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TRANSCRIPT
Strategic Plan 2018
Original: Adopted on October 17, 2016
Revised: Adopted on April 16, 2018
STRATEGIC PLAN 2016-2020
TABLE OF CONTENTS
Mayor’s Message page 5
City Manager’s Message page 7
Our Vision page 9
Our Mission page 10
Our Core Values page 11
Our Pillars and Actions page 13
l Environment page 14
l Social page 16
l Culture page 20
l Economy page 22
l Governance page 26
REFERENCE DOCUMENT 2016-2020 Action Plan (pages 8-13, 15)
l moncton.ca/Assets/Government+English/actionplan.pdf
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MONCTON CITY COUNCIL: Left to right: Bryan Butler, Shawn Crossman, Susan Edgett, Charles Léger (Deputy Mayor), Paul Pellerin, Greg Turner, Dawn Arnold (Mayor), Pierre Boudreau, Blair Lawrence, Paulette Thériault and Robert McKee.
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On behalf of my colleagues on City Council, I am pleased to present our Strategic Plan 2016-2020.
With growing demands and finite resources, it is important to focus our community’s efforts behind common goals. This Strategic Plan sets out the guiding principles to ensure we continue to #MoveMonctonForward. It establishes the framework to blend economic prosperity, quality of life and environmental responsibility into a style of growth that makes every part of our city better.
Moncton is an amazing city with incredible potential. Our strategic approach provides opportunities for all Monctonians – those who are here and those who will want to live here in the future.
This plan will be reviewed and revised annually. If you have any questions, please contact members of Council, or members of the Administration team.
Dawn Arnold Mayor
MAYOR’S MESSAGE
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The City of Moncton Strategic Plan is our multi-year roadmap of action items and measurable outcomes that allow us to accomplish our organizational goals for the coming years.
The document provides a common focus, priorities, outcomes and strategies to be pursued. It establishes a commitment from the City to its stakeholders – clarifying priorities and related expectations.
Required resources will be aligned to move the priorities forward.
The plan will evolve over time and we will state our progress through an annual “report card” to the community.
With the leadership of City Council and the commitment of municipal employees, we will create the city envisioned by the citizens we serve as we continue on our path towards growth and prosperity.
Marc Landry City Manager
CITY MANAGER’S MESSAGE
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THE STRATEGIC PLAN WILL BE USED IN THE FOLLOWING WAYS:
Align municipal decisionsAll municipal activities will be guided by the priorities identified in this document. City Council will review and adjust the plan as new issues, challenges and opportunities emerge. This will ensure that we always includes the right priorities for our City.
Provide direction for departmental work plans and budgetsThe Strategic Plan will guide departments in the development of their work plans (strategies, actions and initiatives) and alignment of their budgets to achieve City Council’s priorities.
Monitor progress towards desired outcomesThe strategies, actions and initiatives will be monitored to measure success. Our performance will be reported through indicators and targets in our annual “report card” to the community.
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Our visionA city that inspires
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Our mission Working together
to grow our economy and enhance
the quality of life for all citizens
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OUR CORE VALUESThe daily activities of the organization are guided by the following principles and values.
We are…
SustainableWe make decisions holistically that consider our environment, our economy, and our community. We respect and preserve our built heritage and natural environment. We want to leave our future generations a better community.
DiverseWe promote and encourage diversity in language, culture, ethnicity and ability. We are Canada’s first officially bilingual city and provide bilingual services to our citizens. We are proud of the diversity of our economy. We are committed to working to make our organization and our community more reflective of the Canadian mosaic.
CreativeWe strive to think and do things differently. We are creative and innovative; we em-brace new technologies and foster a culture of continuous learning. We welcome change through performance excellence, based on real data and measurable results. We support our vibrant arts sector.
EngagedWe welcome and encourage the contributions of our citizens in the growth and development of our city.
LeadersWe are conscious of our leadership role within the workplace, the community, the region and beyond in developing and promoting best practices in municipal govern-ment. We are professional and accountable to our community. We respect our citizens’ viewpoints and always strive for excellence.
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PILLARS and ACTIONS Moncton City Council has adopted five pillars within its Strategic Plan. These are at the centre of everything we do. They are the focus of our efforts and the foundation of our organization’s multi-year work plans.
Each pillar has associated action items which align the organization to Council’s vision of being “A city that inspires!”
Action items highlight priorities on which we are working to deliver. They are supported by strategic documents and will become our organizational “report card” on how we are performing.
PILLARS AND ACTIONS PILLARS AND ACTIONS14
ENVIRONMENTTo be a green communityWe are a green and resilient community. We are proactive in our stewardship of the environment, value our natural assets such as the Petitcodiac River, and support sustainable growth
PILLARS AND ACTIONS
2019
2020
2018
14
SUPPORTING STRATEGIC
DOCUMENTS ACTIONS
PILLARS AND ACTIONS
ENVIRONMENT
Corporate Energy and Greenhouse Gas
Reduction Plan (2016)
Climate Change Adaptation and
Flood Management Strategy
(2013)
Street Tree Management Plan
(2017)
Sewer System Master Plan (2016)
2016
2017
2019
2020
2018
Implement the Corporate Energy and Greenhouse Gas Reduction Plan
Continue implementing the Green Building Policy and design all new City facilities to LEED or Green Globes standards • • •
Explore partnerships for the development of a solar energy community project •
Explore funding opportunities for community development •
Evaluate opportunities to include renewable energy options at municipal facilities and implement where possible • • •
Implement energy efficiency retrofits at municipal buildings • • •
Implement the Climate Change Adaptation and Flood Management Strategy
Mitigate risk to our built infrastructure • • •
Complete the neighborhood flood mitigation study •
Continue providing funding and promotion for the backwater valve incentive program • • •
Develop Flood Plain Zoning regulation •
Review the Street Tree Management Plan and develop action items for years 2019 – 2021 •
Review the Sewer System Master Plan
Update the plan •
Increase protection for the designated Turtle Creek watershed •
Blue-Green Algae Management Strategy / Plan •
Meter Replacement Project •
ENVIRONMENT
15PILLARS AND ACTIONS PILLARS AND ACTIONS
2019
2020
2018ACTIONS
PILLARS AND ACTIONS PILLARS AND ACTIONS
2020
2019
2018
Finalize recommendations for the Halls Creek Wheeler Boulevard Sanitary Sewer Separation Study •
Water Treatment Plant
Develop the Treatment Plan Assessment •TransAqua Compliancy •
Implementation of waste separation at municipal sites / facilities •
MEASURABLE OUTCOMES• Number of new green initiatives implemented
• Decrease amount of sewer backups
• Reduce greenhouse gas emissions by 20% by the year 2020 as compared to 2002 emissions
• Number of back water valves installed through the City of Moncton program
• Annual waste tonnage
• Annual landfill diversion rate
• Annual City of Moncton facilities waste tonnage
PILLARS AND ACTIONS PILLARS AND ACTIONS
SOCIALTo be a healthy communityWe are a healthy and safe community. We provide active living opportunities for all residents, and proactively address social challenges by adopting policies and taking actions that ensure equitable access to all services.
PILLARS AND ACTIONS PILLARS AND ACTIONS16
SUPPORTING STRATEGIC
DOCUMENTS ACTIONS
2020
2019
2018
Implement Social Inclusion Plan
Complete housing implementation plan •
Develop affordable transportation plan •
Develop food security program •
Implement Housing Plan •
Evaluate and continue affordable transportation plan •
Evaluate food security program •
Implement actions in respect to education and employment •
Implement actions in respect to mental health •
Implement Active Transportation Master Plan including trail development
Elmwood Drive •
Westbrook Circle •
Jonathan Park Subdivision Trail •
Panacadie Trail • •
Knox Trail • •
Implement transit portion of Destination2040 Plan
Review tri-community capital projects for phase 2 of the Public Transit Infrastructure Fund •
Implement Codiac Transpo technology enhancements
• New video surveillance cameras on fleet •
• Upgrade from GPS to computer-aided dispatch (CAD) / automated vehicle locator (AVL) •
• Develop a future technology roadmap •
• Fare box replacement •
Develop tri-community strategy and funding requirements for Destination2040 transit plan •
Social Inclusion Plan (2016)
Active Transportation Master Plan (2015)
Destination2040 Regional Sustainable
Transportation Master Plan (2015)
SOCIAL
17PILLARS AND ACTIONS PILLARS AND ACTIONS
2019
2020
2018
SUPPORTING STRATEGIC
DOCUMENTS ACTIONS
PILLARS AND ACTIONS PILLARS AND ACTIONS
2020
2019
2018
Moncton Senior Friendly Community
Action Plan (2014) World Health Organization
Global Network of Age-Friendly Cities
Housing Needs Analysis Study (2016 – 2017)
Recreation Master Plan I – ‘Land and
Parks’ (2000)
Implement Moncton Senior Friendly Community Action Plan
Purchase and install senior friendly amenities (benches, arms, etc.) •
Review accessibility to Moncton Lions Centre •
Promote Seniors Registry •
Development of an Affordable Housing Plan •
Actions resulting from the completion of the plan • •
Implementation of Recreation Master Plan I – ‘Land and Parks’
Auburn Circle •
Silverwood Park •
Renton Park (Moncton Boys and Girls Club) •
Undertake Development of Recreation Master Plan II – ‘Programs and Facilities’ •
Work with the proponent and community on the repurposing of the former Moncton High School •
Develop a strategy to ensure that Moncton continues to be a safe community
Legalization of cannabis •
Fire service succession planning •
By-law enforcement enhancements of complaints intake process through to reporting •
YMCA and City to develop plans for a centre in Moncton’s North End
Design and funding •
Design, construct and move into new Codiac Regional RCMP facility
RFP – Deloitte •
Design •
Construction •
Occupancy
Implement Parks and Leisure Services Capital Works Projects
Design and build Centennial Beach • •
Design, fund and build East End Pool • •
Present accessibility policy to City Council •
Review agreement with Moncton Arena Partners with respect to the Superior Propane Centre •
2021
SOCIAL
PILLARS AND ACTIONS18
MEASURABLE OUTCOMES • Percentage of citizens who feel safe in the Codiac region (every 2 years)
• Resources and financial support to community organizations
• Social return on investment – financial and social statistics
• Number of registrants to Seniors Registry
• Number of registrants to the Emergency Management Organization database
• Number of wheelchair accessible bus routes
• Increase in Codiac Transpo ridership (by month)
• Number of students fed through the student nutrition program
• Number of community gardens implemented
• Number of edible landscapes implemented
• Number of homeless in the community
PILLARS AND ACTIONS19
PILLARS AND ACTIONS PILLARS AND ACTIONS
CULTURETo be a vibrant communityWe are a culturally vibrant community that promotes and celebrates the arts, our neighbourhoods’ individual characters, our built heritage and our diverse cultures and languages.
PILLARS AND ACTIONS20
SUPPORTING STRATEGIC
DOCUMENTS ACTIONS
2018
2019
PILLARS AND ACTIONS
2020
Bilingualism in Moncton Plan (2016)
Heritage Conservation By-law
and designated property list (2016)
Cultural Plan (2016 – 2026)
Implement Bilingualism Plan
Policy update on official languages •
Create a community campaign promoting the values of both linguistic groups •
Heritage Conservation Efforts
Review and update list of designated Heritage Properties •
Review and update the Heritage Conservation Board Three-Year Strategic Plan •
Develop a heritage conservation committee outreach, awareness and education program for the City •
Implement Cultural Plan
Adoption of Public Art Master Plan •
Cultural Forum (update Cultural Plan, community working sessions and workshops) •
Finalize Events Strategy
Presentation of strategy and action items to City Council •
Support Les Jeux de la Francophonie 2021 • • •
Support Le Congrès mondial acadien (CMA) 2019 • •
Support Réseau des villes francophones et francophiles d’Amérique • •
Support feasibility study for establishing a Museum of Contemporary Art •
2021
CULTURE
PILLARS AND ACTIONS PILLARS AND ACTIONS
ACTIONS
PILLARS AND ACTIONS PILLARS AND ACTIONS
2020
2019
2018
Develop and introduce new programming for Events Centre Plaza •
Update the Name Bank Policy •
MEASURABLE OUTCOMES • Number of public events hosted
• Number of public event attendees
• Total net municipal financial support for community cultural initiatives
• Events Centre attendance
• Moncton Coliseum / Agrena event bookings
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PILLARS AND ACTIONS PILLARS AND ACTIONS
ECONOMYTo be a prosperous communityWe are a dynamic, welcoming and prosperous community with a vibrant downtown, a fully diversified economy, and a solid immigration strategy. We are a location of choice for development and sustainable investment.
PILLARS AND ACTIONS22
SUPPORTING STRATEGIC
DOCUMENTS ACTIONS
PILLARS AND ACTIONS
2020
2019
2018
Implement the Downtown Core Community Improvement Plan
Downtown Infrastructure Annual Capital Funding of $5M • • •
Process and coordinate the final approval of the statutory secondary municipal plan •
Explore the benefits of creating a Development Corporation / Parking Authority •
Implement improvements to CN rail overpass (Main St.) • •
Integrate built form urban design guidelines in zoning by-law •
Monitor progress on other implementation action items outlined in the Plan • •
• Moncton Market Strategy •
Update the Greater Moncton Immigration Strategy •
Implement Transportation Dispersal Plan
Off-street parking strategy •
On-street parking strategy •
Transit Strategy Implementation •
Develop Event Destination Product for Magnetic Hill Concert Site • •
Magnetic Hill Developments
Facilitate Wharf Village Shops opening •
Fund and develop the African Village and Safari Project • •
Downtown Core Community
Improvement Plan (2018)
Greater Moncton Immigration Strategy
(2014 – 2018)
Transportation Dispersal Plan (2017)
Magnetic Hill Zoo Five-Year Plan (2016 – 2020)
Magnetic Hill Concert Site Business
Plan (2014)
ECONOMY
23PILLARS AND ACTIONS PILLARS AND ACTIONS
SUPPORTING STRATEGIC
DOCUMENTS ACTIONS
PILLARS AND ACTIONS PILLARS AND ACTIONS
2020
2019
2018
Implement 3+ Service Level Agreement and Greater Moncton Economic Development Strategic Plan •
Downtown Moncton Centre-ville Inc. Service Level Agreement •
Finalize Smart City application •
Continue to streamline development processes
Finalize summary report on streamlining initiatives implemented in 2017 •
Identify and implement next steps in streamlining our development approval process (reducing the red-tape initiative) •
Clarify development approval service levels •
Establish one key contact for larger projects •
Develop a strategy to encourage development on high potential future growth and development areas •
Explore the potential of development charges •
Implement the Economic Development Strategic Direction
Organize a meeting for realtors, developers and investors •
Fund and implement improvements to the “Outlook” riverfront building •
Continue to attract $83M in new investment in the downtown core by 2023 • • •
Obtain $5M in pledges for the Events Centre • •
Develop Tourism Master Plan •
Finalize Coliseum Repurposing Plan/Study •
Review and update Vision Lands secondary municipal plan • •
Initiate development of ancillary lands (Events Centre)
Parcel ‘B’ development •
Develop strategy for Parcels ‘A’ and ‘C’ •
Support a successful Events Centre / Plaza Opening •
Deloitte Economic Development
Ecosystem Review (2017)
Greater Moncton Regional Economic
Development Strategy (2017)
Memorandum of Understanding on
Economic Devel-opment between
Moncton, Dieppe and Riverview / 3+ Service
Level Agreement (2017)
ECONOMY
PILLARS AND ACTIONS PILLARS AND ACTIONS24
MEASURABLE OUTCOMES • Increase assessment value in the downtown core by $83M (2017 – 2023)
• Increase our population in the - Downtown core - City
• Increase residential units in the - Downtown core - City
• Increase number of storefronts in the - Downtown core - City
• Increase total value of non-residential building permits in the - Downtown core - City
• Increase overall property tax assessment base - Residential - Non-residential
• Obtain $5M in pledges for the Events Centre partnership campaign by 2019
• Annual Tourism Reporting - Number of visitors - Expenditures - Expenditures per visitor
• Increase percentage of immigration to the City
• Number of Zoo customers
• Increase new non-residential project value per square foot
• People employed in Moncton - Number of people employed - Employment rate
• Per capita building permit values compared to rest of New Brunswick
• Real economic growth rate (GDP)
PILLARS AND ACTIONS PILLARS AND ACTIONS25
PILLARS AND ACTIONS PILLARS AND ACTIONS
GOVERNANCETo be an engaged communityWe are an engaged municipal government that strives to merit residents’ trust, is fair, equitable and transparent in its decision-making.
PILLARS AND ACTIONS26
SUPPORTING STRATEGIC
DOCUMENTS ACTIONS
PILLARS AND ACTIONS
Implement the Enhancing Democracy Report recommendations
Roles and responsibilities definition •
Review ward boundaries •
Review Open Data Opportunities •
Collaborate with municipal associations on:
• Recall procedures •
• Promotion of municipal government in education system and newcomers •
• Voting age and citizenship •
Expand social media / information to public in preparation for 2020 election •
Implement recommendation of Long Term Financial Plan •
Review budget process based on best practices •
Implement the Hierarchy of Legislation •
By-law review and recommendations to Council •
Align the budget with Strategic Plan priorities (Annual) • • •
Continue to collaborate with other municipalities •
Costs of Protective Services •
Municipal Reform •
Tax Reform •
Continue to collaborate with the tri-communities (Moncton, Dieppe, Riverview)
Implementation of a common Emergency Measures Organization Plan •
Continue to collaborate with other levels of government •
2020
2019
2018
Enhancing Democracy Report
(2016)
Long Term Financial Plan
(2017)
GOVERNANCE
27PILLARS AND ACTIONS PILLARS AND ACTIONS
ACTIONS
PILLARS AND ACTIONS PILLARS AND ACTIONS
Implement annual report to the community • • •
Finalize Asset Management Plan • •
Develop citizen/resident engagement strategy •
Negotiate outstanding collective bargaining agreements •
Corporate Continuous Improvement Initiatives
• Customer Service Initiative •
• Standardization of procurement methods – Procure to Pay •
• Confirm service levels for municipal operations •
Review City Hall lease options •
Implementation of High Performance Organization priorities •
Review and implement grant policy and process
• Quality of Life •
• Cultural •
• Economic Development and Immigration •
MEASURABLE OUTCOMES • Number of by-laws reviewed and approved
• Number of continuous improvement initiatives completed
• Open Data datasets published
• Number of website visitors
2020
2019
2018
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