Preliminary Implementation Plan

The Preliminary Implementation Plan is to achieve the recommendation put forward by the Consultant. It is meant to provide Council with an overview and understanding of the type of activities and level of effort that will be needed to realize long term sustainability. If Council accepts the recommendation, much more detailed implementation planning would be required (and facilitated by the Consultant).

  1. Move to a CAO system to support a shift of Council focus from operations to long term sustainability
    • While moving to a CAO structure will eliminate standing committees, there are also additional Committees of Council that should be examined.
    • Create a Town of Shelburne Sustainability Task Force with representation from Council and the Community. Provide the Task Force with a Terms of Reference that defines mandate, roles and responsibilities and timelines.
    • Address Human Resource issues (training, development, performance planning etc.) to ensure the Town has the skills required to support long term sustainability.
  2. Develop and implement a Town of Shelburne Sustainability Strategy focused on the priority risks (population and commercial tax base) that identifies goals, specific deliverables, timelines, resources, targets and accountabilities
    • Engage a top quality, world class firm specializing in local economic development of heritage communities to develop a plan to attract residents and businesses to the Town of Shelburne.
    • Include neighboring municipalities and the Province and Federal governments to assist in implementing the plan (include them in plan development and governance if possible).
    • Engage the community in defining its vision for economic development, building on the ICSP vision. Bearing in mind that there appears to be a split in the Town between those that are open to all comers (i.e. Wal-Mart, Tim Horton’s, etc.) and those who want to leverage the affordable quality of life location into a ‘new economy’ Mecca. This is a potentially contentious issue that must be examined and resolved by the community.
    • Evaluate tax structure options and other actions to reduce the commercial tax rate in the Town, such as:
      • Assess user based charges to ensure the appropriate balance exists between the costs of Town services borne by visitors, seasonal residents and full-time residents,
      • Create a joint Town / MDS business recruitment task force and develop a tax sharing strategy for designated areas of the town and MDS (existing and new business),
      • Reduce the commercial tax rate multiplier by one or more of the following: i) increasing residential rate; ii) using any new user based revenues to lower the commercial rate multiplier; iii) targeting all or a portion of the revenues generated by new commercial assessment to reducing the commercial rate.
    • Re-allocate existing Town resources to provide support for economic development and planning needs:
      • Move Parks & Fields staff and equipment to Public Works,
      • Maintain grants and financial support to community groups and organizations including Community Use Co-ordinator
      • Reassign remaining recreation resources to economic development and planning (evaluate impact in two years).
    • Set a timeframe within the mandate of the current Council to formally evaluate progress (conducted by an external party) and decide whether to continue on the current course or pursue other options (could include a plebiscite on amalgamation).
  3. Address issues and opportunities identified in Operational Review to increase service delivery effectiveness and efficiency
    • Consolidate Parks and Fields and Public Works service delivery.
    • Decrease number of Councillors4 and Committees of Council.
    • Enhance technology to support service delivery.
    • Develop and implement Human Resource policies and programs.
    • Integrate support for diversity and inclusiveness into all aspects of town planning and operations.
    • Address facilities deficiencies.
  4. Build a strong working relationship with surrounding municipalities to lay the foundation for a joint decision on whether to pursue voluntary amalgamation, should the Town wish to explore this option in the future
    • Pursue additional opportunities for joint business planning, delivery of services and efficiencies, especially in the area of planning and economic development
    • Examine the effectiveness of the Joint Services Board and improve if / where necessary.
    • Engage MDS in joint reporting to residents
  5. Monitor Progress of Town of Shelburne Sustainability Strategy and regularly report results to the community
    • With input from the community, develop a list of risk indicators to be reported on regularly (population, financial condition, tax rates, tax burden, assessment, service costs etc.) to assess progress in achieving sustainability.
    • Monitor and report on progress in implementing Town of Shelburne Sustainability Strategy (i.e. planned versus actual activities and results).