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2022-2025
Strategic Plan
July 2022
2 2
2022-2025 Strategic Plan
Introduction
Introduction
Strategic planning is the process by which an organization determines its long-term goals and the actions
needed to reach them. It is a useful process that blends high level visioning and objective analysis of goals and
priorities to chart a future course of action in the face of competing priorities. The success of any strategic
plan comes from its successful implementation. It is critical for organizations to link their strategic planning
efforts to other critical decision-making processes, and to ensure to support priorities and to guide trade-offs
among competing demands for time and resources.
For municipalities, the strategic plan is a keystone document. It guides it towards where it would like to be in
the future (proactive) versus having to deal with situations as they happen (reactive) and includes the steps it
will take to get there.
It also involves stakeholders (Council, Staff, General Public, Businesses, Neighbouring Units) in visioning the pre
ferred future which helps produce a flexible plan derived from internal discussions and external sources of input.
Our Process
Our Process
The strategic planning process is about getting from Point A to Point B more effectively, efficiently, enjoying the
journey and learning from it. Part of that journey is the strategy and part of it is execution. Having a good strat
egy dictates "how" to travel the road selected, and effective execution makes sure to check-in along the way.
Our process began in September 2021 and was completed in 4 phases: Assess, Design, Build and Manage.
The Assess phase helped us gather insights and conduct a SWOT analysis to determine our strategic posi
tion. The Design phase then gave us the opportunity to develop our mission, vision, and values. From there,
we moved onto the Build phase which saw the planning team build a plan that we can implement. Finally, the
Manage phase developed how we will execute our strategy and manage its performance.
These phases were overseen by the planning team included all members of Council and the team of senior
management. Their work was conducted in a combination of formal meetings, workshops, engagement ses
sions and on-on-one conversations.
Vision
Vision
A community shaped by the sea, that provides an ocean of opportunity.
Mission
Mission
To work together to provide municipal services that meet the needs of our residents and enhances our quality of life.
Strategic Goals
Strategic Goals
Grow our
Economy
1
Invest in
our People
2
Strengthen our
Communities
3
4
Operate
Efficiently
5
Keep Barrington
Moving
3
1
Grow our
Grow our
Economy
Economy
1.1
Attract Accommodations
KEY PERFORMANCE INDICATORS
TIMEFRAME
1.1.1 Identify potential municipal properties suitable for accommodations.
1.1.2 Identify and pursue potential developers and investors to help
increase the number of accommodations in the Municipality.
1.1.3 Build the case for accommodations
1.1.4 Reach out to other municipalities/towns that have done this.
1.1.5 Consider the possibility of engaging consultants.
2023/2024
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2022-2025 Strategic Plan
4
1.2
Invest in our Beaches & Parks
1.3
Improved Cell Service
KEY PERFORMANCE INDICATORS
TIMEFRAME
1.2.1 Review our Beach Strategy
1.2.2 Continue to support community organizations that align with our
Beach Strategy.
1.2.3 Improve accessibility at our beaches.
1.2.4 Identify other beaches and parks to develop.
2022/2023/2024
KEY PERFORMANCE INDICATORS
TIMEFRAME
1.3.1 Develop partnerships with service providers
1.3.2 Pursue private/public partnerships with the goal of improving cell
services in the Municipality.
1.3.3 Continue to work with the WREN in advocating and piloting
innovative solutions.
2024/2025
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2022-2025 Strategic Plan
1.4
Municipal Property Development
KEY PERFORMANCE INDICATORS
TIMEFRAME
1.4.1 Identify municipal properties for sale and/or development.
1.4.2 Assess the feasibility of expanding and/or developing more business
and residential parks.
1.4.3 Identify the needs of our communities and immediate opportunities.
1.4.4 Identify potential developers and formalize partnerships
1.4.5 Pursue funding opportunities to help develop properties or entice
developers to develop properties.
1.4.6 Develop a land purchasing policy or strategy.
2023/2024
5
1.5
Renewable Energy
KEY PERFORMANCE INDICATORS
TIMEFRAME
1.5.1 Consider opportunities to invest in renewable energies.
1.5.2 Evaluate the need for electric vehicle chargers within the Municipality.
2023
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2022-2025 Strategic Plan
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2022-2025 Strategic Plan
2
Invest in
Invest in
our People
our People
2.1
Community Health Centre
KEY PERFORMANCE INDICATORS
TIMEFRAME
2.1.1 Determine Location.
2.1.2 Develop Design Program.
2.1.3 Identify Funding Opportunities.
2.1.4 Finalize Design.
2.1.5 Construct.
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2022-2025 Strategic Plan
2.2
Doctor Recruitment & Retention
KEY PERFORMANCE INDICATORS
TIMEFRAME
2.2.1 Work with partners such as the NSHA and Yarmouth Doctor
Recruitment Committee to recruit health professionals.
2.2.2 Develop a local student recruitment program.
2.2.3 Focus on providing navigation services to new recruits.
2023/2024
2.3
Public Transit
KEY PERFORMANCE INDICATORS
TIMEFRAME
2.3.1 Continue to support Sou'West Nova Transit.
2.3.2 Create open and inclusive policies and by-laws that support other
transportation services.
2023
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2022-2025 Strategic Plan
3
Strengthen our
Strengthen our
Communities
Communities
3.1
Infrastructure Renewal
KEY PERFORMANCE INDICATORS
TIMEFRAME
3.1.1 Develop an Asset Management Plan
3.1.2 Ensure proper financial and human resource allocation to maintain
infrastructure.
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2022-2025 Strategic Plan
3.2
Housing
KEY PERFORMANCE INDICATORS
TIMEFRAME
3.2.1 Identify potential municipal properties suitable for housing.
3.2.2 Identify and reach out to developers and investors.
3.2.3 Explore funding opportunities.
3.2.4 Work with our provincial and federal counterparts to improve the
housing stock in our Municipality.
2024
3.3
Improve Wastewater Services
KEY PERFORMANCE INDICATORS
TIMEFRAME
3.3.1 Complete an assessment of our current wastewater systems.
3.3.2 Develop a wastewater expansion plan.
3.3.3 Consider the financial impact of wastewater expansion.
3.3.4 Pursue funding opportunities to help offset the cost.
3.3.5 Consider the implementation of a Supervisory Control And Data
Acquisition (SCADA) system.
2024/2025
3.4
Accessibility
KEY PERFORMANCE INDICATORS
TIMEFRAME
3.4.1 Continue the work of the Accessibility Advisory Committee (AAC).
3.4.2 Perform an accessibility audit on the main municipal properties.
3.4.3 Pursue and promote funding opportunities to help offset the cost of
improving accessibility.
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2022-2025 Strategic Plan
3.5
Diversity and Inclusion
KEY PERFORMANCE INDICATORS
TIMEFRAME
3.5.1 Organize diversity and inclusion training & education sessions for
both Council and Staff.
3.5.2 Create a Diversity and Inclusion Committee or Action Team.
3.5.3 Work with the Nova Scotia Office of Equity and Anti-Racism Initiatives
to create a plan to address systemic hate, inequity and Racism, as
prescribed for in the Act to Dismantle Racism and Hate.
2024
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2022-2025 Strategic Plan
4
Operate
Operate
Efficiently
Efficiently
4.1
Develop an Employee Retention Program
KEY PERFORMANCE INDICATORS
TIMEFRAME
4.1.1 Perform a full organizational review.
4.1.2 Review and modernize benefit programs.
4.1.3 Consider innovative HR policies that promote a health work/life
balance, mental health, support & training and succession planning.
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2022-2025 Strategic Plan
4.2
Create an Economic Development Office
KEY PERFORMANCE INDICATORS
TIMEFRAME
4.2.1 Hire an Economic/Business/Community Development Officer
4.2.2 Create a business retention and expansion plan.
4.2.3 Promote the Municipality as being open for business.
4.2.4 Continue to work with partners such as the WREN and Chamber of
Commerce.
2024
4.3
Consider the Expansion of the C&D Site
KEY PERFORMANCE INDICATORS
TIMEFRAME
4.3.1 Assess the current condition of the C&D Site.
4.3.2 Evaluate the future needs of the facility.
4.3.3 Develop a plan for the future of the Site.
2024/2025
4.4
Transparency
KEY PERFORMANCE INDICATORS
TIMEFRAME
4.4.1 Consider the possibility of live streaming Committee of the Whole
and Council meetings.
4.4.2 Continue having a strong social media presence to inform our
residents on municipal matters.
4.4.3 Continue to actively publish all publicly available municipal
documents.
4.4.4 Develop an education campaign promoting the role and work of
the Municipality.
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2022-2025 Strategic Plan
5
Keep
Keep
Barrington
Barrington
Moving
Moving
5.1
Enhance Recreation Programs
KEY PERFORMANCE INDICATORS
TIMEFRAME
5.1.1 Continue the work of the Recreation Advisory Committee (RAC).
5.1.2 Perform an evaluation of all recreation programs.
5.1.3 Create and Grow partnerships with other Recreation
Departments.
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2022-2025 Strategic Plan
5.2
Sherose Island Recreation Complex Strategy
KEY PERFORMANCE INDICATORS
TIMEFRAME
5.2.1 Work with the RAC to perform an assessment of the entire
property.
5.2.2 Conduct a needs assessment of recreation facilities and
services at the Complex.
5.2.3 Develop a conceptual plan of the future of the Complex.
2024/2025
5.3
Increase the Number of Outdoor Spaces Strategy
KEY PERFORMANCE INDICATORS
TIMEFRAME
5.3.1 Assess our current outdoor spaces and the need for more.
5.3.2 Explore opportunities to partner with local organizations and
businesses to develop and/or grow outdoor spaces.
5.3.3 Create unique spaces to foster arts and culture.
2023/2024
5.4
Trail Expansion
KEY PERFORMANCE INDICATORS
TIMEFRAME
5.4.1 Identify vacant municipal properties that could be suitable for
trail development.
5.4.2 Develop a trail strategy and consider the financial implications
of trail development.
Consider innovative partnerships or synergies between trails and
economic or tourism development.
5.4.3 Continue to support the work of the Woodland Multi Use Trail
Association.
5.4.5 Assess the possibility of improving trail amenities and
infrastructure.
2024
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2022-2025 Strategic Plan
5.5
Sidewalk Expansion
KEY PERFORMANCE INDICATORS
TIMEFRAME
5.1 Assess the condition and location or current sidewalks.
5.5.2 Evaluate the need for more sidewalks and how to create
potential "loops".
5.5.3 Develop a sidewalk expansion plan, considering the financial
impacts and alternatives (i.e., extended shoulder, asphalt vs.
concrete, etc.).
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2022-2025 Strategic Plan
Implementation and Tracking
Implementation and Tracking
Implementation is the process that turns strategies and plans into actions in order to accomplish strategic
objectives and goals. Whereas the strategic plan addresses the what and why of activities, implementation
addresses the who, where, when, and how. Below is the planning calendar that will help aid us in executing and
rolling out our plan successfully. Once our resources are in place, we can set our implementation schedule.
Our Process
Our Process
The plan will be implemented by:
- Communicating the strategy to everyone in our organization.
- Involving staff in the development of the plan.
- Assigning staff clear goals that tap into their strengths.
- Having staff create the action items to support their assigned goals.
- Holding staff responsible for the achievement of assigned goals.
- Holding staff strategy meeting to report on the progress.
- If something in the plan is not working, changing it. Taking corrective action or moving to build on success.
- Planning meetings where we only discuss strategy.
- Linking strategy to performance.
- Making true self-assessment an ongoing practice.
- Celebrating when goals are reached.
Holding regular strategy reviews is the key to implementing our strategic plan, making the numbers, achieving
our goals, and, finally, making strategy a habit for everyone involved. These meetings will give us the ability to
manage activities that drive future results and hold people accountable for making sure those activities happen.
Regular strategy meetings will allow us to keep our finger on the pulse of our strategic planning efforts and
make any necessary adjustments before it becomes too late.
Restricting the meeting to reporting on measurements can help us stay on task and keep the meeting short.
The meeting agenda should also include some time devoted to working on one specific topic or on one of the
quarter's priorities where decisions need to be made.
Holding meetings will help focus our goals on accomplishing top priorities and accelerating growth. Although
the meeting structure is relatively simple, it does require a high degree of discipline.