2019-2022 Peterborough County Strategic & Operational Plan - a 3. Attachment - Township of Selwyn
←
→
Page content transcription
If your browser does not render page correctly, please read the page content below
7. a) 3. Attachment 2019-2022 Peterborough County Strategic & Operational Plan
2019-2022 Peterborough County Strategic & Operational Plan 7. a) 3. Attachment
INDUSTRY &
BUSINESS Vision
To support the Peterborough County is a
attraction, retention, very special place for people,
and growth of local
business and
where planning and
COMMUNICATIONS
HOUSING industry. stewardship protect a diverse
To elevate the
To engage in County of landscape, lifestyle and sense
partnership and Peterborough's of community.
planning in support profile, enhance To achieve this vision, the
of meeting the community
engagement, and
County will:
housing needs of our
community. communicate • Respect and protect its
To provide high proactively. traditions of rural lifestyle
quality service to • Maintain and enhance its
residents, businesses, quality of life through
and townships. FINANCIAL managed orderly growth
ORGANIZATIONAL RESPONSIBILITY and development
DEVELOPMENT To ensure evidence- • Protect the integrity of
To invest in our informed planning
people and systems and approaches to
the environment
to foster a resilient, achieve financial • Preserve and promote the
thriving
INFRASTRUCTURE
sustainability and County’s heritage and
organizational accountability, while culture
culture. To efficiently address keeping rate payers
current top of mind. • Provide an efficient,
infrastructure helpful, cost-effective form
demands, while of County Government
maintaining the
Adopted by County Council at its
vision and planning
necessary to meet meeting September 4th, 1991
future needs.INDUSTRY &
BUSINESS
7. a) 3. Attachment
To support the
attraction,
PKED retention, and
growth of local
Agreement
COMMUNICATIONS
HOUSING business and
industry. To elevate the
Renewal To engage in County of
partnership and Peterborough's
planning in support profile, enhance
of meeting the community
CEDI 2019 housing needs of our engagement, and
community. communicate
proactively.
Support efforts of To provide high
Community County Official quality service to
residents, businesses,
Economic Plan Update ORGANIZATIONAL
and townships. FINANCIAL
RESPONSIBILITY
Project
DEVELOPMENT To ensure evidence-
Development To invest in our informed planning
people and systems and approaches to
Initiative with local INDUSTRY &
First Nations
2019-2020* to foster a resilient,
thriving
achieve financial
sustainability and
BUSINESS
INFRASTRUCTURE
organizational accountability, while
culture. To efficiently keeping rate payers
2019-2022 address current top of mind.
To support the infrastructure
demands, while
attraction,
maintaining the
vision and planning
necessary to meet
retention, and future needs.
Contribute to growth of local Growth Plan
EOWC research business and
Continue to
& lobbying industry. lobby/work with
efforts Province for
- EORN Cell Gap amendments to
Project PKED Growth Plan
2019-2022 Work with PKED to 2019-2020
identify challenges
to business growth
at the County level
or with County
support
2019-2022PCCP
INDUSTRY &
BUSINESS
7. a) 3. Attachment
To support the
- Call Mitigation
attraction,
retention, and
growth of local
Strategy HOUSING business and
industry.
COMMUNICATIONS
To elevate the
To engage in County of
- KPI's publicly partnership and
planning in support
Peterborough's
profile, enhance
available of meeting the community
New Corporate housing needs of our engagement, and
Communications community. communicate
2019* Communications To provide high proactively.
Projects Strategy
quality service to
residents, businesses,
and townships. FINANCIAL
- Wayfinding Signage - Public Engagement ORGANIZATIONAL
DEVELOPMENT
RESPONSIBILITY
To ensure evidence-
(PKED) Strategy IAP2 To invest in our informed planning
people and systems and approaches to
- Bush Country Signs COMMUNICATIONS - Increase subscription to foster a resilient,
thriving
achieve financial
sustainability and
to webpages organizational
INFRASTRUCTURE
accountability, while
2019-2022 To elevate the County 2019-2020
culture. To efficiently
address current
keeping rate payers
top of mind.
of Peterborough's infrastructure
demands, while
profile, enhance
maintaining the
vision and planning
necessary to meet
community future needs.
Lobby Senior
engagement, and Communications
Levels of communicate Campaigns
Government proactively. - Gifford Causeway
Project
- AMO, ROMA, other
- Continue to develop - County Connection
ongoing relationships Improved Videos
with local MPs, MPPs Communications - Clean Marine
2019-2022 with First Nations 2019-2022
- Develop & Sign
Friendship Accord
- Work to reach
consensus on
consultation protocols
- Support CEDI efforts
2019-2022INDUSTRY &
BUSINESS
7. a) 3. Attachment
PCCP To support the
attraction,
retention, and
Develop urban, HOUSING
growth of local
business and
COMMUNICATIONS
To elevate the
rural & remote To engage in
partnership and
industry.
County of
Peterborough's
response targets planning in support
of meeting the
profile, enhance
community
housing needs of our engagement, and
Understand and 2019* community.
To provide high
communicate
proactively.
Manage Impacts of Service Delivery quality service to
changing Provincial residents, businesses,
direction & Organizational ORGANIZATIONAL
and townships. FINANCIAL
RESPONSIBILITY
Review
DEVELOPMENT To ensure evidence-
i.e. modernization To invest in our informed planning
FINANCIAL
people and systems and approaches to
funding & PCCP 2019-2020 to foster a resilient,
thriving
achieve financial
sustainability and
RESPONSIBILITY organizational
INFRASTRUCTURE
accountability, while
2019-2020 culture. To efficiently
address current
keeping rate payers
top of mind.
To ensure evidence- infrastructure
demands, while
informed planning and maintaining the
vision and planning
approaches to achieve necessary to meet
future needs.
financial sustainability
and accountability,
Shared/ while keeping rate
payers top of mind. Property
Managed
Assessment Potential finance department projects that may be
Services with
Review Project impacted/delayed
Townships
2019-2022 » Implementation of Budgeting Software
2019-2022 Asset
Management » Purchasing Software
Plan
- funding strategies
» P Cards
- public engagement » Delay in Policy Updates
2019-2022
» Multi-Year BudgetingINDUSTRY &
BUSINESS
7. a) 3. Attachment
County To support the
Administration
attraction,
retention, and
growth of local
Building HOUSING business and
industry.
COMMUNICATIONS
To elevate the
Negotiations To engage in
partnership and
County of
Peterborough's
profile, enhance
and Options
planning in support
Capital of meeting the
housing needs of our
community
engagement, and
Improvement 2019
community. communicate
I.T. & G.I.S.
proactively.
To provide high
Plans quality service to
Master Plan & residents, businesses,
and townships. FINANCIAL
- Asset Business ORGANIZATIONAL
DEVELOPMENT
RESPONSIBILITY
To ensure evidence-
Management Plan Continuity Plan
INFRASTRUCTURE
To invest in our informed planning
people and systems and approaches to
- Transportation to foster a resilient, achieve financial
Master Plan To efficiently 2019-2020 thriving
organizational
culture.
INFRASTRUCTURE
To efficiently
sustainability and
accountability, while
keeping rate payers
-2019-2022
address current address current
infrastructure
top of mind.
infrastructure demands, while
maintaining the
vision and planning
demands, while necessary to meet
future needs.
Infrastructure maintaining the
Asset vision and planning
necessary to meet PCCP
Operations & Implementation
future needs.
Maintenance of Service
- planned Enhancements
- routine
- emergency
2019*
2019-2022
County Official
Plan Update
Project
2019-2020*INDUSTRY &
BUSINESS
7. a) 3. Attachment
Leadership To support the
attraction,
retention, and
Team growth of local
business and
COMMUNICATIONS
Recruitment &
HOUSING To elevate the
industry.
To engage in County of
Development partnership and Peterborough's
planning in support profile, enhance
of meeting the community
engagement, and
2020
housing needs of our
community. communicate
proactively.
To provide high
Service Delivery Customer Facing quality service to
residents, businesses,
& Organizational H.R. Service ORGANIZATIONAL
and townships. FINANCIAL
RESPONSIBILITY
Review Delivery*
DEVELOPMENT To ensure evidence-
To invest in our informed planning
people and systems and approaches to
2019-2020 2019 to foster a resilient,
thriving
achieve financial
sustainability and
ORGANIZATIONAL
INFRASTRUCTURE
organizational accountability, while
culture. To efficiently keeping rate payers
DEVELOPMENT address current
infrastructure
top of mind.
demands, while
To foster a resilient,
maintaining the
vision and planning
necessary to meet
thriving future needs.
organizational
culture.
Implement Employee
Policy Review & Advisory
Updates Project Council*
2019 - 2020 2020
Understand and
Manage Impacts of
changing
Provincial
direction i.e.
structure of PCCP
2019-2020INDUSTRY &
BUSINESS
7. a) 3. Attachment
To support the
attraction,
retention, and
growth of local COMMUNICATIONS
HOUSING business and
industry. To elevate the
CMSM Agreement To engage in
partnership and
County of
Peterborough's
with City planning in support
of meeting the
profile, enhance
community
housing needs of our engagement, and
2019 community.
To provide high
communicate
proactively.
quality service to
HOUSING residents, businesses,
and townships. FINANCIAL
ORGANIZATIONAL RESPONSIBILITY
To engage in DEVELOPMENT
To invest in our
To ensure evidence-
informed planning
partnership and people and systems
to foster a resilient,
and approaches to
achieve financial
thriving sustainability and
planning in support of organizational
culture.
INFRASTRUCTURE
To efficiently
accountability, while
keeping rate payers
meeting the housing address current
infrastructure
top of mind.
needs of our demands, while
maintaining the
community. PCCP vision and planning
necessary to meet
future needs.
- Investigate
opportunities for
community based
paramedicine
Contribute to programs
EOWC Research & 2019-2020*
Lobbying Efforts
- working with EO
municipalities to
identify and develop
strategies re:
collective concerns
2019-20227. a) 3. Attachment
You can also read
