By Aryn Strickland
MAPLETON – Council, staff and consultant Bill Winegard presented a draft of the township’s strategic plan to the public on March 21.
It was the first presentation before widespread publication for public feedback.
The plan, described by Mayor Gregg Davidson as a “guiding document,” offers multiple larger projects within five over-arching goals covering infrastructure, the economy, recreation, municipal administration and financial sustainability.
Some of the goals offer clearer accomplishment markers than others.
The first goal – “maintaining and upgrading municipal infrastructure to serve local residents and businesses and to encourage growth” – focuses on upgrading the wastewater treatment facility. One of the directions is to reach an operating intake capacity of 1,300 cubic metres per day.
Others, like “township will explore potential solutions for the expansion of the medical centre,” are less clear, but that was by design, according to Winegard and Davidson.
“[The strategic plan] is supposed to be a motivator,” explained Winegard, of Winegard Consulting.
Davidson added council wants the strategic plan to be “flexible” so that it stays viable over council’s four-year term and it offers solutions as issues arise.
The intent is to have staff annually report to council on the township’s progress towards these goals and council will in turn inform the community with a more clearly defined form of measurement.
Winegard added that when future budgets come forward, they would identify how specific items followed the strategic plan.
Four residents were in attendance for the public open house.
Local resident Lori Woodham asked if the more clearly defined measurements come back in the report annually.
Winegard said he expects there to be a separate staff report to identify clearer measurements once the draft strategic plan is more widely circulated and adopted. He also expects subsequent annual reports containing measurements for elements of the strategic plan.
With the 2019 budget already passed, Davidson made a point of saying council remains cognizant of funding limitations.
Some of the elements in the draft might not be feasible within the next four years, he said, like building a bridge walkway connecting the proposed “agrihood” at the Glenaviland development with the river trail. Yet it remained in the draft, along with an entire section on long-term goals for 2040.
Amanda Reid, vice president of the Alma Optimist Club, asked when organizations could bring projects to council that could help satisfy goals in the strategic plan to help improve recreational opportunities.
Davidson said council plans to reach out to community groups after the strategic plan is finalized.
Early in his mandate, Davidson promised a strategic plan.
“We will map out our direction in early 2019 with a strategic planning process that will clearly provide our direction and goals for the next four years,” said Davidson at the inaugural meeting of the new Mapleton council on Dec. 3.
On Jan. 11, councillors and some staff members gathered in the council chamber for a strategic planning session with Winegard and Susan Shannon of Winegard Consulting.
It took council two full days working with Winegard consulting to establish the draft as it was presented at the meeting.
One section of the plan deals with “maintaining and upgrading municipal infrastructure,” including:
– upgrading wastewater treatment capacity to 1,300m3;
– upgrading the supply of municipal water;
– maintaining the quality of the transportation network;
– exploring ways to facilitate the expansion of fibre-optic cable and high-speed internet service; and
– upgrading municipal structures.
“Promoting growth and the expansion of the local economy,” includes:
– planning for residential growth resulting from Mapleton’s new wastewater treatment capacity;
– upgrading the potential of village downtowns; and
– taking steps to encourage more businesses, industries and employment.
“Improving recreational opportunities for residents and visitors” includes:
– promoting a walkable community;
– coordinating and promoting recreation programs and events; and
– delivering access to recreation service and facilities in a consistent manner across Mapleton.
“Building and supporting a strong and efficient municipal administration,” includes:
– supporting and sustaining a strong municipal staff team; and
– pursuing innovative and efficient administrative practices.
“Planning for a sustainable financial future” includes:
– increasing property tax rates annually at the rate of inflation;
– following the Asset Management Plan update to evaluate the option of a dedicated property tax levy for the update of roads, bridges, etcetera; and
– increasing wastewater charges annually at the rate of inflation.
