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Strategic Plan
2013-2018-
GROWING - LEADING - THRIVING
STRATEGIC pLAN 2013-2018GROWING - LEADING - THRIVING
A WORD FROM THE MAYOR 5
OUR MISSION 6
ORGANIZATIONAL VALUES 6
A SHARED VISION 7
COWANSVILLE: A PORTRAIT 8
PRIORITY CONSIDERATIONS 10
STRATEGIC GOALS 11
ACTION PLAN 12
SUMMARY OF STEPS TAKEN 28
TAbLE OF CONTENTS
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A WORD FROM THE MAYORDear fellow citizens,
I am extremely proud to present this strategic plan to you, which represents the culmination of a process that has lasted many months. This is a unique process that involves citizens, city councillors as well as numerous employees and city stakeholders. This first municipal strategic plan is an essential and proactive development tool. It allows us to approach the next five years with a decidedly dynamic approach while listening to citizens, employees and partners. The goals emerging from the strategic plan constitute a framework for both planning and managing our priorities. Our aim is to promote a healthy living environment with responsible management. To be successful, we now have to work together toward this common goal. You can rest assured that all City personnel have the commitment and motivation required to fulfil this vision. I wish to thank everyone who has contributed to this strategic review that lays the foundations for the future of our city.
Arthur Fauteux Mayor of Cowansville
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ORGANIzATIONALVALuESThe City of Cowansville is built on values that are rooted in its organizational culture. These organizational values require commitment from all members of the organizational structure, including elected representatives, managers and employees.
• putting citizens first: listening to and serving the citizens
• respect: consideration toward all people
• integrity: exemplary behaviour from elected representatives, managers and employees
• commitment and responsibility: fostering a sense of belonging by demonstrating involvement, mutual assistance and solidarity
• excellence: seeking to constantly improve performance and services
OuR MISSIONIn order to create this strategic plan, Cowansville’s mission needed to be clearly defi ned.
As a dynamic central city, the City of Cowansville aims to provide a diverse range of local, quality services that meet the expectations of its citizens. It also aims to provide a healthy living environment for everyone through responsible management that balances economic development, social concerns and environmental protection.
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A SHARED VISIONHow do we see the future of our city? The various elements of our vision reflect the aspirations of Cowansville’s citizens and their desire to maintain an exceptional quality of life. They are the inspiration behind the whole strategic plan and also guide the actions we must take over the next five years to make this vision a reality and ensure that city life remains enjoyable. • A city that takes pride in its present state and looks toward the future • A municipal organization that works closely with its population • A range of quality services and infrastructures • A population that is proud to be from Cowansville • A peaceful, safe and harmonious living environment • An open and supportive community • A major regional economic centre • A dynamic central city
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uNIquE FEATuRES
• excellent geographic location at the heart of the Brome-Missisquoi’s rcM: located between Montreal and Sherbrooke, close to Highway 10, a few kilometers away from Roland-Désourdy airport and the US border
• the largest city in the rcM: 12,732 inhabitants- 24 years old and under: 27% (28% in Quebec)- 25 to 44 years old: 22% (27% in Quebec)- 45 to 64 years old: 30% (29% in Quebec)- 65 years old and over: 20% (16% in Quebec)* Data from MAMROT and Institut de la statistique du Québec
• an exceptional natural environment: 20 parks with a total of 50 hectares
• an economic and industrial centre: 32% of the RCM’s businesses are located in Cowansville
• a regional service hub: health, business, education and community
• Major cultural and sports activities: summer theatre, art gallery, festivals, golf, museums, auditoriums, historical murals, aquatic centre, arena, beach, etc.
• a very strong community life: 72 community organizations and associations
• a bilingual population: 65% of the population speak both English and French
cowansVille: A pORTRAITThere are a signifi cant number of distinctive features and strategic assets in Cowansville that can be found on an economic, regional and social level. These elements provide the city with the potential to diff erentiate itself and grow.
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STRATEGIC ASSETS
Economic
• Proximity to Bromont industrial park
• Proximity to Burlington International Airport
• Central railway
• Industrial park
• Partnership with the regional airport (Bromont)
- Shopping centre
Services
• Brome-Missisquoi-Perkins (BMP) hospital
• CSSS La Pommeraie
• Massey-Vanier (sports and music programs, bilingualism, etc.)
• Sports facilities (indoor and outdoor pools, arena, indoor hockey, outdoor ice-skating ring, etc.)
• Law court: received numerous investments recently
• Maison Gilles-Carle: caregivers
Cultural and community
• Auditoriums - Davignon On stage, Église Emmanuel - Massey-Vanier auditorium
• Golf club
• Churchruck Museum
• Galerie Rouge art gallery
• Library
• Des Tournesols theatre
• Princess movie theatre (bilingual)
• Many other leisure activities
Natural
• Lake Davignon
• Centre de la nature
• Beach
• Green corridor
• Yamaska river
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pRIORITY CONSIDERATIONSAfter various consultation workshops, several priorities were revealed that the current plan needs to address through its various strategies and actions.
• Obtaining a more precise definition of the city’s identity and positioning
• Harmoniously integrating the region’s development (town planning)
• Establishing the cultural positioning of the city
• Strengthening and growing the industrial network
• Improving downtown (shopping centre, identity, services, etc.)
• Strengthening the positioning of Cowansville as a central city
• Adapting to the ageing population
• Developing communication between the City and its citizens
• Maintaining a responsible, efficient and open governance
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STRATEGIC GOALSThe 2013-2018 strategic plan puts forward five main goals that aim to strengthen the future development of the city of Cowansville. These goals are the result of consultation and planning, and were developed by taking into account the realities of the city and its partners.
THE FIVE MAIN GOALS OF THE 2013-2018 strategic plan are the following: 1. strengthen the positioning of Cowansville as a central city 2. encourage initiatives that reinforce and grow the city as a regional cultural centre 3. Support the continuity and development of the industrial and commercial network 4. Increase communication between the city’s administration and its citizens 5. further improve the quality of the living environment for all citizens
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THE ACTION pLANThe implementation of the action plan includes four types of timetable. Some of the actions mentioned above are in progress; others will be accomplished on an ongoing basis either on a short, medium or long term basis.
• In progress
• Short term (ST): 1 year
• Medium term (MT): 1-3 years
• Long term (LT): 3 years +
goal 1:STRENGTHEN THE pOSITIONING OF COWANSVILLE AS A CENTRAL CITY
strategy: Develop a strong new brand image and promote Cowansville’s identity by focusing on the central city concept
Actions in PRoGREss st Mt Lt
Defi ne a brand image based on Cowansville’s unique character
Draw up a communication plan in order to increase the reach of Cowansville and to strengthen the sense of belonging
Implement the communication plan
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strategy: Continue to develop the region while harmoniously integrating both natural and urban environments
Actions in PRoGREss st Mt Lt
Review and adopt the updated town planning scheme while taking into account the strategic goals identified
Ensure the protection and sustainable development of natural environments, rural living environments and cultural heritage
Adopt and apply a sustainable development policy
Promote current and alternative means of transportation as well as the safety of some pedestrian access routes and corridors in the regional development plan
Implement town planning regulation that complies with Cowansville’s vision of the future
Update the park management plan
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Actions in PRoGREss st Mt Lt
Defi ne the purpose of the city centre
Highlight the city centre’s favorable riverside position by increasing public access to the river
Investigate the feasibility of a public market downtown
Organize entertainment activities in the city centre and encourage initiatives
Support the subcommittee set up to discuss development possibilities and options for the shopping centre
Actions in PRoGREss st Mt Lt
Assess the current institutions and organisations
Implement a strategy to attract new institutions
strategy: Develop the city centre as the hub of community life
strategy: Consolidate and bolster the presence of established governmental institutions
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strategy: Pursue efforts to beautify and green the region
Actions in PRoGREss st Mt Lt
Improve the main access routes to the city with unique displays and distinctive landscaping
Promote tree planting in the region
Continue to develop the banks of the Yamaska river, green spaces and recreational areas
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Actions in PRoGREss st Mt Lt
Optimize the organization of and resources dedicated to the arts and culture with a view to greater partnership between stakeholders
Draw up and adopt a new version of the city cultural policy and proceed with implementation
Develop and manage the city centre to promote it as a hub for the city’s community and cultural life
Promote activities and underline significant accomplishments in artistic and cultural fields
Promote accessibility to family-friendly cultural activities
Ensure that the cultural component becomes an integral part of the region’s attraction
Determine the purpose and value of Bruck Museum
Expand the mandate of the new library so it can host cultural activities and thus become a hub for promoting, developing and spreading local culture and arts in general
GOAL 2 :ENCOuRAGE INITIATIVES THAT REINFORCE AND GROW THE CITY AS A REGIONAL CuLTuRAL CENTRE
strategy: Support, harmonize and develop local culture
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GOAL 3 :SuppORT THE CONTINuITY AND DEVELOpMENT OF THE INDuSTRIAL AND COMMERCIAL NETWORK
strategy: Support further development of the industrial sector
Actions in PRoGREss st Mt Lt
Evaluate the suitability of creatingan autonomous development group (management and creation of a business incubator)
Evaluate the suitability of creating a development fund for the construction of an industrial property through an NPO
Strengthen ties for attracting and developing a qualifi ed workforce (develop relationships with the BMC and the CEGEP)
Launch networking activities with stakeholders from the industrial sector
Promote existing and unoccupied industrial areas in collaboration with Brome-Missisquoi’s LDC
Defi ne and implement a promotion and development strategy for the industrial sector
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Actions in PRoGREss st Mt Lt
Distribute the results of the commercial diversity study and its business opportunities
Through partnerships, stimulate the sector to improve commercial diversity
Support initiatives that aim to define and implement a promotion and development strategy for the commercial sector
Facilitate the improvement and development of commercial and business zones with appropriate regulation
strategy: Support expansion of the commercial sector
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GOAL 4 :INCREASE COMMuNICATION bETWEEN THE CITY’S ADMINISTRATION AND ITS CITIzENS
strategy: Provide citizens with a better understanding of decisions taken and with improved interaction with municipal services
Actions in PRoGREss st Mt Lt
Update the new website for citizens
Via the City's website, give access to full information on municipal services and the progress of public issues
Welcome citizens’ requests and complaints and follow up in a proactive and diligent manner
Develop the range of online services available for citizens (registrations, permits, requests, library, etc.)
Implement processes for distributing and tracking the strategic plan and action plan
Continue with public meetings and discussions in order to give citizens and organisations the chance to discuss their needs and the important issues facing the city
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Actions in PRoGREss st Mt Lt
Offer citizens better access to municipal services by implementing a centralized information service (one-stop shop)
Foster an organizational culture that values service to citizens, performance and responsibility
Optimize the organization of municipal services by implementing policies and management tools
As part of the action plan, designate persons who will be in charge of implementing future-oriented actions
Pursue management procedures designed to control debt and current operating budget
Adopt a debt management policy
Continue to demonstrate accountability within the administration
Make the lists of calls for tender and municipal regulation easily accessible
Distribute the code of ethics to citizens
GOAL 5 :FuRTHER IMpROVE THE quALITY OF THE LIVING ENVIRONMENT FOR ALL CITIzENS
strategy: Continue to develop responsible governance characterized by transparency, efficiency and responsible fiscal management
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>© Clovis Durand
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strategy: Promote initiatives designed to improve the community’s well-being, particularly regarding families and the elderly
strategy: Continue to develop and strengthen the community structure and community participation, particularly youth participation in city and community life
Actions in PRoGREss st Mt Lt
Implement the strategies and actions put forward in the new family and seniors policy
Continue with steps being taken by the Family and Senior’s Committee
Encourage initiatives that could encourage youth to stay in the community
Actions in PRoGREss st Mt Lt
Support social housing organizations (OMH, cooperatives)
Develop new strategies for recruiting volunteers and integrate youth and seniors in particular into city and community life (new technologies, etc.)
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strategy: Integrate the principles of sustainable development into municipal services
strategy: Support the development of infrastructures, programs and services that facilitate involvement in leisure activities
Actions in PRoGREss st Mt Lt
Continue to implement the Lake Davignon watershed master plan
Create innovative environmental programs designed to protect and value green spaces, woodlands, waterways and wetlands
Make residents aware of the importance of good sustainable development practices
Promote responsible use of drinking water
Promote integrated management of waste materials to reduce landfill
Increase collection and recycling efforts
Actions in PRoGREss st Mt Lt
Evaluate and extend fitness routes
Continue to honour the universal access policy in place since 2011
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September 23, 2011A day of retreat organized around various workshops, involving about 40 representatives from various activity sectors in Cowansville’s community life.
October 11 to 19, 2012 Some 10 one-on-one interviews were conducted with elected offi cials and leaders involved in diff erent activity sectors in Cowansville.
October 23 and November 28, 2012Two-day working meeting involving board members and over 10 representatives from various activity sectors in Cowansville’s community life.
October 20, 2012Public consultation on a new family and senior’s policy project involving some 100 people (mostly seniors), preceded by several parents and seniors’ committee meetings as well as consultations with various stakeholders in spring 2012.
Thanks to all the community members, elected offi cials, partners and municipal staff who took part in the various consultations!
SuMMARY OF STEpS TAKENThis document represents an overview of a major process of analysis and discussion on the future of Cowansville. This process, which was spread over several months, involved the following steps:
March 29 and April 6, 2011About twenty municipal employees (management and staff ) took part in two days of retreat with themed workshops
April 9 and 29, 2011In parallel, board members also took part in two days of retreat.
April 19, 2011A day of retreat organized around various workshops, involving employees from Service des Loisirs, Culture et Vie communautaire as well as about 15 other stakeholders from these fi elds.
June 16, 2011Board members and municipal employees who took part in the retreats also participated in a business meeting designed to bring all their conclusions together.
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STRATEGIC pLAN
2013-2018GROWING - LEADING - THRIVING
INFORMATION-220, Place Municipale, Cowansville, Quebec J2K 1T4
450 263-0141 [email protected]
www.ville.cowansville.qc.ca
Published by the City of Cowansville September 2013
