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Strategic Plan2019
Revision History: 2019 Adopted on April 1, 2019 2018 Adopted on April 16, 2018 Original Adopted on October 17, 2016
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 24
REFERENCE DOCUMENT 2016-2020 Action Plan (pages 8-13, 15)
l http://www5.moncton.ca/docs/council/Strategic_Plan_2016-2020.pdf (ENG - 2018)
MONCTON CITY COUNCILLeft to right: Bryan Butler, Shawn Crossman, Susan Edgett, Charles Léger, Paul Pellerin, Greg Turner, Dawn Arnold (Mayor), Pierre Boudreau, Brian Hicks, Paulette Thériault, and Blair Lawrence.
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On behalf of my colleagues on City Council, I am pleased to present our 2019 Strategic Plan.
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 is reviewed and updated annually. If you have any questions, please contact members of Council, or 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 outlines priorities, outcomes and strategies to be pursued. It establishes a commitment from the City to its stakeholders – clarifying what can be expected of you local government.
Required resources will be aligned to move the priorities forward.
The plan will evolve over time and we will publish our results through an annual “report card” to the community.
With the leadership of City Council and the dedication 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
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 include 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 VALUES
The daily activities of the organization are guided by the following principles and values.
SustainabilityWe 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.
DiversityWe 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.
CreativityWe 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.
EngagementWe welcome and encourage the contributions of our citizens in the growth and development of our city.
LeadershipWe 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.
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)
2022
SUPPORTING STRATEGIC
DOCUMENTS ACTIONS
To 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.
ENVIRONMENT
PILLARS AND ACTIONS
2020
2021
2019
Implement the Corporate Energy and Greenhouse Gas Reduction Plan
Install biomass boiler at Operations Centre •
Install solar panels at Centennial and East End pools •
Implement Climate Change Adaptation and Flood Management Strategy
Complete the neighbourhood flood mitigation study •
Develop a Flood Plain Zoning regulation •
Implement the Street Tree Management Plan • • •
Update the Sewer Master Plan
Develop the Sewer Master Plan - Phase 7 •
Develop the Sewer Master Plan - Phase 8 •
Develop the Sewer Master Plan - Phase 9 •
Increase protection for the designated Turtle Creek watershed •
Develop Blue-Green Algae Management Strategy / Plan
Seek provincial and federal financial assistance • •
Research mitigation strategy • •
Implement mitigation strategy • •
Replace meters and meter transmission units • • •
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PILLARS AND ACTIONS
ACTIONS
ENVIRONMENT
PILLARS AND ACTIONS
2019
2020
2021
Finalize recommendations for the Halls Creek/Wheeler Boulevard Sanitary Sewer Separation Study •
Implement waste separation at municipal sites and facilities • •
Develop a Community Energy Plan • •
Consider a by-law limiting single-use plastic bags •
Develop an Environmental Education Plan • •
MEASURABLE OUTCOMES All data relating to Measurable Outcomes can be found here: https://open.moncton.ca/
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2021
Social Inclusion Plan (2016)
Moncton Senior Friendly Community
Action Plan (2014) World Health Organization
Global Network of Age-Friendly Cities
Housing Needs Analysis Study (2016 – 2017)
Active Transportation Master Plan
(2015)
Destination2040 Regional Sustainable
Transportation Master Plan (2015)
SUPPORTING STRATEGIC
DOCUMENTS ACTIONS
PILLARS AND ACTIONS
2019
2020
2021
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.
Implement the Social Inclusion Plan
Present the Affordable Housing Implementation Plan •
Communicate the Affordable Housing Implementation Plan •
Execute action items from the the Affordable Housing Implementation Plan • • •
Implement the Affordable Transportation Program •
Implement Active Transportation Master Plan including trail development
Develop Elmwood Drive Trail (Ogilvie Brook to Cedarwood Ave) • •
Develop Jonathan Park Subdivision Trail •
Design Panacadie Trail (phase 2) • •
Develop Knox Trail • •
Implement Codiac Transpo technology enhancements
Implement new video surveillance cameras on transit fleet •
Upgrade transit fleet from GPS to computer-aided dispatch (CAD) / automated vehicle locator (AVL) •
Replace fare boxes •
Implement the Destination 2040 Regional Sustainable Transportation Master Plan
Prioritize tri-community transit funding requirements for the Plan • • •
Develop action items for street improvements based on the recommendations from the Plan •
Implement Moncton Senior-Friendly Community Action Plan
Purchase and install senior-friendly amenities (benches, arms, etc.) •
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PILLARS AND ACTIONS
Recreation Master Plan I – ‘Land and
Parks’ (2000)
2022
SUPPORTING STRATEGIC
DOCUMENTS ACTIONS
PILLARS AND ACTIONS
SOCIAL
2021
2020
2019
Implement Recreation Master Plan I - “Land and Parks”
Develop Renton Park (Moncton Boys and Girls Club) •
Develop Creek Village Park •
Develop Jonathan Park •
Develop Marjorie Street Park •
Develop the Recreation Master Plan II - “Programs and Facilities” •
Work with the proponent and community on the repurposing of Moncton High School •
Develop a strategy to ensure that Moncton continues to be a safe community
Implement enhancements to By-law Enforcement’s handling of complaints (intake process through to reporting) •
Explore opportunities surrounding the continuum of policing and enforcement services •
Develop the North End Community Centre
Complete land preparation, final design and tendering •
Extend and connect Twin Oaks Drive •
Construct the facility (target official opening late 2020) • •
Design, construct and move into new Codiac Regional RCMP facility
Design new Codiac Regional RCMP facility • •
Initiate request for proposal (RFP) for the sale and redevelopment of the existing Police building and land at 520 Main Street •
Build new Codiac Regional RCMP facility • •
Occupy new Codiac Regional RCMP facility
Implement Parks and Leisure Services capital works projects
Complete Centennial Beach •
Complete East End Pool •
Build Moncton High School artificial field •
Present accessibility policy to Moncton City Council •
Review agreement with Moncton Arena Partners with respect to the Superior Propane Centre •
Create an advocacy initiative pertaining to location of schools within the City •
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SOCIAL
ACTIONS
PILLARS AND ACTIONS
2021
2019
2020
Implement actions within the “Petitcodiac, A vision for Moncton’s Riverfront” Plan
Explore strong trail connectivity with neighbourhoods and neighbouring communities • • •
Examine how municipal buildings can support and animate the riverfront • •
Promote artistic, educational and interpretive experiences designed to interact with the river and the Bore •
Explore visual and pedestrian connections to the Riverfront (i.e. Downing Place and future phases) • • •
MEASURABLE OUTCOMES All data relating to Measurable Outcomes can be found here: https://open.moncton.ca/
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Bilingualism in Moncton Plan
(2016)
Heritage Conservation By-law
and designated property list (2016)
Cultural Plan (2016 – 2026)
SUPPORTING STRATEGIC
DOCUMENTS
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.
ACTIONS
PILLARS AND ACTIONS
2021
2019
2020
PILLARS AND ACTIONS20
Implement Bilingualism Plan
Create a community campaign promoting the value of both linguistic groups •
Support Heritage Conservation Efforts
Implement Heritage Conservation Committee outreach, awareness and education program • • •
Implement Cultural Plan
Adopt the Public Art Master Plan •
Conduct Cultural Forum (update Cultural Plan, community working sessions and workshops) •
Support feasibility study for establishing a Museum of Contemporary Art •
Consider the establishment/recognition of First Nations historic spaces/sites • • •
Implement Events Strategy
Expand current organizational governance: examine the mandate and composition of the Events Moncton Advisory Committee •
Identify new event opportunities to support the goals and objectives of the newly adopted Coliseum Repurposing Plan •
Develop a bid calendar to support the 10-year plan in the Event Attraction Strategy • •
Develop a long-range sport facility plan to enable successful bidding and hosting of major events • •
CULTURE
ACTIONS
PILLARS AND ACTIONS
2019
2020
2021
PILLARS AND ACTIONS21
Support and promote Le Congrès mondial acadien (CMA) 2019 •
Support le Réseau des villes francophones et francophiles d’Amérique (RVFFA) •
Develop programming for Events Centre Plaza •
Create a corporate-wide cultural awareness program •
MEASURABLE OUTCOMES All data relating to Measurable Outcomes can be found here: https://open.moncton.ca/
Downtown Core Community
Improvement Plan (2018)
Greater Moncton Regional Economic
Development Strategy
(2017) Memorandum of
Understanding on Economic Devel-opment between
Moncton, Dieppe and Riverview / 3+ Service
Level Agreement (2017)
Deloitte Economic Development
Ecosystem Review (2017)
Magnetic Hill Zoo Five-Year Plan (2016 – 2020)
Magnetic Hill Concert Site Business
Plan (2014)
SUPPORTING STRATEGIC
DOCUMENTS 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.
2021
2019
2020
PILLARS AND ACTIONS22
Implement the Downtown Core Community Improvement Plan
Allocate downtown infrastructure annual capital funding of $5 million • • •
Explore the benefits of creating a development corporation •
Integrate built form urban design guidelines in zoning by-law • •
Develop a strategy for the Moncton Market •
Develop the 2019-2024 Greater Moncton Immigration Strategy •
Consider events for Magnetic Hill concert site •
Develop Magnetic Hill site
Conduct a feasibility study of the African safari project at the Magnetic Hill Zoo •
Implement 3+ Corporation Service Level Agreement (SLA) and Greater Moncton Economic Development Strategic Plan
Implement 3+ Corporation Regional Client Service Model • •
Implement 3+ Corporation Workforce Development Initiative • •
Implement 3+ Corporation Entrepreneurship and Business Start-Up Initiative • •
Implement Downtown Moncton Centre-ville Inc. (DMCI) Service Level Agreement (SLA) •
Streamline development processes
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 development projects •
PILLARS AND ACTIONS
2023
ACTIONS
ECONOMY
PILLARS AND ACTIONS
2021
2020
2019
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Establish a strategy to encourage development on high potential future growth areas •
Explore the potential of development charges • • •
Implement the economic development strategic direction
Implement Riverfront Revitalization Master Plan •
Attract $108 million in new investment in the downtown core by 2023 • • •
Obtain $5 million in pledges for the Events Centre • •
Present Tourism Master Plan •
Implement Visitor Economy Master Plan • • •
Report on progress of Coliseum Repurposing Plan •
Partner on the creation of Secondary Municipal Plan for lands north of Wheeler (Vision Lands) • •
Initiate development of ancillary lands adjacent to the Avenir Centre
Develop strategy for ancillary lands parcels “A” and “C” •
Review Economic Development Department / Moncton Industrial Development Partnership Opportunities •
Explore the creation of a City Facilities Naming Rights Strategy • •
Advocate for the establishment of a Destination Marketing Fee •
Update off-street parking infrastructure
Finalize improvements to the Parking Management System •
Finalize rehabilitation of the downtown parking garage •
MEASURABLE OUTCOMES All data relating to Measurable Outcomes can be found here: https://open.moncton.ca/
Enhancing Democracy Report
(2016)
Long Term Financial Plan
(2017)
GOVERNANCETo be an engaged communityWe are an engaged municipal government that strives to merit residents’ trust and that is fair, equitable, and transparent in its decision-making.
PILLARS AND ACTIONS
2020
2019
2021ACTIONS
SUPPORTING STRATEGIC
DOCUMENTS
PILLARS AND ACTIONS24
Implement recommendations from the Enhancing Democracy report
Define roles and responsibilities for elected officials •
Review ward boundaries •
Collaborate with municipal associations
Advocate provincially on municipal election campaign financing •
Expand social media / information to public in preparation for 2020 election •
Implement Financial Best Practices
Review and update the City’s Long Term Financial Sustainability Model • •
Review and update the City’s Investment Strategy • •
Finalize Asset Management Plan •
Update Policy and Directives Manuals •
Implement and review Local Governance Act and Community Planning Act and advocate for necessary changes • • •
Collaborate with other municipalities
Advocate for cost of protective services •
Advocate for municipal reform •
Advocate for tax reform •
Collaborate as a tri-community with Dieppe and Riverview • • •
Collaborate with other levels of government • • •
PILLARS AND ACTIONS
GOVERNANCE
2020
2019
2021ACTIONS
PILLARS AND ACTIONS25
Collaborate with higher education institutions (universities and colleges) • • •
Implement the Université de Moncton Memorandum of Understanding action items • • •
Implement annual Report to the Community •
Develop citizen engagement strategy •
Negotiate outstanding collective bargaining agreements • •
Implement corporate continuous improvement initiatives
Implement customer service initiative • •
Standardize procurement methods - Procure-to-Pay • •
Confirm service levels for municipal programs and services • •
Review City Hall lease options • •
Implement High Performance Organization priorities • • •
Implement a Governance Best Practices training program for non-profit organizations •
Review existing taxicab operations and committee structure •
MEASURABLE OUTCOMES All data relating to Measurable Outcomes can be found here: https://open.moncton.ca/
