FOCUSED DIRECTION - 6 GOALS
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FOCUSED DIRECTION
CENTRE WELLINGTON COUNCIL STRATEGIC PLAN
2019-2022
Good Financial
Management
Active &
Caring Community Strong Local
Economy
6
GOALS
Healthy
Growth Safe & Well-Maintained
Roads & Infrastructure
Good
Government
CENTREWELLINGTON.CA
Message from the Mayor and CAO Integrating common purpose and objectives into a results-oriented plan – this is our four year roadmap to improve life in Centre Wellington today and its prospects for tomorrow. Our strategic plan not only defines a common vision for our municipality, it provides Council and staff with a framework for decision making. This plan was developed with input from residents, staff and Council through an inclusive consultation period. Each councillor and member of the Township’s senior management team took part in various strategic sessions, which led to the development and shaping of this plan. This plan will help steer us over the coming years. It will ensure Centre Wellington is well-positioned for growth and investment, and demonstrates our shared commitment to achieving real results for taxpayers in this term of Council. Our 2019-2022 Strategic Plan is our commitment to continuing down the path of protecting our natural environment, enhancing our quality of life and making Centre Wellington the best place to live! Mayor Kelly Linton Township of Centre Wellington Andrew Goldie Chief Administrative Officer, Township of Centre Wellington
Strong Local
Economy
Strategic Direction 1
WE WILL FACILITATE NEW BUSINESSES COMING
TO CENTRE WELLINGTON
Initiatives 2019-2022
1. Provide employment lands, including the purchase and servicing of those
lands and investigate partnership opportunities to attract new jobs.
2. Work with the County of Wellington to remove tax incentives for vacant
land/vacant units, to contribute to attracting new jobs and encouraging
rehabilitation of brownfield sites
3. Explore Incentives to encourage development which focuses on "green"
businesses and the creative economy as a model for future development
4. Continuously improve the processing of development applications for new
businesses and escort applicants through the process
5. Explore opportunities and partnerships to encourage post-secondary
institutions to offer programs in Centre Wellington
Strategic Direction 2
WE WILL FACILITATE NEW RETAIL USES TO MEET
THE NEEDS OF A GROWING COMMUNITY
Initiatives 2019-2022
1. Revise the Community Improvement Program to align with the County’s
Program and with Healthy Growth.
2. Revise the façade improvement program to focus on downtown
revitalization, in accordance with Council-approved Urban Design
Guidelines.
3. Review the Job Incentive Program to explore the feasibility of using loans
and deferrals versus grants.
4. Review zoning bylaw's parking requirements for commercial uses.
Strategic Direction 3
WE WILL PROMOTE TOURISM
Initiatives 2019-2022
1. Work with our local partner organizations to prioritize recommendations
from several recent studies and action plans related to tourism and our
downtown areas.
2. Work with our local partner organizations to implement effective measures
for attracting visitors and enhancing the visitor experience.
3. Explore the feasibility of regulating short-term rental housing.
Centre Wellington Council Strategic Plan Pg2
Healthy Growth
Strategic Direction 1
WE WILL ENSURE THAT THE HOUSING MIX
PROVIDES ADEQUATE ATTAINABLE HOUSING
Initiatives 2019-2022
1. Review our zoning standards to explore innovative housing options, such as
"tiny houses" and streamlined provisions for adding an apartment to existing
houses, while bearing parking considerations in mind
2. Develop methods to increase the supply of rental housing in the community
3. Ensure that new developments include a mix of uses in addition to
residential, and a mix of residential housing types and densities
4. Encourage ground-floor commercial development with residential above
(i.e. an "old town" style), while bearing compatibility considerations in mind
5. Be actively involved in the County’s Municipal Comprehensive Review
regarding Centre Wellington densities and future urban boundaries
Strategic Direction 2
WE WILL MANAGE THE PACE AND SCALE OF NEW
DEVELOPMENT, AND RETAIN OUR "SMALL TOWN FEEL”
Initiatives 2019-2022
1. Create a development priorities plan to ensure a consistent pace of growth
to which community amenities and infrastructure can adapt.
2. Finalize urban design guidelines, and define and incorporate the
"small town feel".
3. Create "complete community" growth policies for neighbourhoods and
hamlets, to include neighbourhood commercial and public amenities.
4. Encourage early and constructive meetings between applicants and local
residents to discuss proposed developments.
Centre Wellington Council Strategic Plan Pg3
Safe & Well-Maintained
Roads and
Infrastructure
Strategic Direction 1
WE WILL MANAGE THE FLOW OF TRAFFIC IN AND THROUGH
CENTRE WELLINGTON
Initiatives 2019-2022
1. Continue to advocate that the Province provide funding for an alternative
truck route for Hwy 6.
2. Advocate that the Province and County provide wider arterial roads to
accommodate traffic volumes and the range of road users.
3. Work with the County to investigate the cost and benefit of an alternative
East-west truck route, which would avoid the downtowns.
4. Examine additional opportunities for local traffic management such as
roundabouts and traffic calming measures in residential areas, as well as
more walkable communities
Strategic Direction 2
WE WILL INCREASE THE AVAILABILITY
OF DOWNTOWN PARKING
Initiatives 2019-2022
1. Investigate possible additional parking areas for downtown Elora and Fergus.
2. Regulate and enforce downtown parking time restrictions (could be restricted
to 15 minutes in key areas).
3. Improve wayfinding signage to parking lots.
4. Establish locations and a system to accommodate parking for downtown
residents.
5. Explore a partnership with the Racetrack/OLG/Agricultural Society to arrange
a parking shuttle service to downtown Elora.
6. Ensure that street design considers adequate on-street parking and bike lanes
in accordance with the County's Active Transportation Plan, and with the
Township's Trails Master Plan and Transportation Master Plan
Strategic Direction 3
WE WILL ENHANCE ALTERNATIVES TO PRIVATE VEHICLE USE
Initiatives 2019-2022
1. Investigate alternative methods for delivering a municipal mobility service in
partnership with the County's “Ridewell” service, and develop a plan for
phasing in such a service.
2. Continue to identify and provide trails, bike lanes, and walkways within and
between neighbourhoods and communities.
3. Promote complete urban streets and other initiatives to improve pedestrian
and cyclist safety.
Centre Wellington Council Strategic Plan Pg4
Strategic Direction 4
WE WILL PROTECT THE TOWNSHIP’S LONG-TERM
WATER SUPPLY
Initiatives 2019-2022
1. Finalize the Township's long-term water supply plan and begin implement-
ing the recommendations, including optimizing the performance of current
wells and drilling new Township wells.
2. Advocate that the Province eliminate water-taking for new commercial water
bottling purposes.
3. Continue our program of monitoring any impact of salt on groundwater.
4. Work with our Provincial partners to identify and address groundwater
contaminants affecting municipal and private wells within the urban
boundary.
Strategic Direction 5
WE WILL RE-INVEST IN THE RURAL ROAD SYSTEM
Initiatives 2019-2022
1. Increase rural road maintenance service levels.
2. Focus on the rehabilitation of rural roads, prioritized in accordance
with the Roads needs study and asset management plan
Strategic Direction 6
WE WILL CONTINUE TO REPAIR/REPLACE BRIDGES
Initiatives 2019-2022
1. Re-build 12-15 bridges, prioritized on the basis of the asset management plan
and bridge condition reports.
2. Initiate planning for a new bridge over the Grand River, as recommended
by the Transportation master plan.
3. Investigate potentially more cost-effective construction methods for
spanning water courses.
4. Advocate that the Province exempt existing bridge and culvert replacements
from Environmental Assessment studies, in order to reduce replacement
costs.
Centre Wellington Council Strategic Plan Pg5
Good Financial
Management
Strategic Direction 1
WE WILL CONTINUE TO SUPPORT THE PRINCIPLE THAT
RESIDENTIAL GROWTH WILL PAY FOR THE INCREASED COST
OF PROVIDING SERVICES AND INFRASTRUCTURE TO NEW
RESIDENTS
Initiatives 2019-2022
1. Estimate and communicate in the annual operating budget the impact of
residential growth on service costs.
2. Identify in the annual budget the additional funding received through new
residential assessments entered on the roll since the previous year.
3. Undertake human resource planning to assess staffing and facility capacity
risks and challenges associated with growth.
4. Open a new Operations Facility.
Strategic Direction 2
WE WILL MAXIMIZE SOURCES OF NON-TAX REVENUE
Initiatives 2019-2022
1. Identify and evaluate the potential to sell municipal surplus properties.
2. Explore the potential for parking permits and charges on municipal
properties.
3. Study the potential of a tourism accommodation tax.
4. Complete the required update of the development charges study.
5. Evaluate the long-term risk to municipal revenues and ultimately to
municipal infrastructure, if the Province institutes changes to the
Development Charges Act and related legislation.
6. Review the existing Township policy on the use of OLG revenues to address
the use of additional revenues from the OLG expansion
Strategic Direction 3
WE WILL REVIEW OUR FINANCIAL MANAGEMENT PRACTICES
Initiatives 2019-2022
1. Convene a Council budget direction process at the beginning of each annual
budget preparation process, including discussion of the property tax target
for the coming year.
2. Investigate service delivery options for the purpose of reducing/avoiding
costs.
3. Review and update the procurement bylaw to ensure we are receiving the
right products and services at the right price.
4. Move toward loans rather than grants for tax-supported economic
development incentives.
5. Update and communicate the Township's policy on the use of reserves
and reserve target balances.
Centre Wellington Council Strategic Plan Pg6
Active and Caring
Community
Strategic Direction 1
WE WILL EXPAND INDOOR RECREATION FACILITIES
TO MEET THE NEEDS OF A GROWING POPULATION
Initiatives 2019-2022
1. Complete the study of feasibility and funding options for a multi-use indoor
turf and training complex.
2. Provide opportunities for senior activities in Elora.
3. Promote new opportunities for private sponsorship in the funding and
providing of community amenities.
Strategic Direction 2
WE WILL SUPPORT THE CARING ORGANIZATIONS
IN THE COMMUNITY
Initiatives 2019-2022
1. Actively support our community partners to promote and expand our
volunteer base.
2. Define and develop a partnership with the Elora Centre for the Arts as
part of a broader theme to support arts and culture in the community.
3. Launch the Centre Wellington Youth Council to facilitate youth
engagement.
4. Establish and support a Safe Communities chapter for Centre Wellington,
with a focus on mental health.
Strategic Direction 3
WE WILL CARE FOR OUR NATURAL ENVIRONMENT
Initiatives 2019-2022
1. Review and clarify the need, purpose and design of our parks and green space
including revitalization of existing parks.
2. Enhance the urban tree canopy and investigate ways to control tree planting
costs and to preserve existing tree cover.
3. Promote household and business water conservation, and continue efforts
to prevent leakage.
4. Take action to protect the municipal water supply from new commercial
water-taking for the purpose of water bottling.
Strategic Direction 4
WE WILL SUPPORT THE HERITAGE OF OUR COMMUNITY
Initiatives 2019-2022
1. Complete the heritage property inventory
2. Complete the cultural heritage landscape study, which will include potential
Heritage Conservation Districts
3. Investigate heritage preservation incentives
4. Continue to support relationships with heritage-oriented organizations
Centre Wellington Council Strategic Plan Pg7
Good
Government
Strategic Direction 1
WE WILL REVIEW GOVERNMENT STRUCTURE
Initiatives 2019-2022
1. Advocate for more Centre Wellington representation on County Council.
2. Advocate for the alignment of Township and County ward boundaries.
Strategic Direction 2
WE WILL ENHANCE COMMUNICATIONS AND TEAMWORK
ON COUNCIL AND BETWEEN COUNCIL AND STAFF
Initiatives 2019-2022
1. Provide to Council twice yearly status updates on the progress and outcomes
of Strategic Plan implementation, including identification of emerging issues
that may have an impact on the Strategic Plan.
2. Review the orientation process for new Councils, including feedback from
individual Councillors.
3. Update the Council Code of Conduct as recommended by the Integrity
Commissioner, and present it together with the Council/Staff Relationship
Policy.
4. Complete the review of the procedural bylaw.
5. Improve opportunities for Council members to be alerted about development
activity within their wards.
6. Ramp up communications to and from staff, including all-staff Town halls
facilitated by the CAO.
7. Continue to conduct a CAO performance review annually
Strategic Direction 3
WE WILL ENHANCE COMMUNICATION AND
ENGAGEMENT WITH THE PUBLIC
Initiatives 2019-2022
1. Explore survey options and develop survey standards for gauging citizen
satisfaction with Centre Wellington service delivery.
2. Improve the customer service request/complaint tracking process in order
to provide benchmarks for service improvement and to ensure that "the loop
is closed" on all service requests/complaints.
3. Continue to use a variety of communication methods, including town
halls and digital media, to foster meaningful two-way communication with
Centre Wellington residents and businesses about the range of municipal
issues and activities.
4. Continue to enhance methods for communication between Council
members and the public.
5. Identify bylaw enforcement priorities and a sustainable level of bylaw
enforcement service; communicate them to the public.
Centre Wellington Council Strategic Plan Pg8
NEXT STEPS
1. The Council-adopted strategic plan will be communicated to Township staff,
the public, relevant community organizations, and relevant agencies and
other governments.
2. For each strategic direction, staff will identify meaningful, outcome-based
performance measures to ensure progress towards strategic objectives.
3. The CAO and management will build strategic plan initiatives into their
annual work plans, annual budgets and capital programs for Council's
consideration.
4. Staff will report regularly to Council on strategic plan achievements and
outcomes; Council will report to the public.
5. We recognize that significant changes in Centre Wellington's circumstances
could cause us to re-evaluate our priorities or to recalibrate how much we can
achieve. Nonetheless, Council expects to be held accountable for making
progress and getting done what we said we would do.
We need to face the challenges, embrace the opportunities and capitalize on
the assets that will allow us to grow. As your elected leaders, we need to deliver
on the priorities that matter to you. With a focused direction, we will work
collaboratively to ensure our citizens see meaningful results from our 6 broad
goals and directions both in the short and long-term.
Centre Wellington Council Strategic Plan Pg9Township of Centre Wellington Council
Kirk McElwain Stephen Kitras Ian MacRae Neil Dunsmore
Councillor (Ward 2) of the Councillor (Ward 5) of the Councillor (Ward 1) of the Councillor (Ward 4) of the
Township of Centre Wellington Township of Centre Wellington Township of Centre Wellington Township of Centre Wellington
Ward2@centrewellington.ca Ward5@centrewellington.ca Ward1@centrewellington.ca Ward4@centrewellington.ca
Steven VanLeeuwen Mayor Kelly Linton Bob Foster
Councillor (Ward 6) of the Mayor of the Township Councillor (Ward 3) of the
Township of Centre Wellington of Centre Wellington Township of Centre Wellington
Ward6@centrewellington.ca Klinton@centrewellington.ca Ward3@centrewellington.ca
www.centrewellington.ca
www.facebook.com/centrewellington @CentrwellingtonYou can also read
