Strategic Plan 2024-2027
Strategic Plan 2024-2027
At their Regular Meeting of Council on March 6, 2024, the Council of the Town of Aylmer passed the below resolution:
That Report CAO 14-24, respecting 2024-2027 Strategic Plan Adoption, be received as information; and,
That Council adopt the Strategic Plan for 2024-2027 along with the associated work plan.
Vision
Proud Heritage. Bright Future.
Mandate
To embrace the quality of life in Aylmer and build upon it. To assist residents, visitors, and businesses in accessing unique opportunities. To ensure that the Town has the appropriate plans in place to support future growth and maintain our existing assets. To be a leader in both environmental stewardship and public service excellence.
Pillar One – Dynamic, Inclusive Community
We create unique opportunities for individuals and families to live, work, and play.
We Do This by Focusing On
- Embracing our diverse culture and heritage
- Creating lasting memories for our youth
- Engaging people to be community leaders
- Creating a safe, inclusive environment for people of all backgrounds
Pillar Two – Planning for the Future
We have a strong vision for the future, focused on opportunities for sustainability and growth.
We Do This by Focusing On
- Ensuring sustainability and fiscal responsibility through long-range budgeting
- Ensuring adequate land for future growth
- Understanding and exploring partnerships that are in the best interest of our community
- Ensuring we have community facilities, assets, infrastructure, and green space
Pillar Three – Economic Vitality
Aylmer is a destination which is a crossroads of unique heritage and modern commerce.
We Do This by Focusing On
- Partnering with businesses for community improvement
- Attracting growth through targeted initiatives
- Promoting diverse housing options for our community
- Sharing how good life is in Aylmer
Pillar Four – Environmental Stewardship and Active Lifestyles
We are a leader in environmental stewardship.
We Do This by Focusing On
- Developing plans and implementing the Parks and Recreation Master Plan
- Expanding the active transportation network (trails and sidewalks in Town)
- Promoting environmental stewardship in our community
- Continuing to institute policies that support environmental stewardship
- Continuing to partner with others to advance environmental stewardship in our community
Pillar Five – Public Service Excellence Goals
We offer user-friendly, streamlined services through our knowledgeable, approachable staff.
We Do This by Focusing On
- Delivering municipal services in a safe and efficient manner
- Enhancing service delivery through technological and communication improvements
- Focus on open, honest and transparent dialogue, both internally and with the community
- Pride in public service – employees should be engaged, empowered, and enabled to provide the best services for the community
- Continue to foster an environment that values the integrity and ethics of staff
Strategic Objectives – March 2024
| Area | Description | Priority Level | Dates | Update |
| Corp. Services | Communication Plan – new website, improved social media presence | AA | Completed remove as a strategic objective with work upon this to continue. | Substantially completed. Ongoing tasks. |
| All – Corp. Services Lead | Laserfiche implementation | AA | Completed remove as a strategic objective with work upon this to continue and Laserfiche now functioning as a core municipal IT system. | Substantially completed. Ongoing tasks. |
| Operations | Plan to increase water servicing capacity | AA | Since last update Construction on the Water Tower has begun. | Project well underway. Will remain on Priority List until complete. |
| Corp. Services | Review and update of Development processes | AA | Substantially completed in 2022. Ongoing review of fees. | Mark as completed and remove. |
| Operations/ Finance | Parks and Recreation Master Plan | AA | Develop implementation Strategy and Timelines for Council endorsement (i.e. pool assessment price & ball diamond meeting) | Q2 2024 |
| Legislative Services/Finance | Email module GP, notices, tax bills, etc. Online payments for credit card | AA | Phase II modernization | Q3/Q4 2024 |
| Operations/ Finance | GIS/Asset Management Integration | AA | Project proceeding well. Update CRV for parks, EECC, facilities | Q1 / Q2 2024 |
| CAO | Boundary Adjustment | AA | Timeline extended. Receive Population Growth Projections in Fall 2023 and proceed to undertake lands needs assessment | Q2/Q3 2024 |
| Operations | SCADA Enhancements | AA | Capital Enhancements required for the system | 2024/2025 |
| Operations | Lagoon Enhancements | AA | Capital Enhancements required for future growth | 2024/2025 |
| Operations | Recreation Services – Enhanced website/online program registration | AA | Examine options to enhance recreation programming presence online. | 2024/2025 |
| Operations | Capital Planning – Parks and Trails | AA | Develop plan/prioritization of capital works in Parks and Trails | 2024 |
| Operations/CAO | EECC | AA | Continue to prioritize changes and improvements for EECC | 2024 |
| Legislative Services | Enhanced Cyber Security/I.T. supports | AA | Examine options to proactively address the increased risks around I.T. and develop appropriate plans, Q2 2024. | 2024 |
| Operations | Recreation Services – gymnasium utilization | AA | Present options on offering Recreation Programing in local schools | 2024/2025 |
| Operations/ Finance | Examination Indoor Pool | A | Review the potential for an indoor pool. | High level costing for 2025 Budget deliberations |
| All – Fin. Services/Corp. Services Lead | Enhancements 2022 Budget process | A | Substantially completed. Ongoing work of staff and Finance Committee will continue and improvements and best practices will continue to be identified. | Mark as completed and remove. |
| CAO | Land Disposition | A | Ongoing with the marketing and sale of AIM Park Lands in 2023-2024 | Remain as a priority until lands in AIM Park are 50% sold. |
| CAO | Aylmer Library | A | Completed. The current position of Council is not to revisit this item until substantial grass roots fundraising is undertaken by local proponents. | Remain as a priority with no immediate action required. |
| Fin. Services / Operations | Water/ Wastewater Financial Plan | A | Completed in 2022. | Mark as complete and remove. |
| CAO | Highway 3 By-pass | A | Completed. | Mark as complete and remove. |
| CAO | Homelessness | A | Advocate for investment by Elgin – St. Thomas Social Services in more local supports in Aylmer. -Offer supports to local groups seeking to deliver services in Aylmer. | -Ongoing issue of advocacy |
| CAO | Affordable Housing | A | Advocate for greater investment in Aylmer for Affordable Housing opportunities. | -ongoing priority |
| CAO | Cycling connectivity | A | Request Elgin County evaluate cycling infrastructure on their urban portions of County roads. | 2024 following recruitment of County Engineer. |
| CAO | Economic Development | A | Participate with Elgin County in identifying opportunities for enhanced Economic Development. | Ongoing work with the County. |
| Hr. / Corp. Services | Review 4 -day Work week | B | Completed in winter 2023. | Mark as completed continue to review employee engagement and motivation initiatives. |
| Corp. Services | Development Charges Review | B | Completed 2021 | Mark completed and remove. |
| All | Standardization of forms for RFP, Tenders and Bids | B | Completed 2022/2023 | Mark completed and remove. |
| Fin. Services / CAO | Investment Policy | B | Completed Town to join the JIB Investment Fund November 2023. | Mark completed and remove. Annual Investment Report required to Council. |
| Corp. Services | 25 Centre Street Redevelopment | B | Completed | Mark completed and remove. |
| All | Council Tour of Town Facilities, Lagoons, Operations | B | Mark completed and remove. | Mark completed and remove. |
| CAO/ Corp. Services | Review Aylmer CIP program | B | Summer 2021. -completed remove. | Mark completed and remove. |
| Fin. Services | Review of Financial Policies | B | Completed remove | Mark as completed and remove. |
| Legislative Services | Enhanced Enforcement | B | Develop a proposal to increase response levels to By-Law and Parking issues. | 2024 |
| Legislative Services | Oldtownhall Longterm plan & Community engagement | B | Develop road map for OTH facility | Q3 2024 |
| CAO/ Corp. Services | Review Enforcement Policies | C | 2024 | |
| CAO/Corp. Services | Review Animal Control Policies | C | 2024 | |
| Legislative Services | 2nd Floor Town Hall | C | Make a long-term plan upon renovations to the 2nd floor Town Hall and examine the cost of accessibility upgrades associated with that floor. | |
| Legislative Services | Review Customer Service | C | Develop metrics and tracking of customer service interactions. 2024. | 2024 |