24 - November 5, 2024 County Council Special Meeting Agenda PackageOZ5
ElgmCounty
Elgin County Council
Special Council Meeting
Orders of the Day
Tuesday, November 5, 2024, 1:00 p.m.
Masonic Centre of Elgin
42703 Fruit Ridge Line
St. Thomas ON
Note for Members of the Public:
The meeting will not be livestreamed.
Accessible formats available upon request.
Pages
1. Call to Order
2. Adoption of Minutes
3. Disclosure of Pecuniary Interest and the General Nature Thereof
4. Presenting Petitions, Presentations and Delegations
5. Committee of the Whole
6. Reports of Council, Outside Boards and Staff
6.1 Michael Howes, Managing Director 2WA Consulting - Agenda for 3
Council/Executive Leadership Team Strategic Planning Session
6.2 Michael Howes, Managing Director 2WA Consulting - Mission, Vision, 4
Values, and Strategies Draft #3
7. Council Correspondence
7.1 Items for Consideration
7.2 Items for Information (Consent Agenda)
8. Other Business
8.1 Statements/Inquiries by Members
8.2 Notice of Motion
8.3 Matters of Urgency
9. Closed Meeting Items
10. Motion to Rise and Report
11. Motion to Adopt Recommendations from the Committee of the Whole
12. Consideration of By -Laws
12.1 By -Law No. 24-38 Confirmation 15
13. Adjournment
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Elgin County
Strategic Planning Project
Council / Executive Leadership Team Meeting
November 5, 2024
a M-TIM6717
• Review Draft 3 of the Mission, Vision, Values and Strategies document
• Think about how and when the mission, vision, values and strategies should be used to
direct the business of Council and of Management
Meeting Objectives
• Provide input to the third draft, where applicable
• Identify how the concepts in the mission, vision and values as well as the strategies will
be used by Council and Management
Agenda
1:00 pm Welcome, Meeting Objectives
1:10 pm Introduction to the Day (Warden & CAO)
• What we aim to accomplish today
• Where this meeting fits into the larger project / work plan
• Questions of clarification from participants
1:20 am Overview of the Mission, Vision, Values & Strategies, Draft 3
• Comments, input, etc
• Next steps in the refinement of the document
1:50 am Implementing the Mission, Vision, Values & Strategies
• Once Council has approved the concepts:
• How will the Council put the ideas into practice?
• How will Management put the ideas into practice?
• What will each group start, stop and keep doing, as a result of the
approval of the MVV and strategic plan?
2:30 pm Summary of the MVV & Strategies Implementation Plan
• Summarize the top ideas from the above discussion
• Identify immediate next steps to develop these ideas
2:45 pm Next Steps
• Finalize the MVV & Strategies
• Submit the final document at the first November Council meeting
• Other steps?
3:00 pm Session Ends
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Mission:
"Elgin County enhances the quality of life for all residents, businesses, and
visitors by delivering efficient, accessible services and fostering collaborative
relationships.
Vision:
"Elgin is a welcoming, innovative, and sustainable community. We will advance
the prosperity of our county by continually improving our services, ensuring
responsible development, while respecting our rural heritage."
Values and Associated Behaviours:
Our values define us as both a community and an organization, reflecting our past and
guiding our future. These values will serve as the foundation for key decisions that
shape the direction of our community.
1. Respect:
• Listen actively and attentively to others without interrupting.
• Treat all individuals with dignity and courtesy.
• Acknowledge and appreciate diverse perspectives.
• Maintain confidentiality and privacy where appropriate.
• Foster an inclusive environment where people are treated with dignity
• Address inequalities where they exist to ensure fairness and mutual respect.
2. Integrity:
• Act honestly and ethically in all situations.
• Take responsibility for actions, owning mistakes and learning from them.
• Be transparent in decision -making and communication.
• Follow through on commitments and promises.
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• Avoid conflicts of interest, disclosing them where necessary.
• Ensure fiscal responsibility in all actions and decisions.
I Collaboration:
• Work cooperatively across departments and with partners to achieve common
goals.
• Foster positive relationships within and outside the organization.
• Share knowledge, resources, and information openly.
• Be receptive to new ideas and ways of working.
• Encourage participation from diverse perspectives.
• Value the contributions of team members.
4. Customer Focus:
• Be courteous and responsive to customer needs, delivering timely and efficient
service.
• Continuously seek feedback to improve service quality.
• Convey information clearly and in an accessible way.
• Improve on the status quo.
• Provide accessible services that meet the needs of diverse community members.
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�;'-trategy 1: Collaborative Engagement arlo-
Communication
Goal 1: Strengthen Relationships with Regional Partners, MPs,
MPPs, and Local Municipal Partners (LMPs).
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1. Establish regular communication meetings with regional partners and
LMPs.
2. Create a formal framework for collaborative projects across departments.
3. Use joint task forces to address shared challenges (e.g., transportation,
infrastructure).
1. Number of joint initiatives or agreements signed with LMPs and regional
partners.
2. Frequency of formal meetings or collaborative sessions held annually with
partners.
1. Launch a public engagement survey to understand preferred
communication methods.
2. Fully utilize the existing online platform for public feedback and real-time
engagement with the County.
3. Host town hall information sessions in both digital and traditional formats.
4. Organize community workshops to discuss service delivery and how it
benefits residents.
1. Increase in public participation in online platforms and surveys (e.g.,
number of responses, site visits).
2. Number of digital and non -digital communication channels actively used
for public outreach.
3. Attendance rates at workshops, public education events, etc.
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�. Expand the BR+E survey, meet with businesses individually to understand
their needs and offer support for their immediate challenges or
opportunities.
2. Set a goal for the number of businesses to engage and decide on annual
themes (e.g., largest employers, downtown businesses, manufacturers,
agri-businesses, etc.).
3. Analyze trends and integrate solutions into economic development
initiatives.
4. Regularly use different communication methods to share business
support, resources, opportunities, programs, and local successes.
1. Number of meetings with local businesses.
2. Number of red flag items identified and addressed.
3. Number of and participation in new programs or initiatives.
4. Increase in overall business satisfaction.
5. Increase in engagement across communication methods (e.g., site visits,
newsletter opens, social media engagement).
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1. Define key behaviors that align with the county's values and incorporate
them into performance reviews and other HR policies and processes.
2. Offer training workshops on inclusivity, customer service, and positive
collaboration for all employees.
3. Conduct leadership and staff development programs that reflect the
county's mission and values.
1. Improvement in employee engagement scores (measured through
employee engagement surveys).
2. Reduction in employee turnover rates within the organization.
Goal 2: Drive Staff Retention through Progressive and
Competitive Employment Practices
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1. Develop # « ^ employment packages a, reflect the current labour
market
2. Implement flexible working arrangements where possible.
3. Develop a comprehensive employee wellness and benefits program.
4. Regularly update job descriptions to reflect current and future needs.
1. Continuously improve upon time to fill open positions
2. Increase in employee retention rate year over year.
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Goal 3: Provide Opportunities for Career Growth and
Development.
1. Develop a comprehensive management training and leadership
development program aligned with a succession management plan.
2. Create mentorship programs that pair senior employees with junior staff.
3. Develop a repository of key roles and responsibilities for easy knowledge
transfer.
1, Percentage of leadership roles filled through internal promotions.
2. Number of completed knowledge transfer plans or documented roles in
key departments.
3. Training programs are developed
4. Succession plans are developed
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Strategy Service
Excellence
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ncy
Goal 1: Leverage Technology to Enhance Service Delivery
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1. Upgrade outdated infrastructure and improve cybersecurity measures.
2. Use automation tools to streamline public service delivery processes (e.g.,
permit applications).
3. Implement virtual service desks for residents to access services online.
1. Number of online services available to residents (e.g., permit applications,
tax payments).
2. Reduction in average service request processing time through new
technologies.
1. Introduce performance metrics and benchmarks
2. Implement a continuous management cycle to allow for real-time
adjustments as required.
3. Foster collaboration across departments to improve transparency, reduce
silos, and drive outcomes.
Metrics
1. Percentage of budgetary items delivered within approved budget limits.
2. Number of departments meeting performance metrics related to financial
efficiency.
Goal 3: Instilling a Customer -Centric Ethos
Tactics
1. Empower and train employees to take ownership of customer issues and
act decisively.
2. Encourage a sense of responsibility to see issues through to resolution.
3. Adapt and evolve processes based on both positive and negative
customer interactions.
Metrics
1. Number of customer issues resolved at the front-line (without escalation)
2. Regular gathering of customer feedback to inform process improvement
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Strategy Sustainable Community Growth and
Environmental Stewardship
Goal 1: Promote Economic Development while Respecting Rural
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1. Foster public -private partnerships to develop infrastructure that supports
sustainable growth.
2. Enhance regional marketing efforts to attract investment in agri-business,
and industry.
3. Develop and implement employment lands and investment attraction
strategy to guide proactive and targeted lead generation activities.
4. Promote tourism -related activities and festivals.
1. Increase in regional investment (e.g., number of new businesses or capital
attracted).
2. Growth in tourism -related revenue; visitor numbers; and increases in geo-
fencing / GIS data.
Goal 2: Promote Environmental Sustainability in County
TA
1. Develop and implement a corporate sustainability plan to reduce the
county's carbon footprint.
2. Align county projects with low impact development
3. Implement / expand county waste reduction recycling programs (e.g.,
recycling road building material)
4. Champion commercial and industrial / corporate community waste
reduction programs.
1. Carbon footprint data indicates annual reductions.
2. Waste reduction and recycling policies have been adopted.
3. Increase in the number and size of low impact development projects.
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Goal 3: Develop Strategic Land Use and Growth Management
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1. Collaborate with provincial and local governments to update municipal
Zoning By -Law provisions and Official Plan policies.
2. Identify and protect prime agricultural land and natural resources.
3. Encourage smart growth, mixed -use developments, and attainable
housing options through additional residential dwelling units in urban and
rural areas.
4. Aid municipalities with the development of local servicing allocation
policies / strategies
1. Total number of new ARU building permits by municipality
2. Total number of apartment or mid -rise type dwelling unit building permits
by municipality.
3. Total number of dwelling units created through site plan control, land
severance, draft plan of subdivision/vacant land condo, tracked by
application received, approved, and building permits issued by
municipality.
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Strategy
Goal 1: Supporting Housing Needs for Diverse Populations.
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1. Play an active role on the social housing committee, in step with Local
Municipal Partners (LMPs)
2. Collaborate with LMPs to promote mixed -use and affordable housing
developments.
3. Leverage provincial and federal funding programs to support housing
initiatives.
4. Implement policies that encourage the development of secondary units,
granny suites, etc.
1. Increase in the number of affordable housing units developed or
approved.
2. Percentage of residents accessing housing support services or programs.
Specialized
DiversePopulations.
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1. Enhance access to health and social service information for seniors and
diverse populations, using existing physical and online infrastructure
2. Promote Diversity, Equity, and Inclusion (DEI) initiatives in all county
programs.
3. Deliver youth mental health and addiction programs
1. Youth programs and usage increase annually
2. Increase in health and social services information access / usage
Goal 3: Improve Public Health and Social Services across the
County
1. Expand access to mental health and wellness services.
2. Reestablish initiatives to promote fitness and health engagement.
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3. Create a centralized resource center for public health and social services
information.
1. Increase in the number of people accessing public health initiatives or
programs
2. Percentage of residents reporting improved access to health and social
services (measured through community surveys).
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COUNTY OF ELGIN
By -Law No. 24-38
"A BY-LAW TO CONFIRM PROCEEDINGS OF THE MUNICIPAL COUNCIL OF
THE CORPORATION OF THE COUNTY OF ELGIN AT THE
November 5, 2024 MEETING"
WHEREAS, pursuant to Section 5.1 of the Municipal Act, 2001, S.O.2001, c.25, as
amended, the powers of a municipality shall be exercised by its Council;
AND WHEREAS pursuant to Section 5.3 of the Municipal Act, 2001, S.O. 2001, c.25, as
amended, the powers of every Council shall be exercised by by-law;
AND WHEREAS it is deemed expedient that the proceedings of the Municipal Council of
the Corporation of the County of Elgin at this meeting be confirmed and adopted by by-law
NOW THEREFORE the Municipal Council of the Corporation of the County of Elgin
enacts as follows:
THAT the actions of the Municipal Council of the Corporation of the County of Elgin,
in respect of each recommendation contained in the reports and each motion and
resolution passed and other action taken by the Municipal Council of the Corporation
of the County of Elgin, at its meeting held on November 5, 2024 be hereby adopted
and confirmed as if all such proceedings were expressly embodied in this by-law.
2. THAT the Warden and appropriate officials of the Corporation of the County of Elgin
are hereby authorized and directed to do all things necessary to give effect to the
actions of the Municipal Council of the Corporation of the County of Elgin referred to in
the preceding section hereof.
3. THAT the Warden and the Chief Administrative Officer, or alternate, are authorized
and directed to execute all documents necessary in that behalf and to affix thereto the
seal of the Corporation of the County of Elgin.
READ A FIRST, SECOND AND THIRD TIME AND FINALLY PASSED THIS 5T" DAY OF
NOVEMBER, 2024.
Blaine Parkin, Ed Ketchabaw,
Chief Administrative Officer/Clerk. Warden.
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