2015-2019 Strategic Plan

People Partnerships Possibilities

Strategic Plan 2015-2019

Marc Coombs

2015 Warden of the County, Mayor of the Township of Cramahe

Meet the 2014-2018 County Council

Message from the Warden: This Strategic Plan incorporates Council’s vision, guiding our future development. We envision this Plan helping us continue to grow into a thriving, prosperous, inclusive, healthy and sustainable county. With this Plan, we have taken the first step on our journey into the future. This is not the end of the process—the Strategic Plan will help guide decision making, set priorities and focus Council’s efforts on the specific areas of change that will make our vision a reality.

On behalf of County Council, I wish to express my enthusiasm about the great possibilities in our future together. We look forward to reporting on our progress toward this vision.

Gil Brocanier

John Logel

Mark Lovshin

Mayor of the Township of Alnwick/ Haldimand

Mayor of the Township of Hamilton

Hector Macmillan

Bob Sanderson

Mark Walas

Mayor of the Town of Cobourg

Mayor of the Municipality of Trent Hills

Mayor of the Municipality of Port Hope

Mayor of the Municipality of Brighton

Northumberland County’s Vision To bring together people, partnerships and possibilities for a strong and vibrant Northumberland County.

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Table of Contents Executive Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 About Northumberland County . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 County Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 Vision & Mission . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8 Core Values . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 Background . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10 The Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11 The Foundation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12 Preparing for the Future . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16 Building on the Foundation. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19 The Four Strategic Pillars for Action . . . . . . . . . . . . . . . . . . . . . . . 20 Prosperity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21 Sustainability . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25 Community . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33 Excellence . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38 Next Steps. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47

Northumberland County is committed to complying with the Accessibility for Ontarians with Disabilities Act (AODA) and all standards under it in order to create a barrier-free Ontario.

The County is committed to and guided by the four core principles of dignity, independence, integration, and equal opportunity, and supports the full inclusion of persons as set out in the Canadian Charter of Rights and Freedoms, and the AODA. The 2015-2019 Strategic Plan has been prepared in an electronic format, and is available in an accessible format upon request.

Not for reproduction without permission.

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Executive Summary Northumberland County offers a wide range of programs and services to over 85,000 residents.

People, Partnerships, Possibilities—Strategic Plan 2015-2019 uses the County’s Vision, Mission, and Core Values to set priorities for the future to ensure that we can continue to meet the changing needs of our citizens and the world we live in.

The Strategic Plan 2015-2019 contains summaries of key concepts that were identified during the strategic planning process including: • areas of vital focus and alignment with the term of County Council; • anticipated trends and environmental factors that may affect the County as a whole; and • sustainable strategies to move the County forward.

The 2015-2019 Strategic Plan also provides a road map to the vision of the future— guiding Council, departments and services. It is a plan to get us from where we have been and where we are today, to where we want to be as a community. It contains specific, measurable, achievable and time-based objectives and action plans built around four key Strategic Pillars.

Prosperity focuses on our ability to plan for, market and develop our assets for

continuing economic growth.

Sustainability focuses on our ability to develop and maintain levels of service and our infrastructure.

Community focuses on livability, health and social well-being of our residents.

Excellence focuses on financial sustainability, openness, accessibility, transparency,

accountability and reliability of the County government and its programs and services.

We will articulate the progress of our collective vision annually to ensure that we achieve our goal of making a difference in the lives our residents, businesses and visitors.

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Who We Are: About Northumberland County

The County of Northumberland is east of Toronto along the 401 corridor. It is the upper tier level of municipal government that weaves together seven diverse, yet complementary municipalities: Township of Alnwick Halimand

Township of Cramahe

Municipality of Brighton

Township of Hamilton

Town of Cobourg

Municipality of Port Hope

Municipality of Trent Hills

We also value our long-standing relationship with Alderville First Nation.

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Who We Are: Here’s What We Do Journey through Northumberland County Services: Northumberland County provides a number of services from many departments including: Corporate Services, Communications, Finance & Treasury, Economic Development & Tourism, Community & Social Services, Transportation & Waste as well as Northumberland Paramedics and our Long Term Care Home, Golden Plough Lodge.

County Roads

Infastructure Services Plumbing Inspection & Facilities

County Forest

Food 4 All Warehouse

Land Use Planning Waste Management

Children’s Services & Housing Services

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County Clerk / Archives & Records Management

Provincial Offenses

Human Resources & Financial Services

Support Services

Health & Safety / Emergency Planning Information Technology & Communications Ontario Agri-Food Venture Centre

People Services Golden Plough Lodge Long Term Care Home

Business Advisory Centre

Northumberland Paramedics

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Our Vision:

Our Mission:

To bring together people, partnerships and possibilities for a strong and vibrant Northumberland County.

To be a best practices leader of County government and a collaborative partner with our member municipalities, and community partners.

Core Values:

Excellence

Community

Sustainability

Prosperity

Care & Support Collaboration & Communication Honesty & Integrity Innovation & Excellence Mutual Trust & Respect Accountability

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UST & RESPECT Who We Are:

Here’s&What is Important to us ATION COMMUNICATION

HONE

INNOVAT

ACCOU

Care & & Support: ARE SUPPORT HONESTY We respect and understand the needs and priorities of our internal partners. We work with each other and our community partners to be part of a caring culture.

NNOVATION & EXCELL TRUST & RESPECT CA ACCOUNTABILITY GRITYCOLLABORAT Collaboration & Communication: We share ideas and experiences to

enhance collective knowledge and effectiveness. Collaboration and communication define successful relationships.

Honesty & Integrity: We hold ourselves and each other to high standards

that demand accountability and transparency in all actions. We align our beliefs with our actions. We say what we are going to do and we do what we say.

UST & RESPECT

HONE

Innovation & Excellence: We are committed to quality work practices as

INNOVA

well as continual improvement. We take the time to complete work right the first time and look for opportunities to strengthen and develop enhanced performance and services.

ATION & COMMUNICATION

ACCOU

Mutual & Respect: ARE &Trust SUPPORT HONESTY We treat others the way we want to be treated, being considerate, accepting of personal differences and acting with courtesy, dignity and fairness. We understand the importance of quality service delivery and customer service. We are fair, consistent and helpful.

NOVATION & EXCELL TRUST & RESPECT CA ACCOUNTABILITY GRITYCOLLABORAT Accountability: We are accountable for our behaviours, actions and results.

Accountability is the commitment to and alignment with the County’s core values, mission, goals and objectives. It also includes the responsibility for ensuring that decisions support the core values and that we follow through on commitments with energy and enthusiasm.

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What is Strategic Planning?

• • • •

A process that engages the entire organization in the development of a single focus A process to establish priorities and accomplishments during the term of the Plan A consultative process that focuses on what can be done and what should be done The Plan itself: ○ Sets out a vision for the future ○ Grounds the Vision, Mission and Values of the organization ○ Gives a broad outline around the use of resources Answers the questions: ▪ Who are we?

▪ Why do we do what we do?

▪ Where do we want to go?

▪ How we will strive to meet our goals?

Background The strategic planning process examined the County’s purpose, internal and external environment, value to stakeholders, plans for action and long term financial planning. The Plan outlines how Northumberland County will achieve its Vision and Mission based on its Core Values. It also provides the road map that will direct us from where we are today to where we want to be in the coming years.

Recognizing the importance of the Plan, County leaders examined previous strategic plans and other planning documents to consider opportunities to move forward to meet the evolving needs of the municipality. This plan builds on the direction of those plans and is supported by the Strategic Pillars for Action and the accompanying strategic goals. The strategic planning process is the foundation upon which the County’s yearly Business Plans and annual budget are based.

We believe that to responsibly allocate resources, we must understand the needs of our residents and the factors that impact them. By looking ahead, we can establish a vision for service provision along with an understanding of what resources will be necessary to realize the vision. The result is a Strategic Plan that helps establish priorities, capture possibilities and make informed decisions. It also identifies the pillars upon which we will continue to grow and sets the stage for priorities and each department’s strategies, actions and initiatives.

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Process The Strategic Plan development has involved input from Council, member municipality Chief Administrative Officers (CAOs), and Directors and Managers from Northumberland County.

Early in the term of the new Council a collaborative process to develop a Strategic Plan was introduced. The first step was to examine anticipated trends that would impact Northumberland County in the next term of Council, as well as further into the future.

Analysis of economic, social, technological, environmental and political trends that cover the period of 2015 to 2035 were discussed and prioritized during this step of the process. Key trends noted were: ○ a shifting of the leadership paradigm - where everyone is a leader in our culture ○ new technology impacting operations and requiring different skills sets ○ increasing demands on health services—rise in dementia, awareness of mental health/addictions ○ demographic demands — pressures on infrastructure, programming and recruitment ○ legal requirements, customer service models and participative government that need to be addressed ○ increasing federal and provincial expectations around municipal “self-sufficiency” ○ staffing and compensation models ○ modifications to funding models from the province ○ infrastructure pressures, including expansion of transportation systems ○ manufacturing/industrial base/growth of energy sector — shifting economic drivers ○ climate change and impacts on infrastructure, emergency planning and industry ○ growth of a creative economy These ideas were mapped out and presented to two groups for further input and consultation. The participants were the Directors and Managers from Northumberland County, County Councillors and member municipality Chief Administrative Officers (CAOs).

During these facilitated sessions small work groups brainstormed and then the larger group voted on priorities. This process ensured that the Plan balances priorities with opportunities and challenges, while supporting Northumberland County’s core values.

Council & senior staff set vision

Brainstorming

Strategic planning workshops

Voting process by consensus

Draft plan developed

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Who We Are: & The Foundation We Have Built Through the engagement process, it became clear that Northumberland County has many strengths. It was noted that there are a number of innovative initiatives currently underway that contribute to local quality of life. Here is a summary of some positive attributes and recent successes:

Economic Prosperity and Opportunity

Northumberland County has opportunities for business ○ it is located in south-eastern Ontario, 100 km east of Toronto ○ Northumberland has modern facilities, services and programs ○ businesses are served by well-maintained roads with access to major freeways, rail services and within easy distance of Pearson International Airport, providing access to some of the largest metropolitan areas in the United States ○ 95% of the County has access to high-speed internet ○ the Ontario Agri-Food Venture Centre offers expanded options for farmers and food entrepreneurs ○ the immigration portal provides information to newcomers interested in local business opportunities ○ Prosper in Northumberland, a collaboration of community media and economic development organizations focuses on supporting small businesses Northumberland County can attract tourists and manage large events ○ successfully hosted the 2014 Ontario Para-Sport Games ○ collaborated with other municipalities and stakeholders to develop a County Cycling Master Plan and five cycling routes ○ piloted a Tourism On-line Reservation System which is now being adopted throughout Ontario ○ coordinated three Doors Open Northumberland events in collaboration with municipal heritage organizations, attracting visitors to local cultural and heritage venues 12

Sustainability: Infrastructure, Municipal Programs and Services, Fiscal Responsibility Northumberland County has comprehensive plans in place ○ Asset Management Plan ○ Long-Term Waste Management Master Plan ○ Energy Conservation Plan ○ 10-year Capital Works Plan and replacement strategy for roads, bridges, buildings, social housing and equipment ○ County Official Plan which will guide land development and use ○ 10-year Housing and Homelessness Plan ○ Accessibility Plan ○ Cycling Master Plan Northumberland County has a history of maintaining its public assets ○ Northumberland has an infrastructure inventory of almost $265 million that supports the delivery of key services such as roads and public services ○ over the past three years 110 lane kms of County roads and 15 bridges/culverts have been rehabilitated along with 520 kms of County and member municipality roads resurfaced ○ from 2011-2014 the County completed $2 million worth of repairs and improvements on social housing units including upgrades to energy efficiency, appliances and accessibility ○ maintenance, repair and construction of approximately 120 kms of trail in the County Forest ○ the County Forest has an accessible “universal trail” Northumberland County understands the power of partnerships to create efficiencies ○ a variety of shared services agreements exist between Northumberland County and its member municipalities such as Information Technology (IT) expertise and support services, plumbing inspection, septic inspection, purchasing, Geographic Information System (GIS) cooperative, emergency planning, human resources and professional development ○ long-term agreement with the City of Kawartha Lakes to process its recyclables Northumberland County is fiscally responsible ○ reduced debt principal outstanding by $1.3M annually with no new debt ○ kept tax levy increase stable at 2.5% ○ improved capacity to address future infrastructure needs through consistent contributions to reserves account

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○ reserves balance increased to $36.4M ○ increased liquidity and improved overall financial health Northumberland County’s information is transparent ○ an online portal gives public access to Council minutes, agendas and reports ○ there are 11 e-newsletters available to subscribers who want to receive current information on County activities

Effective Leadership and Staff Northumberland County has a history of strong leadership and a stable environment ○ Council and staff work together with a commitment to upholding the public trust ○ our core values emphasize the connection between providing a high quality of life for residents and delivering excellence in public service at a reasonable cost ○ we maintain stable labour relations with six bargaining units ○ the County has an established Health & Safety training and a Wellness program that resulted in WSIB claims being halved between 2011 and 2013 Northumberland County has a proven track record with leadership training ○ over 50 employees have been provided with leadership development or succession planning training through Loyalist College ○ community members and staff from member municipalities have been provided with leadership and core training opportunities Northumberland County supports accessibility ○ services have been improved by creating an Accessibility Plan that identifies, removes and prevents barriers for people with disabilities Northumberland County consistently reviews operations and revenue sources ○ by creating operational efficiencies and new revenue sources in conjunction with a detailed, systematic review of services and pressures, the County works toward limiting tax increases while maintaining quality services ○ completing Strategic Plans, Business Plans, Service Plans and Master Plans integrates strategic planning and individual department work plans while aligning tasks and budget to strategic organizational priorities 14

Supportive Communities Northumberland County cares about the health and safety of the community ○ streamlined medical response kits minimize stress injuries and human error to enhance paramedic and public safety ○ the County-wide ambulance deployment plan means more paramedic coverage in smaller communities and maintains consistent response times Northumberland County supports all members of the community ○ ensuring a resident-centered model of care at the Golden Plough Lodge means a better environment and quality of life for residents ○ partners with local employment agencies to host successful Job Fairs ○ created 81 new affordable housing units since 2011 ○ supports the Food 4 Kids backpack program with more than 500 backpacks of weekend food supplies provided to school children ○ distributes 300 milk cards monthly to local families in need through the Milk 4 Families program ○ operates the Food 4 All distribution warehouse to supply local food banks, community agencies and school groups with food and other products

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Preparing for the Future The themes and ideas that resonate most out of the entire Strategic Planning process are the future realities. They are the opportunities, internal challenges and external forces that will affect planning in the next four years and perhaps beyond.

Our Identity—creating a brand Defining the County’s identity is a key part of future economic prosperity and resident pride. Northumberland County experiences some challenges in differentiating ourselves from our neighbours; however, we also have diverse and unique attributes that we can build upon—many natural and man-made assets. Some of these assets have not been leveraged to their full potential or identified as possible strong contributors to the future prosperity of the County. Increasing the visibility of these hidden assets can only help us grow.

Our proximity to the GTA and a number of larger urban centres can also be better positioned. Being within easy travel distance allows for access to amenities and culture of larger areas. By shaping clear positioning statements that will resonate with the community and stakeholders and capture the municipality’s hidden opportunities, the County can more successfully compete to attract funding, make bids and host events.

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Our Residents—changing demographics Declining birth rates, more options for education and employment in larger urban centres, and improvements in healthcare, create an imbalance in the County’s population. Facing a “demographic divide” between youth and an aging population means fewer workingage, tax-paying population; that potentially has wide implications on workforce dynamics, sustainability of government services, healthcare costs and economic growth.

Our Services—residents’ expectations Residents expect well-maintained and accessible municipal services. This means that Northumberland County will need to be adaptable in different ways including:

Infrastructure Modernizing aging infrastructure is crucial to support economic growth and compete with our neighbours. Local demands are increasing in critical areas such as land transportation, connections to GTA transportation systems and supports for aging populations such as long-term care and paramedic services.

Human Services The delivery of human services is evolving with technology. Outcomes for services and new funding models may play a larger role in designing successful interventions; and computer-generated check-ins with staff could complement in-person interactions.

The pressures on government to understand and work out multi-faceted human service systems issues will increase the need to be collaborative and integrate solutions to help residents with complex service needs.

Technology Many users of government services want the ability to view or update their own information using technology. Delivery of many basic services may shift from in-office professionals to individuals using technology. Advanced, integrated, self-serve mobile apps and kiosks can automate tasks.

There is also an increasing demand for transparency and the provision of municipal data using many forms using technology.

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Our People—talent management The ability to attract, develop and retain employees is emerging as a critical factor in organizational effectiveness. Other County Human Resource management issues include projected retirements, the ability to offer competitive compensation, the need to review structure to create internal agility to address emerging issues and the anxieties of staff around change and the pace of change.

A new financial reality External and internal pressures to stabilize or reduce taxes stress the need to prioritize and plan effectively. Additionally, there are pressures to offer more services and replace aging infrastructure. These trends mean that new ways of funding municipal activities need to be considered. These options include building partnerships, ensuring that results support municipal activities and outcome-based funding of programs.

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Building on the Foundation While the strategic planning process confirms that Northumberland County has a solid foundation in place to build a prosperous future, it also highlights the need to continually aim to be a best practices leader by offering effective and efficient services.

Beyond building on our strengths, we know that there are areas where we can improve and that there are external influences that will impact our future, both positively and negatively. We need to be mindful of these.

How Will We Define Success?

The Plan will influence the direction of Northumberland County in all areas. We will use the Strategic Plan to define priorities, processes and short and long-term plans, as well as prioritize budget allocations. Successes will be measured by movement toward the vision as defined by each Strategic Pillar and the associated goals.

An annual report, coinciding with the Annual Financial Report to Council and Community, will help monitor progress and keep the Plan on track. As the County puts the Strategic Plan into action, we will continue to work closely with our stakeholders and community to ensure that their voices are heard and that our work is grounded in key, supporting community activities.

Quite simply, we anticipate positive changes as a result of this process. Our aim is to be • an exciting community that is energetic and attracts people, jobs and opportunities • a destination of choice with a variety of events and festivals supported by vibrant communities; and • a location of choice for people to live, work and visit.

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The Four Strategic Pillars for Action

Thriving & Inclusive Communities

Organizational Excellence

Excellence

Sustainable Infrastructure & Services

Sustainability

Prosperity

Economic Innovation & Prosperity

Community

Our Vision: To bring together people, partnerships and possibilities for a strong and vibrant Northumberland County.

Pillars provide strength and support to whatever they are holding up. In this Strategic Plan, the Pillars uphold the Vision of the County to bring together people, partnerships and possibilities for a strong and vibrant Northumberland County. The four Strategic Pillars are used to define the priorities for the next four years and provide a framework upon which decisions and departmental goals can be formed. The following section defines the Pillars, lists key strategic priorities, specific goals and ongoing projects.

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Economic Innovation & Prosperity

Direction:

Our future as a thriving community depends upon our ability to plan for, market and develop our assets.

The creation of an environment that supports thriving individuals and businesses is key.

Fundamental to this vision of future prosperity is enhancing: • local education and training opportunities • agriculture and food ventures • strategies for attraction and retention of new industry • expansion of the types of core business that exist within the County.

Principle: Northumberland County is a municipality that offers opportunities that go beyond its natural assets. Innovation to create future prosperity is encouraged.

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Economic Innovation & Prosperity

Key Strategic Priorities 1.1 Develop a Comprehensive and Collaborative Economic Development Master Plan Lead: Director of Economic Development and Tourism Support: Facilities, Finance, Purchasing, IT, Human Resources, Communications, Planning, Forest, Community and Social Services Partners: All seven municipalities and their corresponding departments impacted by economic development and tourism initiatives, Alderville First Nation, federal and provincial agencies/ministries, funders, Northumberland Manufacturers Association (NMA), Northumberland Federation of Agriculture (NFA), Regional Tourism Region 8 (RTO8), postsecondary institutions, Workforce Development Board (WDB), Ontario East Economic Development Commission (OEEDC) and the private sector Detail: Given the changing global environment and the need to maximize resources, the development of a comprehensive Economic Development Master Plan to create an integrated approach to business attraction and retention is essential for Northumberland County. By developing a Master Plan that details a strategic approach to business attraction, combining the strengths of Northumberland with initiatives that are supported by existing human and financial resources, it will provide a clear focus for economic development activities.

Timeline: Fall 2015 — Master Plan developed through the use of existing and available data Spring 2016 — vetted through partner groups for initiation in a format that addresses research, framework, actions and performance measures 22

1.2 Continuing Development 1.3 New Canadian Attraction of the Northumberland County Lead: Director of Economic Development and Tourism Brand Lead: Director of Economic Development and Tourism Support: Tourism, Communications, Finance, Purchasing, IT, Planning, Forest, Transportation Partners: All seven municipalities and their corresponding departments impacted by tourism initiatives, federal and provincial agencies/ministries, funders, RTO8 and the private sector Detail: The Economic Development Department continually invests in leading edge marketing and communication initiatives which draw attention to Northumberland and, by extension, has created the Northumberland brand. These ongoing efforts result in a heightened awareness of the Northumberland presence in the marketplace. The nature of brand development is such that it will act as an umbrella to further support the efforts of the member municipalities in a collaborative fashion. This makes the activities within a member municipality unique to that municipality but collectively represents the Northumberland brand.

Timeline: Ongoing — as part of the overall tourism product development strategy and the integration of the Northumberland brand into targeted marketplaces, this activity will be expanded and enhanced

Support: Immigration, Finance, Purchasing, IT, Human Resources, Communications, Planning, Community and Social Services Partners: Federal and Provincial Ministries, New Canadian Centre (NCC), Faith Community, Chambers Northumberland, United Way, Community Training and Development Corporation (CTDC) Detail: With the investment made by various federal and provincial agencies to support new Canadian attraction to Northumberland, demand has increased to the extent that a valid case can be made for establishing Settlement Services specific to Northumberland County. Currently limited services are provided within the County through NCC. In addition, funding is also being sought to support a Local Immigration Partnership (LIP) which will become a function of Settlement Services. Further newcomer strategies will be developed in the following years by leveraging the existing operating model that uses established multiple partnerships and extensive collaboration and dialogue to ensure organizations that are critical to the success of any further newcomer initiatives are on board.

Timeline: August 2015 — application submitted for creation of a Settlement Services December 2015 — decision issued related to the application April 2016 — funding to commence should the application be successful 23

1.4 Entrepreneurship Initiatives Lead: Director of Economic Development and Tourism Support: Business Advisory Centre Northumberland (BACN), Facilities, Finance, Purchasing, IT, Human Resources, Communications, Planning, Forest, Community and Social Services, Transportation and Waste Partners: Federal and Provincial Ministries, Prosper in Northumberland, all seven municipalities and their corresponding departments impacted by economic development and tourism initiatives, Alderville First Nation, funders, NMA, NFA, RTO8, post-secondary institutions, WDB, OEEDC, Community Employment Resource Partnership (CERP) and the private sector Detail: Pivotal to the success of entrepreneurship initiatives in Northumberland County is the effort and work of the Business Advisory Centre Northumberland (BACN.) The Centre acts as a coordinating entity to create a one-stop shop for any potential entrepreneur looking to begin or expand in Northumberland County.

Year over year, BACN has expanded its array of services to the business community in Northumberland and has drawn numerous volunteers to collectively support the entrepreneurial community. Communicating the resources that BACN provides by coordinating technologies such as MAGNET for human resource data, CERP for labour force integration, and programs such as the Business Success Program, Summer Company and related self-employment initiatives will lead to Northumberland County being the destination of choice for any entrepreneur.

The establishment of an Angel Investment Network will become an essential component of these multiple entrepreneurship initiatives.

Timeline: 2015 — ongoing activity to develop size and scope Fall 2015 — pursue establishing Angel Investment Network Summer 2016 — creation of Angel Investment Network

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Direction:

Sustainable Infrastructure & Services

Our future as a thriving community depends upon our ability to develop and maintain existing levels of service and infrastructure without compromising the ability of future generations to meet their needs.

Consideration will be given to: • the roads and bridges systems including transportation links to surrounding communities and the GTA • the Golden Plough Lodge rebuild • maintaining relationships with our member municipalities.

With these pressing priorities comes the need to continue to develop our: • core financial plans and funding strategies to ensure that priority areas are addressed in a timely and accountable manner • corporate communications strategies to ensure that there is a good public understanding of County resources and limitations.

Principle: Northumberland County is a municipality that believes in planning for a sustainable future, with ongoing measurement of progress that ensures that we are continually and persistently taking the necessary actions.

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Key Strategic Priorities 2.1 Action projects and plans 2.1 a. Colborne Emergency Services Base

Sustainable Infrastructure & Services

Lead: Paramedic Chief Support: Facilities, Finance, Purchasing, IT Partner: Cramahe Township Fire Department Detail: Northumberland County Paramedics currently lease space to house both staff and ambulances in the Colborne Fire Station. The Paramedics and the Cramahe Fire Department have both determined that the current facility no longer meets the need of the departments. The County has initiated a joint project with the Township of Cramahe to design and build a new shared facility.

The building will be located within the Colborne Industrial Park in order to meet response time Timeline: 2015 — County and Cramahe staff have developed preliminary cost estimates and conceptual designs.

Site planning and design work will be completed by end of 2015.

Early 2016 — construction tender awarded 2016 — construction with occupancy of the new facility by December

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2.1 b Golden Plough Lodge (GPL) Rebuild

2.2 Asset Management

Lead: GPL Administrator

Lead: Director of Finance/Treasurer

Support: All operating functions within the GPL, Finance, Planning, Facilities, Purchasing, Transportation, IT, Economic Development, Human Resources, Records Management, Communications

Support: Transportation, Waste, Facilities, Social Housing, IT, Golden Plough Lodge, Paramedics, GIS, Planning, Fleet Management

Partners: Resident Council, Family Council, Local Health Integration Network, Ministry of Health & Long Term Care, families, residents, staff members Detail: The Ministry of Health & Long Term Care has developed new standards for long term care homes. All B & C rated long term care beds must be redeveloped to meet the revised standards no later than 2025. The Golden Plough Lodge will need to be fully reconstructed in order to meet the new legislated standards. The County currently owns approximately 5 acres of vacant land adjacent to the existing facility and the new facility will be located on this parcel of land.

Timeline: 2015 — the project will get underway by visiting recently rebuilt homes in Eastern Ontario and assessing the most efficient use of the available lands. Further, staff will retain the services of a consultant to lead the redevelopment project.

2016-17 — planning with input gathered from a variety of sources including all staff functions, residents and families, legislation, the Local Health Integration Network and various other stakeholders 2018 — design work will begin 2020 — construction beginning 2023-25 — occupancy (dependent upon the availability of funding and construction schedules)

Partners: Software provider Detail: The province mandated that all municipalities develop a comprehensive Asset Management Plan for all core infrastructure by the end of 2013. The County met this deadline with its first formal Asset Management Plan receiving Council approval in March 2014. The Asset Management Plan is an important tool to plan for the ongoing maintenance and replacement of the County’s infrastructure.

The initial Asset Management Plan projected that $1 billion would be needed for asset management over the next 50-60 years. An Asset Management Plan should be updated as assets are added, replaced, reconstructed or re-assessed.

Timeline: 2015 — issue a request for proposal to acquire asset management software that is required to maintain meaningful asset data and plan for future needs 2016 — software implemented 2017 — Asset Management Plan updated following the implementation. The revised Asset Management Plan will include updated funding strategies based on tax rates, the debt and reserve position and available funding at that time.

The Asset Management Plan will be updated every 2-3 years going forward.

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2.3 Continue to seek opportunities for partnerships, enhancements and funding Lead: Chief Administrative Officer (CAO) Support: All County departments Partners: Member municipalities, other orders of government, community agencies, private sector Detail: The fiscal challenges faced by the County will only be effectively addressed through creative partnerships and maximized funding. This speaks to the core values of the County and the approach is becoming entrenched in the organizational culture. The fiscal challenges faced by the Province have put pressure on their ability to adequately financially assist in the delivery of programs and services particularly sustainable, predictable funding for infrastructure. The shared services partnerships with member municipalities will also continue to be an important tool in the provision of sustainable services and infrastructure.

Timeline: The County participates in various professional associations and ad hoc committees to advocate for the need for funding and improvements in funding models.

The County is also a leader in the design and implementation of shared services with member municipalities. However, our willingness to partner also extends to various community agencies. We have a proven track record of finding new and more effective ways to deliver services and reinvesting in these programs to enhance service delivery.

Throughout the term of this strategic plan, the County will continue to apply these principles in all aspects of its operations.

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2.4 Implement high level goals in Master Plans: 2.4 a) Transportation Master Plan Lead: Director of Transportation and Waste Support: Transportation, Waste, Facilities, Community and Social Services, Economic Development and Tourism, Accessibility, GIS, Planning, Finance, Communications

In consideration of the County’s rural and urban character, the TMP will provide direction on policies, services and infrastructure that should be implemented over the 20+ year planning horizon to address community values, desires and mobility needs in an effective manner.

Timeline: 2014-15 — project initiated with the establishment of an Advisory Committee Partners: Member Municipalities, Provincial (AC) for the study, consisting of a staff and Federal Agencies, Public Stakeholders member from each municipality, four members of the public at large, County staff Detail: The County has started its first and the consultants who were retained Transportation Master Plan (TMP) study to prepare the TMP (MMM Group). Upon to accomplish a variety of transportation project initiation, member municipalities planning needs. The main purpose and were invited to provide input (and desired outcomes of the TMP include: policies, standards and practices) and also • identification of current multi-modal encouraged to participate in the study as it transportation conditions throughout the County, including a review of transit progresses. AC meetings have been held/ services and the Cycling Master Plan and are scheduled throughout the duration of the project in 2014 and 2015, as well as two developing a long-term multi-modal Public Information Centres (PIC), one in late vision for the County 2014 and one scheduled in fall 2015.

• optimizing the road infrastructure 2016 — Council presentations and and operations: to improve safety for all road users, including a review of high study completion. The study will outline collision rate locations, potential traffic recommendations for implementation over signal locations and a review of current 20 years, as well as high level considerations for the 30 and 50 year planning horizons, transportation policies including funding strategies.

• improve the movement of goods and people throughout the County to support our current and future growth • undertake a road rationalization review • identify potential transportation constraints and future infrastructure needs • develop an infrastructure investment plan to maximize overall benefit; and • provide a decision-making tool for the staff and County Council.

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2.4 b) Waste Management Master Plan Lead: Director of Transportation and Waste Support: Finance, Purchasing, IT, Communications Partners: Member municipalities, Federal and Provincial Governments (funding partners)

dual stream curbside collection program for Blue-Box Recyclables and implementation of a Source Separated Organics (SSO) (e.g.

Green Bin) curbside collection program Enhanced collection services for downtown areas – ongoing

Detail: In 2014, Northumberland County adopted a new Long-Term Waste Management Master Plan (LTWMMP).

The LTWMMP provides direction on how to increase the County’s current Waste Diversion Rate of 40% to beyond 70% by the year 2020. The Plan also contains several short and longer-term recommendations that will contribute towards this increased diversion rate.

It is estimated that the net impact to annual operating costs will be $1,500,000 to implement the Short-Term recommendations. This represents an annual increase, to the average household, of approximately $40.

Timeline: The Short-Term recommendations (2014 – 2019) within the LTWMMP are: 2015 — upgrades to Material Recovery Facility’s Container Processing Line and implementation of a County-Wide Leaf & Yard Waste Collection Program 2016 — development of a Recycling Collection Program for Apartment Buildings (3 year phased approach) Increased diversion options at Public Drop Off Areas (3 year phased approach) 2017 — study to commence on the development of a Long-Term Residual Waste Disposal Strategy 2019 — transition from a single stream to a 30

2.4 c) Cycling Master Plan Lead: Director of Transportation and Waste Support: Transportation, Economic Development and Tourism, Accessibility, GIS, Finance, Communications Partners: Member Municipalities, Provincial and Federal Agencies, Public Stakeholders (cycling enthusiasts) Detail: The County completed its first Cycling Master Plan (CMP) study in 2012 to enable the planning, financing and implementation of several cycling routes throughout Northumberland County. The goals of the CMP include: • development of on and off road facilities to be implemented over time • address specific areas of concern within the County, including barriers to increase ridership • develop policies, programs and other initiatives to create a more cycling friendly County • provide attractive cycling routes which encourage tourism • provide enhanced recreational, commuter and competitive cycling opportunities • establish a framework of cycling facilities that can be simply incorporated into regular business functions of the respective public works departments of Local and County level governments; and • provide clear and consistent guidelines, standards and specifications for cycling facilities to be incorporated into capital and operational improvements.

The Study resulted in the creation of five cycling routes within Northumberland County as well as linkages between these routes and other major routes through the County (i.e., linkages to the neighbouring municipalities/regions/counties).

The County initiated the study in 2010 and established a Committee for the study, consisting of a staff member from each municipality, representative from the Public Health Unit, cycling enthusiasts and County staff. The CMP was presented and endorsed by the Councils of each of the member municipalities in spring 2012 and adopted

by County Council on June 20, 2012.

Implementation to date includes installation of all recommended “Share the Road” signage, all recommended route signage, 24.3 km of surface treated/paved shoulders as well as production and distribution of educational and promotional materials on the County website and in the form of maps, pamphlets, etc. The CMP was updated in 2014 to modify the recommended shoulder treatment from surface treatment to hot mix asphalt based on both maintenance concerns and inappropriateness of the riding surface for cyclists.

Timeline: The County will continue to implement the intermediate and long term goals of the plan including paved shoulders and pavement markings through the capital works program as well as through provincial and federal grant and funding opportunities.

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2.4 d) Forest Master Plan Lead: Director of Corporate Services Support: Forestry, Tourism, Economic Development, Finance, GIS, Transportation, Communications, Health & Safety, Land Use Planning

Timeline: 2015 — complete the Strategic Plan document and present to Council for approval 2016-17 — the development of a Forest Master Plan

Partners: User groups, member municipalities Detail: The County Forest is 2,226 hectares with over 100 kms of trail and many unique habitats for wildlife and vegetation. It was managed by the Province for many decades but management responsibility returned to the County in the 1990s. The first Forest Strategic Plan will be an overarching document that identifies the opportunities and challenges for the Forest. Work on the Strategic Plan began in 2014 and has brought together stakeholders from various County departments to develop a plan for the future of this important County asset.

The strategic planning process is an important first step in determining the future direction of the County Forest and setting out the principles of how this asset will deliver value into the future. The value will be derived in many ways: environmental, natural heritage, wildlife, health and recreation, tourism and as a contributor to economic well-being. Following the completion of the Strategic Plan, a more detailed master planning process will take place that will seek input from a broader stakeholder group and identify specific projects to realize the full value of the Forest.

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Direction:

Thriving & Inclusive Communities

Our future as a thriving community depends upon our ability to balance varying community needs. This vision includes offering accessible services, affordable housing, opportunities for all residents and access to recreation and cultural activities. Further to that, we wish to support a strong and connected community—a place for people of all ages and backgrounds to prosper. The County’s character and identity—the rolling hills, rural feel, lakes, location and heritage, allow us to continue to emphasize and promote community-wide resources.

Principle: Northumberland County is a municipality with a heritage of history, citizenship and volunteerism. This strong fabric defines Northumberland’s culture; makes it unique from other areas.

Northumberland is a municipality that values and respects diversity and its history includes welcoming newcomers from many different cultures. Council, residents and diverse stakeholder groups collaborate as partners to ensure the needs, values and aspirations of all residents are respected.

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Key Strategic Priorities 3.1 Assessing and strengthening community social infrastructure

Thriving & Inclusive Communities

Lead: Director of Community and Social Services Support: Communications, GIS, IT, Finance, Economic Development and Tourism Partners: Community social and educational agencies, 211, fourinfo.com, member municipalities Detail: Completing a community scan and compiling information on existing community resources such as accessible service hubs, public computer and internet access points and various education and training opportunities will allow residents access to current information about available social supports and community services. This will reinforce the overall health and well-being of residents and support the attraction of newcomers to the community.

Once complete, a collaborative, community-wide communication strategy for informing residents about existing services will be developed. This strategy will include an interactive map hosted by the County, handouts, improvements to existing directory services and community presentations. Other key linkages include the Corporate Customer Service Strategy currently being developed, the enhanced phone system and revisions to the County’s website.

Following this work, an assessment will be completed to consider any opportunities to better integrate programs and services and address service deficits noted as a result of the inventory. It must be noted that this priority includes attention given to the ability to pay for any service enhancements that may be proposed.

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Timeline: 2014 — gathering of information jointly with GIS staff for the development of public-facing, searchable website with basic community, health and social services 2015-16 — launch of website 2016-17 — development of a communication strategy and analysis of strengths and gaps 2017-19 — Annual Business Plans will detail actions to integrate services and fill identified gaps

3.2 Strengthening the local definition and measurement of “thriving and inclusive communities” Lead: Director of Community and Social Services Support: Communications, GIS, IT, Finance, Economic Development and Tourism Partners: Community health and social agencies, member municipalities, residents Detail: Through a collaborative process, the County will investigate reliable data sources and measurement strategies to define a “thriving and inclusive” community by creating an Index of Well-being. Based on other community Best Practices and sources of comprehensive data, mechanisms will be put in place to measure the current state and agreed-upon targeted community improvements. Public consultations will help determine factors that residents view as key to future prosperity and want to see progress detailed in community reports.

Following this, baseline data must be gathered to determine the scope of the measurements and framework as well as the availability of data elements from existing information. It may be necessary to advocate as a community to ensure sufficient data is available on an ongoing basis.

Actions will be tracked and provided in annual reports for Council and the public.

Timeline: 2014-15 — groundwork completed 2016 — analysis and recommendations for baseline reports—frequency of “community report cards” will be part of the analysis 35

3.3 Develop a Municipal Poverty Reduction Strategy Lead: Director of Community and Social Services Support: Economic Development and Tourism, Communications, GIS, Finance Partners: Community health and social agencies, public Detail: Developing a Municipal Poverty Reduction Strategy formalizes Northumberland County’s commitment to building a healthy, thriving and inclusive community for all. This process will use a comprehensive, multi-sectoral approach to build support for change, encourage collaborative ways of working together and shift underlying systems of poverty with the goal of raising the profile of poverty and generating change for people living in poverty.

During this process, attention will be paid to the systemic issues that create barriers and the range of root causes of poverty. In order

to be effective, the strategy must include, not only the means of addressing the symptoms and consequences of poverty, but also the engagement of key services and programs, including other Departments within the County and member municipalities.

Other vital connections will include community services such as health, seniors’ services, children and youth services, education, employment services, Food Security systems, the volunteer sector and the private sector.

Timeline: 2013-14 — community dialogues to gather information 2016 — research and analysis of best practices in poverty reduction; consultation with various sectors, interested community organizations and the public 2016-17 — planning of local initiatives, funding and length of time to move forward, with recommendations to Council

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3.4 Continue to develop newcomer strategies

(cross reference with Economic Innovation and Prosperity strategy 1.3) Lead: Director of Economic Development and Tourism Support: Community and Social Services, Finance Partners: Community Partners Detail: Since 2014, the Economic Development and Tourism Department has been building on existing services and strategies for newcomers. Current Countyled supports include business supports, agricultural investment opportunities and multiple community development initiatives.

The aim is to position Northumberland County to obtain further provincial and federal funding that will allow for expanded newcomer opportunities. In 2015 the County will seek funding to support the creation of a Settlement Services program to enhance current new Canadians attraction and investment in Northumberland County. Further newcomer strategies will be developed in the following years by leveraging the existing operating model that uses established multiple partnerships and extensive collaboration and dialogue to ensure organizations that are critical to the success of any further newcomer initiatives are on board.

Timeline: 2015 — application for funding for settlement services submitted 2016 — if approved, the implementation would begin Further complementary activities will be pursued when opportunities arise.

3.5 Fostering a municipal and corporate culture of heritage and community vitality Lead: Chief Administrative Officer (CAO) Support: Economic Development and Tourism, Communications, Corporate Services, Finance Partners: Member municipalities Detail: Supporting the County’s vision of “people, partnerships and possibilities”, the aim is to provide local residents and tourists visiting the area with a rich experience. This involves expanding the role of the County in promoting its unique assets and historic services such as the Forest and Archives, and enhancing key stakeholder relationships.

The County will also continue to support festivals, events and attractions that bring in visitors and showcase the County while continuing with Tourism initiatives that focus on Canada-wide media outlets.

Timeline: 2016 — begin to consider the integration of successful promotional techniques to all County services that have not been fully utilized as recreational or tourist attractions

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Direction:

Organizational Excellence

Our future as a thriving community depends upon our ability as an organization to produce high levels of resident satisfaction. Such a focus is dependent upon continual reviews and evaluation of our overall effectiveness, efficiency of operations, accountability and transparency. This strategic objective is ingrained in Northumberland County’s Mission, Vision and Core Values.

Through our corporate culture, we: • engage our workforce to connect to the community • commit to high quality customer service • seek efficiencies through innovation, technology and shared services, where doing so benefits the community • review municipal services to improve: satisfaction, accessibility, affordability, communication/transparency and compliance.

Principle: Northumberland County is a municipality that is committed to organizational excellence. This is reflected by: • leaders who establish and communicate direction • organizational alignment of goals through common priorities and strategies • a focus on residents and their needs by measuring quality of customer service • staff involvement that provides individual opportunities to reach full potential • ongoing assessments of procedures and work processes to ensure efficiencies • relationship development with partners to guarantee effectiveness of services • systems in place that support continuous improvement • data-based decision making and the ability to measure performance and impact • the ability to demonstrate Northumberland County’s commitment to these principles to its residents.

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Key Strategic Priorities 3.1 4.1 Assessing Leadershipand Development strengthening community Lead: Chief Administrative social infrastructure Officer (CAO) Lead: Director of Community and Social Services Support: All departments

Organizational Excellence

Support: Partners: Communications, Member municipalities GIS, Information Technology, Economic County Development andas Leadership inFinance, Northumberland is defined Tourism the ability to:

Partners: Community social and educational • set direction by creating a vision and strategies agencies, fourinfo.com, member municipalities to get211, there • align people by aclearly articulating the compiling Vision Detail: Completing community scan and while seeing the right fit between people such and as information on existing community resources the Vision; and accessible service hubs, public computer and internet • motivating others through engagement, access points, and various education and training

commitment and value. opportunities will allow residents access to current Everyone is expected to be asocial leadersupports in everything information about available and they do. community services. This will reinforce the overall

health and well-being of residents and support the attraction of newcomers to the community.

Once complete, a collaborative, community-wide communication strategy for informing residents about existing services will be developed. This strategy will include an interactive map hosted by the County, handouts, improvements to existing directory services and community presentations. Other key linkages to the Customer Service Strategy currently being developed, the enhanced phone system, and revisions to the County’s website will be considered.

Following this work, an assessment will be completed to consider options to address any opportunities to better integrate programs and services and address service deficits noted as a result of the inventory. It must be noted that this priority includes attention given to the ability to pay for any service enhancements that may be developed.

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4.1 a) Enhance professional development and leadership building opportunities for staff and elected officials

4.1 b) Support Succession Planning initiatives that promote from within

Lead: Director of Corporate Services

Support: All Departments

Detail: Since 2007, the County has a focused on team dynamics and workplace relationships by providing management staff with the Managing and Leading In A Municipal Environment program through Loyalist College. All directors and managers also have access to the Northumberland Leadership Support Centre which has also been offered to member municipalities. A number of other professional development opportunities that enhance leadership effectiveness have been offered within the County and to member municipalities which has resulted in positive outcomes. Moving forward, plans to support personal and professional growth for staff and elected officials leading to a workplace culture of excellence will be offered.

Timeline: Late 2015 — changes to the Succession Planning program focusing on Individualized Leadership Development Plans, Project Management, High Impact Communications, and the Fundamentals of Leadership, and the launch of a new executive stream that focuses on individuals looking to move into senior management level positions 2016-18 — further engage staff from member municipalities to review the potential for a Northumberland-wide succession planning and leadership support program

Lead: Director of Corporate Services Partners: Community & Social Services, community partners, educational institutions Detail: In 2012 the County launched a Succession Planning Program. As with all County programs, regular monitoring and reviews have been completed to ensure that the Succession Planning Program continues to meet the needs of program participants, the members of the Management Operating Committee and the County as a whole. In late 2014 and early 2015, a complete review of the existing program and a statistical analysis of the County’s workforce were completed. The conclusion reached was that the program adds value to the County and that continuing the program with some key revisions would assist Northumberland County in preparing for future staffing needs by developing our internal leadership pipeline.

The key revisions noted are: • developing a dual focus on potential future municipal vacancies and leadership development • creating several streams for program participants depending on their goals • embedding hands-on action learning projects for participants to work on during the program • creating Individual Learning and Development Plans that identify priorities and outcomes for program participants 40

•

•

linking core values with leadership competencies during the application process and with the selection of training topics; and reviewing the provision of the formal training component.

Given that many of the potential candidates have been through the Loyalist Managing and Leading In A Municipal Environment program, it was decided that the Succession Planning Program would use the University of Ontario Institute of Technology’s (UOIT) Management Development Centre for the classroom component.

Timeline: Late 2015 — launch of new program 2016 — first intake targeted for completion and evaluation of changes 2017 — report on program submitted considering necessary revisions to maintain relevance Concurrently, a review will take place of current recruitment policies to ensure they are aligned to support this strategic priority.

4.1 c) Review and ensure that compensation policies are competitive Lead: Director of Corporate Services Support: External consultants Detail: Northumberland County’s compensation policy (HR policy # 4.3.7) passed by Council in December 2013 contains provisions for adjustments to salary structure stating: “The County reviews the market competitiveness of its salary structure for non-union employees on an annual basis taking into account cost of living increases and changes to job rates among the County’s market comparator group. As necessary, the salary structure is adjusted to align with the target pay position established by Council, i.e., the 60th pay percentile of the comparator group.”

While compensation is reviewed annually, benefits are reviewed every 4 or 5 years depending on union negotiations and internal comparators.

(Continued on next page.)

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Consideration has been given and will continue to be given to offering no-cost or low-cost incentives that add to the attractiveness of employment with the County. Without compromising on service to residents of Northumberland County, the County continues to pursue the goal of being a top local employer offering alternative work arrangements, wellness strategies and investment in the development of staff that contributes to attracting and retaining the right people.

An analysis of the non-union position review tool must also be completed to ensure the tool continues to properly capture the essence of each position and in turn, ensures positions are properly evaluated and placed on the non-union salary grid, in compliance with Pay Equity and compensation practices.

Timeline: Mid-2015 — non-union benefits were reviewed and adjusted 2015-2016 — Review of the non-union evaluation program and implementation of any recommended changes As an attraction and retention strategy, these reviews will continue to occur to ensure competitive compensation is offered by Northumberland County.

Reviews of other employment incentives are also ongoing.

4.1 d) Develop a Communication Strategy around core values, mission, and vision Lead Partners: Director of Corporate Services and Director of Communications Support: All departments Detail: With the release of an updated Strategic Plan comes the opportunity to actively improve employee’s recall and understanding of the County Mission, Vision and Core Values. The Communications and Corporate Services Departments are working collaboratively to develop a strategy that considers the most appropriate vehicles to make information about corporate priorities and initiatives easy to access, increase employee’s knowledge of departmental functions across the organization and ensure that employees at satellite locations feel a strong connection to the culture of the organization.

Mechanisms that support these goals are leveraging of the employee intranet, development and placement of posters, pay stub inserts and staff events.

Timeline: 2015 — development of communication strategy 2015-16 — implementation of the Plan

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4.1 e) Continue to implement staff engagement strategies Lead Partners: Director of Corporate Services and Director of Communications Support: All departments Detail: Strengthening employee engagement is a vital support to providing excellent customer service, retaining valuable staff and inspiring vision and values throughout the organization. Supporting engagement is largely driven by effective leaders who understand that involving all members of work groups brings value to the planning and implementation of projects. This supports the development of future leaders, hidden assets, supportive co-workers and teams, and creativity in the workplace. When staff feel supported and encouraged to grow on the job their level of satisfaction, loyalty and engagement increase.

Included in the Communications Department Annual Business Plans and ongoing Human Resources initiatives are

other existing strategies that strengthen employee engagement. The first is the development of greater knowledge and alignment with the County’s Core Values, Mission and Vision, which supports an individual staff member’s understanding that their work is integral to the future of the organization and residents of the County. The second strategy, through the Human Resources Division, is supported and strengthened leadership and mentoring development among the leadership teams.

This allows existing County leaders to acknowledge staff by assigning job tasks that fully use their skills, support or create development opportunities for individuals and offering feedback on the job.

These strategies need to mature and be modelled throughout the organization during the course of the Strategic Plan.

Timeline: Continued focus and implementation of staff engagement strategies will be ongoing throughout the period of the Strategic Plan.

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4.1 f) Continue to revise hiring practices that capture changing demographics Lead Partners: Director of Corporate Services Support: IT, Communications, Economic Development and Tourism, all Departments Detail: Due to demographic shifts now occurring, developing recruiting practices that attract the right people involves positioning the organization and understanding how to brand the corporate strengths with prospective employees. Much of the first step, which is to complete an analysis of at-risk job types and anticipating future needs, was completed as part of the Succession Plan review in 2014-2015.

Further steps involve refining the types of hiring practices that will attract tomorrow’s workers. Focus should remain on being competitive in terms of compensation, maintaining a solid reputation, offering development opportunities, valuing a diverse workforce and workplace culture and engagement. These items are addressed under strategic priorities in other areas of the Strategic Plan. However, a comprehensive, longer-term recruitment strategy that reflects the corporate commitment to investing in future staffing will be developed.

In focusing on the recruitment of younger workers there are several concepts to consider: • the appeal of technology—the use of internet and social media as preferred methods of communication and source of job information • identifying and creating a presence at specialized schools or educational

programs that will turn out in-demand skilled workers • lack of attractiveness of traditional municipal compensation and workplace structures • considering the needs of older workers or hiring retirees to bridge gaps • emphasizing the social value of public service • commitment to benefits programs that balance family and work issues • online recruiting and selection processes • speeding up and simplifying the recruitment process including the use of technology to rank applicants.

Timeline: 2014-15 — enhanced accessible communications practices have been passed

by Council Preliminary meetings around the use of MAGNET took place (MAGNET is an online technology linked to universities and colleges that connects people with the jobs they are interested in and qualified for. This is a free service that uses technology to save time in recruitment, provides objective shortlisting and has a proven track record) 2016-17 — development of a strategy and actions to streamline the recruitment process and ensure that the program is soliciting quality candidates

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4.2 Develop performance metrics for regular reporting to Council and the public based on responsibilities by Department Lead: Chief Administrative Officer (CAO) Support: All departments Detail: In 2014 the County published its first Annual Report for 2013. Each year this Report is intended to provide an update on the financial health of the County and give the public details on accomplishments related to the objectives contained in the Strategic Plan. Following the approval of this Strategic Plan, establishing and collecting performance metrics by Department for publication on an annual basis will allow for greater transparency and public accountability.

Furthermore, the quarterly financial updates from the Treasurer will evolve into a stewardship presentation on operations and progress on the Strategic Plan with finance as a component.

Timeline: 2016 — the Annual Report and quarterly updates will be redesigned to include reviews of strategic progress to Council

4.3 Develop a Communications Master Plan that complements the goals and objectives of the County (cross reference Continuing Development of the Northumberland County Brand— strategic priority 1.2) Lead: Director of Communications Support: All departments Partners: member municipalities, Alderville First Nation, members of the public Detail: The objective for completing a Communications Master Plan is fostering corporate-wide communications excellence. This goal will be demonstrated organizationally by strengthened relationships with diverse stakeholder groups, realizing organizational goals and serving the public interest. With a focus on key guiding principles, research, resident-focused communication, supporting technology, branding plans, content marketing and standardization, and proactive messaging, this Master Plan will provide priorities for the future of communications from the County.

It will also define long-term objectives and actions for ensuring two-way information sharing between residents and the County.

Timeline: 2015-16 — update policies and processes that brand and visually identify County functions through the use of consistent communications materials, consolidation of print ads and development of visual identity guidelines including the standards for the use of the logo, stationery, marketing and promotions, signage, vehicles and uniforms will occur.

2017 — Master Plan development 2018 — Plan vetted through various partners 45

4.4 Develop and enhance mechanisms to share information, experience and technological best practices through local working groups Lead: Chief Administrative Officer (CAO) Support: Communications, IT Partners: CAOs from member municipalities, existing local working groups Detail: Over the past 5 years a number of municipal working groups have developed.

Using existing local working groups, Northumberland County’s CAO’s Committee reviewed progress in October 2014 and recommended next steps toward achieving more cost effective municipal government by considering: • service advantages or cost savings to taxpayers • mitigating risk to citizens • creating greater operational stability • savings through economies of scale The next step is to enhance the mechanisms for sharing information and technological best practices through these local working groups and considering other activities that advance the agreed upon outcomes.

Timeline: 2015 — the County CAO will begin discussions to the CAO’s Committee

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Next Steps: How the Plan will be Implemented • Align After Council sets the strategic direction, the senior leadership team will inform staff about the process and the outcomes. The values, priorities and action plans must be embedded into work and contribute to the organizational culture.

Each department’s decisions during the annual County budgeting and business planning processes will be informed by the common goals and defined priorities contained within the Strategic Plan.

In summary, the activities supported by the Strategic Plan provide linkages between the Vision, Mission and Strategic Pillars and each department’s initiatives.

• Inform The Strategic Plan will be communicated to stakeholders and the public using established media and communication strategies.

• Report Establishment and collection of measurement is a significant component of the Strategic Plan. Staff will evaluate performance and provide a Strategic Plan Report on an annual basis to Council. This document will outline the actions taken toward reaching the goals and evaluate progress on achieving overall strategic directions.

On a quarterly basis, with the Financial Updates currently presented to Council, there will be a review for Council of progress made toward each of the individual Strategic Pillars.

This information will also be available to the public.

Term of the Strategic Plan The Strategic Plan is intended to guide Northumberland County for a four year period. This cycle specifies priorities and directions focused on and reflective of the term of County Council.

This is a dynamic and evolving plan, created by assessing the internal and external environment at the time it was completed. It should be noted that issues, challenges, trends and opportunities can emerge during a four-year period. Council may wish to update the Strategic Plan to reflect changes and ensure that Council’s emerging priorities are addressed.

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Produced by

September 2015