command, fire suppression, high angle rescue, and rapid intervention training, etc.

Target

Priority High

Status Underway

Depart Fire Services

14 Projects 4.7.4, 4.7.5 and 4.7.6 were added in April 2016. 15 New project added in October 2017.

http://www.bclaws.ca/civix/document/id/complete/statreg/96111_01



https://sparwood.civicweb.net/filepro/document/410/Fire%20Services%20Bylaw%20974,%202008%20(Consolidated%20Version).pdf

http://www2.gov.bc.ca/gov/content/safety/emergency-preparedness-response-recovery/fire-safety

http://www2.gov.bc.ca/assets/gov/public-safety-and-emergency-services/emergency-preparedness-response-recovery/embc/fire-safety/playbook.pdf


✓ 4.7.3 Replacement of Rescue 1444 (The completion of the road rescue vehicle retrofit. The new/used chassis which was purchased in fall of 2014 was intended to replace the old 1997 GMC Club Cab. The rescue vehicle required replacement due to its age and insufficient storage space for essential response equipment such as Jaws of Life and vehicle stabilizers)

Completed 2015/16 Depart Fire Services


Action Item 4.7.2 Planning and Promotion of Emergency Preparedness (Annual community event during Emergency Preparedness Week (first week of

May) to raise awareness of the importance of having an emergency kit and making an emergency plan. In addition to an annual event, the

development of free Emergency Workshops for residents, schools and other organizations to help them become “emergency prepared”) was removed

from the Plan as this is an ongoing operational task.

Action Item 4.7.6 Establishment of Fire Services Team Leaders14 (Annual community event during Emergency Preparedness Week (first week of May) to

raise awareness of the importance of having an emergency kit and making an emergency plan. In addition to an annual event, the development of

free Emergency Workshops for residents, schools and other organizations to help them become “emergency prepared”) was removed from the Plan as

this is an ongoing operational task.

4.8. To maximize technology to support timely, relevant and accurate information.

4.8.3. SCADA (Supervisory Control and Data Acquisition). The existing SCADA system is outdated and some components are no longer available. The entire system will be replaced and upgraded to modern standards, with communication over the District’s fibre optic network where possible to reduce costs and increase reliability

Target

Priority Medium

Status Underway

Depart Operations


✓ 4.8.1 Electronic Task Tracking System (Implementation of Action Tracking and Meeting Manager Systems to optimize the District’s digital governance and public responsiveness, including the development of procedural and best practice guides)


✓ 4.8.2 Website Reorganization and Update. (As one of the District of Sparwood’s key communication tools, the website will be updated to better reflect community information, economic development opportunities, current policy framework, as well as the range of services provided by the District.)


✓ 4.8.4 GPS Base Station. (Install a Global Positioning System Base station to allow real time surveys of longitude, latitude and elevation (X, Y, Z) coordinates of infrastructure or construction. This project includes the purchase of a receiver & data collector for use by multiple departments.)

Completed 2018 Depart Engineering

✓ 4.8.5 Computer Server (Investigate a server upgrade and review a shared server concept so that the District of Sparwood may continue to provide a secure, cost-effective and reliable infrastructure that supports the District’s evolving technology and business capacity requirements)

Completed 2015/16 Depart Finance

4.9. To enhance and maintain existing facilities and infrastructure through adequate maintenance, rehabilitation

and replacement as appropriate.

4.9.1. Middletown Crossing - Highway 3/43 Intersection Improvements16. Construct multiple intersection improvements of Middletown Place, Highway #3 / #43 and Aspen Drive and Highway #43 for future development. This work includes numerous components, including but not limited to: Earthworks; Pavement; Traffic Controls; Street lighting; Sidewalks; Relocation of overhead lines, relocation and addition of services and utilities.

Target

Priority High

Status Underway

Depart Engineering

4.9.3. Matevic Road – Phase I. Hill stabilization – Complete budgeted stabilization work on the Matevic Road hillside. The work will reduce surface movement of the hillside and stabilize the slopes, provide for vegetation growth and reduce future ditch maintenance costs.

Target

Priority Medium

Status Underway

Depart Engineering

4.9.4. Matevic Road – Phase II. Hill stabilization – Submit Geotechnical Report to Council & commence process for road closure and disposition of excess road RW. This is the former road to Sparwood Heights that is no longer part of the Transportation Master Plan.

Target

Priority Medium

Status Underway

Depart Engineering

4.9.5. Subdivision and Development Servicing Bylaw. Review and complete the re-write of the Subdivision Servicing & Development Bylaw so that it is modernized with up-to-date standards and ensure it is in compliance with the new OCP, once adopted.

Target

Priority Medium

Status Underway

Depart Engineering

4.9.6. Gravel Source Investigation. Continue Site investigations to locate a suitable, reliable and economical aggregate source for municipal and development purposes within the District. If a suitable source(s) are located, the investigation will transition into a development phase of that aggregate source.

Target

Priority High

Status Underway

Depart Engineering

4.9.9. Whiskey Jack. This development has been ongoing for a number of years and the District has a Master Development Agreement with Whiskey Jack for construction of infrastructure that is required for the development and future expansion of Sparwood Heights. The cost of the infrastructure is shared as outlined in the agreement. The growth that was expected with the initial sale of the Rolling Hills area to Whiskey Jack has not occurred and negations are taking place to modify the agreement and recognize the changes in growth and reduce the requirements of each party where possible. The goal is to realize the completion of the golf course and ensure the development of necessary infrastructure without building excess capacity

Target

Priority High

Status Underway

Depart Engineering

16 Description was amended in October 2017.

http://whiskeyjackresort.com/

that is not needed. Work includes watermains, a new reservoir, roads, water, and wastewater treatment plant expansions.

4.9.11. Watermain Looping and Douglas Fir Road Servicing. The infrastructure in Sparwood is aging and some of the existing water system was not designed with sufficient redundancy or capacity for growth and fire flows for expansion. Looping will provide the proper fire flows and redundancy for future infrastructure replacement that could otherwise put sections of lower Sparwood out of water for extended periods. Work is contingent on grant funds being available.

Target

Priority Low

Status Underway

Depart Engineering

4.9.12. Transfer Station Intersection (Fiorentino access). The District of Sparwood acquired land for expansion of light industrial from Tembec a number of years ago and the land across from the Transfer Station is suited to larger un-serviced parcels for light industrial expansion. This work is contingent on sufficient land sales to fund construction.

Target

Priority Medium

Status Underway

Depart Engineering

4.9.13. Traffic Bylaw. The existing Traffic Bylaw is outdated and we are reviewing the bylaw. A new bylaw or amendment will be brought forward for consideration by Council.

Target

Priority Medium

Status Underway

Depart Operations


✓ 4.9.2 Aspen Drive Beautification (Underground beautification – complete conversion of overhead services to underground, by Husky & ESSO)


✓ 4.9.8 Douglas Fir Road (resurfacing) (Douglas Fir Rd has been not been resurfaced for a number of years as attempts continued to bring water and sewer servicing to the area with grants and local improvements. The road is now at a point of failure and needs to be restored. All indications are that grants to bring servicing to the area are a number of years away so we are planning to restore the lower section of Douglas Fir Rd, from 701 to 749)


✓ 4.9.10 Corbin Road (Corbin Road was downloaded to the District of Sparwood by the Province of BC in the late 1990’s. During the June 2013 Flood a section of the road embankment in Michel Creek was washed away. The District of Sparwood made numerous unsuccessful attempts to return Corbin Road to the Province and we are now faced with completing the repairs prior to a boundary reduction which would result in the Province assuming future responsibility for the road, if successful. Construction work to complete repairs from the 2013 flood damage in 2015, with the MOTI acknowledging the repairs as complete in October 2016


✓ 4.9.14 Cemetery Bylaw (This initiative will include a regulatory update and a consolidation of the Elk Valley (Michel) Cemetery and Rivercrest Cemetery regulatory bylaws)



Action Item 4.9.7 Street Maintenance Review - Gravel Roads & Paving Program Review (Work with our engineering consultants to study existing road

conditions and evaluate the costs associated with maintaining various levels of service on each road type. Report back to Council with costs and

options so Council can set policies on the desired levels of service. This will establish an ongoing road maintenance program and set the amounts to

put into operating or reserves for future requirements) was removed from the Plan as this is an ongoing operational task.

http://www.sparwood.ca/residents/public-works/transfer-station

https://sparwood.civicweb.net/document/268/Traffic,%20Parking%20and%20Highways%20Regulation.pdf?handle=C833C56DE5AA457086BE6DEE8C38838A

Goal #5

“To cultivate an engaged

community”


5.1. To actively engage citizens to help inform the municipal decision making processes.


✓ 5.1.1 Council Written Reports (The provision of written reports from members of Council to be included in the Council agenda package will help to ensure that the community is aware of the activities that members have undertake on behalf of the Council and that their performance is meeting residents expectations. Links to the Council Report will be included in the Council Facts)


✓ 5.1.2 Report Templates and Preparation Guide (The preparation of consistent and well articulated reports to Council is critical to the effective operations of Council and the overall management of the District. The new templates will include a section for public comments, encouraging staff to seek feedback from the community prior to Council’s consideration of the project or initiative)


5.2. To develop strategies, policies and procedures based upon the recommendations within the Communications

Strategy.


✓ 5.2.1 Implement Communications Strategy Recommendations. (Development of an Implementation Plan for the recommendations within the Communications Strategy


5.3. To diversify ways we will get information out to the public. (2-way communication)

5.4. To develop strategies, policies and procedures based upon the objectives and recommendations within the

Community Engagement Strategy and the Official Community Plan.


✓ 5.4.1 Wildlife Strategy17. (The strategy will establish the responsibilities, policies and resources to mitigate wildlife-human conflicts in Sparwood. Essentially a food management program designed to lessen potentially dangerous wildlife activity in human use areas such as recycling stations, schools, campgrounds and trails)


✓ 5.4.2 Youth Engagement Strategy17

. (Through youth engagement, it is the goal of the District of Sparwood to do a better job of creating services, opportunities, and supports that our youth need to develop in healthy ways. Working with the Columbia Basin Trust, the District intends to develop a Community Youth Network that will help the District to achieve these objectives)


Services


https://sparwood.civicweb.net/document/45394/Sparwood%20Communications%20Strategy%20FINAL%20Sept%209.pdf?handle=074D94E9A6DF44DD8751D79ADCEE72C0

Goal #6 “To encourage, promote and

celebrate local heritage,

culture and arts”


6.1. To encourage the conservation, interpretation and celebration of the community’s heritage.

6.1.1. Heritage Conservation Initiatives. This project will identify the heritage values for Sparwood in order to better allocate resources that help to conserve, interpret, and celebrate the community’s heritage.

Target

Priority High

Status Underway

Depart Planning


✓ 6.1.2 Memorial & 50th Anniversary of the Balmer North Explosion18 (This includes the establishment of a working group to organize an event to take place on April 3, 2017, the 50th Anniversary of the Balmer North explosion that took the lives of 15 men and seriously injured 10 others)

Completed 2018 Depart CAO

✓ 6.1.3 Museum Relocation18

(The development of a lease agreement with the Michel-Natal-Sparwood Heritage Society which establishes specific conditions and deliverables that help the Society to develop public programming and expand its collection)


Services

✓ 6.1.4 Sparwood 50th Anniversary18 (Anniversary to include multiple events over the entire celebrating the

incorporation of the municipality)


Services

6.2. To encourage the growth of arts and culture in the community.

6.3. To enhance community facilities and spaces through arts and culture.

18 Projects 6.1.2, 6.1.3 and 6.1.4 were added in April 2016.

KEY PERFORMANCE INDICATORS & MEASURES SCORECARD

GOAL KEY PERFORMANCE INDICATORS MEASURES G

OA

L #

1:

A s

trong loca

l eco

nom

y

Business Growth

▪ Efficiency and quality of customer service

▪ Number of business engagement opportunities (e.g. open houses, surveys, etc.)

▪ Number of business licences (new and renewals) issued and licence types

▪ Number of business incorporations

▪ Number of commercial property assessments

▪ Stakeholder satisfaction with doing business in Sparwood

▪ Activity in downtown for businesses and community events

Economic Diversification

▪ Increased commercial and industrial assessments

▪ Number of building and development permits issued and associated revenues

▪ Number of industrial property assessments

▪ Number of land use applications processed

▪ Number of OCP/zoning amendments adopted

▪ Stakeholder satisfaction with level of economic development provided by the District

Access to Information

▪ Number of citizens accessing the District’s website, following on Twitter or connected through Facebook

▪ Number of Community Profile downloads

▪ Number of online services provided

▪ Number of bylaws, policies, reports, strategies, etc. provided online for public access

▪ Number of photographs uploaded to interactive online map

▪ Number of visits to District website, including interactive online map

▪ Percentage of citizens who feel that the District makes information easily available

Quality of Life

▪ Citizen satisfaction with land use planning

▪ Citizen satisfaction with level of arts, culture and heritage

▪ Citizen satisfaction with overall quality of life in Sparwood

▪ Citizen satisfaction with Sparwood as a place to find work, shop, retire or vacation

GOAL KEY PERFORMANCE INDICATORS MEASURES

GO

AL

#2

: A

healthy

natu

ral envi

ronm

ent

Energy Conservation

▪ Average corporate greenhouse gas emissions (Tonnes of CO2e)

▪ Citizen satisfaction with District’s level of energy efficiency and conservation

▪ Energy consumption in municipal facilities

▪ Number of Community Emissions and Energy Plan (CEEP) recommendations implemented

▪ Number of energy efficient doors and/or windows installed

▪ Number of facilities audited for energy efficiency

▪ Number of LED lights installed

▪ Percentage of annual energy costs reductions

▪ Percentage of employees who commute to work by walking, cycling or carpooling

Sustainable Services and

Infrastructure

▪ Citizen satisfaction with environmental programs

▪ Citizen satisfaction with garbage and recycling collection services

▪ Citizen satisfaction with level of service for water, wastewater and stormwater collections

▪ Number of boil water advisories

▪ Number of repairs to water and sewer distribution systems

▪ Sewer volume per capita

▪ Utility fees collected per kilometre of water/sewer line

Water Conservation

▪ Citizen utility bills

▪ Number of leaks found and repaired in the pool

▪ Number of leaks found and repaired in the water distribution system

▪ Number of self-watering planters

▪ Water consumption

Community Beautification

and Cleanliness

▪ Citizen satisfaction of cleanliness of facilities

▪ Number of planters, including self-watering

▪ Number of waste & recycling receptacles


GO

AL

#3

: A

n a

ctiv

e, in

volv

ed a

nd h

ealthy

com

munity

Community Spirit

▪ Citizen satisfaction with quality of life in Sparwood

▪ Citizen satisfaction with Sparwood as a place to raise children

▪ Number of community events

▪ Number of public engagement opportunities

▪ Number of responses to citizen satisfaction survey

Parks, Playgrounds, Sports

Fields and Green Spaces

▪ Acres of municipal park land

▪ Citizen satisfaction with municipal parks, playgrounds, sports fields and green spaces

▪ Increased playground opportunities for toddlers

▪ Metres of constructed multi-use trail surface

▪ Number of ball field rentals

▪ Number of park rentals

▪ Playground equipment replaced

▪ Ratio of parkland per population

Recreation Facilities and

Infrastructure

▪ Citizen satisfaction with recreation facilities

▪ New recreational infrastructure constructed or purchased

▪ Pool admissions

▪ Recreation program registrations

Recreation Programs

▪ Citizen satisfaction with recreation programs

▪ Number of recreation programs offered

▪ Number of outdoor (seasonal) recreation programs

▪ Number of participants in recreation programs

▪ Number of pool programs

Seniors Health and

Participation ▪ Number of “aging in place” programs

▪ Number of seniors housing units per capita

Trails

▪ Increased awareness and usage of existing trails

▪ Number of interpretative / wayfinding signs and markers installed

▪ Number of kilometres of new trail development

▪ Number of trail improvements (e.g. reduced difficulty ratings)


Youth Participation ▪ Increased playground opportunities for toddlers

▪ Number of youth recreation programs

GO

AL

#4

: A

n e

ffect

ive a

nd r

esp

onsi

ble

loca

l gove

rnm

ent.

Employee Engagement

Creative Capacity ▪

District Facilities and

Infrastructure

▪ Citizen satisfaction with quality of sidewalks

▪ Citizen satisfaction with snow and ice removal

▪ Citizen satisfaction with street maintenance

▪ Number of facility inspections completed

▪ Number of kilometres of new of sidewalk constructed or repaired

Fire Safety and Emergency

Preparedness

▪ Annual attendance during Fire Department open houses and the Emergency Preparedness Fair

▪ Citizen perception of safety in Sparwood

▪ Citizen satisfaction with fire rescue services

▪ Number of “Fire Fit Challenge for Kids” participants

▪ Number of “Junior Firefighter Program” participants

▪ Number of emergency educational events held

▪ Number of emergency educational materials developed

▪ Number of Emergency Operations Centre (EOC) activations

▪ Number of emergency preparedness plans reviewed and updated

▪ Number of Emergency Social Services (ESS) volunteers

▪ Number of emergency training sessions held (including firefighter training)

▪ Number of exhibitors at the Emergency Preparedness Fair (during first week of May)

▪ Number of fire or MVA incidents responded to by Fire Department

▪ Number of auxiliary firefighters

▪ Number of fire safety presentations and visits to Day Cares and Service Clubs

▪ Number of participants taking the “Fire Safety for Babysitters” or “Fire Safety for Home Alone” courses

▪ Ratio of disaster financial assistance received to (flood) damage


GO

AL

#4

: A

n e

ffect

ive a

nd r

esp

onsi

ble

loca

l gove

rnm

ent.

Fiscal Responsibility

▪ $ value of flooding costs recovered

▪ Annual municipal tax increase

▪ Citizen satisfaction with how tax dollars are spent

▪ Number of amendments to Financial Plan (annually)

▪ Number of and value of municipal grants awarded

▪ Number of and value of provincial and federal grants secured

▪ Number of cash flow templates created

▪ Number of tax exempted properties

▪ Outstanding debt per capita

▪ Total District debt

Healthy (Safe) Work

Environment ▪ Number of accidents or WCB claims

▪ Number of policies and initiatives reviewed or developed

Openness and Transparency

▪ Citizen satisfaction with District website and online services

▪ Citizen satisfaction with level of public engagement

▪ Frequency of citizen access to District

▪ Number of “Weekly Community Newsletter” and “Council Facts” subscribers

▪ Number of advertisements, notices, press releases, tweets, etc. posted

▪ Number of Council and Committee meetings

▪ Number of delegations before Council

▪ Number of Freedom of Information & Protection of Privacy Act (FOIPPA) requests submitted

▪ Number of public consultations / engagement opportunities undertaken (e.g. OCP)

▪ Number of reports, strategies and plans made available on District website

▪ Percentage of citizens who feel that information is easily available

Professional Development

▪ Citizen satisfaction with staff competency and professionalism

▪ Number of conferences / workshops attended by Council and District staff

▪ Number of educational training opportunities

▪ Number of on-site (internal training) programs provided

▪ Percentage of FT/PT staff attending at least one training session/opportunity


GO

AL

#4

: A

n e

ffect

ive a

nd r

esp

onsi

ble

loca

l gove

rnm

ent.

Regulatory Compliance

▪ Citizen satisfaction with level of bylaw enforcement

▪ Number of animal complaints received

▪ Number of animals impounded

▪ Number of building, development and sign permits issued

▪ Number of business licences (new and renewals) issued and licence types

▪ Number of bylaws and policies adopted

▪ Number of Communications Strategy recommendations implemented

▪ Number of land use applications processed

▪ Number of OCP recommendations implemented

▪ Number of OCP/zoning amendments adopted

▪ Number of tickets issued

▪ Number of vehicles towed

▪ Number of warning tickets or letters issued for non-compliance

Service Standards

▪ Citizen satisfaction with customer service

▪ Citizen satisfaction with level of service provided by the District

▪ Number of best practice guides developed

▪ Number of service requests received

▪ Number of human resource policies adopted

▪ Number of plans, strategies and studies obtained or developed

▪ Number of report and letter templates created

▪ Number of service reviews conducted

Staff Productivity

▪ Citizen satisfaction with bylaw enforcement practices

▪ Number of (Action Tracking) trackers completed

▪ Number of District employees

▪ Number of staff reports presented to Council

▪ Number of summer student opportunities

▪ Percentage of the records management system implemented


Team Effectiveness and

Leadership

▪ Number of bylaws and policies adopted

▪ Number of Council and Committee meetings

▪ Number of Council workshops facilitated

▪ Number of decisions reconsidered

▪ Number of management / department meetings

Use of Technology

▪ Number of employees trained on Action Tracking system

▪ Number of IT system upgrades

▪ Number of online services

▪ Ratio of (Action Tracking) trackers assigned to completed

GO

AL

#5

: A

n e

ngaged c

om

munity Citizen Engagement


▪ Number of Citizen Satisfaction Surveys completed

▪ Number of public engagement opportunities (e.g. open houses, surveys, etc.)

▪ Number of tweets sent out annually

▪ Number of Twitter followers and Facebook connections

Communications Strategy

▪ Citizen satisfaction with District website and online services

▪ Number of “Weekly Community Newsletter” and “Council Facts” subscribers

▪ Number of citizens accessing the District’s website, following on Twitter or connected through Facebook

▪ Number of recommendations implemented

2-Way Communications ▪ Number of discussions on the District’s Facebook page

▪ Attendance at Town Hall meetings


Community Engagement

Strategy ▪ Number of recommendations implemented


Official Community Plan

(OCP) ▪ Number of recommendations implemented

GOAL KEY PERFORMANCE INDICATORS MEASURES G

OA

L #

6:

Enco

ura

ge,

pro

mote

and c

ele

bra

te loca

l heri

tage, cu

lture

and a

rts

Heritage Conservation ▪ Citizen satisfaction with the availability of arts, culture and heritage

Arts and Culture ▪ Number of cultural events

▪ Number of organizations

▪ Municipal funding per capita for arts and culture

Note: The annual targets and data for the above scorecard will be reflected in the Annual Municipal Report.

Corporate Strategic Plan - CivicWeb · tactical programs and services that will advance Council’s...

Documents

Transcript of Corporate Strategic Plan - CivicWeb · tactical programs and services that will advance Council’s...